THE DCI HISTORICAL SERIES CIA SUPPORT FUNCTIONS: ORGANIZATION AND ACCOMPLISHMENTS OF THE DDA--DDS GROUP, 1953-1956 VOLUME III (CHAPTER III-PART 2)

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• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP90-00708R000300080001-8
• Release Decision: RIPPUB
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• Document Page Count: 74
• Document Creation Date: December 9, 2016
• Document Release Date: May 14, 2001
• Sequence Number: 1
• Publication Date: July 1, 1960
• Content Type: PAPER

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CIA Historical Staff
CIA HISTORICAL STAFF
The I)CI Historical Series
CIA Support Functions:
Organization and Accomplishments
of the DDA-DDS Group, 1953-1956
Volume III (Chapter III-Part 2)
Secret
HS-3, vol. III
July 1960
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WARNING
This document contains information affecting the national
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Its transmission or revelation of its contents to or re-
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THE DCI HISTORICAL SERIES
CIA SUPPORT FUNCTI.ONSti
ORGANIZATION AND ACCOMPLISHMENTS OF THE DDA-DDS GROUP
1953-56
VOLUME III (CHAPTER 111-PART 2)
by
HISTORICAL STAFF
CENTRAL INTELLIGENCE AGENCY
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S E C R E T
CIA SUPPORT FUNCTIONS:
ORGANIZATION AND ACCOMPLISHMENTS OF THE DDA/DDS GROUP,
1953-1956
by DCI/HS
Table of Contents
I. Overall Management Matters. . . . . . . . . . . . 1
A. Scope of Support Activities 1953-1956 . ? ? . 1
B. Management Advice and Inspection in Agency 7
as a Whole . . . . . . . . . . . . . . . ?
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 91
Funds . . . . . . . . . . . . . . .
Accounting Activities of the Comptroller . . 95.
Audit Staff . . . . . . . . . . . . . . . . . 102
Statistics of Vouchered and Unvouchered 112
Funds . . . ... . . . . . . . . . . . .
III. Manpower Management .. . . . . . . . . . . . 119
A. CIA Personnel Strength and Other Personnel 119
Trends, 1953-1956 . . . ? ? . ? . . .
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 170
Personnel. . . . . . . ?
(2) Organization of the 174
Personnel Office . . . . .
(a) Planning Staff . . . . . . 176
'(b) Personnel Records. . .,. 179
(c) Staffing the Office of 183
Personnel . . . . .
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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 227
Services . . . . . . . . . . . . .
Personnel Utilization Policies and Practices . 233
a. Assignment, Rotation and Career
234
Planning. . . . . . . . . . .
.
b. Employee Rating. . . . . . . . . .
. 243
c. Promotion Policies and Practices .
. . 246
Personnel Classification Policies and
251
Practices . . . . . . . .
.
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 Activities . ... . . . . . . . . . . . 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
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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Real Estate and Construction . . . . . . . . . .
.
411
Supply . . . . . . . . . . . . . . . . . . . . .
.
415
Transportation Services . . . . . . . . . . . . .
.
423
V. Security Controls . . . . . . . . . . . . . . . .
.
441
Mission and Organization of Office of Security .
451
Personnel Security Activities. . . . . . .
.
461
Physical Security Activities . . . . . . . .
.
475
Operational Security Support Activities. . .
.
481
Staffing . . . . . . . . . . . . . . . . .
.
486
VI. Communications Support Activities. . . . . . . .
..
489
CIA and Other Agencies in Communications Field
490
Activities of the Office of Communications . . .
.
499
Communications Security Activities . . . . . . .
.
502
Support for Clandestine Activities . . . . .
.
505
Communications Support for Emergencies . . . . .
.
510
Supplemental Programs . . . . . . . . . . . . . .
.
512
Communications Research'and Development Activities 513
Organization and Management of Communications
Activities . . . . . . . . . . . . . . . 517
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CIA SUPPORT FUNCTIONS:
ORGANIZATION AND ACCOMPLISHMENTS OF THE DDA/DDS GROUP,
1953-1956
by DCI/HS
CHAPTER III. MANPOWER MANAGEMENT
C. Training for Career Service
1. General Considerations
a. Concept of Training
Shortly after being appointed Director of Central
Intelligence, Mr. Allen Dulles emphasized again as he
had on previous occasions the importance of training.
At a general orientation meeting in February 1953, he
said: "We have a pattern which can produce intelligence.
That is why the work that Matt Baird in the Office of
Training and those that work with him is so important,
because no blueprint of this kind is of any value what-
1/
soever unless we have trained people to carry it out.`
Again, some weeks later, he said: "Since I place much
emphasis, in fact top emphasis, upon individual capabil-
ities, I realize that the training programs that Matt
Baird and his associates have set up here are a vital and
2/
essential part of our work.""
1/ This chapter was drafted by Mr. - in June 1960.
2/ Office of Training, Training Bulletin No. 5, 31 March
1953, Remarks of Allen W. Dulles at the Ninth Orien-
tation Course 13 February 1953, SECRET, in OTR files.
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From the beginning of the Career Service Program in
1951, Mr. Baird had an important role in the development
1/
of manpower management policies.- As indicated above,
the Office of Training had a leading role in the initia-
tion and administration of the Junior Officer Trainee
2/
Program.- As an enthusiastic educator and firm believer
in his program, Mr. Baird tended to stress the training
approach to manpower problems. This approach involved
the careful selection of young recruits and the use of
Agency controlled training programs to prepare them for
specific assignments in the Agency. The JOT Program was
the ultimate application of this philosophy but as was
pointed out above this program only produced a fraction
of the professionals recruited during the period. The
office heads in the DD/I group in particular tended to-
ward the philosophy that it was more economical for the
Agency to recruit persons trained in physical and social
sciences and in language and area knowledge by universi-
ties and research institutes.
1/ Office of Training, Training Bulletin No. 10, 23 Novem-
ber 1953, Remarks of Allen W. Dulles at Twelfth Agency
Orientation Course on 6 November 1953, SECRET, in OTR Files.
2/ The original report, A Program for the Establishment of
a Career Corps in the Central Intelligence Agency, 7
August 1951, SECRET, was prepared under his supervision.
See Office of Personnel, Records Center Job 58-166, Box 1.
