THE DCI HISTORICAL SERIES CIA SUPPORT FUNCTIONS: ORGANIZATION AND ACCOMPLISHMENTS OF THE DDA--DDS GROUP, 1953-1956 VOLUME IV (CHAPTERS IV, V, AND VI)

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP90-00708R000300070001-9
• Release Decision: RIPPUB
• Original Classification: S
• Document Page Count: 168
• Document Creation Date: December 16, 2016
• Document Release Date: August 11, 2005
• Sequence Number: 1
• Publication Date: July 1, 1960
• Content Type: PAPER

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CIA Internal Use Only
Access Controlled by
CIA Historical Staff
The DCI Historical Series
CIA Support Functions:
Organization and Accomplishments
of the DDA-DDS Group, 1953-1956
Volume IV (Chapters IV, V, and VI)
Secret
HS-3, vol. IV
July 1960
OGC HAS REVIEWED. [C~~~~,,,,,,~
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WARNING
This document contains information affecting the national
defense of the United States, within the meaning of Title
18, sections 793 and 794, of the US Code, as amended.
Its transmission or revelation of its contents to or re-
ceipt by an unauthorized person is prohibited by law.
GROUP I
Excluded from outomotic
downgrading and declassification
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Access Controlled by CIA Historical Staff
CIA SUPPORT FUNCTIONS:
ORGANIZATION AND ACCOMPLISHMENTS OF THE DDA-DDS GROUP
.1.953-56
VOLUME IV (CHAPTERS IV, V, AND VI)
by
HISTORICAL STAFF
CENTRAL INTELLIGENCE AGENCY
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CIA SUPPORT FUNCTIONS:
ORGANIZATION AND ACCOMPLISHMENTS OF THE DDA/DDS GROUP,
1953-1956
byl DCI/HS
Table of Contents
I. Overall Management Matters.
A. Scope of Support Activities 1953-1956 . . . . 1
B. Management Advice and Inspection in Agency
as a Whole . . . . . . . . . . . . . . . 7
C. General Direction of Support Services . . . . 14
Deputy Director . . . . . . . . . . . . . . . 17
Special Administrative Support for DD/P . . . 26
Administrative Support for DD/I . . . . . . . 35
Management Improvement Advisory Services
in DD /S . . . . . . . . . . . . . . . . . 37
Staffing and Career Service in Support Area .51b
II. Financial Administration of CIA, Fiscal Years
1953=1956. . . . . . . . . . . . . 52
A. Budgeting . . . . . . . . . . . . . . . . . . 52
General . . . . . . . . . . . . . . . . . 52
Office of Comptroller . . . . . . , . . . 60
Budget Cycles for Fiscal Years 1953-1957. . . 67
Summary . . . . . . . . . . . . . . . . . . . 85
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B. Accounting for Vouchered and Unvouchered
Funds . . . . . . . . . . . . . . . . 91
Accounting Activities of the Comptroller . . 95
Statistics of Vouchered and Unvouchered
Funds . . . ... . . . . . . . . . .
III. Manpower Management . . . . . . . . . ... . . . . 119
A. CIA Personnel Strength and Other Personnel
Trends, 1953-1956 . . . . . . . . . . . . 119
T/O, Ceiling and On Duty Strength. . . . . . 119
Pay Policies, Supergrades. . . . . . . 143
B. Career Service Program 1953-1956 . . . . . . 151
Objectives . . . . . . . . . . . . . . . . . 151
Career Services . . . . . ... . . . . . . . 155
Career Staff . . . . . . . . . .. . . . . . . 160
Personnel Management Advice and Services . 166
a. Responsibilities . . . . . . . . 166
b. Office of Personnel. . . . . . . . . 168
(1) Location of Office of
Personnel . . . . . . . . . . 170
(2) Organization of the
Personnel office . . . . . . 174
(a) Planning Staff . . . . . . 176
'(b) Personnel Records. . ... 179
(c) Staffing the Office of
Personnel . . . . . . 183
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CIA Recruitment Policies and Practices . .
. .
186
a. Assessment Services. . . . . . . .
. .
192
b. Recruitment of Junior Officer Trainees
'
(JOT
s) . . . . . . . . . . . . . .
197
c. Recruiting Clerical Employees. . . .
211
d. Contract Personnel . . . . . . . . . .
215
e. Military Personnel . . . . . . . . . .
219
f. Recruiting Women for Career Service. .
223
g. Recruiting Non-Whites for CIA Career
Services . . . . . . . . . . . . . .
227
Personnel Utilization Policies and Practices .
233
a. Assignment, Rotation and Career
Planning . . . . . . . . . . . . .
234
b. Employee Rating . . . . . . . . . . .
243
c. Promotion Policies and Practices . . .
246
Personnel Classification Policies and
Practices . . . . . . . . . . . . . . . .
251
Termination Policies and Practices . . ..
258
Career Benefits . . . . . . . . . . . . . . .
260
General Trends . . . . . . . . . . .
266
C. Training for Career Service. . . . . . . .
269
General Considerations . . . . . . .
269
a. Concept of Training. . . . . . .
269
b. Problems of Training . . . . . . . . .
273
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Organization of Training . . . . . . . . . . . 276
a. Location of Office of Training . . . . 276
b. Internal Organization of Office of
Training . . . . . . . . . . . . . . 279
Training Activitioa . . . . . . . . . . . . . . 291
a. Training Support Activities. . . . . . 292
b. Clandestine Services Training. . . . . 294
c. Courses on Communist and Anti-
Communist Operations. . . . . . . . 309
d. Intelligence Training. . . . . . . . . 311
e. Management and Administrative Training 316
f. Language and Area Training . . . . . . 323
g. Training Program for Junior Officer
Trainees . . . . . . . . . . . . ... 329
Making Employees Available for Training. . . . 336
Staffing the Training Function . . . . . . . . 341
D. Personnel Statistical Tables . . . . . 347
IV. Logistics Management .
364
Security Staff . . . ... . . . . . . 378
Building Planning Staff . . . . . . . . . . . . . . 381
Planning Staff . . . . . . . . . . . . . . . . . . 385
Administrative Staff . . . . . . . . . . . . . . 393
Printing Services Division . . . . . . . . . . . . 398
Procurement . . . . . . . . . . . . . . . . . . . 406
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, 411
Real Estate and Construction . . . . . .
. 415
Supply . . . . . . . . . . . . . . . . . .
. 423
Transportation Services. . . . . . . . . . . '
. 441
v. Security Controls . . . . ? . . . . . . ' . . .
Mission and Organization of Office of Security ? . 451
. . 461
Personnel Security Activities.
, 475
Physical Security Activities . .
Operational Security Support Activities. . . . 481
. . . . . 486
Staffing . ? ? ?
vi. Communications Support Activities. . . . . . . . 489
CIA and Other Agencies in Communications Field . . 490
. 499
Activities of the Office of Communications .
, . 502
Communications Security Activities . . . .
, , 505
Support for Clandestine Activities ..
Communications Support for Emergencies . . . . . ? 510
. 512
Supplemental Programs. . . . . . . . . ' .
Communications Research and Development Activities 513
Organization and Management of Communications. ? . 517
Activities. . . ? ? ? . . .
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CIA SUPPORT FUNCTIONS:
ORGANIZATION AND ACCOMPLISHMENTS OF THE DDA/DDS GROUP,
1953-1956
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I DCI/HS
CHAPTER IV. LOGISTICS MANAGEMENT
To preserve the factual continuity of logistical
organization and functional progress encompassing the
Agency's logistical support activities during the re-
porting period, it is necessary to cite the major
changes which took place just prior to January 1953.
The period beginning 1 July 1952, in common with other
Agency operations, represented a period in which logis-
tical support functions were affected by the cessation
of rapid external personnel acquisitions and by a con-
solidation and realignment of internal functions. The
reorganizations were undertaken in a manner designed
to provide centralized uniform logistical support for
Agency operations and utilization of professional per-
sonnel to an optimum degree.
The absence of sound logistical operating policy
and procedures was evident within the Agency's support
planning complex and corrective action was necessary
from the beginning through (a) the establishment of
364
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property accountability and positive responsibility
accountable officers, (b) installation of improved
methods of stock control,
Comptroller, and (d) the promulgation of the
accountability in conjunction with the Office of
of regulatory doctrine in the related fields. It will
become evident in the recording of these chronological
events, that centralization of logistical functions
which were implemented during the tenure of the present
DCI, resulted in economy of operations, improved effi-
ciency, and a planned coordination of efforts to further
Agency operations.
In July 1952, the major logistics functions of the
Agency were being performed by: the Administration and
Logistics Staff, Office of Policy Coordination, headed
25X1A by
the Procurement and Supply Office
of the Deputy Director (Administration), directed by
Mr. James A. Garrison; and by the Office of General
'm 25X1A Services under
(c) effecting financial
organizational element of the Deputy Director, (Admin-
istration). These logistics functions had developed in
response to the rapid growth of the Agency, and were
365
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assigned, in a random fashion, generally on the basis
of geographical and operational requirements.
The Office of General Services (DD/A) consisted
of: the Office of the Chief; an Organization and
Methods Service; Records Service Division; Printing and
Reproduction Division; and a Space, Maintenance and
Facilities Division (including Transportation Services
and a Motor Pool).
At the same time, the Procurement and Supply Office
(DD/A) was comprised of: the Office of the Chief; a
Planning Staff; a Purchase Division, and a Supply Divi-
sion. The T/O of the Procurement and Supply Office
positions, the ceiling was estab-
and the on-duty strength stood at
0
of whom 4 were detailed personnel.
As the consolidation and purification of Logistics
functions got underway in August of 1952, the Organiza-
tion and Methods Service Division of the Office of Gen-
eral Services (DD/A) was transferred to the Comptroller's
Office. 1/ ' The transportation activity (less motor pool
1/ CIA Notice No.
dated 5 August 1952, SECRET.
366
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and trucking functions) and the Real Estate and Con-
struction functions of the Office of General Services
(DD/A) were transferred to the Procurement and Supply
Office (DD/A).1/ The transfer of these latter two
functions added 47 positions to the Procurement and
Supply Office of DD/A, and deleted the same number from
the Office of General Services (DD/A).
At about the same time, the Agency Clandestine
Services (Office of Policy Coordination (OPC), and the
Office of Special Operations (OSO), were being reorgan-
ized and consolidated. 2/ In keeping with the plan to
centralize logistics functions, when the Administration
and Logistics Staff of OPC was divided, the Administra-
tive portion was retained by the Chief of Administra-
tion (Deputy Director, Plans); and the logistics per-
sonnel were absorbed largely within the DD/A, the bulk
of these going to the Procurement and Supply Office
(DD/A). While some of these individuals were assigned
to the Supply Division, Office of the Chief, etc., the
majority of the A&L Staff (OPC) were used to augment
1/ CIA Notice No. Ii dated 19 August 1952, SECRET.
2/ Memo from DCI dated 15 July 1952, subject: "Organ-
ization of CIA Clandestine Services,"SECRET.
367
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the Planning Staff, Procurement and Supply Division
(DD/A). During September 1952, the "Safehouse" func-
tion was also transferred to the Procurement and Supply
Office from the Office of the Deputy Director, Admin-
1/
istration.
At the end of September 1952, the T/O of the Pro-
curement and Supply Office was
positions, the ceil-
ing was 0 and the on-duty strength stood
10 25X9
of which were detailed military personnel.
Effective 10 November 1952, the garage and trucking
functions of the Office of General Services were added
to the transportation functions already absorbed by
the Procurement and Supply Office during August of that
year (the motor pool, however, remained with GSO (DD/A)
during this November merger). Along with these functions,
31 positions were also transferred from GSO (DD/A) to
P&SO (DD/A).2/
In addition, during November, new positions were
added to the Procurement and Supply Office to augment
1/ Memo from DD/A dated 22 September 1952, SECRET.
2/ Memo from Assistant DD/A to C/P&SO and C/GSO dated
30 October 1952, CONFIDENTIAL.
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the T/O for th and the 25X1A
Real Estate and Construction function. By the end of
the calendar year 1952 the T/O strength of the Procure-
ment and Supply Office stood at 0 positions, the
ceiling had been raised to
and the on-duty strength
of which 22 were detailed,military personnel.
In March of 1953, the capability of the Procurement
and Supply Office (DD/A) to provide a central logistics
support operation for the Agency through timely and
planned assistance to operations was evident. This
support readiness capability had to be sold to operations
for obvious reasons, and while implementation of the
support planning continues even today, its starting
point can be identified with the establishment of the
Coordination and Requirements Staff of the Logistics
Office. One Branch of this Staff provided qualified
logistics planners to assist area divisions and staffs
of the DD/P elements. From this effort evolved the
logistical branches within operating areas, staffed
with qualified support personnel as exists today.
A simultaneous functional reorganization divided
this new office into the following principal elements:
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Office of the Chief; Inspection and Review, Administra-
tive, and Coordination and Requirements Staffs; and the
Supply, Transportation, Procurement, and Real Estate
and Construction Divisions. At this time the Logistics
Office T/O called for
positions, the ceiling was up
25X9 tolI and the on-duty strength was
1/
were detailed military personnel.-
To complete the centralization of transportation
support for the Agency, in December of 1953, the motor
pool function of the Office of General Services (DD/A)
was transferred (along with 54 positions) to the Trans-
2/
portation Division of the Logistics Office (DD/A).-
In February 1954, a final consolidation was made of
the remaining functions of the Office of General Services
(DD/A) (Printing and Reproduction, Mail Control, and
Space, Maintenance and Facilities), with the correspond-
ing functional elements under the control of the Logis-
tics Office. At the completion of this merger, the
25X1A 1/ CIA
2/ CIA
dated 20 March 1953, SECRET.
~Lted 1 December 1953,
370
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Logistics Office T/O reached a high of
25X9 the ceiling had advanced to
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strength stood at
Positions,
while the on-duty
of which 25 were detailed mili-
tary personnel. The merger added one new division,
Printing and Reproduction, to the Table of Organization
of the Logistics Office (DD/A).1/
Because the rapid assimilation of similar functions
and personnel into one central logistics service had
created certain inefficiencies and ineffectiveness in
the distribution of duties and personnel to the remain-
ing organizational units, the Chief of Logistics request-
ed a management survey of the entire Logistics Office at
the beginning of Fiscal Year 1954.2/
As a result of this survey, on 21 July 1954, the
Office of Logistics (new title) approved T/O consisted
of: Office of the Director, Security, Technical Review
and Policy, Administrative (including Mail and Courier
1/ CIA Notice No.
and Regulation
1954, SECRET.
dated 8 February 1954, SECRET
Change 1, dated 12 March
2/ Management Survey and Staff Study by Management Staff,
dated 30 June 1954, approved by DD/A 23 July 1954,
SECRET.
371
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functions), and Planning Staffs; and the Procurement,
Supply, Transportation, Real Estate and Construction,
and Printing and Reproduction Divisions. The approved
T/O called for
Opositions,
positions, the ceiling was fixed at
and the on-duty strength was
includ-
ing 22 detailed military personnel.
During the first half of Fiscal Year 1955 the In-
spector General's staff performed a comprehensive in-
spection of the Logistics Office and a more general re-
view of logistical activities throughout the Agency.
The purpose of the survey was to determine whether
CIA had a sound logistical system, operating effectively
and in consistency with the requirements of security,
flexibility, aggressiveness and diversity of operations,
with emphasis on the organization, management and opera-
tion of the Logistics Office.
A report and some 127 recommendations were sub-
mitted by the Inspector General to the Director of
Central intelligence l/ and since many of the recommenda-
tions extended beyond the Logistics office and related
1/ Survey of the Logistics Office, dated 22 January
1955, SECRET.
S E C R E T
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to all major components of the Agency, the Deputy
Director (Administration) was designated as Executive
Agent to implement the recommendations. l/
The report stated that considerable progress had
been made in logistics and that the Agency had a
sound logistical system with two major exceptions,
namely: (a) the lack of an authoritative mechanism to
marshall all the support Offices to prepare logistical
The establishment of the position of Special Plan-
ning Assistant in the office of the Deputy Director
(Administration) followed the recommendations and con-
sideration of exception (a) above.
Other recommendations applicable to the Logistics
Office were implemented with few modifications and
exceptions.
1/ Memo from the DDCI to DD/A, dated 3 February 1955,
CONFIDENTIAL.
373
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Although there were frequent minor changes in the
T/0, ceiling and on-duty figures during the remainder
of Fiscal Years 1955 and 1956, only two organizational
changes were required to cope with Agency logistical
problems after the major reorganization, just described.
The Technical Review and Policy Staff was dissolved and
its functions distributed to the appropriate Office of
Logistics staffs and divisions. I/ The second change
resulted from D/DCI authorization for establishment of
2/
the Aircraft Maintenance and Support Division.- This
latter division, however, was not activated and manned
3/
until early in Fiscal Year 1957.-
At the end of Fiscal Year 1956, the Office of Logis-
tics had a T/O authorization of
a ceiling of
(including 41 military positions), and an on-duty
25X9 strength of
0
including 26 detailed military personnel.
One of the major accomplishments of the Office of
Logistics during this period of rapid growth in size
and scope, was the correlation of various Agency
25X1A 1/ CIA
25X1A
dated 17 February 1956, SECRET.
2/ Staff Study dated 17 May 1956, Approved verbally by
D/DCI, 14 June 1956 and approved by DD/S, 15 June
1956, SECRET.
