PROFESSIONAL ADMINISTRATIVE OFFICER PROGRAM

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP55-00001A000100150031-6
• Release Decision: RIPPUB
• Original Classification: C
• Document Page Count: 2
• Document Creation Date: December 9, 2016
• Document Release Date: August 16, 2000
• Sequence Number: 31
• Content Type: MEMO

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RE. Professional Administrative Officer Program
Reference: Office of Training Memorandum dated 17 October 1951
It is generally recognized that CIA needs good administration to function
properly in the intelligence field. It is also felt that administrative
officers, where they know little or nothing about intelligence, either inter-
fere with getting the work out or develop misconceived
program designed to improve administration should be directed towards developing
better understanding of the inter-relationship between operations and adminis-
tration.
There are at least two distinct types of administrative training programs
which mightraise the level of administrative competence in CIA - one for
Office administration staffs, the other for supervisors on the division level
and below. The first would be devoted to the training of people recruited
outside the Agency in the technical details of administration - the so-called
"housekeeping functions" such as budget analysis, The second type would involve training supervisorspandaoperationalrassistantsC.
already on the job in the more general techniques, problems and principles administration so that better quality and efficiency would be attained onthe
division, branch and sections levels.
To train
people in the specifics of administration and then place them as
administrative assistants in the divisions and branches of an Office might
serve to widen the rift between administrative officers and those concerned watt
daily operations, i.e., analyzing and turning out intelligence. In practice,
operations and administration can not be separated. Personnel knowing nothing
about the subject matter with which their shop dealt would first have to be
trained in the intricacies involved in the specific functions of the shop.
Otherwise, their special administrative skills would be working out of context,
and hence either valueless or disruptive.
It would perhaps be more useful to pick out operating personnel who
demonstrate a bent for administration as well as technical excellence and make
them supervisors and operational assistants at the various levels up to Ass't.
Division Chief.
O/TR could then organize periodic lectures and carefully controlled
cussion groups with the supervisors in each office in order togive the,das-
broad survey of supervisory techniques and principles, e., '_ to et b
quality and quantity of work possible while maintaining at?theosame time ta2ehight
level of morale and harmony amongst their personnel. A program of this sort
would make experienced personnel available for traini
upsetting production schedules, and the shop would benefiin adni
t by havingasupervisorst
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and assistant chiefs who knew both operational and administrative procedures
and problems instead of only one specialty.
A limited number of people recruited from the outside could be trained in
technicalities of administration in another Program. at the disposition of each Office, and could assist supeThey woul
rvise sdinhthebfineaCea
points of administration when necessary.
The program for administrative experts would probably have to be taught by
personnel from the various staffs specializing in such matters. The lecture-
discussion program for supervisors should be run by old hands who have operated
with obvious success or by others who have tau ht
or have worked for the ~ g administration and also work
government. For example, members the Ameri-nSoc
for Public Administration, hundreds of whom aresccatteredothrough CIA and thee'+y
IAC agenciessa o e, could becutilize . In
addition, various types of pamphlets,
obtained from the Public Administration Clearing sHouseoofficelin Washingttoon,
and these could occasionally be distributed to supervisors to serve as guides
and reminders.
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