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The Office of Training liked to stress the newness
and the uniqueness of the profession of intelligence. It
claimed that unlike other professional fields, there was
no prescribed academic curriculum leading to a degree in
the field of intelligence. Further, many of the skills,
methods, and techniques peculiar to the intelligence pro-
fession could not and should not be taught outside the
secure circle of the intelligence community.- The Office
of Training took the position that academic institutions
in the United States did not offer courses of instruction
in the field of the social sciences, particularly area
and language training, on a sufficiently broad cross-
cultural basis, with the consequence that personnel of
outstanding academic achievement recruited by the Agency
normally did not meet all requirements for intelligence
duties without further training in their fields of spec-
ialization. At no time during the period, however, could
the Office of Training Program compete with some of the
advanced academic area and language programs.-
1/ Office of Training, Survey of the Office of Training, Part
I, General Statement, August 1953, Prepared for the Inspec-
tor General, SECRET, in Records Center Job 56-403.
2/ The University of Michigan program in Japanese studies in-
volved four years of advanced study including thorough
training in the language and field study in Japan. See
below, p. 323 for discussion of the Agency area and lang-
uage training.
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Below are some excerpts from a statement made
by the Office of Training in 1953 on its concept of
training in the Agency:
e. The conduct of the United States
intelligence effort requires extraordinary
executive, managerial, and supervisory skills
at all echelons to insure that the full impact
of a substantive decision is not impaired in
its execution.
f. Newly recruited personnel must be
regarded as laymen in the intelligence
profession, even though they may be highly
qualified in one of the sciences or in a
technical or administrative field. For,
example, the trained economist gives effective
support to the Agency only in so far as he
applies his knowledge of economics primarily
as a professional intelligence officer.
Similarly, a technician, a personnel officer,
or a supply officer, regardless of the quality
of his previous competence, must acquire
professional competence in intelligence as it
relates to his specific responsibilitiesgincy.
order to give effective support
g. The Agency training problem then is
twofold, in terms of personnel and in terms of
substance. New personnel recruited by the Agency
must be trained in the principles, methods and
techniques of national intelligence so that they
will relate their various competences to the
profession of intelligence. On-duty personnel
must also be trained in order to acquire further
competence in intelligence. Both new and on-duty
personnel require training to increase their
knowledge in depth in cross-cultural area and
language fields and in specific functional fields.
Both require training to enable them to perform
their present jobs more effectively, and commen-
surate with their growth potential, to undertake
jobs of increasingly greater responsibility.
272
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Such training must provide for increasing their
understanding of the relationship of their
specific tasks to those of collateral and higher
echelons of the Agency, broadening their under-
standing of the mission and objectives of the
Agency as a whole, and developing their planning,
managerial, and supervisory skills. Training
must be continuous and intensive as well as be
combined with tours of duty at various stages
throughout the career of the professional intel-
ligence officer, if the objectives of the intel-
ligence profession on a career service basis are
to be effectively met.l/
Problems of Training
1953 the office of Training also presented the
following list of its problems:
Problem 1. To devise a method for in-
suring that qualified intelligence officers
who have had effective operational experience
in the Clandestine Services, and who possess
the requisite skills for teaching are made
available to the Office of Training for tours
of duty as instructors.
Problem 3. To devise a method of pro-
viding 'lead time'in the preparation of per-
sonnel of the Clandestine Services so that
they will be given, in addition to tradecraft
1/ Survey of the Office of Training, "Part 1," General
Statement," August 1953, prepared for the. Inspector
General by the Office of Training, SECRET, in
Records Center Job 56-403.
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training, adequate area-language training
commensurate with the requirements of their
overseas duty assignment.
Problem 4. To clarify the role of the
Director of Training vis-a-vis field training
Problem 6. To establish an advanced level
intelligence training program for senior analysts
who are engaged in the production of high-level
intelligence reports and estimates the objective
of which would be to provide a critical analysis
of the estimating process and develop doctrine
to make it more directly useful to policy and
strategic planners. (Reference:
Committee Report).
Problem 7. To establish the requirement
for a broader scale of training effort in the
executive, management supervisory field
particularly in the higher levels within the
Agency.
Problem S. To accomplish within the Agency
a wider use of training as a consequence of the
effective use of Junior Officers in releasing
on-duty personnel for training assignments.
Problem 9. To expand the language-area
training effort and the use of language-area
programs throughout the Agency at basic,
intermediate and advanced levels.
Problem 10. To inaugurate surveys
throughout the Agency which are designed to
appraise the capabilities of the individual
against the requirements of his job so that a
more effective means of establishing the
resultant training requirements can be put
into effect.
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Problem 11. To review the status of
Training Liaison Officers throughout the
Agency as to quality and grade level in
order to enhance the network of communication
through the Training Liaison Officers between
the Office of Training and the operating offices
of the Agency.
Problem 12. To review the status of on-
the--job training within the Agency in order
to appraise its effectiveness and where
deficient, to meet the projected training
objective in suitable means.l/
The above analysis recognized that the Office of
Training was only one of several parts of the Agency
actively conducting formal training. In addition to
the overseas installations, there were several offices
which conducted formal training. During the years
1953-1956 efforts were made to concentrate responsibility
for the setting of Agency training standards in the
Office of Training. The progress made toward solving
the above problems during the period will be discussed
under the appropriate sections that follow.
1/ "Survey of the Office of Training," Part IV,
"Analysis of Training Problems," August 1953,
prepared for the Inspector General by the Office
of Training, SECRET., filed at Records Center,
Job 56-403.
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2. Organization of the Office of Training
a. Location of Office of Training
There was discussion during the period regarding the
location of the Office of Training in the organizational
structure of the Agency. At the beginning of the period
OTR was in the Office of the Director of Central Intelli-
gence and the Director of Training reported to the DCI.
In practice the reports of the DTR were sent to an Assist-
2/
ant to DCI. Regarding this arrangement, OTR claimed:
"This placed what was essentially an experimental device,
the new office, in an advantageous position for growth
3/
and development." It may be inferred, however, that
this arrangement was contrary to the administrative ob-
jective that there should be a unified system of support
for the entire Agency and to the objective that the number
of people reporting directly to DCI should be kept at a
1/ Historical Staff, "Organizational History of CIA,
1950-1953," SECRET, (1957), Chapter X, p. 76, in
O/DCI/HS files.
2/ Weekly Summary Reports from Director of Training,
SECRET, filed in O/DCI/ER "Training" file.
3/ Office of Training, Fifth Anniversary of Office
of Training, 1955, SECRET.