3/ CIA
Change 1, dated 27 Decem-
ber 1956, SECRET.
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directives relating to logistics functions into the
quarters operations. This series consolidated and
clarified the Agency policy relative to procurement,
receipt, storage, identification, maintenance and
issue of materiel, as well as the other logistics
functions in the fields of transportation, real estate,
etc. This standardization of logistics policies and
procedures simplified and improved logistics practices
not only at Headquarters, but at overseas activities.
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many individual elements of the Agency followed the
standards and practices of the operating cover unit
which were often in conflict with general Agency policies
and procedures.
In the early part of this period, the recruitment,
interviewing and assignment of personnel to duty was
conducted by the Personnel Office and the gaining op-
erating element. While each individual was qualified
to perform his particular specialty, the individual's
over-all training and background was sometimes at
variance with the Agency's attempt to standardize the
performance of logistics support activities.
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To overcome this difficulty, the Logistics Career
Board was established in May of 1953 for the career
planning, development, promotion and assignment of
1/
Logistics career designees throughout the Agency.
The identification and screening of personnel records
of logistics designees progressed under this Career
Development Program and career designations applied
where applicable. Additional training, both within the
Agency and from outside sources, was furthered, to en-
hance the professional background aspects of those
selected. Logistics designees were required to apply
themselves to training programs designed to add sub-
stance to their on-the-job training. Rotation of
Logistics career service personnel was, in addition to
overseas PCS posts, also within headquarters operational
division and staff areas as required. As of 31 December
1956, a total of0 employees were performing logis-
tics functions throughout the Agency. Of this number,
0
were assigned an SL or logistics designator and in-
1/ CIA
rotatable designees. It should be noted that
dated 25 May 1953, SECRET.
376
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approximately 33% of the total are rotatable, the
balance being Service type; Wage Board; Clerical and
others (See Tab "A")
Because of its rapid growth, by 1952 the Agency was
faced with the steadily increasing demand for materiel
and services from other Government agencies. Many local
"ad hoc" arrangements had been made by operational
elements to secure such support with a resulting
of conflicting agreements, security problems and
welter
confusion in billing and payment authorization. Constant
liaison by the Office of the Chief of Logistics with the
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In the overall major activities and accomplishments
of the Office of Logistics during the period encompassed
by the years 1953-1956, each of the staffs and operating
divisions made significant contributions. These can per-
haps best be described by outlining the progress of each
individual organizational element in some detail.
Security Staff
At the time of the re-organization of the Procurement
and Supply Office into the Logistics Office in March 1953,
the Security Officer was a part of the Administrative Staff.
In 1954, the publication of Agency Regulation
"Clas- 25X1A
sified Contract Security" specifically assigned to the
Director of Logistics primary responsibility for industrial
Air Force: TS. No. 77534, dated 20 August 1953.
Short title, DAF-53
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security. 1/ With this increased responsibility, the
.r Security function was detached from the Administrative
Staff and placed directly under the Director of Logistics
.. as a separate staff .2/
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Agency ware-
in the selection and operation of
houses and similar logistics facilities and had the re-
sponsibility for security measures in the transportation
of explosives over U.S. highways.
25X1A 1/
In addition, this Staff provided security guidance
dated 7 May 1954, titled:
"Classified Contract Security", SECRET.
25X1 A 2/ CIA
dated 10 August 1954, SECRET.
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The major activity of the Security Staff, however,
during this reporting period was in the field of indus-
trial security. The Staff checked out potential and
active contractors for physical security of their plants
and the reliability of company personnel.
The relationship between plant facility and per-
sonnel clearances in numbers, is not compatible with
contractual authorization, due mainly to failure of
bidders to submit acceptable low bids, however, during
this reporting period approximately
0
plant facilities
personnel clearances are a matter of record
in the files of this Staff. Of this number,
clearances involving
plant
employees were effected in
the year 1956. It should be noted at this point that
only the initial contacts are made by this staff, with
implementation by the Agency Office of Security. Indus-
trial security clearances can, in certain instances, be
either one time or of a more formal continuing nature.
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Building Planning Staff
As of July 1952, the Agency had received congress-
ional authorization in the amount of $38,000,000 for the
construction of a new building to house its operations
which were then scattered throughout more than a score
of structures in the Washington area. 1/ Consideration
was given to the possibility of utilizing some existing
building, such as: the Navy-Munitions Building, GSA,
etc. PBS (GSA), after careful study, however, recommend-
ed that CIA construct a new building, and suggested in
their report of 24 June 1953 that the site at Langley,
Virginia was the best available for that purpose.
The original planning and site selection for a
Centralized Agency Headquarters Building was begun in
the Office of General Services (DD/A), and at the time
of transfer of the Real Estate and Construction Division
of of OGS to Procurement and Supply Office (DD/A),- in
August 1952, the planning continued in that division.
1/ Public Law 155, 82nd Congress.
2/ CIA Notice No. I dated 19 August 1952, SECRET. 25X1A
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To assist in policy recommendations regarding the
building, a steering committee was created in December
of 1954. 1/ The original members of this committee were:
the DD/A (Chairman); Chief, Real Estate and Construction
Division, LO (DD/A); (Secretary); DD/I; DD/P; AD/Communi-
cations; D/Training; AD/Personnel; IG; GC; D/Security;
Comptroller; Chief, Management Staff and the Chief of
Logistics.
In August 1955, a Special Project Staff was created
in the Real Estate and Construction Division, OL, which
became, on 26 November 1955, the present Building Plan-
ning Staff as a separate staff element of the Director
of Logistics. g/ A subcommittee was formed' in August
1955 to review the space and other requirements sub-
mitted to the parent committee by the various Agency
components. 3/ The membership of this subcommittee con-
sisted of: Director of Logistics (Chairman); Deputy
Director, Logistics; representative of the D/Security;
1/ CIA Notice No.
dated 26 March 1955, SECRET.
2/ Memo to DD/S approved 8 August 1955, SECRET.
3/ Memo from DD/S, dated 30 August 1955, SECRET.
382
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Comptroller; IG; Management Staff; and the Real Estate
and Construction Division, OL.
Contractural assistance and advice in site selec-
tion were secured from the firm of
25X1A
through a contract for services dated 11 August 1955.
Based on a special study by this firm of all available
sites, the National Capital Planning Commission and
the National Capital Regional Planning Council approved
the Langely site, 5 December 1955. Negotiations were
then conducted with the National Park Service and the
Bureau of Public Roads to transfer 140 acres of the
government-owned property at this site to CIA.
Rising construction cost made the original construc-
tion authorization of $38,000,000 obviously inadequate
to complete the required structure. A PBS estimate pro-
duced at this time (1955) called for $50,840,000 to
construct a building of 1,550,500 net square feet designed
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employees. After securing Bureau
of the Budget approval of a $50,000,000 figure, Congress
was approached for an increased authorization to con-
tinue with the building as planned.
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Approval was contained in Public Law 161, 84th
Congress, for construction of a Headquarters building
in the amount of $46,000,000 and authorized in addi-
tional $8,500,000 for use in extension of the George
Washington Parkway to the Langley Site. (The Parkway
authorization was subsequently transferred to the De-
partment of Interior). Appropriations covering the
full amounts authorized were approved later in the
1/
84th Congress.
On 6 February 1956, an agreement was reached where-
by the Public Building Services (GSA) would act as con-
2/
struction agent for CIA.` Some of the other provisions
of this agreement were: That architectural-engineering
work would be performed by
(con-
tract dated 5 July 1956); all sketches, plans, estimates
and specifications would be approved by both PBS and CIA;
PBS would execute all construction contracts subject to
prior approval by CIA.
1/ PL 219, 84th Congress, 4 August 1955, appropriated
$5,500,000 for preparation of plans and specifica-
tions. PL 814, 84th Congress, approved 27 July 1956,
appropriated the balance authorized by PL 161, 84th
Congress.
2/ Agreement dated 6 February 1956, between DCI and
Administrator of GSA, UNCLASSIFIED.
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The Building Planning Staff, Office of Logistics
and its predecessor elements represented Agency interests
in negotiations for construction of the new structure,
and exercised the controlling interest in inter-Agency
commitments in matters effecting prior planning; site
selection and architectural and engineering aspects of
the structure. Assistance in space planning requirements
was obtained from the various headquarters staff, branch,
and division elements through their major components.
Planning Staff
In July of 1952, the major function of the Planning
Staff of the Procurement and Supply Office was liaison
with other Government agencies to arrange for the pro-
curement of items in short supply or those requiring
either long lead-times for procurement and/or the issu-
ance of certificates of priority.
When the merger of this Staff was made with the
majority of the Logistics Division from the Administra
tive and Logistics Staff (OPC) in September of 1952.
1/ Memo from the Chief, P&SO approved by DD/A, 25
September 1952, SECRET.
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the additions of personnel and functions nearly doubled
the previous T/O (Planning Staff P&SO had
Logistics Division OPC, had a T/O of
Centralization of functions, however, and elimination
of duplication in efforts, resulted in submission of a
new Planning Staff T/O calling for
less than were required for the previous divided opera-
tions.
At the time of this merger, the majority of the
Agency operational activities were without trained logis-
tics personnel, and the two staffs had, in reality, acted
as the logistics elements of these operational activities.
The most important functions of the combined staffs were:
the coordination of current requirements between the
Area Divisions of DD/P, the Technical Staffs, and Agency
procurement and supply elements as well as with the Mili-
tary Services; and the collection and analysis of opera-
tional plans and data to enable forecasting future ma-
teriel requirements. As a result, in March 1953, the
name of the new activity was changed to the Coordination
and Requirements Staff of the Logistics Office (DD/A).
25X1A 1/ CIA
dated 20 March 1953, SECRET.
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The C&R Staff then had three branches; Coordination,
Requirements, and Statistical Control. The first branch
was established to maintain continuous coordination with
Agency operational elements and with other Government
agencies by means of individual coordinators assigned
to each major area of activity. The arrangement
provided the Logistics Office with advance knowledge of
short-range operational logistics requirements, and
assured that adequate and timely logistical service was
being furnished to Agency operational activities.
Another branch probed the operational elements
continuously to produce long-range forecasts of materiel
and service needs to insure that essential requirements
could be met in a timely and economical manner. A
third branch maintained statistical records of logistics
operations to analyze and present the necessary data for
efficient management of overall Agency logistics support
operations.
By July 1954, the need for the coordination element
of the C&R Staff had diminished for two reasons. First,
the operations of the Logistics Career Board had intro-
duced trained logistics personnel into the staffs of
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the operational elements of the Agency. Second, the
centralization of functions within the office of Logis-
tics itself had created increasing reliance and confi-
dence among the operators in the capability of that
office to provide effective logistics service.
In the reorganization of the Logistics Office
which took place the beginning of Fiscal Year 1955, the
C&R Staff eliminated the Coordination Branch and changed
its name once again to the Planning Staff. At this
time, greater emphasis was placed on planning functions,
both current and long-range, for more effective logis-
tics support of Agency operations. These functions
were accomplished through a Current Projects Branch,
and a Plans and Programs Branch. From a previous strength
of the new staff organizations was built
around a T/9 calling for
In its new mission, the Planning Staff continued
to aid operations in its long-range plans as well as
emergencies, and in addition, recommended policies pro-
viding more efficient and expeditious logistics support.
1/ CIA
dated 10 August 1954, SECRET.
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Noteworthy among these approved policies were those
which provided: direct Office of Logistics communi-
cation with the field on purely logistics matters; assign-
ment of Logistics planners on overseas military combined
staffs for planning wartime support to the Agency; and
the assignment of logistics career designations to all
Agency personnel performing primarily logistics functions.
In 1953, a Paramilitary Staff Committee with logis-
tics planning representation was formed to select
standard items of equipment and materiel for support
of guerrilla forces. The Planning Staff represented
the Office of r.o
a+;
_L
g
cs
to standardize such support for the
European area in the event of wartime requirements for
such materiel. Concurrently, the DDCI, in conjunction
with DD/P elements, estimated guerrilla potential through
1/
July 1955.- This estimated potential, with periodic
review, has been the basis for long-range planning with
the DD/P for the logistics support of Paramilitary ac-
tivities in cold war emergencies.
1/ TS No. 88941 and TS No. 88942, approved by DCI,
3 June 1953.
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The actual guerrilla strength potential estimate
25X9 has been decreased from the Q man concept for
both hot and cold war as conceived in 1952, to the
25X9 figure of solely for cold war.
25X1A
Beginning 1 July 1955 and at semi-annual intervals
thereafter, reports on planning for wartime activities
have been submitted by this staff in accordance with a
DCI directive of 2 June 1955. Two categories of
activities are involved: the establishment and main-
tenance of an emergency relocation center for Agency
headquarters; and the furnishing of guidance and direct
support to other Agency elements in their planned wartime
operations.
The objectives of the first category (headquarters
emergency relocation center) were partially accomplished
in 1951 by the purchase of two properties
1 -1
as a relocation site. These properties
are used normally by the Office of Communications for
training activities, but are available for relocation
of personnel from Headquarters without advance notice.
1/ TS No. 108, 165, 30 May 1955 (continued in effect
through January 1957).
2/ "Wartime Mission of CIA," 2 June 1955.
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A vital records repository and record center has been
established at the site, and the Planning Staff assists
the base complement of the emergency site and the Agency
Emergency Planning Officer in preparation of plans for
the long-range development of this and of additional
alternate sites to prepare for possible emergency re-
location of Agency headquarters.
Direct support of Agency wartime operations (the
second category) was accomplished by establishing a
War Plans Branch in the Planning Staff which worked in
close collaboration with the PPC Staff of the DD/P in
developing logistics annexes to country and theater hot
war plans. This unit also prepared master studies on
overseas Agency major support bases at
use by the Agency Major Task Force Committee.
In January 1956, at the request of the DCI, the
Secretary of Defense established a Joint DOD/CIA Logis-
tics Committee 1/ - (Agency representation on the Committee
is from the Planning Staff, OL). The function of the
1/ Memos between the DCI and the Secretary of Defense,
dated 14 January, 25 January and 4 February 1956,
SECRET.
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committee is to determine the responsibilities of each
parent Agency in logistics support for wartime UW ac-
tivities, implementation of jointly agreed logistics
support and guidance in generating logistics require-
ments from the field; and the status of UW logistics
planning and stockpiling objectives.
The Committee prepared and published a logistics
appendix to the UW Annex of the Joint Strategic Capa-
1/
bilities Plan (JSCP). This guidance, in the form of
the Appendix, was disseminated to Military Field Command-
ers and CIA War Planners overseas in July 1956. It rep-
resented the first concerted effort to define, in terms
of materiel support, the cross-servicing to be performed
in the event of a hot war.
As an adjunct to the Plans and Programs Branch, the
Planning Staff throughout the period, established and
maintained a Graphics Art Service and a 'technical Logis-
tics Reference Library, both of which provided support
as required to any requesting element of the Agency.
1/ TS No. 144676, dated 2 April 1956, superseded by
Appendix E to Annex F of JSCP, TS No. 033228, dated
9 July 1956 later deleted under TS No. 034135,
dated 18 December 1957 to become "Definitions"
under Annex F.
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Administrative Staff
At the beginning of the period, each of the three
major logistics elements (OGS-DD/A, P&SO-DD/A, and A&L-OPC)
had its own administrative segment which provided both
internal and certain Agency-wide services, e.g., Mail and
Courier Service, etc. In the Procurement and Supply
Office, such service was furnished by the Office of the
Executive Officer, attached to the Office of the Chief.
In the reorganization of the Procurement and Supply
Office, which took place in March 1953 (including change
of name to Logistics Office), an Administrative Staff was
created, with a T/O of / This unit was to
be responsible for the personnel, budget and fiscal,
registry, security, and management-type functions for
the Logistics Office.
As a result of the decision in February 1954 to
abolish the General Services Office, DD/A, 2/ the mail
and courier and physical security functions, as well as
the on-duty personnel of the defunct office, were
1/ CIA
2/
1954, SECRET.
dated 20 March 1953, SECRET.
dated 8 February 1954, SECRET
Change 1, dated 12 March
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transferred to the Administrative Staff of the Logistics
Office, DD/A, adding
Mail and Courier,
1 Security Officer) to the T/O.
The management study of the Logistics Office in
July 1954 produced certain changes in the organization and
staffing of the Administrative Staff. The security func-
tions were separated and assigned to a separate Security
Staff reporting directly to the Chief of Logistics. The
Administrative Staff itself was organized into five
branches: Budget and Fiscal; Personnel and Training;
Records and Services; Management Assistance; and Mail
and Courier. I/ The new staff ceiling was set at 80
positions, of which 58 were for the Mail and Courier
Branch which provided Agency-wide service.
Only one other organizational change was effected
by the Administrative Staff, OL during this period,
and this occured in June of 1955, when the Management
Assistance Branch was abolished, 2/ its functions and
personnel being absorbed into the Office of the Chief,
Administrative Staff, OL.
1/ Management Staff Study dated 30 June 1954, SECRET.
2/ Memo to Chief, Management Staff, dated and approved
16 June 1955, SECRET.
394
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As noted earlier, one of the difficulties encountered
in providing logistics support to the Agency was the lack
of uniform training and the randon system of assignment
and control of logistics personnel.
The Logistics Career Board, which was established
in May 1953,1/ was one of the major steps taken to im-
prove the logistics personnel situation. The operation
of this Board, which was charged with the career planning,
development, promotion and assignment of Logistics career
designees throughout the Agency, was made a responsibility
of the Administrative Staff.
