REORGANIZATION OF THE TRAINING STAFF

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP54-00252A000100020031-3
• Release Decision: RIPPUB
• Original Classification: S
• Document Page Count: 14
• Document Creation Date: December 9, 2016
• Document Release Date: May 14, 2001
• Sequence Number: 31
• Publication Date: August 12, 1948
• Content Type: MEMO

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TO : COPS
bo+d~A NO r11 .. _ __.
NO CHANGE in Class.:
^ DECLASSIFIED
~+-
Class. CHANGED TO: TS S (13
SUBJECT: Reorganization of the Training Staff DD's Menlo, e4 Apr 77
Ant-b: DDA REG. 7711763
Date: / D . By;
1. This proposed reorganization of the Training-Staff has
been prepared at your request. We believe that this organization
with three Deputies, each with clearly defined responsibilities,
reflects more accurately the various functions of TRS than the
present structure with its one Deputy and two Division Chiefs,
'Though the duties of each Deputy in this proposed organization
are set forth separately in connection with the charts that follow,
certain general comments should be made in regard to structure
and T/0.
csa a~fwrt.;cta?t.f
3,24 The division of TRS's functions into three (See Chart #1,
page 2) rather than two sections is a logical step in our develop-
ment. Under the Deputy for Staff Intelligence Training will be
placed the intelligence training of OSO sta f personnel who will
be primarily concerned with the direction operations and with
the collecting, reporting, and processing of intelligence and CE
information. Under Covert Training will be placed all aspects of
the training of those who cannot, for security reasons, be trained
in groups or in our overt installations. The Deputy for Special
Projects will be in charge of orientation and administrative train-
ing, language training - including liaison to arrange such training
whether other language schools--
25X1 C4a lia .son A-
-~ ltr3ani'
In addition, certain functions -
'training materials, central records, etc. - are put under Special
Projects for administrative direction, though they are service
functions for OSO and TRS as a whole,
3. In addition to requesting permission, to change the
structure of TRS, we are asking for an increase in the total number
of positions allotted to us and for adjustments in the classification
of some positions.
!. More complete justifications for the increase in the T/O
of TRS will be given in the description of the duties of each
Deputy. We believe that we need more personnel than we now have
in order to staff out the longer and more intensive training courses
-~re--are
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we are now conducting g and planning
.
~eate~ia
1i e5tab shed, .. ?equ Irs_--
c en) not only :in order to Pre
Pare X?fr-c ?ent , af.~war,
' T2.%-JiG~ ~~_~'~ , and t
'll, Wtg..-ee+v.~ by r>eel.
'
will also handle all th
o
e miscaell ar ous- tr fining nth i
th
f
alls u
on i
t
p
p
ns
ructors and secretaries
a seat .-'I rdi-nq vi,"
5. The present organization and T/O of TRS were planned
about eighteen months ago. At that time the training task - in
fact, the future development of OSO - was only dimly seen..
Hence,
was allocated a T/O of only * wn,
ed
sufficient spa p 23 positions and was not allowed
T/0 has beer carry cut a developing program. The original
cd +bwi-as- to the present strength o The
last increase was for the 'Unclassified Pool". These pose ions
were made unvouchered on the theory that, since the "Pool" was a 25X9A2
temporary expedient, the positions should also. be considered
temporary. Hovrever, you will recall that the Training Committee
recommended that Basic Training be conducted physically separated
from and, if possible, simultaneously with Advanced Training. Our
proposed organization, therefore, allows sufficient strength in
Staff Intelligence Training to continue, on a permanent basis, a
Basic Program simultaneously with Advanced. (It should be noted
that this will spend up the entire training pattern/ and also
n,. cut the size of classes by half.)
6. In order, therefore, to insure sufficient strength to 25X9A2
meet current needs and anticipated demands (except for extraor
training requests or emergencies), we are asking for a total positions. Vie believe that this strength will avoid any future nee
to patch un the T/n_ '~r+
d Further-
more, several of us in TRS should b
e
gi.ven field assignments soon.
Oar overall strength should, therefore, be sufficient to allow for
the breaking in of replacements - usually about six months.
7. This total strength requested, compared with our present
T/O, breaks down as follows: 25X9A2
Present T/O Requested
Office of the Chief, TRS
Staff Intelligence Training
Covert Training
Special Projects
Totals
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8. Higher classifications f or some of the positions are
requested. These are, of course, subject to the review of the
appropriate classification officials. The qualifications of
individuals to hold these positions are also subject to review.