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minimum in accordance with sound principles of span of
1/
control.- DCI on his own initiative decided to concen-
trate responsibility for 2/
Y personnel matters in DD/A.-
The Inspector General recommended that OTR should also
be placed under DD/A. This was done by CIA
dated 3 February 1955, which also changed the name of
DD/A to Deputy Director for Support (DD/S)-3/
While the transfer of OTR from O/DCI to DD/S was
looked at with some misgivings by some elements in OTR,
in practice it meant that OTR was placed under a Deputy
who attended the meetings of the Deputies held by DCI
and who reported back to the component parts of DD/S
regarding developments which took place at these meetings.
The new arrangement also provided OTR directly with log-
istical support and at the same time it permitted the in-
dependence necessary for working with other offices in
1/ Memorandum for DCI from DD/S, 20 August 1956, Subject:
Report of the Inspector General's Survey of the Office,
of the Deputy Director (Support), the Management Staff
and the Office of the General Counsel, SECRET, in O/DCI/ER
"DD/S" file.
2/ Historical Staff Interview with Col. L. K. White, DD/S,
6 October 1958, SECRET.
3/ In Records Center.
277
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its task of clarifying Agency doctrine and disseminating
that doctrine through its schools. 1/
1/ 5th Anniversary, Office of Training, SECRET, 1955.
278
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b. Internal Organization of Office of Training
The internal organization of OTR, as it stood in
January 19531/ and as it remained until December of
that year (with changes noted below), was as follows:
Director of Training
Support Staff
Administrative Services
Registrar
Training Aids
Deputy Director of Training (General)
Plans and Policy Staff
Program Division
Junior Officer Training Division
Management Training Division
Clerical Training
Orientation and Indoctrination, renamed Orien-
tation and Briefing Division
Language Services Division
Intelligence Training Division
Intelligence School
Reading Improvement2/
1/ Office of Training, 5th Anniversary of Office of
Training, 1955, SECRET, has a page entitled "Or-
ganization of OTR 1951-55" which gives a 1953 chart
but does not attempt to show changes which took
place in 1953. OTR Regulation 70-1, 12 November
1952, Mission and Functions, SECRET, in Records
Center Job 56-403.
2/ The "Reading Improvement" program disappeared from
the Telephone Directory by October 1953, but con-
tinued on during the period as a part of the In-
telligence School. See course "I-7" in OTR Bul-
letin, April 1957, p.28.
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 25X1A
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Deputy Director of Training (Special)
Plans and Programs Staff
Training Development Staff
Assessment and Evaluation Staff 1/
Basic Training Division
Advanced Training Division
Project Training Division
The organization of the Office of Training described
above had obvious limitations. There were duplicate plan-
ing staffs under the two highly compartmented Deputy
Directors. The Director of Training was unable under
the dual organization to delegate some of his overall
responsibilities. The Inspector General's survey of
the Office of Training made in 1953 recommended the
strengthening of central direction.
The Office of Training itself in materials collected
for the Inspector General stated: "Immediate reorganiza-
tion of the Office of Training will occur upon the imminent
departure of the Deputy Director of Training (General).
As a consequence of his departure the Office of Training
2/
will be reorganized with a single deputy."
1/ See below for changes in the location of this staff.
2/ "Survey of the Office of Training," August 1953,
SECRET, prepared for the Inspector General by
the Office of Training, filed at Records Center, Job
56--403.
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The two Deputies, one for intelligence and administrative
training (DDTR/General) and the other for operational
training (DDTR/Special), were discontinued, and replaced
by a single Deputy Director (DDTR). It was claimed that
establishing a single Deputy Director of Training per-
mitted the consolidation of plans, policy, programs and
1/
training development functions.- It was also another
step in the extension of control by the Director of Train-
ing over operational training. Mr. 25X1A
who had been DDTR/Special, was the first incumbent of
2/
this new position.-
The December 1953 reorganization established a single
Planning and Research Staff by combining the former Plans
and Policy Staff, Office of Training (General), and the
1/ CIA, Estimate of Requirements Fiscal year, 1956, Bureau
of the Budget Presentation, 15 September 1954, SECRET,
p. B-1-2. In Records Center, Job 58-436.
2/ According to Office of Training Notice 10-53, 9 April
1953, CONFIDENTIAL, Mr. was appointed
Deputy Director of Training (Special) 13 April 1953.
At the time of the December 1953 reorganization, he
was designated as the Deputy Director of Training by
OTR Notice No. 33-53, SECRET, in OTR files.
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Plans and Programs Staff and Training Development Staff,
This new Staff was re-
Office of Training (Special). ./
sponsible for reviewing and analyzing the training im-
plications in policies, plans, proposals and projects
initiated within or without the Agency and making approp-
riate recommendations concerning action which might be
taken by the Director of Training.
At the beginning of 1953 there was an Assessment
and Evaluation Staff under the Deputy Director of Train-
ing/Special. 2/ In February 1953, this Staff was trans-
ferred to the Office of the Director of Training in order
to broaden its responsibility to the entire Agency for
all assessment and all training evaluation.- Under the
reorganization of OTR of December 1953, the Assessment
and Evaluation Staff was continued in the Office of the
4/
Director of Training.-
1/ OTR Notice No. 33753, SECRET.
2/ See above, p. and OTR Notice 26-52 Organization
of the Office of Training (Special), 1 December 1952,
SECRET, in OTR files.
3/ OTR Reg. 70-1/1, "Transfer of the Assessment and Eval-
uation Staff," 9 February 1953, SECRET, in Records
Center Job 56-403.
4/ Office of Training, History and Organization, 1954,
SECRET, in OTR files; OTR Notice No. 33-53, 4 December
1953, SECRET, in OTR files.
S E C R E T
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Another accomplishment of the December 1953 reor-
ganization was the administrative and functional amal-
gamation of language and area training through the con-
solidation of the Language Services Division and the Pro-
grams Division (external training) into a new External
1/
and Language Training Division.- The theory behind
this union of the two programs was that a language in-
structor could also be an area specialist and an area
instructor should be familiar with the languages of his
area. In discussing the selection of instructors for
the combined program, those in charge of the new Divi-
sion said: "First, we seek persons who are what we call
'bi-competent,' that is, they have ability and interest
in contributing training in both language and area.
Primary reason for this policy is our belief in the
superior value, as well as effectiveness in terms of the
Agency's mission, and of economy, of integration of
2/
training in language and area.""
1/ OTR Notice No. 33-53; CIA, Estimate of Requirements
Fiscal Year 1956, Bureau of Budget Submission, SECRET,
p. B-1-12, in Records Center Job 58-436.