The other major effort undertaken during this period
to improve the quality of Agency Logistics Support, was
the establishment of the Logistics Support Course in
collaboration with the Office of Training. The course
consists of a Headquarters phase of four weeks duration,
and a field training phase of two weeks.
The field training aspect of this course is conducted
at the Agency Clandestine Service training area, and is
designed to aquaint trainees with actual field operations
25X1A 1/ CIA
dated 25 May 1953, SECRET.
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in requisitioning, identification, acquisition and main-
tenance of Supplies and Services under Class I, FPA station
conditions. It is designed also to orient the student
with the broad scope of the total Agency logistics effort,
as well as with the details of accomplishing this service
through the various staffs and divisions of the Logistics
Office.
Begun in November 1953 with a class of 7 students, and
conducted three or four times each year, the course enrolled
32 students in Fiscal Year 1954, 69 in FY 1955, and 46 in
FY 1956. (Four courses were conducted during FY 1955,
accounting for the greater enrollment that year.)
The student body was about equally divided between
personnel of the Clandestine Services and members of the
Office of Logistics. The DD/P personnel are usually going
to field jobs in which part of their time will be devoted
to logistics support of their station, while the OL
participants are either preparing for field assignments
to larger stations, or are interested in improving their
professional competence to prepare for future advancement.
During 1955, a Logistics Supervisory Training Course
was held in five classes involving a total enrollment of
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163 career logistics designees in the middle and upper
management groups.
The long-range objective of the Office of Logistics
is to train all Agency personnel who are likely to have
direct contact with logistics support. Such training
would include all phases which may be beneficial to the
individual in his future assignments.
The Budget and Fiscal Branch of the Administrative
Staff, in addition to maintaining detailed allotment
control records of Office of Logistics activities, also
maintains detail allotment control on Agency-wide trans-
portation of things. This latter function was transferred
1/
from the Office of the Comptroller to the Budget and
Fiscal Branch of the Administrative Staff, Office of
Logistics, on 1 July 1955.
1/ Agency Handbook
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Printing Services Division
In July of 1952, most of the Agency's printing
requirements were being met by the Printing and
Reproduction Division, Office of General Services,
from its new facility at
Exceptions included the OCI printing facility, the OCR
Batch Printing Facility, the DD/P-FI Reports printing
facility, and the NIS printing at GPO. During Fiscal
Year 1953, the OCI printing facility and the DD/P-FI
printing facility were transferred to the Printing and
Reproduction Office, Office of General Services in
November 1952 and February 1953, respectively.
The expanded scope of the Agency printing operation
was recognized at this time, and in February 1953, the
Chief, Office of General Services, established the
1/
position of Agency Printing Advisor. The duties of the
position were to carry out Agency liaison with the Con-
gressional Joint Committee on Printing, perform printing
studies and surveys, advise all Agency components on
printing matters, and contribute staff assistance in
1/ CIA Notice No.
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the management of the Agency's printing facilities.
By 1954 the Table of Organization of the Division
25X9 called for
for this period was only
The support provided by
; however, average employment
the Printing and Reproduction Division was extremely
versatile. Services provided included typesetting,
offset and letterpress printing, platemaking, photo-
engraving, mimeograph, spirit duplicating, and all types
of bookbinding. Photographic services included photo-
stating, microfilming, film duplicating, print making,
motion picture printing and developing, color printing,
ozalid printing, and finishing operations such as col-
lating, binding and distribution.
When the Office of General Services was abolished
in February 1954, the Printing and Reproduction Divi-
sion of that office was transferred in total to the
1/
Logistics Office.- The Agency Printing Advisor's
functions were transferred to the Inspection and Review
Staff of the Logistics Office. Whereas the former
1/
dated 8 February 1954, SECRET,
, dated 12 March 1954, SECRET.
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responsibilities of the Printing and Reproduction
Division were limited to Headquarters under the Office
of General Services, they became world-wide by virtue
of the coterminous responsibilities of the Logistics
Office. Consequently, requirements for political and
psychological warfare printing took an immediate up-
ward turn. To meet this requirement, the Division
obtained from TSS a large 22" x 34" offset press. It
remains the largest printing press in the
printing facility.
During Fiscal Year 1955, the Division's capabilities
were improved through increased mechanization. Some
examples of this are as follows:
a. Collating of five FBID daily reports was
shifted from manual collating methods to automatic ma-
chinery. Five personnel positions were eliminated by
this change. Additional savings on this job were real-
ized when a lighter weight paper was utilized.
b. Ozaphane Duplicators were modified to in-
crease the life of exposure lamps from six to eighty
hours, thereby saving hundreds of dollars yearly in
replacement costs.
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c. Velox photographic printers were modified
to print simultaneously a contact format, and an enlarge-
ment of a 35mm negative. This one change increased the
printing potential of each Velox printer from 2,000 to
7,000 prints per day.
In general, FY 1955 was one of stabilization,
employment of improved management concepts, and increas-
ing mechanization. The functions of the Printing Ad-
visor were merged with that of direction of the print-
ing activity, and the name of the Printing and Repro-
duction Division was changed to the Printing Services
Division. 1/
The Plant, formerly located in "L" Building, was
enlarged and moved to a more central location in "K"
Building during FY 1955. The responsibility for micro-
filming the Agency's vital documents was assigned to
the Printing Services Division on 1 July 1954. Three
persons were transferred to the Division to accomplish
this task on a continuing basis. This microfilming
activity was undertaken at the "K" Building plant.
1/ CIA
dated 10 August 1954, SECRET.
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In an effort to better service OCD, three Davidson
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machines were moved from the
in Washington during May 1955. This move
physically located the printing presses adjacent to
the OCD "Batch System", and better aligned the produc-
tion aspects of this operation.
Fiscal Year 1955 was a year in which heavy map
printing requirements were placed on the Government
Printing Office, and it was also the year in which the
Printing Services Division assumed full responsibility
for budgeting for the printing of all ORR maps. Pro-
duction for FY 1955 showed an increase of 19% over the
previous Fiscal Year.
Agency Regulation
became the governing reg-
ulation for Agency printing when it was released on 8
January 1955, rescinding Agency Regulation
this regulation, Printing Services responsibilities
were described as applying to service-type printing, and
not to facilities used only in connection with indivi-
dual DD/P operational projects or to the specialized
activities of TSS/DD/P. In the field where Printing
Services Division did not have installations, and
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where requirements did not justify establishing a special
facility, agreements were reached with TSS to produce ad-
ministrative type printing when their facilities would
permit.
Regulation l also assigned the responsibility
for procurement of printing to the Printing Services
Division. This function had been previously performed
by the Procurement Division, Logistics Office. l/
A concentrated effort was made during FY 1955 to
re-examine methods of printing certain project require-
ments. As a result, a number of changes were made which
resulted in savings of approximately $50,000 per year.
For example, the NIS Gazetteer format was changed, mak-
ing it possible to print this publication at the Govern-
ment Printing Office, with copies being sold by the Super-
intendent of Documents, GPO. The FBID abstract cards
were another instance where a changed printing format
resulted in savings to the Agency.
The Division had to consistently meet new require-
ments and establish facilities to meet these needs. The
1/ CIA Regulation
dated 8 January 1955, SECRET.
403
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Daily Newspaper Clipping project of DD/P was begun in
1955. It was necessary to buy two Stenofax machines
to meet the printing schedule of this project. The
Division's motion picture facilities were improved
during this year by the addition of new sound equip-
ment and improved utilization of space. The Division
now had the capability for the first time of duplicat-
ing both, the sound and picture portions of motion pic-
ture film.
Fiscal Year 1956 brought continued growth in the
Agency's requirements for printing services. To meet
these needs, a large rotary web-fed press and a color-
verter (for coloring paper) were procured to more ef-
fectively support the DD/P political and psychological
warfare activities.
The method of producing the "Batch System" materials
was shifted from Davidson to Multilith presses with a
resultant increased capacity to meet OCR printing re-
quirements. The printing of the FBID daily publications
was shifted to a night shift in September 1955. This
change eliminated the necessity of delivering stencils
to th plant every hour, but still maintained
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the same delivery service to recipients. The printing
of the FBID daily publication can be compared to the
printing of a daily Washington newspaper. While not
in newsprint form, it is issued daily; it is issued in
five segments and deadlines are established and met,
necessitating night printing. Four segments are pub-
lished for geographical areas and are on a limited
issue basis. One segment contains general news items
culled from the other four and is of unlimited distri-
bution. The entire publication averages 300 to 350
pages.
Improved service to OCI was effected by staggering
the working hours of certain employees and adding an
additional person to the working staff of the plant in
OCI. This action increased production capability in
processing the OCI Weekly Review and Weekly Summary.
Increased support to OTR and OCR was achieved by
the installation of a new Houston motion picture film
processor. This machine made possible the complete pro-
duction of motion pictures within the Agency facilities.
Production trends for FY 1956 continued upward, and
although the period saw considerable growth in the re-
quirements levied on the Division (See Tab B) increased
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mechanization enabled the Division to maintain relative-
ly stable personnel levels. The average employment for
Procurement Division
The present Procurement Division of the Office of
Logistics was known as the Purchase Division of the
Procurement and Supply Office at the beginning of this
period. It had a T/O of
which remained 25X9
constant until FY 1956 when it was increased by one
position.
In July 1952, the Purchase Division consisted of
an Office of the Chief, and four branches: the Special
Purchase Branch; a Military Purchase Branch; a Civilian
Purchase Branch; and a Contract Branch.
The reorganization of March 1953 which centralized
logistics functions in the new Logistics Office affected
the Purchase Division of P&SO mainly in change of its
name to the Procurement Division. Functionally, the
Procurement Division recommended policy and procedures
for overseas procurement, and by delegation of authority
from the Director of Logistics, is the contracting
authority for all Agency procurement activities. Not
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included in this authority, however, is the contracting
authority which may be vested in operational activities
via approval of administrative plans to operational
projects.
During Fiscal Year 1953, however, a new branch
was added to the Division, to be known as the Adminis-
1/
tration and Inspection Branch.- The staff for this
new branch was nearly all obtained from the Contract
Branch. The change was designed to conserve the time
of qualified contract negotiators. They had previously
been required to devote much of their attention to the
administration and settlement of the contracts which
they had negotiated. Negotiation talent is more diffi-
cult to locate than that required for administration
of an existing contract, so efficiency was increased, and
the rising work load of contracts was handled more
readily through this more economical use of skilled per-
sonnel.
Over the reporting period the total number of pro-
curement actions declined somewhat, from 15,656 in FY 1953;
1/ Memo from Assistant Director, Personnel, approved
by DD/A on 27 March 1953, SECRET.
407
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to a low of 12,560 in FY 1955; up to 14,006 in FY 1956;
and 7,062 to 31 December 1956. The bulk of these actions
are of the smaller variety of purchases. The larger
dollar value actions resulted in negotiated contracts
which required more attention, both initially and dur-
ing the period of performance. Over one-third of them
called primarily for research to be accomplished, with
less emphasis on the delivery of "hardware."_ Approx-
1/ See Tab "C".
408
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25X1A
During FY 1955 a further refinement in the organ-
ization of the Procurement Division was effected by
reducing the number of branches from five to three. No
functions were eliminated but some were realigned to
correspond with the new branches which were: a Purchase
1/
Branch; a Contract Branch; and a Special Purchase Branch.-
The Office of the Chief was assisted by a small Admin-
I
The flow of work, procedures, and regulations to
be followed by the various elements of the Division
were formalized during this period by recording them
in a Procurement Handbook for guidance of Division
2/
employees. This manual was distributed in FY 1955.-
1/ Management Staff Study, dated 30 June 1954, approved
by DD/A, 23 July 1954
2/
25 March 1955, SECRET.
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At the beginning of Fiscal Year 1955 a Procurement
Review Committee was established to review and determine
the method of procurement for all proposed negotiated
contracts and other major purchase actions. It was
effective primarily in anticipating possible objections
to a proposed contract action so that these objections
could be resolved prior to conducting negotiations. At
the same time a Procurement Planning Committee was
created to develop an annual procurement program and
to plan other procurement actions.
Coordination between the Procurement Division and
the requisitioning activities of DD/P at the beginning
of the period was very poor. Unnecessary peak loads
developed at the end of each fiscal year when appropriated
funds were about to expire. To improve this situation, a
liaison officer was appointed to maintain closer coor-
dination between the Procurement Division and the various
elements of DD/P and the Office of Communications.-
l/ Procurement Division Memo No. 56-8, subject:
Establishment of Procurement Review Committee,"
dated 26 March 1956, SECRET.
2/ Memo from C/LO to Assistant Director for Communications,
subject: "Improving Procurement Procedures," dated
2 July 1954, SECRET and Memo from C/TSS/DD/P to C/LO,
dated 18 October 1954, Subject: "Procurement Program
in Support of TSS/DD/P," SECRET.
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This liaison was begun in FY 1955 and was successful
from the start in improving procurement planning, develop-
ing new sources of procurement, inspection responsibilities,
and the evaluation of performance by the contractor.
Similarly, a liaison officer assigned to work with the
Inudstrial Contract Audit Branch of the Office of the
Comptroller helped improve relationships and secured better
coordination of operations between the offices mutually
concerned, in contract settlements. I/
Plans to further simplify the organization of the
Procurement Division into branches; Purchases and Con-
2/
tracts,- were prepared during Fiscal Year 1956, but the
actual organization change was not made until the follow-
ing Fiscal Year.
Real Estate and Construction Division
At the start of this reporting period, Real Estate
and Construction functions were performed by a division
under the Office of General Services, DD/A. The total
1/ Memo of Understanding between OL; Comptroller;
Auditor in Chief and General Counsel, approved
26 October 1954, CONFIDENTIAL.
2/ Memo to Management Staff, approved by DD/A, 22
February 1956, SECRET.
411
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25X1
number of employees (8) were divided into: the Office
of the Chief; an Acquisition Branch; and a Construction
Engineering Branch.
In Fiscal Year 1952, the primary function of the
Division was to provide for the real estate and con-
struction needs of the Agency. For buildings in the
departmental area the space and maintenance functions
were obtained through Public Buildings Services/GSA,
and safehouse functions were a function of an
office directly under the DD/A.
On 1 July 1952, the Real Estate and Construction
Division, OGS (DD/A), was concerned with a total of
1,054,720 sq. ft. of office and special purpose space
outside the departmental area. There were no verified
records available from which any significant conclusions
could be drawn as to Agency real property holdings abroad.
The Real Estate and Construction Division, OGS (DD/A)
(exclusive of space utilization and acquisition in de-
partmental area) was transferred to the Procurement
and Supply Office on 20 August 1952.1/ On 15 September
1/ CIA Notice
dated 19 August 1952, SECRET.
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1952, the Table of Organization of the Division was
increased to L-Jositions which were divided as
1/
follows: Office of the Chief; Acquisition Branch;
Construction Engineering Branch; and the Utilities
Engineering Branch. The following day (16 September
1952), the Safehouse Procurement Office with,T/O and
personnel (3) were transferred from the Office of the
DD/A to the Real Estate and Construction Office, P&SO
(DD/A), becoming the Safehouse Branch of that Division.
In February 1954, the Space, Maintenance and
Facilities Division of the Office of General Services,
DD/A, was transferred to the Real Estate and Construction
3/
Division of the Logistics Office (DD/A) became the
Space, Maintenance and Facilities Branch of that Division.
Forty positions were transferred by this action, together
with their commensurate functional duties.
During the reporting period, the Real Estate and
Construction Division supervised or controlled major
1/ Memo from Assistant Director, Personnel, dated
4 November 1952, approved by the DD/A, SECRET.
2/ Memo from DD/A, dated 22 September 1952, SECRET.
3/ CIA Notice II dated 8 February 1954, SECRET.
25X1A
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construction programs at:
The one major policy change formulated by the Divi-
sion during the period concerned the provision of quarters
overseas. As of 1 July 1952, the Agency's policy, with
respect to the provision of quarters overseas, was in
accord with the standardized Government allowances. On
now 25X1A
Before the end of the period, the Real Estate and
Construction Division was responsible for world-wide Agency
real estate requirements through either policy guidance
or direct supervision, as well as for the compilation of
real estate holdings
1/ CIA Notice
dated 5 December 1952, SECRET.
414
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As a result, on 31 December 1956, in the depart-
mental area, the Division was concerned with a total
of 1,486,450 sq. ft. of office and special purpose
space, and a total of 390,934 sq. ft. of space outside
the departmental area.
Supply Division
At the start of this period, the Supply Division
was the largest of the two functional elements of the
Procurement and Supply Office, DD/A. Two supply depot
* Space statistics available only for major Stations.
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Because of this increase in warehouse operations and
daily transactions, it also became necessary to convert
from a manual system of maintaining stock records to a
machine system. In October 1952, the Supply Division
1/ Memo approved by DD/A on 23 May 1952, SECRET.
2/ PRC Action No. 50-53, dated 5 September 1952, SECRET.
416
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began the conversion of its stock records in order to
utilize Agency electric accounting machines. I/ To
accomplish the conversion, it was also necessary to
change the Agency cataloging and property identifi-
cation basis into an eleven digit Agency stock num-
bering system.