I believe, however, that training is one of the most important ele-
ments in our organization and that only by having adequately
classified positions can we attract and hold the -experienced
and mature men needed to conduct the training of new and the re-
training of old employees. The up-grading of the positions of the
Chief, TRS, and of the three Deputies (to CAF-15 for the Chief and
CAS'-l1 for the Deputies) may need justification. As the present
Chief, TRS, I should like to make it plain that I am not attempting
to improve my own position in requesting a CAF-l5. As you know,
I have frequently requested an overseas assignment and, therefore,
assume that I will be replaced as Chief, TRS, long before I am
eligible for promotion. My successor, however, should be an
experienced field man with the highest qualifications, for whom a
CAF-15 rating would be appropriate.
The Deputies will be granted a high degree of autonomy in
their positions. Each will have heavy responsibilities for vital
parts of our program. Each should be of sufficient ability and
maturity to permit the Chief, TRS, to give only the most general,
policy-level supervision to each Deputy, thus freeing the Chief for
long-range. plannin and policy determination.
On the whole, the grades requested for TRRS average out
to be fairly high. This'is on the theory that our best men should
train our new men. I cannot see how Training can operate on any
other basis. If we were not hound by Civil Service rules, I would
recommend that, ideally, Training would be granted a total number
of positions regardless of the. salaries of the instructors and that
the Chief, TRS, would then have the right to use each insthictor
for various duties, depending on the demands for training and on
each man's capabilities. But, since we cannot operate that way, T
believe we mu:,t have a high average of Civil Service grades in TRS.
9. We have recently computed the numbers of students trained
during the past fiscal year. These figures, broken ;i:.own by types
of training, are available if required to justify our need for
reorganization and increase in T/O. During the year a total of
2.11 training cases was handled by TRS. Actually, we did. not
instruct that number of individuals, since one man may have been
counted four times if he attended, for example Basic and Advanced
Intelligence Courses, Communications However,
each separate course taken by a man requires _-s rative and
instructional handling. I feel that the total number of cases is
impressive, considering our space and personnel limitations. However,
I do not believe that we have done the job we can and should do.
Space problems are being solved. With more and better qualified
personnel in TRS, I can assure you that we will show continued improve-
ment in our performance.
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10. Office of the Chief TR,S: No increase in numbers should
JWbe required for the Ch efts office, since the detailed direction of
training programs will be entrusted to the three Deputies. y4we w~.
"@fi'te~z--~ts~x-equ s d...'Ths.s- man wool;
a surfie most of th
d
i
s
e a
rn
n
rat ve duti n - delegated : .
ra ve '
e
c
dxii c -o t W duti'Fs -0f- psent "Deputy.
A file-clerk-courier is requested instead of a clerk-
stenographer because our new space allocation will give us three,
possibly four, separate installations. Hence, there will be many
new filing-courier problems.
11
PUT
O
~..,
F
R 01AX r IN,xtzL! (}ENCE TRAINING:
The responsibilities of the Deputy for Staff Intelligence
Training (See Chart #2, page 6) are composed of the following:
a. The Basic Intelligence Phase, consisting of several
training courses and projects, including training of non-security
cleared personnel, will be headed by a Chief, CAF-13.
b. The Advanced Intelligence Phase which has expanded
over the course of the last year, and which incorporates an
increasing variety of courses, will be headed by a Chief, CAF-13.
c. -1pvestigative Techniques Secti
on which is_ d
with training in lw estigative techniques for de sraet as well as
operational purposes, 1 support both Intelligence
Phase and the Advanced 11?ee"'P~iase. The Chief of the
investi
ativ
T
h
g
e
ec
iqu, ng Section will, in cooperation
the Chief Int
lli
i
h
i
e
ge e, and the Chief, Advanced
iT
t
g
___
?y mil, ng. He will also
assist in Covert and Special -Projects Training when required and
will report to t,e.._fc Staff Intelligence Training directly.
An increase of three positions is requested. These are
two CAF-13's to cover the two phases of the in .lligence training
program - Basic and Advanced. Thus, the Deputy for Staff Intelligence
Training should have two strong men on whom he can rely for the day-
to-day administration of training programs. One additional CAF-5
Clerk-Stenographer is requested to assist in the many secretarial
and typing duties of this section.