2/ Office of Training, Language and Area School, "Our
Policies," compiled September 1956, CONFIDENTIAL, in
LAS files.
283
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Lastly, the December 1953 reorganization joined
together to form a Specialized Training Division the
former Advanced Training Division and
Training Division, both of which had been under the
Deputy Director of Training (Special.)
While the IG registered general approval of the new
plan of organization, especially the creation of a single
line of command, it did not concur in the actual chart
of the organization dJesigned to implement the plan since
it objected to the creation of "divisions" with very
1/
small staffs (less than 16.)- It also questioned the
use of the conventional type of organization, e.g.,
division and branch, for managing the OTR functions.
Later reorganizations of OTR took these criticisms into
consideration and established "schools."
The reorganization of the Office of Training which
took place on 1 December 1954 was based upon a survey
by the Management Staff which was initiated at the re-
quest of the Director of Training who desired to imple-
ment the recommendations of the IG and to lessen the
1/ Memorandum for DCI from IG, Subject: Survey of the
Office of Training, 20 April 1956, SECRET, in OTR files.
S E C R E T
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amount of paper work and administrative detail which
1/
were consuming his time and that of his Deputy Director.-
The reorganization reduced the training elements from
eight to four, each having a more clearly defined field
of interest. All support and administrative activities,
including the operation of the
were made the direct respon-
sibility of the Executive Officer, as Chief of the Sup-
port Staff. The Plans and Research Staff, attached
directly to the Office of the Director was directed to
serve in an advisory capacity without any command or
directive authority. The new organization aimed to
provide the Director with a strong secondary level of
command in the persons of his Executive Officer, rep-
resenting all support and administrative acitivity, and
the Chiefs of the four training elements called "schools"
each representing a specific segment of the overall
training responsibility. Another aim was to simplify
and clarify channels of command within the Headquarters
structure, between Headquarters and 25X1A
1/ OTR Notice No. 28-54, 1 December 1954, Reorganization
of Office of Training, SECRET, in OTR files; Management
Staff, Report of Management Survey, Office of Training,
14 January 1955, SECRET, in MS files.
285
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The Basic School was composed of the former Orien-
tation and Briefing Division, the Management Training
Division, Phase I and the Administrative Training Branch
of the Basic Training Division, Part I of the former
Basic Intelligence Course of the Intelligence Training
Division, and the Instructional Techniques Course of
the former Instructional Services Staff. 1/ It is thus
apparent that the Basic School combined elements of
the former general and special training functions.
The Intelligence School succeeded the former
Intelligence Training Division, less Part I of the
Basic Intelligence Course. The Course on World Communism
2/
was also transferred to this School.-
The Operations School was composed of the former
Specialized Training Division, the Project Training
Division, the Training Division of the
including the former Phase II and Phase III of
1/ OTR Notice No. 28-54, 1 December 1954, Reorganization
of Office of Training, SECRET, in OTR files.
2/ Ibid.
286
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the Basic Training Division, and the Refresher Branch
of the Basic Training Division. This school had
charge of the technical and trade craft training for
the clandestine services.
The former External Language Training Division
was elevated to the status of a school and called the
Language and External Training School. While this
school was responsible for both language and area
instruction, it was not staffed at this time for
area training. It arranged for such training at
outside facilities.
As given in the Office of Training, Notice No. 30-54,
2/
17 December 1954, the new organization of OTR was as
follows:
Office of the Director
Plans and Research Staff
Assessment and Evaluation Staff
Support Staff
Office of the Executive Officer
JOT Program
Film Production Branch
Instructional Services Branch
Administrative Branch
1/ Ibid.
2/
In OTR files. A description of the new organization
is given in Management Staff, Management Survey-
Office of Training, 14 January 1955, SECRET, in
files of Management Staff. A detailed listing of
courses given by four schools may be found in 5th
Anniversary, Office of Training, SECRET, and in
OTR Catalogs, SECRET.
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Time and operating experience served to correct
most of the major problems. Applicable Agency regu-
lations were published, the mission and functions of
firmed up, personnel were rotated, on the
job experience was gained, working realtionships were
clarified, and the necessary placement of responsibility
and authority were determined through practice and ex-
perience. The Report of the Management Staff assisted
the Director of Training in more fully documenting assign-
1/
ments and delegations.- Supervision on the part of
Headquarters elements became less extensive. This was
Two important changes in the system of "Schools"
2/
were made in June 1956.- The First was the combina-
tion of the Basic and Intelligence Schools into one
school: The Intelligence School, and the second was
the creation of a new school, the School of International
1/ Management Staff, Report of the Management Survey,
Office of Training, 14 January 1955, SECRET, Tab P-4,
in Management Staff files.
2/ OTR Notice No. 20-56, 15 June 1956, OTR Organizational
Changes, SECRET, in OTR files.
289
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Communism. The Faculties that previously had been part
of the Basic School were shifted to the Intelligence
School, including several non-intelligence Faculties
such as Administrative Training, Clerical Training,
and Management Training. The origins of the School of
International Communism can be traced back to the courses
on Communism which were started in 1950. In a memo-
randum to DCI, dated 29 May 1956, the Director of Train-
ing proposed the establishment of a School of Communism.
He recommended that in the initial phase, the School
should concern itself with the broadening and intensi-
fication of instruction within CIA, in its second phase,
the School could well assume responsibility for pro-
viding instruction in this field required by other
agencies, and in the third phase, the School might pro-
vide such orientation and training as may be desired out-
1/
side the government.- The Acting Director of Central
Intelligence approved phase one of the plan, agreed to
phase two with qualifications which were apparently
1/ Memorandum for the DCI from DTR, Establishment of
School of International Communism, 29 May 1956.
SECRET, in 0/DCI/ER, Training file.
290
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based on considerations presented by DD/P, and withheld
approval of phase three pending further experience with
1/
the implementation of phases one and two."
3. Training Activities
The internal organization of the Office of Training
changed during the period but at each stage it revealed
that the Office engaged in two main training activities,
i.e., training proper and the staff support of training.
By training is meant the actual giving of courses of in-
struction on topics which concerned the Agency's mission.