By February 1953, this time-saving change-over had
been accomplished, and in May 1953, in conjunction with
the Office of the Comptroller, a system was instituted
for the financial accounting for property. All inven-
tory assets were capitalized at this time, and subse-
quent property documents were processed to reflect dollar
value of property transactions by categories. This
action had not been possible under the old manual stock
record system. At the completion of this costing action
in July 1953, the total dollar value of on-hand inven-
tory assets was
The difficulties of operating from multiple loca-
tions in the departmental area were being compounded as
the volume of supply actions grew, and at the end of
Fiscal Year 1953,
1/ CIA Notice No.
dated 12 May 1952, RESTRICTED.
417
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11
At the same time (late in FY 1953) the Supply
Division was reorganized in connection with the changes
made in revamping the Procurement and Supply Office into
2/
the Logistics Office. At the completion of these
changes, the Supply Division was composed of: the
Office of the Chief; a Facilities Staff; Supply Control
Branch; Catalog Branch; Ordinance Inspection Branch;
25X1
2,x(1
The only major change
was the addition of a Catalog Branch to develop and
maintain an Agency Supply Catalog.
In order to clarify and standardize Agency logistics
procedures, which varied with the policy and procedure
1/ PRC Action, DD/A 92-51 approved 4 May 1951,
CONFIDENTIAL, and GSA space assignment, dated
23 May 1953.
2/
3/
dated 20 March 1953, SECRET.
SECRET. Discontinued in 1 .
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(series of
25X1A
25X1A
Agency Regulations were published. The first ten (10)
of these regarding supply procedures were published
1/
and distributed during October 1953.- To assist the
operational activities in adapting their procedures to
these new regulations, a Task Group of logistics per-
sonnel was sent on a 6 months TDY, beginning in October
1953, to install field property accounting procedures
in the FE, WE, SE, and NEA areas. FE area action was
undertaken by Office of Logistics personnel assigned to
25X1A
located departmental buildings. / Authorized by 0 25X1A
WH area action was not completed since the
bulk of materiel was on a consolidated Memorandum Re-
ceipt basis.
The vexing problem of providing immediate service
to operational personnel when small amounts of equip-
ment were needed was solved in March 1954, by establish-
ing an "Operational Supply Room" in one of the centrally
0
this room issued equipment on a Memorandum Receipt
basis to personnel who needed the materiel for short
1/ See Tab "F"
25X1A 2/ CIA
dated 15 March 1954, SECRET.
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periods of time for operational use, including TDY
trips overseas.
In July 1954 the Supply Division was reorganized
to separate line and staff functions and to improve
coordination of efforts in furnishing materiel support
l/
and to develop additional supply regulatory issuances.-
At the completion of this reorganization, the Division
was composed of: the Office of the Chief; a Control
Staff; Storage Operations Branch; Supply Operations
Branch; Ordnance Branch; Identification and Cataloging
25X1A
During September 1954, eight more regulations in
25X1A the series dealing with supply were published and
distributed. These regulations prescribed the approved
policy on various supply subjects for guidance of all
concerned. In October of that year,
covering "Boards of Survey" was also published. This
regulation provided for the establishment of Boards of
1/ Management Staff Study, dated 30 June 1954, approved
by DD/A 23 July 1954, SECRET.
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Survey and prescribed policies and procedures to be
followed in investigating and reporting on the status
or condition of property which had been lost to use
by the Agency.
In November of 1954, the format of the Agency
Supply Catalog was changed from electric accounting
machine listings to a Flex-o-pring operation. This
change :improved the readibility and facilitated changes
in the catalog. Simultaneously, with this change,
Agency stock numbers and nomenclature were converted
to a system compatible with the Federal Cataloging
Program.
Beginning in June 1955, a series of handbooks were
published for the guidance of field and headquarters
elements in correct supply procedures. The first of
these, dated 15 June 1955, was
second, dated 18 July 1955, was
"Prep-
aration and Submission of Requisitions", SECRET for the
guidance of Headquarters requisitioning elements in the
correct manner of preparation and submission of requisi-
tions. The third, dated 8 September 1955, was
0
421
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for the use of field station which were operating as
accountable installations. The fourth, to be issued
during this period, was
"Property 25X1A
Accounting Procedures for Headquarters Controlled
Activities", SECRET dated 26 September 1955. Other
handbooks to complete the guidance spectrum envisaged
were in the process of preparation during this period
but were not yet finalized for publication and dis-
tribution.
Almost at the end of this period, a minor reorg-
anization was accomplished in June 1956 by the creation.
of an Inspection and Inventory Staff with some of the
1/
elements and functions of the Supply Operations Branch.-
The newly created I&I Staff was assigned the responsi-
bility to take stock inventories of materiel assets and
accomplish the required adjustment paperwork. This
Staff was also given the additional function and respon-
sibility of performing technical review of supply ac-
tivities and of providing assistance, when requested, to
1/ Memo to Chief, Management Staff, dated 16 April 1956,
422
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field stations in the application of approved concepts
of property accountability and responsibility.
The expanding scope of Supply Division operations
can perhaps best be realized in terms of the growth
in the total dollar value of Agency stocks of materiel
during the period under study. From a total dollar
at the close of FY 1953, total
1/
at the end of 1956.-
Transportation Division
Fiscal Year 1953 was a period of transition in the
performance of Agency transportation functions. As of
July 1952, these functions were centered primarily with
in the Office of General Services, DD/A. Commencing
in August of 1952, with the transfer of travel and
shipping positions from the Office of General Services
2/
(DD/A) to the Procurement and Supply Office (DD/A)
the gradual transfer of most transportation functions was
accomplished during FY 1953.
1/ See Tab "d"
2/ CIA Notice No. II dated 5 August 1952, SECRET
and I1 dated ebruary 1954, SECRET.
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The following functions were shifted from OGS
(DD/A) to the P&SO (DD/A) during this period: move-
ment of Agency cargo and employees' household effects;
travel processing for employees and their dependents;
Agency motor freight (truck) operations; operation of
and headquarters vehicle maintenance;
and the processing of Agency vehicles including delivery
to ports for overseas shipments.
With the change of the Procurement and Supply
Office (DD/A), to the Logistics Office (DD/A), in
1/
March 1953,- these activities were made the responsi-
bility of a newly created Transportation Division. Op-
eration of the headquarters motor pool (including the
shuttle bus system) remained as a function of the
Office of General Services (DD/A) at this time.
During Fiscal Year 1953 the Transportation Divi-
sion attempted to improve their service to the operational
activities. Procedures were established to forecast
cargo transportation requirements in order to advise
the Army and Air Force of, future requirements expected
1/
dated 20 March 1953,
424
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to be levied upon them. Rate tables were developed and
published to aid Agency components in making realistic
estimates of anticipated transportation charges. A
scheduled truck run was established between the Washing-
for the shipment of general cargo, household goods,
baggage and privately-owned automobiles to and from all
parts of the world.
Fiscal Year 1954 completed formation of the Trans-
portation Division of the Logistics Office as the central
transportation activity for the Agency. The function
of providing vehicular support in the Headquarters area
remained split until November 1953, with truck trans-
portation and vehicle maintenance as a function of the
425
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Logistics Office, while the shuttle bus service and motor
pool operation continued under the Office of General
Services (DD/A).
At that time (November 1953), all functions per-
taining to vehicular support were transferred to the
Logistics Office and became part of the Transportation
Division of that office. I/ The motor pool operation
at that time was inefficient since the majority of
chauffeurs and sedans were not pooled but were perman-
ently assigned to and dispatched by individual Agency
components. When this function was assigned to the
Transportation Division, the majority of chauffeur
driven sedans were withdrawn from assignment to individ-
ual components and placed under control of the motor
pool. This represented a major step toward providing
adequate vehicular support for widely dispersed Agency
components.
The function of processing employees and their de-
pendents preparatory to official travel was transferred
during FY 1954 from the Transportation Division to the
1/ CIA Notice
25X1A
dated 1 December 1954, CONFIDENTIAL.
426
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Central Processing Branch, Office of Personnel.- This
function was transferred to provide within the Central
Processing Branch a central location where employees
would receive complete guidance and processing with re-
gard to transportation, financial security and personal
matters incident to their projected travel. Concurrent
with this transfer of function, the Chief of Logistics
delegated authority to the Central Processing Branch to
incur expenses in connection with its transportation
function. Technical guidance and staff supervision
over this activity, however, was retained by the Trans-
portation Division of the Logistics Office.
The compilation of statistical data relating to
transportation activities was initiated during FY 1954,
and has continued since that date as a basis for internal
analysis of operations. 2/
Other accomplishments of procedural significance
during FY 1954 were: the utilization of
for incoming as well as outgoing ship-
ments of Agency cargo to the field; and the completion
1/ Memo from Management Officer approved by DD/A
September 1953, SECRET and O&M Survey Report,
dated 7 July 1953, SECRET.
2/ See Tab "E".
S E C R E T
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2X1
of arrangements for the use of
required for Agency cargo shipments. The total on-duty
personnel strength of the Division at the end of FY
0
At the beginning of FY 1955 the organization of the
Transportation Division was comprised of the following
1/
elements:- the Office of the Chief; Administrative
Staff; Planning and Control Staff; and The Cargo, High-
way, and Passenger Movement Branches.
With the resolution of organizational problems,
the Division began to assume more of its staff and
technical responsibilities by having policy established
and appropriate regulations published. A program
of regulation development
existence for some time to define logistics policies
and procedures. During Fiscal Year 1955 ten regulations
2/
were issued, dealing with transportation matters.-
The Division developed and coordinated these regulations
for approval and publication.
1/ Management Staff Study of Logistics Office, dated
30 June 1954, approved by DD/A, 23 July 1954, SECRET.
2/ See Tab "F" .
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A great deal of progress was made by the Division
in FY 1955 toward furnishing transportation services to
the Agency in the most economical and efficient fashion.
An interim procedure was established for Division re-
view of all requests for procurement, reassignment and
disposal of Agency motor vehicles on a world-wide basis.
Contracts were completed with three packing and storage
companies in the headquarters area for processing or
storing employees' effects.
As a result of studies and negotiations with com-
mercial air carriers, the Division was instrumental in
obtaining a change to the International Air Transport
Association (IATA) resolution on unaccompanied baggage.
This change allowed air carriers to accept unaccompanied
baggage between certain points in the Far East and the
West Coast at a 50 percent reduction from normal air
rates. The change became effective 4 February 1955.
It is estimated that annual savings to the Agency from
this ruling alone exceeds $75,000.
Fiscal Year 1956 was highlighted by inauguration
of the Table of Vehicular Allowances (TVA) program on
a world-wide basis. This program was designed to pro-
vide the Agency with an administrative control mechanism
429
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S E C R E T
for management of motor vehicle transportation in com-
pliance with applicable legislation. Prior to publica-
tion of (which authorized the TVA 25X1A
Program), there was virtually no control over the
allocation of vehicles nor were accurate records main-
tained concerning Agency-owned vehicles in the U.S. or
overseas.
Field trips by various officers during FY 1954 had
disclosed that there were deficiencies in the Agency
motor vehicle support program, and that vehicle strength
could be substantially reduced without adversely affect-
ing operations.
At the direction of the Deputy Director (Support),
two Transportation Officers were sent to the field on
a world-wide TDY trip to assist field stations in develop-
ing realistic vehicle requirements.
The immediate direct benefit of this was extremely
significant. The Agency's vehicular requirements were
reduced by 245 vehicles, at a saving to the Agency in
equipment investment of approximately $500,000. There
25X1A l/ CIA
25X1A
dated 5 April 1955 and II
dated 6 April 1955, both SECRET.
430
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25X9
are, however, continuing benefits being realized as a
result of the TVA program. First, the program provides
a means whereby the Agency complies with applicable
legislation pertaining to Government-owned motor vehicles.
Second, the Agency has been able to develop accurate
vehicle records which reflect the current status, loca-
tion and intended use of each vehicle. Third, it has
provided a mechanism whereby a vehicle, once justified
for a specific purpose, may be replaced when necessary
without further TVA justification, and fourth, it has
provided the means whereby Chiefs of Stations may acquire
or dispose of station vehicles under a delegation of
authority.
In spite of the impressive accomplishments and in-
creasing workload faced by the Division during the 1953-
1956 period, no increases in personnel were required,
the total on-duty strength actually declined slightly
from the on-duty at the end of
431
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PRINTING SERVICES DIVISION - OPERATIONS
(Ea)
Photo Prints (Ea)
Micro Film (Ft)
Period
IraRressions
FY 1953
100,000,000
2,525,000
950,000
FY 1954
119,509,152
2,618,349
955,521
FY 1955
139,894,344
2,750,607
726,339
FY 1956
147,595,353
3,164,8
803,030
llw~
7/1/56
74,000,000
1,600,000
400,000
to
12/31/56
SECRET
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 SECRET
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PROCURED NT ACTIONS
Period
FY 1953
FY 1954
FY 1955
FY 1956
7/1/56
to
12/31/56
NUMBER OF ACTIONS
rchases contracts
15,013
13,724
11,829
13,184
6,766
Purchases
Contracts
643
660
731
819
296
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FY 1953.
FY 1954
FY 1955
so FY 1956
7/1/56
smi to
12/31/56
Requisitions
Processed
18,749
17,500
18,920
8,524
Dollar Value
of Inventories
SUPPLY OPERATIONS
Line Items Tons Recd
Processed Andes dd
74,077
90,169
106,665
41,103
S* EC, 7111
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S E C R E T
CIA SUPPORT FUNCTIONS:
ORGANIZATION AND ACCOMPLISHMENT OF THE DAA/DDS GROUP,
1953-1956
25X1A byl CI/HS
1/
CHAPTER V. SECURITY CONTROLS 1953-1956-
Security considerations continued to permeate the
entire work of the Central Intelligence Agency. It was
axiomatic that CIA's intelligence, operational, and
support activities had to be planned, developed and executed
in accordance with sound security doctrines and procedures.
The statutory responsibility of the Director of Central
Intelligence was unchanged with respect to "protecting
intelligence sources and methods from unauthorized dis-
2/
closures." All parts of the Agency had to continue
to operate on the assumption that the Agency was the first
priority target for every other intelligence agency in
the world. They also had to assume that some penetration
3/
might be made and their guard could never be let down.
1/ This chapter was drafted by
in April 1960.
2/ National Security Act of 1947, Section 102. (d)(3). This
responsibility was interpreted by National Security
Council Intelligence Directive No. 11 of January 6,
1950, SECRET, which was superseded by NSCID No. 1,
21 April 1958, revised 15 September 1958, SECRET.
3/ Director of Security, Notes on Briefing of CIA Security
Officers, used 4 August 1956, 3 November 1956 and 7
May 1957, SECRET, in OS files.
441
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S E C R E T
During the period top officials of the Agency con-
tinued to stress the responsibilities of individual
employees in the field of security. Shortly after
becoming Director of Central Intelligence, Mr. Dulles
issued a notice to all employees which concluded: "It
cannot be stated too strongly that the work of this
Agency must always rest upon a foundation of/security
consciousness in each and every one of us." As Acting
Director of Central Intelligence, Lieutenant General Cabell
sent out in 1956 a notice to all employees which discussed
the "need to know" principle and called to the attention
of supervisors their continuing responsibility to remind
personnel of the problem of developing security consciousness.
The Director of Security pointed out that each employee
of the Agency had to consider himself at all times a
"security officer" of the organization and as such had
to adopt an ever-present and realistic security attitude
toward every task and responsibility. He added that the
- 25X1A 1/ CIA
25X1A
2/
S E C R E T
Bulletin,
28 February 1953, Security
CIA 13 October 1956, Employee
Responsibilities in the Field of Security, CONFIDENTIAL.
2/
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S E C R E T
strength of all that was done in every component of
intelligence was only as strong as the weakest security
1/
link. Experience showed that every single employee
was a target. An attack might be made on a messenger,
a Chief of Office, a chauffeur, a file clerk, an analyst,
2/
or an agent abroad. The principle of awareness had to
be observed constantly. The opposition was continuously
trying by means of drink, flattery, leading questions,
goading, guile, pressure, or other methods to get CIA
employees or agents to talk out of turn or to be careless
regarding classified materials. All of these approaches
3/
were tried by hostile forces during the period.
The purpose of security controls was to keep the
opposition from obtaining information regarding the
Agency's sources, methods, plans, and output. The only
way in which the opposition could obtain such information
1/ Office of Training, Agency Orientation Course Program,
7 May 1954, CONFIDENTIAL, Speaker on Security, Col.
Sheffield Edwards.
2/ Director of Security, Notes on Briefing of CIA Security
Officers, loc. cit.
3/ Ibid.
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S E C R E T
25X1A
was through what CIA employees said, wrote or did.
Security controls consisting of secrecy agreements,
building guards, identifying badge requirements, pro-
cedures for supervising visitors, regulations pertaining
to the safeguarding and storage of classified matter,
strict requirements of security clearance for all
employees, agents and contacts, regulations governing
the outside activities of employees, inspections of
buildings, offices and areas, and other devices were con-
stantly being reviewed in order to improve their effective-
ness in safeguarding intelligence information against
unauthorized disclosure.
The responsibility for taking the necessary action
in disciplining employees for breaches of security regu-
lations remained with the supervisors. In that sense,
security continued to be regarded as a command function
and supervisory responsibility which, however, had to be
carried out in collaboration with and under the technical
1/
direction and staff guidance of the Office of Security.
1/ CIA
OFFICERS, CONFIDENTIAL, and
15 July 1955, SECURITY
20 March 1957, Compliance with Security Regulations,
CONFIDENTIAL.
444
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Operating officials were also responsible for taking
positive steps to prevent security lapses. Projects
had to be based upon advance planning on how to lessenl/
the dangers of a penetration or a leak of information.