12. Tff'E C OPITHE DEPUTY FOR COVERT TRAINING:
The Covert Training Staff (See Chart #3, page 7) should
be increased by two positions at this time on the assumption that
the next year will see a gradual increase in the Career Agent Program.
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We also assume that there will be a continuation of the_ training of
non-career agents - including deep official personnel.
ilstrifd brs' outside the country tea assn = a _ tote ?ring of
It may be that this proposed increase will he insufficient.
However, the hope is that the Staff Training load will tend to decrease
as the Covert load incraa.ses, thus allowing us to shift instructors.
13.
GF,17,RAL
a. The the Deputy for Special Projects (See
Chart #L., page 9) ~i ~S wo different types of responsibilities,
namely, Instructional and Services. The Instructional responsibilities
are:
(1) Admini_strative
(2) Language and
The Services responsibilities are:
(1) Training Materials and Publications
(2) Records, Tests, and Evaluations
Lc..
4 _ y L cltc~ t4 ,f>s_
Training Staff, account is taken of the fact that a war will require
rapid expansion of training facilities. The . Special Projects
~' ?. 3- accommodate various fledgng units which will be separated from
Special Projects and cast into ispecial divisions of the Training Staff
as asseen--as independent status is ju tified. Thus., the Office of the
Deputy for Special Projects of the Training Staff will permit easy
expansion and contraction of n+any auxiliary training services.
SPECIAL COURSES
c. The Training Staff is often called upon to plan and
direct special training courses, some of which are given for other
Government acencies. During the past year training courses have
included:
(2) Demolitions Course for the Marine 25X1C
Corps at Camp Le Jeune.
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25X1A2g
(3)
The Security Guard Course for 0S0/CIA personnel
of Operation
and
to the
(4)
The Wartime Techniques Course now being given
d. Henceforth, such special courses will be directed,
supervised, coordinated, and sometimes planned by the Deputy for
Special Projects. Instructors for such courses, however, will be
drawn from the entire Training Staff and from 080 as has been the
practice in the past. There is every reason to believe that the
demand for special training courses will increase, since intelligence
personnel will be called upon to assume more complex and specialized
duties because of the strained international situation.
INSTRUCTIONAL RESPONSIBILITIES
e. Administrative Try. The Training Staff has long
had prepared a two weeks' 37ashington and Field Administrative Training
Course to supplant the present one week Administrative Course. The
new course has been repeats delayed because the Chief Instructor,
Administrative Training, has serveas the Administrative Officer
.ate for the Training Staff." However, by assigning two full-time
instructors to Administrative Training, it will be possible to give not
only the new two weeks' course on Washington and Field Administrative
Training but also to initiate the Orientation Courses for new employees.
f. The duties of the Chief Instructor, Administrative
Training, will be as follows:
(1) He will be in charge of all Orientation Courses
for new employees.
(2) He will be in charge of the
(a) Washington Headquarters Administrative Procedures
Course and
(b) Field Administrative Procedures Course.
(3) He will be in charge of Reorientation Courses (such
as the CAS Course and the Registry Course) dealing with new procedures
and regulations.
(4) He will be responsible for directing and scheduling
tutorial training in administrative procedures as, for example, in
Special Funds.
(5) In addition to his responsibility for training of
semi-covert employees, he will be responsible for the administrative
training of covert trainees when required.
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. CoNFIn~NrIni
In the beginning2 Perhaps- or
a rotlis
the
t
es
--portion of the time of this unit would be -devoted to
di Bing ou -the basic-materials from archives and
k
rewor
Zn~ thas
material for train~'~s" oses. One of
'P "' instructor. s would devote
- - -.16 p V U_ njb which
at Present, neglected. However ..~ e7t` `ng this
preliminary period
the instructors would be called upon toteac-.;i, special courses.
They would have been extremely valuable exiftia. Camp
Le Jeune, Security Guard, or .25X1A8a
A Clerk-Steno;;rapher is assigned to the Chief Instructor,
ytartime Te.ohnzques, because of the considerable amount of stenographigc
work that will be required in the preparation of study guides, handbooks,
.'r,ndM.'e ra guides.