Support of training included the provision of such in-
structional aids as: library facilities; training pub-
lications of instructionally useful materials which convey
and interpret the intelligence, operational, administra-
tive, and support doctrine of the Agency; visual aids in
the form of charts, graphs and films; audio-aids in the
form of records and recording machines for language
training; materials on training methods; psychological
testing and evaluation services; and administrative
1/ Memorandum for DTR from DDCI, same subject, 30 August
1956, SECRET, in O/DCI/ER, Training file and Memorandum
for DCI from DD/P, same subject. August 1956, SECRET,
in O/DCI/ER, Training file.
291
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services including the administration of career service
training programs such as the Junior Officer Trainee
Program.
a. Training Support Activities
The Library Staff continued to expand during the
period its reference and research services. The hold-
ings of the main OTR Library and the six sub-libraries
1/
grew at a rapid rate." Each year from twenty to fifty
Advisory, editorial and publishing services were
furnished to the various OTR schools and training branches
of other offices in the production of training manuals,
case studies, and illustrative materials. Annual issu-
2/
ances totalled nearly 6,000 pages.-
The Film Branch augmented the excellent collection
of existing motion pictures that were of use for training
1/ Office of Training, Survey of the Office of Training,
August 1953, Appendix VIII, Training Aids Branch,
SECRET, in Records Center Job and Office of
Comptroller, Estimate of Requirements Fiscal Years
1955, 1956, 1957 and 1958, Bureau of Budget Presenta-
tion, SECRET, in Records Center Jobs 58-436-437, and
59-417.
2/ Ibid.
292
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purposes and produced training films for air operations
and for tradecraft. Over a thousand films were shown
1
each year.-
The work of the Assessment and Evaluation Staff in
developing psychological tests for use in connection
with recruitment and assignment of personnel has been
2/
discussed above."- This Staff also engaged in training
evaluation for the Agency. It helped instructors tell
whether the objectives of a course were being achieved
and it helped them devise exercises and tests to find
out what was learned. One psychologist was assigned
full time for regu-
lar two year tours of duty. Beginning in December 1954
a student training evaluation program was developed for
the Operations Course. Its principal objective was to
measure the performance of a student by providing an
accurate record through the use of multiple-raters of the
facts, principles and skills the student was expected
3/
to learn.-
1/ Ibid.
2/ See p.195.
3/ Memorandum to A/DCI from DTR, 21 June 1955, Weekly
Summary Report, SECRET, in O/DCI/ER Training 1955.
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The activities of the Agency in recruiting Junior
Officer Trainees have been discussed above.l/ The train-
ing program and guidance services rendered during the
period by the Junior Officer Trainee Program staff are
discussed below following the description of the activ-
2/
ities of the various schools."
l/ See p. 197.
2/ See p. 329.
294
S E C R E T
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in all aspects of action operations and then be
available for action anywhere in the world. The
full proposal was not implemented during 1955 and
1956 due to ceiling limitations. OTR's Action Cross
Training program described above was a step in the
direction of such a unit but during the period OTR
did not get the extra slots it sought for the pro-
posal.
During the four year period there was a steady
decline in the total number of students taking
courses that in 1954 and later years were placed in
the Operations School. During the calendar year
1953 there were full-time students in
these courses and during the calendar year 1956 there
were both full-time and part-time. Only
a small fraction of the students taking these courses
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were part-time students.- A number of explanations
may be offered for this decline in the number of
students taking operational courses. The number
entering on duty in 1953 M greater than in
2/
1956. The combination of two courses into a new
and longer Operations Course made recruitment of
students more difficult. A larger proportion of
the employees working with the Clandestine Services
had had operational training in 1956 than in 1953.
OTR was also involved in project training in
which it gave instruction to staff and contract
1/ The figures for 1953 were taken from Memorandum
for DCI from IG, dated 20 April 1954, Survey of
the Office of Training, SECRET, in OTR files and
the figures for 1956 were furnished by OTR to
Historical Staff. Only total number of students
was given for CY 1956 but for CY 1954 and CY 1955
over 95 percent of students were full-time.
2/ Table 5.
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They took the view that they could obtain these skills
more cheaply by purchasing them from universities and
research organizations than by establishing elaborate
training programs of their own. On the job training
was their chief reliance for fitting new employees to
their tasks in the Agency, supplemented in the case of
ORR by two office courses-Physical and Economic Geogra-
phy of the USSR and Industrial Photographic Intelligence-
1/
which were given throughout the period."
Intelligence training undertaken by the Office of
Training consisted in orientation programs and in train-
ing in intelligence research techniques for beginning
analysts and journeymen. The purpose of such training
was to instruct new professional employees in the fun-
damentals of intelligence work and thereby provide the
offices with personnel equipped to receive on-the-job
training and capable of quickly becoming producing mem-
bers of their organizational units.
1/ These two courses were listed by IG in Memorandum
for DCI from IG, 20 April 1954, Survey of the Office
of Training, SECRET, in OTR files and in OTR Cata-
log, TR CC 100-1, January 1957, SECRET, in OTR Files.
312
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From 1951 until September 1955 a 12-hour National
Intelligence Orientation Program was conducted quarterly
for the purpose of broadening comprehension of the in-
telligence process and the governmental intelligence com-
munity on the part of all employees of the Agency GS
grade 5 and up. Presentations were made by DCI, DDCI,
and other key officials within and without the Agency
including top military intelligence officers, Congressman
Judd, and Vice President Nixon. 1/ During the Fiscal
Year 1953 some 2,156 attended this program and during
2/
the Fiscal Year 1955 some 1,485. In September 1955
this program was discontinued in part because of diffi-
culties encountered in maintaining security with so
1/
ules for Agency Orientation Course, CONFIDENTIAL, con-
taining program and biographical sketches, partial
file in HS.
2/ Training (General) Budget Narrative Fiscal Year 1954
and CIA Estimate of Requirements for Fiscal Year
1957, Bureau of the Budget Presentation, 30 Septem-
ber 1955, p. D--11-13, SECRET, in Records Center Job
58-436.
313
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many employees brought together in an auditorium not
under Agency control and in part because the Director
of Training felt it was "unnecessary to continue a sep-
arate, large-scale orientation and time-consuming ac-
tivity which has become largely-redundant."-
During the period instruction in intelligence was
given regularly under various names. What ended up as
Intelligence Orientation Course had been variously called
Basic Orientation Course, Basic Intelligence Course,
and Basic Orientation." During Fiscal Year 1953 the
course was known as Basic Intelligence course and it
lasted six weeks. It gave instruction in the principles,
methods and techniques of intelligence primarily for
the Junior Officer trainees and the new professional
3/
employees of the DDI.- Some 165 students took the
1/ Memorandum for DCI from DTR, 2 September 1955, Term-
ination of National Intelligence Orientation Program,
CONFIDENTIAL, in O/DCI/ER, Training.