At the beginning of the period, operating officials
were assisted in carrying out their security responsi-
bilities by part-time security officers chosen from within
their own offices. In 1953, three offices, the Office
of Training, the Office of Current Intelligence, and the
Office of Logistics, appointed full-time career security
officers. This practice spread to a number of other
offices. In 1955 an Agency regulation was issued which
redefined, the selection and functions of security officers 2/
throughout headquarters andi field installations.
Three categories of security officers were mentioned: (1)
Career Security Officers whose career service was security
and who were assigned by the Director of Security to
other elements of the Agency for full-time security duty;
1/ Director of Security, Notes on Briefing of CIA Security
Officers, loc. cit.
25X1A
2/ CIA
cited above.
S E C R E T
25X1A
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25X1A
(2) Area Security officers whose career service was
other than security and who were designated by operating
official, with the concurrence of the Director of Security,
for security duties in addition to their regular duties;
and (3) Assistant Security Officers who might be either
"career" or "area" officers. By the end of the period
there were full-time career security officers in twenty-
five components of the Agency in the United States.
While most of these were in headquarters, there were such
officers in
In addition to the Office of Security there were a
number of offices under DD/S which continued to have
specialized security responsibilities. While all of these
offices were subject to the Agency security regulations
and looked to the Office of Security for advice and guidance
on their special security problems, some of them ran
more or less independent security systems which fitted
their individual needs. The Office of Communications
continued to maintain its own security system which was
designed to protect the physical and transmission security
of Agency communications. It was responsible for main-
taining cryptographic codes and for giving training in
446
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cryptography. While at one time the Audit Staff was
under the Security Office, during the four years under
consideration the safeguarding of the security of budget
and accounting operations at the Bureau of the Budget and
the Congressional level was largely in the hands of the
Comptroller and the top officials of the Agency. On
the other hand, the Office of Logistics worked very
closely with the Office of Security in setting up procedures
to protect the security of industrial plants patronized
by the Agency, the security of the procure-
25X1 C
ment program, the security of Agency warehouses, and the
required
in purchases made. The 25X1A
Office of Security also maintained close liaison with
the Office of Training in solving problems of security
indoctrination.
During the period the offices under DD/I continued
to have special responsibilities for safeguarding the
security of classified information. The Office of
Collection and Dissemination remained close to being
See pp. 502-504.
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the central point for the external dissemination of CIA-
produced intelligence reports and for the internal cir-
culation of incoming intelligence reports collected from
overt and covert sources by CIA and by the departmental
1/
intelligence agencies. Dissemination involved controls
to insure that the distribution of information was limited
to those cleared personnel in the Government's security
organization who needed to have the information. The
Office of Collection and Dissemination acquired a new
responsibility after the White House issued an Executive
Order in November 1953 on Safeguarding Official Information.
A meeting composed of representatives of all offices of
the Agency was held on the implementation of this Executive
Order under the guidance of the Security Office. It was
the consensus of this meeting that with a few modifications
in CIA security practices, the provisions of the Executive
25X1A 1/ CIA 7 April 1952, Dissemination
of CIA-Produced Intelligence and Information, SECRET,
25X1A and No.1 7 April 1952, Procedures for same,
SECRET. Exceptions to the general rule of central
distribution were ORR maps, OSI atomic energy reports,
and certain special OCI reports. See pp.
2/ Executive Order No. 10501, 24 November 1953.
448
S E C R E T
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 25X1
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1/
Order could be successfully carried out. A CIA
Notice was issued shortly which changed the classifi-
cation categories to agree with those in the Order
and which established under the Assistant Director
for Collection and Dissemination a Classification
Control Officer who was made responsible for the Agency
2/
classification control system. Pursuant to the Order,
this Notice provided a mechanism for reviewing and down-
grading classified material. The Director of Security
assisted in the classification control program with
advice and guidance, with help in the conduct of training
and orientation, and with aid in an inspection system to
insure that the provisions of the Executive Order were
carried out.
The responsibility for the security of clandestine
operations remained with the DD/P who had his own series
1/
25X1
Memorandum for DCI from Acting DD/A, 20 November 1953,
Consideration by IAC on 24 November 1953 of Executive
Order No. 10501, CONFIDENTIAL, in O/DCI/ER.
2/ CIA 27 November 1953, Classification
of documents , ET, and 128 25X1
'January 1955, Classification o icial Information
and Material, CONFIDENTIAL.
449
S E C R E T
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25X1A
25X1
25X1A
whose circulation was restricted on a need to know
basis. Under the DD/P the chiefs of station continued
to be responsible for the security of overseas installa-
1/
tions and operations. The Office of Security gave
support and guidance to the chiefs of station. Senior
officials of the Office of Security made annual trips
to each major area in order to furnish advice on technical
security matters. The Office of Security also assigned
professional Career Security Officers to foreign areas
where they were used by chiefs of station to maintain
2/
security. The security officer of the
provided security guidance for stations in Europe and
the security officer
I
1/
2/
did the same for stations
25X1A
25X1A
This responsibility was very generally mentioned in
CIA Regulation 1 April 1951, RESTRICTED,
and it was much more fully stated in CIA
the security problems of DD/P, see pp. 481-485.
25X1A
In April 1959, there were= professionals and 6 25X9
clerical employees overseas who looked to Office
of Security for career guidance and support. See
Report of Office of Security on Program for Greater
Efficiency in CIA, April 1959, SECRET.
450
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1/
Career Security Officers. In all areas each base
was required to submit a monthly report on security
matters and needs which covered such subjects as
additional personnel required for security controls,
safes and equipment needed, and problems of physical and
personnel security.
Mission and Organization of Office of Security
1900-1956
No substantial change was made during the period 2/
in the mission and functions of the Office of Security.
The Director of Security continued to be charged with the
preparation and execution of the Agency's security program,
1/
CIA Estimate of Requirements Fiscal Year 1957, Bureau
of the Budget Submission, 30 September 1955, SECRET,
in Records Center Job 58-437.
2/ From July 1, 1947 until the early part of 1953 the
office was officially known as the Inspection and
Security Office (I & S). It was then renamed the
Security Office (SO) until March 26, 1955 when it
was renamed the Office of Security (OS), a name it
held for the balance of the period. The name,
Security Office first appeared in CIA
25X1A I1 20 March 11953, Security Office, SECRET, and
the name, Office of Security, was first used in CIA
25X1A 26 March 1955, Organization,
SECRET. A full statement of functions may be found
in Management Staff, Management Study of the Organi-
zation and Staffing of the Security Office, 4 March
1955, SECRET, in MS files.
451
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and with the performance of security inspection functions.
His office set security standards and helped check
whether the standards were being followed. To accomplish
its mission, the Office of Security recommended security
policies, established security procedures, established
safeguards aimed at preventing penetration of Agency
activities by unauthorized individuals, investigated
personnel for employment, assignment, or association
with the Agency, investigated reports of violations of
security policies or regulations, furnished security
advice and guidance to Agency employees, and conducted
certain activities pertaining to the overall alien
program. While most of these activities were of a staff
character, the Director of Security had line action power
in the matter of personnel clearances of all individuals
used by the Agency except clandestine agents used by DD/P.
He could turn down an applicant on security grounds and
an appeal to the DCI was the only recourse which could
change his decision.
In charge of the Office of Security during the entire
period was Col. Sheffield Edwards, whose title was
Assistant Deputy (Inspection and Security) under DD/A
from January 19, 1951 until March 20, 1953 when it was
452
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1/
changed to Director of Security. His principal
Deputy during this time was
Liaison with other agencies on certain security
matters continued to be a function of the Office of
Security. In the course of its own investigations and
operations, the Agency added to its extensive file of
materials bearing on the security of individuals and
organizations both here and abroad. These materials
were increasingly consulted by other agencies making
name checks for employment or operational purposes.
The requests by other agencies for CIA record checks rose
from 21,740 for Fiscal Year 1953 to 28,506 for Fiscal
2/
Year 1956. On a reciprocal basis, the Office of
Security continued to check the records of other agencies,
especially those of the Department of State, the armed
forces, the Federal Bureau of Investigation, the Civil
1/ CIA January 1951, SECRET, and
CIAO 120 March 1953, Organization,
SECRET. Col. Edwards was assigned to CIG in 1946.
When CIG became CIA in 1947, he continued to be in
charge of the security programs. He retired voluntarily
from active military service on November..1, 1953.
2/ Office of Security, Office of Security History (1953-
1956), SECRET, furnished Historical Staff, 16 March
1960, Tables.
453
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25X1
25X1A
Service Commission, and the House Committee on Un-
l/
American Activities. Special relations were also
maintained with such agencies as the Atomic Energy
2/
Commission. In connection with its physical security
program, the Office of Security worked closely with
the Bureau of Standards in developing security equip-
ment and it had dealings with General Services Adminis-
tration regarding the guards needed for the many CIA
3/
buildings. In connection with the alien affairs
program, the Office of Security had contacts with the
concerned with immigration in its various phases.
and with the agencies
4/
454
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in addition, the Office of Security controlled the level
of oral disclosure of CIA securitylinformation to accredited
representatives of other agencies.
A reorganization of the office of Security took
place in December 1954. This reorganization followed
an inspection which was conducted by the staff of the
2/
Inspector General. Suggestions made by the Inspector
General were adopted in the reorganization, a principal
feature of which was the creation of two additional
Deputies to the Director of Security, each responsible for
specific operational areas of the office which had already
3/
been defined. The new Deputy Director for Personnel
and Physical Support was made responsible for overt and
semi-covert matters and the new Deputy Director for
Investigations and Operational Support was made responsible
for covert matters and field investigations. The two
new Deputy Directors took over the work of two Division
1/ The workload of these liaison cases increisedlf r Year
6,888 for Fiscal 1953-1956),
1956. See Office of Security History
loc. cit., Tables.
2/ Office of Security, History of the Office of Security,
March 1952-June 1955, SECRET, submitted to Historical
Staff, 14 June 1955, in O/DCI/HS.
3/ Ibid.
455
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Chiefs who had been in charge of substantially the same
1/
matters. This change was supported by the Management
Staff whose study of the office was approved by DD/S
2/
on March 25, 1955. The avowed purpose of the change
was to reduce the span of control exercised by the
Director of Security. It was contended by the Management
Staff that the Director of Security could delegate more
to a deputy than he could to a division chief. The
Management Staff, on the basis of informal follow-up
inquiries, claimed that the reorganization enabled the
Director of Security to delegate operating authority to
a greater extent and considerably eased the burden of
detail he had been carrying.
The reorganization also brought the shifting of the
location and level of some of the functions of the Office
of Security. The old Security Division was divided into
two parts with the former Physical Security Branch
1/
2/
3/
The two new deputies were put in supergrade positions
(GS-16).
Management Staff, Management Study of the Organization
and Staffing of the Security Office, 4 March 1955,
SECRET, in MS files.
Management Staff, Chief, O&M Staff, DD/S Area, Accomplish-
ments, 7 September 1955, SECRET, in MS files.
4 56
S E C R E T
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becoming the Physical Security Division and the remaining
parts becoming the Personnel Security Division. Both
of these new divisions were placed under the supervision
of the new Deputy Director for Personnel and Physical
Security Support. The new Security Support Division
consisted of the old Special Security Division less the
offices. This new division and the
offices were placed under the new Deputy
Director for Investigations and Operational Support.
The old Security Control Staff was eliminated, its policy
functions going to a new Policy Staff and its employee
activities functions going to the new Personnel Security
Division. The Inspection Division, formerly identified 1/
as a line element, was redesignated the Inspection Staff.
The avowed purpose of these changes was the clarification
of functions, the elimination of line activities at the
staff level, and the raising of functions to their proper
2/
level.
1/
In 1956 the Inspection Staff functions were transfered
for the most part to the Physical Security Division.
One professional was kept to make special studies for
the Director of Security.
Management Staff, Accomplishments, DD/A Area, Calendar
Year 1954, SECRET, in MS files.
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The new Policy Staff established at the time of
the December 1954 reorganization was concerned with
overall Agency security policy, including the?for-
mul.ation of security regulations and the review of
proposed Agency regulations from the security standpoint.
It represented the Agency on the State-Defense Military
Information Control Committee which was concerned with
the release and exchange of classified information.
It took over from the Office of the Director of Security
the Agency emergency planning function which had been in
2/
the Office of Security since August 1953. It continued
as the OS emergency planner after the Agency emergency
planning functions had been transferred to the DD/S
3/
in 1955. In its role as Senior Support Planner,
the Staff reviewed and commented with respect to security
matters on war planning documents initiated by DD/P.
1/
25X1A 2/
25X1A 3/
Memorandum for DS from Chief, Inspection Staff/OS,
19 February 1958, Records Survey, Office of Security,
SECRET, in OS files.
CIA 20 August 1953, Emergency
Plans, SECRET, and 26 May
1954, CIA Emergency Security Patrol, IDENTIAL.
CIA 28 April 1955, Assignments
to Key Positions, Office of DD/S, SECRET.
458
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"" 25X1A
It gave security advice concerning the dissemination
of CIA intelligence reports to other Government agencies
and to foreign governments, and concerning the appearance
of CIA employees before loyalty and security board
hearings. It participated as member on two U.S. teams
surveying the security programs of the
appointment of
1/
The Security Research Staff was internally reorganized
in order to improve its effectiveness in obtaining and
evaluating information which could be used to prevent,
detect and prevent any penetration of CIA by foreign
intelligence organizations or by any domestic organization
2/
whose activities might be inimical to the United States.
1/ Office of Comptroller, CIA Estimate of Requirements
Fiscal Year 1957, Bureau of the Budget Submission,
30 September 1955, SECRET, in Records Center Job
58-437.
2/ The External Branch was made responsible for security
research activities outside of the United States
while the Internal Branch was responsible for the
same activities in Headquarters and elsewhere within
the United States. The Research Branch was concerned
with a highly sensitive program. See Management
Staff, Management Study of the Organization and
Staffing of the Security Office, 4 March 1955, SECRET.
4 59
S E C R E T
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25X1
Following this reorganization, the Staff continued to
maintain :liaison with security research elements of
other agencies and to coordinate its own research efforts
with those of the Personnel Security Division, Security
Support Division and CI Staff. It continued research in
penetration patterns and added several thousand names of
1/
subversive individuals to the Reference Index each year.
It resolved several false allegations and attempts at
smears and black propaganda against Agency personnel by
disgruntled emigre groups and the like. It was involved
with the FBI in a major espionage case, regarding which
it engaged in extensive correspondence and conducted
Iin order to determine the damage
to Agency personnel and operations. It also took the
necessary steps to block the intensified efforts by Soviet
Intelligence Services to penetrate the Agency through
2/
blackmail, bribery, or cultivation.
1/
2/
Office of Comptroller, CIA Estimate of Requirements
Fiscal Years 1957 and 1958, Bureau of the Budget
Submissions, 30 September 1955 and 30 September 1956,
SECRET in Records Center Jobs 58-437 and 59-417.
Office of Security History (1953-1956), 16 March 1960,
SECRET, and Report of Office of Security on Program
for Greater Efficiency in CIA, April 1959, SECRET,
in O/DCI/HS files.
460
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Personnel Security Activities
The Office of Security continued to engage in a
variety of personnel security activities. It made
employment clearances of various sorts of persons
under consideration as overt or semi-covert staff
employees, contract employees, consultants, independent
contractors, General Services Administration guards,
General Services Administration char force and maintenance
personnel, employees of contracting firms performing
services for the Agency, new building construction
employees, and covert security clearances of staff
agents, careerlagents, and employees of proprietary
organizations. During the period, the responsibility
for operational approval of clandestine agents abroad
remained with CI Staff/DD/P, but the Office of Security
continued to have the responsibility to make a recommenda-
tion for or against the utilization of an individual in
1/
Management Staff, Management Study of the Organization
and Staffing of the Security Office, 4 March 1955,
SECRET, in MS files and Report of Office of Security
on Program for Greater Efficiency in CIA, April 1959,
SECRET, in OS files. The Personnel Security Division
had charge of clearances of overt and semi-covert
personnel and the Security Support Division had charge
of clearances of covert personnel. During the period,
each of these two divisions had their own investigative
files.
461
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this category. The Office of Security also conducted
control clearances of employees on duty who were being
considered for reassignment and transfer, for official
travel,
for work on Special
Intelligence, or for assignment as cryptographers or top
secret control officers. Reinvestigation of employee
security was made on a routine basis or for cause. Per-
sonnel security clearances were also made for contacts
with sources of foreign intelligence information and for
liaison with other agencies. The alien affairs program
was still another personnel security activity. It was
1/
Personnel security clearances or approvals involved
Office of Comptroller, CIA Organizational Charts and
Functional Statements for Fiscal Year 1957, Bureau
of the Budget Submission, 30 September 1955, SECRET,
p. 28, in Records Center job 58-437 and Report of
Office of Security on Program for Greater Efficiency
in CIA, loc. cit.
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varying procedures. In the case of top secret clearance
for applicants, a pre-check of information in the
25X1A
interview. All the facts in the case were summarized,
evaluated, and a recommendation was made as to whether
1/
the applicant should be approved. As indicated above,
the Director of Security, except in cases of clandestine
agents, made final determinations of disapprovals for
security reasons of employment or retention in employment
subject to an appeal to the DCIL In covert clearances,
the emphasis was on the individual's use by the Agency
rather than his background or citizenship. Investigative
coverage of aliens abroad varied with operational conditions
and availability of information. In case of a very sensitive
project or a prominent individual, the normal extensive
inquiry was not possible.