SE VI CE.S RESPONSIBILITIES
k. Training Materials and Publications Section. The
Training Materials and Publications Section assigned to the Deputy
for Special Projects would consist of a Chief, CAF-12; the Research
Assistant, CAF-9; Clerk-Stenographer (to handle the stenographic
responsibilities and to be in. charge of the Library for the
unclassified pool); a Junior Librarian (to be in charge of the
Library for classified students).
to srx re' responsibility' ',r-:;~alxatainiru_ a-Ljbrar~t # r...a17-0SQ.. y ~
as is row_ the oars -in ",t, Builda,.ag, then an additional 'Clerk=Sten
o=bar
r Junior Librarian would be required at a CAF-,..level.
1. A Training Materials and Publications Section is needed
in the Training Staff in order to systematize, in additio ,bwks, the
many- relevant and specialized documents and publicatifar?s~ c ii7have
training value not only for students but als
f
o
or all Intelligence
Staff Officers of OSO. During the pact two
__ , - _
ye s m
"led
beta.,
p . e) revised, and made asrailable to all units eof T Seasnwelltasbto s
3e branches and staff f S
0
y
be made by all me Q .~ 3 ? Research will,,. continue to
members of the Training Staff, but the Training Materials
and Publications Section will see to it that:
(1) Training Materials and Publications are revised
and kept current and consistent.
(2) Training Materials and Publications are neatly
arranged, prepared and mimeocra.ohed
(3) Training Materials and Publications are properly
distributed to all units of TRS and-to relevant OSO branches and staffs
so that immediate exploitation can be made of the training lessons
derived fro .fink), be'._
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s o
O it, is a tremendous task to keep training
materials up to date and to originate and develop training studies.
But such studies pay off huge dividends because students are thus
brought face to face with earth
re-all ' t
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uc
ors
ave serious doubt
s
a
n respect to his
_ 4 fitness and placement?.-Considerable time and thought has been given
?[' by members of the Trainin
g
o
e
__ i.~ _
th
S aPp t
...
em
en
v,
b
t
u
achi
V
this worK has had to be done by persons who had full
time jab
s
on
h
t
e Staff andh h b
woave
g
er
a
s and Publicati
ons
Section, it should be pointed out that twice as much time is usually
required to prepare as to execute a training task.
m. Records, Tests, and evaluations. One of the important
functions of TRY -to OSO is the maintenance of accurate records of student
'tLMhiev
m
e
e
n
t ? th
at is John Do'ti ti
.es war
() The Training Materials and Publications Section
brill also serve as advisors and consultants to TRS Staff members
conducting research on their own lectures and problems.
() This section will carry out special studies for
courses, lectures and training problems which cannot be handled by
other members of the Staff.
In justification for a Trainin
Mat
i
l
meraning record? Did hp go to
91 or
tltt ~inhr,r,l 9 ? lt, , 6 Ls -
_
In the Administrative Courses? In the Inestiga+,i ve Training ICourse.?ju'
'What other instruction has he taken? What are his own opinions as to his
trainins needs? Do instr
t
h
een compelled to sacrifice their
own work.
By the establishment of such a section, TRS will be
able to centralize, coordinate, and systematize the many records,
tests, and evaluations which are available and which are being developed.
The Chief of the Records, Tests, and Evaluations Section would have charge
of all TRS permanent files; he would set up and maintain an easy reference
system; be responsible for the final form and preparation of evaluations
and develop new objective tests of student knowledge, performance, and
achivement. A Clerk-StenonraI)her would assist in the transcription and
typing of reports and would handle the administrative-clerical duties
necessary for the maintenance and use of records. The File Clerk-Courier
would file, index, prepare folders, distribute and collect evaluations
and records to and from OSO and T.S Staff members.
The establishment of the Records, Tests, and Evaluations
Section will make it possible for TRS to carry to completion a COPS
project (activated by the Training Cormnittee). This project involves
summarizing data in respect to the training received and the training
needed by all OSO employees. The completion of this study will provide
the factual basis for various reorientation courses and training pro-
grams.
Another advantage in having a Records, Tests, and
Evaluations Section in the Training Staff is that this section will
provide facts useful in employee placement, reclassificatior''and
advancement.
1)4. Summa. of Positions and Grades Requested:
See Table attached, page l
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Yfl'! NTlAI
15. Recommendations:
a. That approval be given as soon as possible to the
structural changes in TRS herein described.
b. That, if approved by COPS, CPD be requested to obtain
approval for the number and grades of positions detailed in this paper.
Chief, Training Staff
-~, tt
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