2/ OTR-IBM Master Code of Courses, SECRET.
3/ CIA Regulation No. dated 13 March 1953,
SECRET, in Records
Basic Intelligence Training,
Center.
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course during Fiscal Year 1953. 1 During the next fis-
cal year the course was conducted ten times with a total
2/
enrollment of 369 students. In December 1954 reorgan-
ization the course was split and the first part went in-
to a Basic Orientation course given by the new Basic
3/
School.-- This course became the general orientation
course for all professional employees and its annual en-
4/
rollment rose to around 1,000.- After the Basic and
Intelligence Schools were combined in 1956 a four-week
Intelligence Orientation Course was organized. The
first half on introduction to intelligence was given by
the Intelligence School and the second half on communism
by the School of International Communism.
Intermediate and specialized intelligence courses
were also given during the period. In 1953 a 40 hour
1/ Training (General) Budget Narrative Fiscal Year
1954, SECRET, in Records Center Job 56-403.
2/ CIA Estimate of Requirements Fiscal Year 1956,
Bureau of the Budget Presentation, SECRET, p. B-1-16,
in Records Center 58-436.
3/ OTR Notice No. 28-54, 1 December 1954, Reorganiza-
tion of the Office of Training, SECRET, in OTR Files.
4/ CIA Estimate of Requirements Fiscal Year 1958,
Bureau of Budget presentation, in Records Center
Job 59-419.
315
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Research Methods Course and a 160 hour Scientific
Intelligence course were presented. The latter course
was organized at the request of AD/SI and it provided
by means of lectures, seminars, and research projects,
instruction in skills needed to exploit scientific data
1/
for intelligence purposes. Twenty-two employees com-
2/
pleted this course during Fiscal Year 1954. Courses
were also given on. intelligence writing, intelligence
briefing and conference leadership. The combined
enrollment of these three courses was around 100 during
3/
Fiscal Year 1956. Courses on reading improvement
were also continued during the period.
e. Management and Administrative Training
During the period management training given by
OTR was successively under the Management Training
Division. Basic Training Division, Basic Training
1/ Memorandum for DCI from IG, dated 20 April 1954,
Survey of the Office of Training, SECRET, in OTR
files.
2/ Training (General) Budget Narrative Fiscal Year
1954, SECRET, in Records Center Job 56-403.
3/ CIA Estimate of Requirements Fiscal Year 1958,
30 September 1956, Bureau of the Budget
Presentation, SECRET, p. D-10-20, in Records
Center Job 59-419.
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School, and Intelligence School. 1-/ Other management
courses were given by other components to fit special
needs.2/
In 1953 management training was started under what
was called the Human Resources Program which was an at-
tempt in a 4 1/2 hour program to present to supervisors/
an introduction to management principles and problems.-
The course emphasized problems of staff coordination,
inter-office communication, relations between security
and efficiency, definition of responsibilities and prin-
ciples of personnel management. Upwards of 600 super-
4/
visors took this program.- The course encountered
1/ For discussion of organizational changes, see above
p. 279.
2/ See below, 320.
3/ This course is described in detail and outlines are
furnished in Office of Training, Survey of the Office
of Training, Part II, Activities, Tab E, August 1953,
SECRET, in Records Center Job 56-403 and in Memoran-
dum for Assistant Director for Communications, from
Chief, Management Training Division, OTR, 23 June
1953, Summary Report on Initial Phase of Human Re-
sources Program, CONFIDENTIAL, in Records Center.
4/ Office of Comptroller, Budget Estimates for Fiscal
1956, Congressional Presentation, SECRET, in Records
Center Job 58-436.
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opposition in the DD/P area because of its emphasis up-
on inter--office communication and its criticism of what
1/
it called handicapping security practices.- The IG in
his survey of the Office of Training said this course
laid too much stress on the weaknesses of CIA and too
little on specific methods for improving management. He
recommended an increase in the quality and quantity of
2/
management and supervisory training. The Human Re-
sources Program was discontinued in July 1954.
In January 1954 the first Basic Management Course
was organized and given on the basis of lectures, cases,
and discussion of personal experiences. This 40 hour
course furnished an opportunity for middle managers--
branch chiefs and deputy branch chiefs, to discuss pro-
blems of management, planning, and support. In practice,
the course did not always attract branch chiefs exclu-
3/
sively and many students were supervisors or coordinators.-
25X1A 1/ Memorandum for the Record on Interview with
Chief, Intelligence School OTR, 9 January
1959, SECRET, in HS files.
2/ Memorandum for DCI from IG, Survey of Office of
Training, 20 April 1954, SECRET.
3/ Memorandum for the Record, 9 January 1959, loc. cit.
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The course was given half days for two weeks. Some
153 trainees took this course during Fiscal Year 1955
1/
and 158 took it during Fiscal Year 1956.
Beginning in October 1954 a course in Basic
Supervision was given regularly at the level of the
first-line supervisor, GS-11 and under. This was a
management course for specialists with no previous
management experience who were working with a team or
task force. During Fiscal Year 1955 there were 154
students in this course and during Fiscal Year 1956,
2/
there were 195.
Beginning November 1954 the operations support
faculty began to offer an Operations Support Course
which consisted of 200 classroom hours instruction in
clandestine tradecraft, administrative organization and
management, budget making, and operations support es-
pecially designed for officer personnel supporting DD/P
1/ CIA Estimate of Requirements Fiscal Year 1957,
Bureau of the Budget Presentation, 30 September
1955, SECRET and CIA Estimate of Requirements
Fiscal Year 1958, Bureau of the Budget Presentation,
30 September 1956, SECRET, in Records Center Job
58-437 and Job 59-419.
2/ Ibid.
319
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activities both in headquarters and in the field.
During the Fiscal Year 1956 this course was offered six
times to a total of 291 students. Sterilization and
condensation of a comprehensive case history was com-
pleted, and the case made the basic training document
2/
for the course.-
The Office of Training did not attempt to offer
all the courses in administrative management that var-
ious components of the Agency felt were needed. It co-
operated with various components of the Agency in plan-
ning and furnishing support for specialized management
courses. The Comptroller's Office gave special courses
on budget and accounting on which OTR gave advice and
support. The Office of Communications had its own com-
munications school at a special location. A six-weeks
Logistics Support ,Course in Agency supply, procurement,
transportation, real estate and printing services and
organization was given at headquarters 25X1A
1/ OTR-IBM Master Code of Courses and OTR Catalog,
SECRET, in OTR files.