25X1
1/ CIA 15 November 1954, Clearance
of Personnel for Du Ty with CIA, SECRET.
463
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During the period various amendments to the Immigra-
tion and Naturalization Laws of the United States brought
new tasks and opportunities to the Agency which continued
to use sparingly its own statutory authority to facilitate
contained in the Immigration and Nationality Act of 1952,
1/ The functions of the Agency in the field of Alien
affairs were redefined by CIA
26 January 1954, Alien Affairs, SECRET. Section 8
of the CIA Act of 1949 authorized the DCI, with
the concurrence of the Attorney General and the
Commissioner of Immigration and Naturalization to
effect entry into the United States of not to exrc c d
History (1953-1956), loc. cit.
464
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0* 25X1A
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25X1A
The Office of Security continued to make practically
all of its own field security investigations in the
United States, using its own staff of investigators.
While there was a dip in the middle of the period,
1/
period. The
investigations for clearances
completed in the first and fourth fiscal years of the
25X9
off ices 25X1 A
were manned by full-time investigators. The number of
positions used rose from for Fiscal 25X9
2
for Fiscal Year 1956. These investi-
was made in the investigative pool arrangement whereby
- 25X9 some
positions were not assigned
25X1A
but used in places where the need was greatest.
The field investigative techniques of the Office
of Security were improved during the period by gradually
expanding the confidential correspondent program. The
1/ Office of Security History (1953-1956), loc. cit., Tables.
2/ Office of Comptroller, CIA Estimate of Requirements for
Fiscal Years 1955 and 1958, Bureau of the Budget Sub-
missions, SECRET, in Records Center Jobs 58-436 and
59-417.
466
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As a sensitive Agency, CIA already had well developed
personnel security procedures when the White House
issued Executive Order on Security Requirements for
2/
Government Employment in April 1953. The Director
of Security took the position that CIA criteria were
in accord with and exceeded the requirements of this
3/
Order. Additional work, however, was imposed on the
Office of Security by the requirement that the Civil
Service Commission be furnished with information appropriate
for the establishment and maintenance of the security-
investigation index and by the provisions for preparing
1/ Office of Security History (1953-1956), loc. cit.
2/ Executive Order No. 10450, 27 April 1953, CFR 1949-1953,
pp. 936-40.
3/ Report of Office of Security on Program for Greater
Efficiency in CIA, loc. cit.
470
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cases for Security Hearing Board consideration. 1/ Under
the new Order, all cases adjudicated under the earlier
2/
Executive Order, had to be readjudicated to determine
whether they met the requirements of the new Order. The
Office of the General Counsel ruled that a review by the
Office of Security constituted the readjudication required
by the new Order. On June 4, 1954 this review was effected
and each applicable file was documented to show that it
had been adjudicated. While the number of cases was
small, a case might take several months to prepare
3/
because of the quasi-legal nature of the document.
A development during the period 1953-1956 was the
gradual expansion of the reinvestigation program. Prior
to the period the heavy work load involved in clearing
1/
January 1954, revised 19 July 1955, Regulations under
.Executive Order No. 10450 Relating to Security Require-
ments for Employment in CIA, originally classified
SECRET.
2/ Executive Order No. 9835, 21 March 1947, 3 CFR 627.
3/
Office of Security History (1953-1956), loc, cit.
The number of cases involved were for Fiscal Year
1954, 9 with board and 11 without board; for Fiscal
Year 1955, 2 with board and 10 without board; and
for Fiscal Year 1956, 10 with board and 12 without
board.
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applicants did not leave much of any time for a rein-
vestigation program. In 1953, however, the Office of
Security restated the need for expanding this program.
It called attention to the principle of sound security
1/
that no person is ever fully cleared for all time.
USCIB regulations required at this time some reinvesti-
gation at five year intervals of all persons cleared for
2/
Special Intelligence. CIA inherited from predessor
agencies certain employees who were initially cleared on
a basis that was later considered substandard. The Office
of Security felt in 1953 that it should augment these
3/
cases. In 1955 an additional incentive for expanding
the reinvestigation program came when the Task Force on
Intelligence Activities under General Clark recommended
rechecking the security status of all personnel engaged
in intelligence activities at periodic intervals not to
4/
exceed five years in any individual case.
1/ Office of Comptroller, Topics to be Discussed in the
Budget Hearings, 20 October 1953, SECRET, in Bureau
of the Budget Submission Material Fiscal Year 1955,
SECRET, in Records Center Job 58-436.
2/ Ibid.
3/ Ibid.
4/ Commission on Organization of the Executive Branch of
the Government, A Report to Congress on Intelligence
Activities, June 1955, p. 74.
472
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During the first two years of the period, rein-
vestigation was based on the review of case files during
the normal course of operations of the Office of Security.
In view of the numerous reasons for reviewing security
files during routine security procedures, it was stated
by the Office of Security in 1955 that practically all
security files were reviewed at least once every five
years, and many files were reviewed much more often
1/
than that.
In 1955 the Office of Security augmented in a number
of ways its reinvestigation program. It obtained from
the Office of Personnel a listing of all staff employees
by EOD date and as the investigative work load permitted,
1/ Memorandum to DCI from DS, 17 March 1955, Reinvesti-
gation Program, CONFIDENTIAL, in O/DCI/ER.
473
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it reviewed the oldest cases requiring reinvestigation.
Director of Security.- A small number of investigations
made by the FBI were also included in the program.
These arose under one of the Executive Orders concerning
loyalty or security or under the Atomic Energy Act or
Mutual Security Act if an employee was to receive a "Q"
clearance or was to be
Except for the need for periodic reinvestigations
and the need to reduce backlogs in making clearance
checks, the Clark Committee on Intelligence Activities
found in 1955 the policies and procedures to give assurance
of security of personnel within the Intelligence community
3/
were generally adequate.
1/ Ibid..
2/ Office of Security History (1953-1956), loc. cit.
In calendar years, routine reinvestigations numbered 153'
for 1955 and 181 for 1956, special reinvestigations
numbered 316 for 1955 and 238 for 1956; FBI investigations
under Atomic Emergy Act numbered 48 for 1953, 47 for
1954, 80 for 1955, and 114 for 1956.
3/ Commission on Organization of the Executive Branch of
the Government. A Report to the Congress on Intelligence
Activities, June 1955, pp. 52, 73-74.
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 25X1A
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S E C R E T
Physical Security Activities
The Office of Security continued to provide numerous
and varied services concerning the physical safeguarding
and security of Agency materials, buildings, installations
and personnel. It developed and maintained techniques for
the protection of classified information and the prevention
of physical penetration of Agency activities by unauthorized
mechanisms. It also supervised the building guards, provided
receptionists and control procedures for visitors entering CIA
buildings, issued and controlled identification badges of
1/
employees, and investigated cases of security violations.
1/ In 1953, the physical security activities were being
carried out by the Physical Security Branch of the
Security Division. In the reorganization of December 1954,
this Branch became the Physical Security Division with three
branches, a Survey Branch, a Technical Branch, and a
Building Security Branch. Management Staff, Management
Study of the Organization and Staffing of the Security Office,
4 March 1955, SECRET, in MS files. On functions and
accomplishments, see also Office of Comptroller, CIA
Estimate of Requirements Fiscal Year 1955, 1956, 1957, 1958,
Bureau of the Budget Submissions, SECRET, in Records Center
Jobs 58-436, 58-437, and 59-417.
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Operating statistics for some of the day to day
measures taken to assure the physical security of Agency
premises and activities show varying tendencies. The
available figures refer to such diverse subjects as
1/
people, cases and things and they are hard to interpret.
Some of the figures show an upward trend and others a
levelling off or downward trend. During the four fiscal
years of the period 1953-1956, the number of building
guards was increased
in order to protect
a larger number of installations. During the same time,
the number of security problems handled annually by night
2/
security officers increased from 4,914 to 11,918. In
another category, the classified waste destroyed annually
3/
increased from 494 tons to 866 tons. On the other hand,
1/ Office of Security, Office of Security History
(1953-1956), Tables, loc. cit.
2/ Among the possible explanations of this increase might
be mentioned the larger number of guards to supervise,
more inspections, and more problems with safe equipment.
There was not an increased number of security violations
reported for Fiscal Year 1956.
3/ The Physical Security Division supervised the
collection and destruction of classified waste.
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the number of persons processed for identification
25X9 dropped froml and the number of visitors
1/
processed dropped from 110,076 to 102,233. The number
of safe combinations changed each year was in excess of
7,000 with a peak of 8,125 for Fiscal Year 1955 and a
low of 7,262 for Fiscal Year 1956.
In connection with the reorganization of 1954, the
responsibility of the Physical Security Division of the
Office of Security for the conduct of physical security
25X1A
the Physical Security Division took over from the
Inspection Staff the conduct of overseas physical
security surveys. During the period, special studies
were made of clearance problems, mail and courier
procedures, and handling and storage of monies (United
States and foreign) in CIA.
1/ During Fiscal Year 1954 only 0 persons were 25X9
processed for identification and the number of
visitors processed was 82,453 for Fiscal Year 1955.
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During the period, the Physical Security Division
of the Office of Security continued to conduct research
on equipment needed in the physical security field.
Such research was conducted by the Division itself, as
well as in conjunction with the Bureau of Standards. The
increase in restricted and secure areas for special
projects made necessary the study of alarm systems.
Tests were made of new alarm systems, such as the
ultrasonic and capacitance types. Based upon experience
with these alarm systems, new alarm requirements were
recommended for certain Agency and industrial secure
1/
areas.
In 1956 a more formal mechanism was established by
the Government to look into the field of security
equipment, namely, the Federal Committee on Security
Equipment. The chairmanship of this Committee was held
by the General Services Administration and the following
agencies were also represented: the Department of State,
the Atomic Energy Commission, the Department of Defense,
the Central Intelligence Agency, and the Bureau of
Standards. The functions of this Committee were to
1/ Office of Security, Office of Security History
(1953-1956), loc. cit.
478
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review all security equipment in use in the Government,
including safes, locks, padlocks, and alarm systems.
The CIA representative to the Committee was nominated
from the Physical Security Division. By virtue of
membership on the Committee, the Office of Security stated
it was able to draw upon the combined resources of all
members in keeping abreast of the latest developments in
1/
the security equipment field.
The Physical Security Division continued to be
responsible for safety programs throughout the Agency.
It initiated a testing program in shops, warehouses,
motor generating houses, and other places for toxic fumes,
flammable and explosive vapors, electrical defects, proper
lighting and air velocity. Some unsafe conditions were
discovered and remedied. In 1954 a Safety Poster Program
was initiated in order to bring more forcefully to the
attention of all Agency personnel the every day hazards
in working conditions. In the following year a training
program in the use of fire fighting equipment was started
Agency personnel associated with the building
emergency plans for fire fighting and civil defense.
1/ Ibid.
479
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The issuance and control of Agency Firearms
Credentials within the United States for use of couriers
and the protection of classified defense information in
accordance with the provisions of the Central Intelligence
Act of 1949 continued to be a responsibility of the Office
of Security. In August 1955 the revision of the Agency
regulation governing this activity established a CIA
Firearms Control Officer in the Physical Security Division
as the Agency authority for the issuance of any weapons for
other than research and evaluation within continental United
1/
States. The Office of Security aided the Office of
Training in giving instruction in the use of firearms and
it provided advice and guidance to the Clandestine Services
in their use of firearms for research and development and
for operational purposes overseas.
25X1A 1 CIA 2 August 1955, Authorization
and Control of Firearms Issued for the Protection of
- 'R T- 4- -- 4 - c
25X1A
2/ CIA 18 June 1956, Authorization
and Control of Firearms issued for Training, Research,
r oses SECRET. This rescinded
l P
u
1953
and Operationa
25X1A Paragraph lb of 19 January, ,
SECRET.
480
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The number of security violations investigated during
Fiscal Year 1953 was 758. During the following fiscal
year it was 793 and during the next fiscal year 759.
During Fiscal Year 1956, however, the number dropped to
1/
421. According to the Director of Security, there
were fewer serious violations as the bulk of the employees
had matured and had become more aware of the need for
2/
physical security. While some of the temporary buildings
used by the Agency were of flimsy materials, the whole
system of guards, badges, safes, security procedures,
inspections, and security indoctrination provided
protection against penetration by hostile elements.
Operational Security Support Activities
In addition to clearance cases for employment, the
Office of Security continued to furnish security support
in cases involving special inquiries conducted within the
1/ Office of Security, Office of Security History
(1953-1956), loc. cit.
2/ Memorandum for the Record prepared by Historical Staff,
23 October 1958. Interview with Col. Sheffield Edwards,
Director of Security, regarding History of Office of
Security, 1953-1956, SECRET, in O/DCI/HS files.
481
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00 25X1 C
the Agency. The support ranged from initial security
planning through the development and mounting of projects
to their completion. It included such activities as:
Requests of the Office of Security for operational
support increased from 1,027/for Fiscal Year 1953 to
5,096 for Fiscal Year 1956. Many key Agency projects
were involved in these requests. In 1954, the Office of
Security was called upon to provide security planning
and personnel for a highly sensitive project, then
known as AQUATONE. This function included the recruitment
1/ Office of Security, Office of Security History
(1953-1956), Tables, loc. cit.
482
S E C R E T
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and training in security techniques of a large number of
personnel, in addition to the processing of a high volume
of clearance requests and miscellaneous support requirements.
Also in 1954, the Office devoted a large proportion of its
time and assets to a highly sensitive project called
PBSUCCESS. The project called for the provision of escort
for the air movement of sensitive materials and other
investigative and support functions. The Office also
conducted an increasing number of custodial cases,
1/
including some involving important defectors.
program was expanded during
the period and control over it was consolidated in the
Office of Security. In 1952 some of the operating
no 25X1 C divisions of DD/P had
25X1 C
25X1 C
of their own and the
Office of Security was just starting its own
program on an informal basis. In May 1954, a CIA
Regulation gave the Office of Security overall responsibility
for the operation of the
program, which included
the establishment, servicing and maintenance of all CIA
l/ Ibid.
483
S E C R E T
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 25X1
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or by individuals cleared and recruited
1/
within an approved operating project for that purpose.
"' 25X1 C of new
25X1 C
25X1
25X1 C
25X1 C
25X1 C
25X1 C
supervised by the Office of
Security increased from around in
2/
1956. This increase came partly from the establishment
25X1 C
The responsibilities of the Office of Security in
connection with the cover support program were more
clearly differentiated during the period from those of
the Central Cover Division, DD/P. In February 1953 the
Office of Security on its own initiative established a.
Cover Branch within the Special Security Division. At
that time, the Branch was not accorded official recognition
by the Agency issuance machinery and its personnel were
1/
2/
and partly from the transfer of
that had been operated by DD/P units.
18 May 1954,
a
SECRET.
Office of Comptroller CIA Estimate of Requirements
25X1 C
Fiscal Year 1956, Bureau of the Budget Submission, 15
September 1954, SECRET, in Records Center Job 58-436, p.
G-8-9, states that in accordance with Agency directives,
the Special Security Division provide
for all components of CIA, establishing and servicing 25X10
]which represented an increase in excess of
100% over the previous year. This would mean that there
were a.roun a.s of the end of Fiscal Year
1953. The figure for under Office of Security
in 1956 is taken from Office of Security, Office of Security
History (1953-1956), loc. cit.
484
S E C R E T
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assigned from other parts of the Division. The Branch's
mission, as it was broadly stated in the Division's
Headquarters Manual, included responsibility for the
development and implementation of overall official cover
plans for personnel and activities of the Agency. The
Management Staff, in its 1955 Report on the Office of
Security, stated that the Branch's mission, as described
in the Manual, overlapped the mission of the Central Cover
Division of DD/P. It recommended a. statement of mission
which limited the role of the Office of Security in cover
support matters mainly to advice, guidance, and special
studies. The Office of Security discontinued the
development and maintenance of Agency-wide cover plans.
Cover plans regarding its own personnel and advisory
functions regarding cover matters were assigned to a
I/
Management Staff, Management Study of the Organization
and Staffing of th25SMarcht1955~1SECRETMainhMS9files.
approved by DD/S,
485
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Staffing
The number of actual positions used by the Office
25X9 of Security rose from
for Fiscal Year 1956, an increase of
almost one-half of which were in the
1/
0
positions,
offices. A part of this increase was endorsed by the
Management Staff which made a. study of the staffing of
the Office of Security during Fiscal Year 1955. The
Management Staff said it based its endorsement on an
examination of known or estimated workload figures
2/
which showed a, need for personnel increases. Operating
statistics for the entire period cited above in various
places showed an even or declining workload for certain
activities and an increased workload for others. The
Office of Security stated that during the period its
work requirements increased, particularly in the
3/
operational support field.
1/ Figures from CIA Estimate of Requirements for Fiscal
Years 1955, 1956, 1957 and 1958, Bureau of the Budget
Submissions, SECRET, in Records Center jobs 58-436,
58-437, and 59-417.
Management Staff, Management Study of the Organization
and Staffing of the Security Office, 4 March 1955,
SECRET, in MS files.
3/ Office of Security, Office of Security History
(1953-1956), loc. cit.