2/ CIA Estimate of Requirements Fiscal Year 1958, dated
30 September 1956, SECRET, in Records Center Job
59-419.
320
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by the Office of Logistics. Class sessions were sup-
ported by films', seminars, and student participation in
a field support problem. The Office of Personnel gave
instruction on personnel administration. OTR assisted
these offices in making the courses teachable.
During the years 1953 through 1956 clerical training
courses were under the supervision of the OTR unit that
also, under various organizations and names, gave courses
on administrative management. The so-called Administra-
tive Procedures Course which started in November 1954
provided 120 classroom hours of instruction preparing
clerical employees better to perform administrative
duties at headquarters and in the field. It was the
successor to Administrative Courses which were started
back in 1947. These courses tried to keep up with the
growing complexity of the rapidly expanding CIA Regu-
lations and Handbooks. During the Fiscal Year 1956
the Administrative Procedures Course was given six
1/
times to a total of 218 students.-
OTR also offered courses on typing and stenography.
Such courses were deemed necessary since the system of
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clerical examinations in operation did not produce steno-
graphers, typists, and clerks with the necessary skills.
Clerical examinations were given locally, sometimes by
secretarial schools, and the results were not regarded
as satisfactory in many cases. There was a time during
the period when if more rigid standards for recruitment
of clerical employees were enforced the supply of cleri-
cal help would have dried up. The high rate of separa-
tion of clerical employees as compared with other CIA
1/
employees has been commented on in another connection.-
During the period OTR gave a one-week Clerical In-
duction Program for clerical employees who had not met
Agency standards in typing and shorthand, a two-day
Clerical Orientation Program which was required for all
new cleared clerical personnel--a necessary program in
any case since it was an introduction to the Agency pro-
cedures including the security regualtions, and a Cleri-
cal Refresher Program with flexible time limits which
was designed to encourage on-duty personnel to improve
1/ See above, p. 212.
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their skills and to train themselves for more specialized
1/
jobs including accounting. For the Fiscal Year 1956
ing Fiscal Year 1953.-
f. Language and Area Training
During the period several staff studies were made on
the problem of how language and area training requirements
4/
could be met on a. planned and orderly basis. These re-
ports pointed out that existing regulations were inade-
quate, that insufficient effort had been made to relate
language skills to job qualifications, and that the urgency
that had existed in placing personnel on duty assignments
1/
OTR, Survey of the Office of Training Activities,
August 1953, Part II, Activities, SECRET, Tab E,
Programs of the Clerical Training Branch, April 1953,
RESTRICTED, in Records Center Job 56-403 and OTR
Catalog CIA Regulation No Clerical Training
16 November 1953, CONFIDENTIAL, in Records Center.
2/ Op. Cit., p. D-10-17.
3/ Training (General) Budget Narrative Fiscal Year 1954,
SECRET, in Records Center Job 56-403.
Memorandum for DDCI from DTR, dated 26 June 1954;
Memorandum for DCI from DTR, dated July 1955.
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had prevented both an orderly scheduling of language
training and recognition of its importance in training.
In January 1956, the Director of Central Intelligence
directed that a plan be designed to encourage Agency
and employees to attain and maintain proficiency in
1/
foreign languages.- As he put it later, "We are far
short of our goal in developing the language competences
2/
we should have to become the finest professional service."-
The Foreign Language Development Program, prepared by a
committee consisting of representatives from all major
components of the Agency, was approved by the CIA Career
3/
Council in February 1956, and by the DCI in March.-
A CIA regulation was issued to implement the plan where-
by employees might earn initial and recurrent cash awards
4/
as an incentive to entering the field of language study.
1/ Office of Training Bulletin, September 1956, SECRET,
p. 11, in O/DCI.
25X1A
.r
2/ CIA Notice No. dated 4 February 1957, CON-
FIDENTIAL, in recor s center.
3/ Memorandum for DCI from Chairman, ad hoc Committee
on Foreign Language Development Program, 17 February
1956, SECRET, in O/DCI/ER Training file.
4/ CIA Regulation No. dated 4 February 1957,
Language Developmen rogram, CONFIDENTIAL, in
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The regulation also provided for a Language Specialists
Program for a small number of unusually qualified em-
ployees for special training.
An important trend in language and area training
during the period was the shift in emphasis from the
use of external facilities to the greater use of internal
facilities. At the beginning of the period most of the
language training and practically all of the area train-
ing was furnished by external facilities, some private and some governmental. 1/ In 1953 the ratio of internal
to external language trainees as shown by monthly aver-
ages was roughly 1 to 3 and in 1956 the ratio was almost
the reverse, 3 to 1. The total number of language trainees
had increased by 50 per cent over this period ending in
1956 with a monthly average of 290 trainees.
l/ In 1953 ORR conducted specialized training courses
in scientific and technical Russian
FDD/OO conducted courses in Russian an
throughout the period. Memorandum I fromning,
ICS, 20 April 1954, Survey of
SECRET, in OTR and CIA Estimate of Requirement
Fiscal Year 19956 BurSECRETeau inhReBordstCenternJobion,
30 September , 59-419.
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The decline in the use of external private facili-
ties for language training was due to the growing rec-
ognition of the weaknesses of the contract method with
private institutions. Agency consumers found that they
could not exert adequate influence over the substance
of such training programs, that the costs were higher
than internally administered programs, that the security
protection required by many of the students was constant-
ly in jeopardy, and that there was greater resistance on
the part of supervisors to external than to internal
training. 1/
The first step taken in the fall of 1953 resulted
in the reduction of the use of private facilities and
the increase in the use of the language sb.hools of other
agencies. A number of full-time students and more part-
1/ Language and Area School, "History," originally
compiled September 1956, CONFIDENTIAL, in OTR files.
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During the period (1953-1955), OTR also experimente
with providing area training both externally on contract
and internally. At the beginning no internal area train-
ing was given. The cost of external area training in
terms of participation was exorbitant, substance was not
oriented toward the needs of intelligence, and security
was constantly in jeopardy.
By the end of 1956, the Language and Area School
had made progress in developing internal area training
specifically designed for the intelligence profession.