486
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The basic requirements for professional security
officers included a. college degree and usually prior
investigative experience. Officers were recruited with
investigative experience in such agencies as United
States Secret Service, Immigration and Naturalization
Service, Counter Intelligence Corps, FBI, Office of
Naval Intelligence, Civil Service Commission, Department
of State, various state and local police. organizations,
l/
and commercial investigative companies. Some officers
had law degrees and others had engineering degrees.
To meet its own requirements and the requirements of
installations for security officers,
the Office of Security organized a. number of specialized
courses of training in cooperation with the Office of
special agents, on duties of field security officers,
and on technical duties of special agents.
The Office of Security conformed to the provisions
of the career service system as it developed. A Career
1/ Report of Office of Security on Program for Greater
Efficiency in CIA, April 1959, SECRET.
487
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-+ 25X1A
Service Board for employees with security as a. career
1/
designation was established in September 1952. As
the Agency practices improved regarding fitness reports,
competitive promotions, rotation, and career planning,
so did those of the Office of Security.
1/ I&SOI 10 September 1952, SECRET,
in Office of Security Files.
488
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CIA SUPPORT FUNCTIONS:
ORGANIZATION AND ACCOMPLISHMENT OF THE DAA/DDS GROUP,
1953-1956
b DCI/HS
25X1A
1/
CHAPTER VI. COMMUNICATIONS SUPPORT ACTIVITIES
Both the overt and covert activities of CIA
continued to require elaborate communications support
on a world-wide basis. On the one hand the Agency had
to maintain a complicated communications system for
the overt monitoring of foreign broadcasts, and on
the other, it had to furnish communications support
to clandestine activities abroad that included the
gathering of intelligence by electronic means, the
furnishing of sending and receiving equipment to
secret agents in denied areas, the provision of
facilities for keeping in touch with such agents, and
the design, procurement, operation and maintenance of
a communications network for the transmission of
classified information between headquarters and the
2/
many field installations.
1/
2/
This chapter was drafted byl in July 1960. 25X1A
Draft of Opening Remarks of the Director of Central
Intelligence to the House Appropriations Committee, 10
March 1955, SECRET, in Office of Comptroller, 1956
Congressional Material, in Records Center Job 58-436.
489
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Complex security measures continued to be necessary
to assure that the covert information received by
various means did not fall into the wrong hands. The
Agency continued to review its communications security
procedures and practices, including those regarding
pouching, cryptography, clearance and training of
cryptographers, physical security of crypto areas,
1/
and the rules for the handling of cables. Continuous
research was directed toward developing improved,
smaller, faster, and more powerful communications
equipment, in order to assure that the most advanced
and secure transmissions were used.
CIA and Other Agencies in Communications Field
The Agency continued to cooperate with other United
States government agencies in the communications field.
The DCI remained the permanent Chairman of the United
States Communications Intelligence Board, which, under
the National Security Council, was responsible for the
coordination of the interests and requirements of the
Intelligence agencies for communications intelligence.
1/ A cable was defined as "a classified encrypted commu-
nication originated by a CIA station and transmitted
by electrical means via channels authorized by CIA to
25X1A
25 June 1954, Communications, SECRET.
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This body was designated the national policy body for
"the collection (observation and recording), and the
technical. processing for subsequent intelligence
purposes, of information derived from foreign, non-
communications, electromagnetic radiations emanating
from other than atomic detonation or radioactive sources."
It was composed of representatives of the Departments
of State, the Army, the Navy, and the Air Force, and
2/
CIA. During the period, its effectiveness was
hindered by the requirement that decisions had to be
unanimous. The DCI could take a USCIB issue to the
NSC but he had to go through a Special Committee com-
posed of the Secretary of State and the Secretary of
Defense who had to act personally. It was very difficult
1/
to get these secretaries together. Toward the end of the
period, the Killian Board adopted the position that
compartmentation was interfering with the overall com-
munications intelligence job.
1/ NSCID No. 17, "Electronic Intelligence" (ELINT)
Approved 16 May 1955, SECRET.
2/ NSCID No. 9, Communications Intelligence, 1 July 1948,
SECRET, LIMITED DISTRIBUTION
25X1A 3/
Memorandum for the Record preps d b Historical Staff,
23 July 1958, Conversation with O/DDCI,
regarding Revised NSCID's, SECRET, in O DCI Tiles.
491
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CIA was represented on a number of interdepartmental
boards and committees that were concerned with international
communications. The Office of Communications had alternate
members on the Telecommunications Advisory Board and the
1/
2/
Memorandum for DCI from Director of Communications, 6
January 1956, Anti-Jamming Training Exercises, SECRET,
in O/DCI/ER.
Memorandum for DDCI, through DD/S, from Chief, Manage-
ment Staff, 24 March 1956, Pouch Service Transit Delays,
SECRET, in O/DCI/ER.
492
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Telecommunications Planning Committee sponsored by the
Office of Defense Mobilization and it had members on
the Technical Panel on International Broadcasting and the
Committee on Broadcasting and Television sponsored by the
1/
Operations Coordinating Board.
The security of transmission of classified communi-
cations, with the exception of some agent circuits, continued
to be dependent on cryptographic systems and devices which
were either furnished to the Agency or tested for it by
NSA. The Office of Communications did some work on
cipher devices, but primary support was received from
NSA. The Office of Communications Security Division had
to procure cipher devices from NSA on a semi-annual basis
and to see that these materials were securely stored and
shipped to properly cleared communications personnel.
Communications Systems Within CIA
The responsibility for furnishing communications
support to the various missions of CIA remained scattered
among different parts of the Agency during the period.
While the Office of Communications continued to serve
as the major support office for classified electronic
Office of Communications Order No. 21-56, 1 May 1956,
Special Assistant for Inter and Intra Agency Liaison,
SECRET, in OC files.
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telecommunications between headquarters and the overseas
field stations, it did not have jurisdiction over the
following: distribution of classified cables within
headquarters; unclassified electrical communications
between the Foreign Broadcast Information Division,
Office of Operations, and the
classified electrical communications between Contact
Division, Office of Operations, and the 00
field offices; classified electrical communications
for all special projects specifically excepted by the
Director; teletype intelligence disseminations to other
1/
United States government agencies; and pouch services.
The Cable Secretariat in the Office of the Director
handled the distribution of cables within Headquarters,
the FBID operated its own communications network, the
Contact Division operated its own
25X1A
25X1A
teletypewriter 25X1A
communications network, the Office of Collection and
Dissemination operated its own facsimile equipment, and
the RI of DD/P operated the pouch service. The operation
and control of secret electronic equipments remained with
25X1A 1/ CIA 25 June 1954, revised 12
March 1955, 25 June 1955, SECRET.
494
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the Technical Services Staff, DD/P, and the Office of
Logistics continued to procure telephone service and
teletypewriter circuits in the United States through
1/
the telephone company.
The Cable Secretariat remained in the office of the
Director of Central Intelligence throughout the period.
Its position was not affected by the changes made in the
location of the Office of Communications. It continued
to review and distribute within CIA headquarters all
classified incoming and outgoing CIA cables, insuring
that the originating office had secured the personal
approval of the Director on all outgoing cables involving
questions of national policy and that all intelligence
items contained in cables were transmitted to O/DD/I.
The responsibility regarding intelligence items and
DD/I was made more explicit during the period than it
2/
was at the beginning. Determination of the action
staff, division or office was made on the basis of
1/ CIA Regulation
SECRET.
2/
30 June 1953, Communications,
5 August 1952, Cable Secretariat and 25X1A
Message Center, SECRET, appointing
25X1A
as Cable Secretary. CIA
20 March 1953, Organization, Office of the Director,
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subjective requirements and on the basis of approved
action indicators. Normally, cables were distributed
to the appropriate area division for action. During
other than normal working hours, the Cable Secretariat
Duty Officer, functioning concurrently as the Clandestine
Services Duty Officer, notified an appropriate officer
in the action addressee unit upon receipt of cables
1/
appearing to warrant after-hours action.
The workload of the Cable Secretariat increased
substantially during the period. The average number of
cables processed monthly by the Cable Secretariat rose
from 11,900 for Fiscal Year 1954 to 16,200 for Fiscal
25X1A
SECRET, shows the Cable Secretariat under the
Executive Assistant to the Director. The same Regu-
lation, revision of 18 January 1954, states the
functions of the Cable Secretariat. The same regu-
lation, Change 1, 2 July 1954, adds the part on all
intelligence items to be transmitted to DD/I. An
earlier discussion of this is in Memorandum for Mr.
'from Deputy, Cable Secretary, 2 July 1953,
Responsibility of Cable Secretary for Furnishing DD/I
All Intelligence Items contained in Cables, SECRET,
in O/DCI/ER. On the beginnings of the Cable Secre-
tariat in 1952, see Topics to be Discussed, Bureau
of the Budget Hearings, 20 October 1953, SECRET, in
1955 Bureau of the Budget Submission Material, in
Records Center Job 58-436.
25X1A 1/ CIA
25 June 1954, Communications,
496
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1/
Year 1956.- From 6 to 8 percent of these/were briefed
2
and specially processed for the Director. In 1955
work simplification studies were made of the procedures
of the Cable Secretariat. Following these studies,
a procedure was instituted for controlling the flow of
cables within the Cable Secretariat. This control furnished
the processing status of each cable at all times and pro-
vided the mechanics of ensuring that every cable recorded
was processed without loss or delay. This procedure
improved the over-all average speed of service and
4
eliminated undue delay on individual cables. Other
studies of the procedures of the Secretariat were under
way as the period came to an end.
1/
2/
3/
Memorandum for Comptroller, through DD/S, from
Executive Assistant to DCI, 2 September 1955, Cable
Secretariat Budget, SECRET, in O/DCI/ER and Office
of Comptroller, CIA Estimate of Requirements Fiscal
Year 1958, Bureau of the Budget Submission, sCenter
tember, 1956, SECRET, p.
Job 59-417.
from Cable Secretary, 6 June
Memorandum for
rations 1-31 May 1955,
O
pe
1955, Report of Message Center
SECRET, in O/DCI/ER.
Ibid., Tab B, Cable Secretariat Work Simplification
Program, 12 May 1955, SECRET.
cit., p. A-1-3.
4/ Office of Comptroller, op.
497
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uestion of the relation of the Cable Secretariat
The q
the office of the Director to the Signal Center of
in
the Office of Communications again came up during the
period. The Inspector General recommended in 1956 that
the DCI approve the consolidation of the Signal Center
d the Agency Cable Secretariat but no action was taken
an 1/ ument
on this proposal. Apparently, the original arg
that the signing of outgoing cables and the assignment
of action responsibility on incoming cables was a command
function prevailed. In addition, the office of Commune
cations refused to concur in this recommendation.
The continued separation of the two units meant that an
namely, the
important factor in communications security, of
distribution of cables, remained outside the purview the Office of Communications.
1/
2/
- -----------
11 January 1956, TS 143157,
Memorandum for DCI from IG,
Survey of the Office of Communications, DD/S, recom-
mendation No. 22. july 1960, Conversation
with Memorandum for the Record O/D/CO, Regarding History
. SECRET, in HS files.
of Officeof Communications,
498
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Activities of the Office of Communications
25X1A
The Office of Communications continued to establish
and operate signal centers, radio stations and related
electronic communications facilities, including emergency
facilities as required, for the purpose of receiving,
transmitting, and cryptographically processing that part
of the Agency's communications traffic within its juris-
diction. It negotiated with other Government agencies
and with privately owned companies for communications
facilities.
The provision of workable staff communications
support by the Office of Communications required widespread
cooperation throughout the Agency particularly in the DD/P
1/
complex which originated 94 percent of traffic. With
the constantly increasing classified cable traffic, there
was danger that the communications facilities would
become overloaded. While during the period the Office
of Communications met every requirement imposed upon it
for moving cable traffic, toward the end of the period
1/
The term "staff communications" was defined as the
handling of Agency operational and administrative
cable traffic, as opposed to agent communications,
between Agencyl foreign installations
and Headquarters.
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the communications system was so saturated with traffic
that, when emergencies arose in particular areas, the
communicators were able to meet them only through
excessive overtime, temporary duty, and other emergency
1/
measures? An examination of Agency cables made for
the DCI indicated that the Agency was risking sacrificing
the expeditious handling of important traffic because of
the large volume of unnecessarily long operational or
intelligence cables and routine administrative cables
on items where speed in transmission was not essential.
A continuous campaign was waged during the period to
keep cable traffic down to manageable proportions. The
Director asserted that better and more advance planning
in the personnel, logistics, finance, and general support
field would permit a greater volume of that traffic to
be transmitted by dispatch. Originating officers were
reminded of their responsibility for determining the
necessity for using cable communications. They had to
decide that the subject matter of the message was of
such urgency that it could not reach the addressee in
time for action if forwarded by pouch. If a cable was
1/ For discussion of volume of traffic and overtime, see
below, p. 521.
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deemed necessary, originators were urged to keep the
number of character groups to a minimum and to use a
short cable giving the essential elements of information
1/
and followed by a dispatch expanding on the cable.
In connection with his survey of the Office of
Communications in 1955, the Inspector General felt
that the over-extension of the communications system
called for immediate remedies. He recommended greater
use of "Deferred" precedence in sending cables, drastic
steps to reduce week-end peaks in cable traffic,
elimination of "telecon" conferences, greater use of
pouch services, creation of a required training course
in cable writing and procedures, reduction in number of
releasing officers,, discontinuance of transmission of
material for which the operational need could not be
clearly demonstrated, and if these remedies did not
effect a substantial reduction in traffic, he recommended
1/ CIA
25 June 1954, Basic Cable Policy, SECRET;
25X1A , 15 October 1954 and Change 2,
1 June 1955, SECRET;
12 August 1954, SECRE
10 June 1957, SECRET. The Inspector General a so
commented extensively on the overloading of the
communications network. See Memorandum for DCI
from IG, 11 January 1956, TS 143157, Survey of the
Office of Communications, DD/S.
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that the DCI should direct a flat 25 percent reduction
in the amount of cable traffic accepted for processing
by the Washington and field Signal Centers. Cable traffic
in excess of this volume would require the personal
approval of a Chief of Station or a CS senior staff or
1/
division chief. Efforts were made to implement most
of these recommendations but the volume of cable traffic
2/
continued to increase.
Communications Security Activities
The Office of Communications was directed to "establish,
supervise, and regulate communications practices of the
Agency under concepts and policies designed to safeguard
3/
these practices with adequate security standards."
In the discharge of this responsibility, the Office of
Security had to cooperate closely with other agencies in
the communications field and with other parts of CIA. It
has been pointed out above that CIA depended largely upon
1/ Memorandum for DCI from IG, 11 January 1956, TS 143157.
2/ On volume of cable traffic, see below, p. 522.
3/ CIA Regulation
25X1A
18 January 1954, SECRET.
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many of these criteria were
modified in their application. The Office of Communica-
tions revised its "Staff Communications Security" guide
during the period to improve communications security by
closer adherence to cover Agency formats. The product
of staff communicators was spot checked daily in the
Washington Signal Center against criteria in the guide.
Cipher machines were converted to more secure operation
to improve circuit efficiency and communication security.
The Office also originated new cryptographic systems for
generation of key text and different methods of deriving
1/
key material.
In furnishing logistics support to its communications
security operations, the Office of Communications had to
procure, store, issue, ship and keep records on mechanical
cipher devices. During the period the Office developed
more efficient procedures for using tabulating equipment
to produce cryptographic circuitry reports and it continued
to improve methods for concealing and storing cryptographic
2/
keying material.
1/ Office of Comptroller, Estimate of Requirements Fiscal
Year 1958, 30 September 1956, Bureau of the Budget Sub-
mission, SECRET, in Records Center job 59-417.
2/ Ibid.
504
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Support for Clandestine Activities
25X1 C
Communications support for clandestine operations
continued to be an important function of the Office of
Communications. While the actual requirements for clandestine
electronic communications during the period were far less
than the capabilities of the Office, the Office did not
retreat to a position of passively retaining the talent
but assiduously developed new equipment and strove for
more secure and simplified operating principles and proce-
dures.
505
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 25X1 C
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S E C R E T
Successful clandestine communications depended upon
the training of both staff and agent personnel in secure
and proficient operating techniques. During the period
a knowledge of code and radio telegraphy continued to be
necessary. The Office of Communications maintained a
cadre of staff communicators who were proficient in the
art of telegraphy. The Director of Communications wanted
to encourage his radio operators to keep up their skills
by amateur sending and receiving but during the period 1/
the Office of Security would not approve this proposal.
The Office of Communications was also active in all
phases of caching agent sets, signal plans, and ciphers,
1/ Shortly after the end of the period this proposal was
approved by the Office of Security.
506
S E C R E T
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25X1A
25X1 C
were necessary since technical collection could not
replace conventional-type FI operations
and other places.
serious one during the period. The Office of Communications
25X1A
During the period the Office of Communications made
a number of important contributions to the development
of the technical aspects of clandestine radio broadcasting
which were of importance both to covert intelligence
activities and to cold war operations. The problem of
opposition jamming of CIA sponsored broadcasts was a
l/
Office of Comptroller, Memorandum for the Record by
DD/S, 6 December 1956, Subject: Fiscal Year 1958
Bureau of the Budget Allowances, SECRET, RinorBureau
aenter
of Budget Allowances FY 1958 Budget, in
Job 59-417.
508
S E C R E T
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 25X1A
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Communications Support for Emergencies
In addition to operating a communications network
for carrying on the Agency's business in the field, the
Office of Communications had to be ready to furnish
substitute communications facilities when the ordinary
channels broke down. This responsibility involved main-
taining standby facilities at the Agency's Emergency Site
outside the Washington metropolitan area, stockpiling
facilities at various key points throughout the world,
and planning for emergency facilities in case of hot war.
During a number of international crises that occurred
in widely scattered points during the period, CIA's
emergency facilities furnished the only means for trans-
mitting United States Government traffic. Thus, during
l/
Memorandum for DCI from Director of Communications, 25
October 1956, Subject: Status of CIA Communications
Capabilities in Satellite Countries, SECRET, in O/DCI/ER.
S E C R E T
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 25X1 C
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S E C R E T
25X1A
In support of the Agency's war planning mission,
the Office of Communications continued to take the leading
part in Headquarters and Field planning for communications
facilities that might be needed in case of war. It
continued to maintain a modern up-to-date and well
East. Reliable agent equipment was developed and produced,
agents were trained and provided with equipment and signal
1/ Memorandum for DCI from Director of Communications,
24 May 1957, Subject: Proposed Amendment of Com-
munications Act to Provide Reciprocity, SECRET, in
O/DCI/ER.
511
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Supplemental Programs
The Office of Communications continued to be responsible
for implementing supplemental programs concerned with
1/
sensitive special communications projects. During
the last two years of the period the supplemental programs
were considerably expanded, greatly increasing the demands
on the Office of Communications for electronic engineering
skills and for moving cable traffic. The Office provided
ment of special
for the develop-
equipment, and for the necessary work
prior to the initiation of procurement orders for such
2/
equipment. In his survey of the Office of Communications
1/
2/
Office of Communications Order No. 22-53, 2 November
1953, Establishment of Engineering Functions and Duty
Assignments, SECRET, mentioned radio electronic intelli-
gence support activities of the Division.
Office of Comptroller, Bureau of the Budget Hearings on
Fiscal Year 1958 Budget, 26 October 1956, SECRET, in
Records Center Job 59-417. Office of Communications
Order No. 8-54, 21 May 1954, SECRET, Supplemental
Programs Division, in OC files.
512
S E C R E T
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made in 1955, the IG expressed concern about the over-
burdening of the Office by special projects. He recom-
mended that the DCI direct that no further support commit-
ments be accepted by the O/C unless it could provide the
support required without deterioration of the Agency staff
1/
communications system.
Communications Research and Development Activities
The Office of Communications Research and Development
Production Review Board continued to review, approve and
establish research requirements in the Agency's communications
2/
field. All projects and contracts with outside firms
required the specific written approval of this Board.
Once the need for a particular piece of communications
equipment was established and approved by the Board, the
following steps were taken: (1) Preparation of technical
specifications; (2) Presentation of specifications to the
1/ Memorandum for DCI from IG, 11 January 1956, TS 143157.
2/ Office of Communications Order No. 21-53, 12 October 1953,
and Order No. 10-56, 1 March 1956, SECRET. The Board
was composed of: Deputy Director, OC, Chief, Engineering
Division, Chief, R&D Branch, Chief, SPD, Chief, O&T
Division and Chief, P&P Staff.
513
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Office of Logistics with suggestions as to appropriate
firms if an outside contract was involved; (3) Signing
of a contract with the outside firm and the preparation
of a developmental model which was then tested by the
Office of Communications Laboratory for its performance
versus contract specificiations, and by the Operations
and Training Division for its operational performance.
Subsequent reports prepared by the Laboratory and the O&T
Division were then submitted to the Board which authorized
funds for further large scale production, or in the case
of Laboratory Development, the Board authorized production
on a specific and limited scale. The Inspector General
found this method of handling the research and development
1/
activities efficient, economical and expeditious.
The Office of Communications had its own Research and
Development Laboratory which was responsible for the conduct
of applied research and development of communications
equipment designed for the highly specialized needs of
the Agency which could not, for reasons of sensitivity
or economy, be assigned to outside contractors, including,
Memorandum for DCI from IG, 11 January 1956, Survey of
the Office of Communications, DD/S, TS 143157.
514
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in addition, the testing and evaluation of United States
and foreign communications equipment procured by the
Office of Communications for appraisal of its application
to the Agency's needs.
25X1
1/ Ibid.
515
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Among problems facing the Office of Communications
in its administration of its research and development
activities during the period three were prominently
mentioned by the Inspector General in his 1956 report.
One involved the difficulties and delays caused by the
physical separation of the Laboratory
from Headquarters engineers. A second problem was the
difficulty encountered in recruiting qualified and
technically trained professional personnel for employment
in research and development activities. It was hard to
compete with private industry for the services of the college
trained professional personnel needed at the grade levels
then authorized for the Laboratory. Higher grades were
recommended. A third problem was the unsatisfactory liaison
with the Office of Logistics. The Inspector General recom-
mended that the Engineering Division provide the Director
of Communications and the DD/S with a specific and detailed
case history reflecting the lack of support and general
difficulties encountered in the relationships between the
Engineering Division and the Office of Logistics so that
appropriate resolution might be effected in the interest
1/
of over-all Agency operating efficiency. By the end of
1/ Memorandum for DCI,from IG, 11 January 1956, Survey of
the Office of Communications, DD/S, TS 143157.
516
S E C R E T
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the period, improvements were made in the grade structure
and difficulties involving the Office of Logistics had
1/
been largely solved.
Organization and Management of Communications Activities
During the period, the location of the Office of
Communications within the CIA organizational structure
was changed once. At the beginning of the period the
Office of Communications was attached2to the Office of
the Director of Central Intelligence. There was logic
in this since the Office of Communications was engaged in
a variety of activities, including operational, logistical,
engineering, training, security and intelligence activities
1/ Memor
andum for
the Record,
21 July 1960,
Conversation
History of
25X1A
with
OC, regarding
OC, 1953-1956,
~iEUHET-, in HS files.
1952
the Office of Communicati
-
ocated
l
ons was
2/
As of June
the DD/P com
i
plex. See CIA F
l
l
2
I
dule
h
5X1A
n
June 1952, CIA
B, Rotation Loa
Communications
Career Service Program, SE
n Shots. The location of r
in O/DCI was officially
3
e
CRET, Sc
ecognized
SECRET
25X1A
CIA Regulation
According to Of
Office had bee
,
No. I, 20 March 195
fice of Communications pe
n in O/DCI actually since
rd 23 June 1
.
rsonnel, the
August 1952.
on
n ers a
960, Co
See Memor
andum
for the Reco
o
ti
25X1
with Mr.
of
tor
Hi
ace of Com-
Communica
ions
y
s
, regarding
fi
s
l
munications, 1
953-1956, SECRET, in OC
.
e
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in the communications field. In practice, however,
the Director did not have time to supervise operating
offices. At the time that the 1955 reorganization was
being considered, the Inspector General recommended that
both the Office of Communications and the Office of
Training, which was also at that time attached to the
Office of the Director, be reassigned to the newly named
DD/S group. The Director agreed to tthis and the change
became official on February 3, 1955.
The Director of Communications said that he found his
new location in the DD/S group satisfactory. He dis-
covered that being part of DD/S facilitated coordination
with other support elements. He was thankful to be briefed
by DD/S on meetings of DCI's Deputies. The new arrange-
ment did not change the practice of DDCI calling the
Director of Communications directly when the occasion
2/
arose.
During the period, the Office of Communications maintained
continuity in its key personnel.
25X1A 1/
25X1A
2/
CIA , 3 February 1955, SECRET.
Memor aim for the Record, 30 October 1958, Interview
with Director of Com-
munications, regarding s ffice of Communi-
cations, 1953-1956, SECRET, in O/DCI/HS files.
518
S E C R E T
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25X1A
25X1A
Air Force retired, originally appointed head
of the Office in 1951 under the title Assistant Director
for Communications, served continuously throughout the
period and beyond, his title changing to Director of
1/
Communications on February 16, 1955.
Deputy during almost all of the period, until May 1, 1956,
who served under the title first
of Deputy Assistant Director for Communications (1951-1955)
and then of Deputy Director of Communications (February 1955-
25X1A
April 1956). On May 1, 1956,1 was designated 25X1A
Special Assistant to the D/CO and was succeeded, as DD/CO,
2/
25X1A by
The organization of the Office of Communications
remained fairly stable during the period. In January 1953
the Headquarters organization was composed of three
functional divisions: Operations, Engineering, Security;
three staffs; Plans and Policy, Administration, and Sup-
plementary Activities, the Signal Center, and the Office
of the Director, In May 1954 the Supplementary Activities
25X1A 1/ CIA 16 February, 1955, SECRET
25X1A and the earlier 10 September 1951,
SECRET.
25X1A
2/ CIA
1 May 1956, SECRET.
519
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Staff became the Supplementary Programs Division. The
foreign Field was divided into seven areas known as
25X1
While the main structure of the organization of the
Office of Communications changed little, there was some
internal rearrangement of functions. In March 1954
certain logistics functions that had been lodged with the
Administrative Staff were transferred to the/Materiel
3
Support Branch of the Engineering Division. The
technical character of the supply requirements was given
4/
as the explanation for this transfer. In August 1956
certain personnel and fiscal functions that had been
decentralized were brought together and placed in the
1/
3/
4/
Office of Communications Order No. 8-54, 21 May 1954,
SECRET, Supplemental Programs Division, in OC files.
Office of Communications Memorandum No.a3l 32-56, 5 organization
1956, SECRET, Personnel Ceiling,
units as of that date.
Office of Communications Memorandum No. 4-54, 22 March
1954, SECRET, Organization Changes, in OC files.
Memorandum for DCI from IG, 11 January 1956, Survey of
the Office of Communications, DD/S, TS 143157.
520
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of Communications increased from aroundilas of Decem-
/
25X9 ber 31, 1.952 to 0 as of January 31, 1957.- The
The number of civilian employees on duty in the Office
25X9
25X1A
Administrative Staff in accordance with recommendations
1/
made by the Inspector General.
civilian ceiling established by the DD/S was 0 as
3/
of the end of Fiscal Year 1956. The increase of on
duty strength during the period was distributed as
follows: I additional Departmental positions,
0
25X9
25X9
25X9
positions, and =additional 25X9
Overseas positions. At the end of the period roughly one
4/
half of the positions were located overseas. Nearly
one-third of all positions were established for supplementary
programs?
The Office of Communications justified each increase
in its ceiling strength on the basis of increased workload
1/ Ibid. and Office of Communications Memorandum No. 34-56,
'29 August 1956, SECRET, Statement of Mission and Functions,
OC, Administrative Staff, in OC files.
2/ Office of Personnel, Survey Task Force Black Book, 5
February 1955, SECRET, and Office of Comptroller, Con-
gressional Budget 1958, 1 February 1957, SECRET.
3/ OC Memorandum No. 32-56, 5 July 1956, SECRET, Personnel
Ceiling, in OC files.
4/ Office of Comptroller, Bureau of Budget Submissions for
FY's 1955-1958, SECRET.
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and new responsibilities imposed by special projects.
While the actual communications workload in terms of
millions of character groups encrypted, sent and decrypted
for a given period was measurable, the research and
development work performed by the Office was very difficult
to measure. The measurable workload for headquarters,
area signal centers, and all field stations increased
character groups (a group = five characters)
25X1A for the year 1953 to character groups for the
year 1956. This was an overall increase of 42 percent
which was the same percentage increase as for personnel
on duty. The Office of Communications was able to take
on additional duties with no proportionate increase in
personnel since the changeover from manual to machine
crypt systems in many signal centers greatly increased
efficiency. The record would be more striking if it had
not been for extensive coverage requirements imposed on
the Office of Communications by some of the new and out
of the way field stations. Some station chiefs wanted
code clerks to be available in case they might want to
1/ Office of Communications, Cable Traffic Groups, 1953-
1956, SECRET.
522
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send some cables. The actual traffic handled by such
stations might be very light. Coverage depended upon
the wishes of the station chief and the exigencies of
the situation. If it looked as though an emergency might
arise, a station chief would demand coverage. Extensive
coverage would naturally increase the manhours needed to
handle a given traffic load.
Of all the offices within the Support Group, the Office
of Communications had the highest ratio of overtime and
holiday pay in relation to regular pay. For Fiscal Year
1956 nearly 9 percent was added to Regular Pay by overtime
1/
and holiday service. Holiday pay was normal for an
office which operated twenty-four hours a day, 365 days
a year, but the greater overtime pay was the result of
the overloading of the communications network discussed
above and the need to meet emergencies with the staff
2/
available. Since the Office of Communications had the
reputation of being a "will do" office, it had to rely
upon overtime when the regular staff could not move an
1/ Office of Comptroller, Estimate of Requirements Fiscal
Year 1958, Bureau of the Budget Submission, 30 September
1956, SECRET, in Records Center Job 59-417.
2/ See above, p. 500.
523
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extra heavy burden of traffic in its usual expeditious
fashion.
The Office of Communications was a pioneer in the
development of a CIA career Service. It took the lead
in working out the mechanics for assignment, rotation
between headquarters and field, training and promotion
of those who wanted to make a career of communications.
The CIA Career Council decreed that the Career Service
Board of the Office of Communications would be the pattern
for the Career Service Boards of other parts of the Agency.
The Inspector General found in 1956 evidence to indicate
that the personnel policies which guided the Office of
Communications through the years were surpassed by no
1/
other Agency component.
In conducting its personnel management program, the
Office of Communications continued to have favorable and
unfavorable factors to deal with. A favorable factor was
that the responsibilities of the Office were based on a
tangible and measurable commodity--the ability of a person
to perform the duties of a communicator. The communicator
l/ Memorandum for DCI from IG, 11 January 1956, Survey
of the Office of Communications, DD/S, TS 143157.
524
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could be judged on the product produced, could be given
specific directions to increase his proficiency, and could
use his talent as both a vocation and an avocation. Un-
favorable considerations were the innate and frustrating
characteristics of communications support to clandestine
activity. The communicator had to remain at his post
until such time as all messages filed for transmission
had actually been dispatched. He was more likely to be
stationed at a hardship post than was any other type of
Agency employee. In addition, the fact that he was a
communicator worked to his disadvantage from the point
of view of advancement to over-all positions of responsi-
bility in the Agency. Despite these disadvantages, the
morale of the personnel of the Office of Communications
was regarded as high. Senior personnel had largely "come
up through the ranks."
By a number of its own issuances, the Office of Com-
munications made clear to its own personnel the philosophy
and principles of the Career Service Program. All Field
communications areas, three of the four Headquarters
divisions (Supplemental Program Division being the exception)
and the Administrative Staff had career review boards
which made recommendations to two Office of Communications
525
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career boards on all personnel actions involving promotion
at all grades and inter-office transfers at Grade GS-9
and above. The transfer approval within a staff or
division was delegated to the division or staff concerned,
subject to administrative action, for personnel holding
Grades GS-9 through GS-12. Referral to the Career Service
Board was made only when a policy question was involved.
The Career Service Board was established at the office
level and. was authorized to make recommendations to the
Director of Communications on proposed personnel actions
of all employees up to Grade GS-12 with a special ad hoc
committee called the Senior Officers Review Panel which
had recommending authority to the Director on personnel
actions of all employees graded at GS-13 and above.
During the period the mechanics for assignment and
rotation in the Office of Communications were better
established. The rotation rule was two years in head-
quarters and then two years abroad. Thus, the electronics
engineer who had been chief of communications in the
0
1/
was brought back after two years to be Chief of
Office of Communications Memorandum No. 16-54, 16
December 1954, Career Service, SECRET, and Office
of Communications Order No. 3-55, 5 January 1955,
Communications Career Service, SECRET, in OC files.
dW S E C R E T
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Special Projects. The top level employees, GS-14 and
above, were regarded as generalists in communications
and were subject to assignment anywhere they were needed.
The Career Service Board was anxious to broaden the
experience of promising young men. It took pains to see
that outstanding cryptographers were given opportunities
to learn other skills.
The Inspector General, after his staff had interviewed
25X1A some Demployees of the Office of Communications, found
the responsiveness of these employees to questions con-
cerning their career service program extremely gratifying.
"Knowledge of the program was expressed, a high degree
of interest was shown and a belief in its efficacy and
1/
fairness was almost universally indicated."
In cooperation with the Office of Personnel, the
Office of Communications also made an initial installation
of the new manpower control system which provided for an
annual review of manpower ceiling and for distinction
between staffing and development complements and limited
2/
and flexible positions.
2/
Memorandum for DCI from IG, 11 January 1956, Survey
of the Office of Communications, DD/S, TS 143157.
Office of Communications, Staffing/Development
Complement Concept for Manpower Control, Initial
Installation, 1955, SECRET, copy in HS files.
527
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25X1A
The Office of Communications expanded the scope of
its training activities during the period in order to
keep pace with technological developments. A radio
operator had to have advanced technical training in how
to operate the more complex electrical equipment which
the Office installed during the period. Training also
had to keep up with advances in cryptographic equipment.
Training in communications techniques continued to be
a responsibility of the Operations and Training Division
of the Office of Communications.
25X1A Communications training unit
25X1A
provided internal
training for Office of Communications employees, and
provided instructors for agent communications training
and a minimal cryptographic training of selected DD/P
personnel. The total number of students handled by the
0
Training Staff averaged approximately " ach month
and usually included Office of Communications "returnees"
receiving refresher training. The Training Staff also
administered the Correspondence Communications Training
Program available to Office of Communications personnel
overseas through an arrangement with a private engineering
institute. These activities were carried on in cooperation
25X1A
25X1
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Access Controlled by
CIA Historical Staff
f
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