The courses made extensive use of specialists employed
elsewhere in the Agency, intelligence community, or
government. Integrated language area. courses (i.e., an
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area course conducted in the foreign language) were
given in : Russian,
were given on Russia,
Middle East. The School admitted limited area compe-
tence for Eastern Europe, Central Asia, Scandinavia,
and China and little or no competence for South Asia,
Southeast Asia, Africa, Korea and Latin America. Area
training in the last mentioned regions was still given
externally.
g. Training Program for Junior Officer Trainees (JOT's)
The recruitment of Junior Officer Trainees has
been described above in section on recruitment policies
1/
and practices.- The Junior Officer Trainee Program
was administered as a whole but for purposes of presen-
tation the part on training is discussed here.
Immediately after entering on duty the Junior
Officer Trainee in 1953 was placed in the six weeks'
Basic Intelligence Course which at first was limited to
1/ See above, p. 197.
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JOT's but was soon opened to new recruits outside the
program. l/ The curriculum at that time covered the
mission, organization and functions of CIA and the IAC
agencies; the principles and methods of intelligence
work, particularly as they related to the production
of national intelligence; and the current world situa-
tion, with emphasis on the theory and practice of Commu-
nism and the USSR. The course was conducted by lectures,
readings, group discussions, and trainee projects and
exercises. The reports and estimates of the faculty and
the Assessment and Evaluation Staff regarding the stu-
dents were used in planning the specific training that
came next.
During the next four years the initial common train-
ing program for all JOT's took advantage of the various
courses offered by OTR. When the Basic Intelligence
Course was discontinued in 1954 the JOT's took in its
place the Basic Orientation Course of 4 weeks and the
2/
Intelligence Principles and Methods Course of 4 weeks.-
l/ Office of Training, Survey of the Office of Training,
August 1953, loc. cit.
2/ Draft of JOT Program prepared by 25
January 1955, SECRET, and OTR-IBM Master Code of
Courses, SECRET, in HS files,
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The final step in the Program was the location of
a position which needed to be filled which called for
the abilities, attitudes, interests, temperament, and
intellectual background which the trainee seemed to
possess. It was assumed that effective placement would
result after the individual had learned about the Agency
from contact with its work and personnel and after the
assessment and evaluation of his qualifications by ex-
2/
perienced people in that field and by his supervisors
In 1953 the IG found that the Director of the JOT Pro-
gram was required to do too much job-shopping for his
trainees, due to lack of knowledge about the program on
the part of some components, and he recommended closer
meshing of the Program with the Personnel Placement
l/ Memorandum for the Record, 14 January 1959, Conver-
sation with Director, JOT Program,
SECRET, in O/DCI/HS files.
2/ Survey of the Office of Training, August 1953, Part
II, Activities, Tab D, in Records Center Job 56-403.
334
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It is still (1959) much too soon to tell what the
long range impact of the Program will be. The IG found
the JOT's an above average group, mature mentally, attrac-
tive personally, generally motivated toward a career in
CIA, and extremely good potential for future Agency leader-
1/
ship. The promotion rate of JOT's was considerably
2/
higher than for the Agency as a whole.'" In 1958 the
Director remarked in opening the Program for the year
that he hoped to select the future key executives of
CIA from the ranks of the JOT'S. 3/
1/ Memorandum for DCI from IG, 20 April 1954, Subject:
Survey of the Office of Training, SECRET, in OTR files.
2/ Table 12, Annual Promotion Rates of Staff Personnel,
1953-1956, SECRET, furnished HS by Office of Personnel,
19 January 1959, and Survey of the Office of Training,
August 1953, Part II, Tab D-8, SECRET, in Records Center,
Job 56-403.
3/ Memorandum to HS from Chief, Plans and Policy Staff, OTR,
28 January 1959, SECRET, paragraph 10.
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4. Making Employees Available for Training
One problem facing the Office of Training which be-
came more clearly defined during the period was the lack
of students for certain specialized courses in fields
where the need for trained personnel was most urgent.
The Management Staff pointed out the need for a firm
Agency policy, supported by implementing directives,
which would define the specialized training which the
Agency considers necessary for each category of position
in the various major fields of Agency activity or as a
prerequisite to overseas assignment, with some means
devised to provide a reasonably uniform flow of students
through the trainin 1/
g process.-
Impressed with the great importance of training,
the Office of the Director initiated the 5% quota policy
in September 1954 which required 5% of on-duty civilian
staff employees at Headquarters to be in training status
at all 'times. This requirement applied at first to the
1/ Management Staff, Report of Management Survey,
Office of Training, 14 January 1955, SECRET, p.4,
in MS files.
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DD/P area but it was later extended to all Headquarters
1/
civilian staff employees.` When he issued this recom-
mendation, General Cabell recognized the limitations
2/
of the scheme. He wrote:
7. The quota system is a. short-range,
probably temporary device for facing the fact
that the Agency has not trained and is not now
training enough people, intensively enough, to
carry out our grave and increasing responsibil-
ities. It will operate until further notice,
but should be recognized as only the first stage
of a strenuous campaign to develop our capabil-
ities. The quotas should be superseded by man-
power and career planning which identifies 1)
requirements of future operational plans for
specific numbers of people with specific skills,
2) the people who will satisfy these needs, and
3) the training they will need. Arbitrary quotas
will carry us in the right direction for a while,
but as soon as possible we must tailor training
plans to the needs of each individuals and each
operation, and not be satisfied with an arbitrary
quota approach.
The net results of the 5 percent quota system are
hard to evaluate. During the first half of the calendar
1/ Memorandum for DD/P, DTR, AD/P, from DDCI, 1 October
1954, Subject: Clandestine Services Training Quotas
25X1A SECRET, in O/DCI/ER, "Training" file; CIA Notice _
25X1A 29 October 1955, CONFIDENTIAL; CIA Regulation
18 July 1956, SECRET, in Records Center.
2/ Memorandum of 1 October 1954, cited above.
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1/
year 1956, the 5 percent ratio was attained.- In de-
fense of the plan General Cabell said, "It is a tangible
way of demonstrating that training is an important part
of our business, and that we must pay the price for it
by devoting manhours to it . . . We have provided our
executives with a tool -- with an understood and speci-
2/
fied standard, below which they are not supposed to fall."-
The General recognized that the plan had its defects. The
artificial stimulation of registration of students did
not mean that the training program was better than it
was before. The operational courses designed to meet
pressing requirements did not have larger enrollments
than before. Some executives tended to send to training
those who could be spared and to hold back on those who
needed special training on the ground that they were in-
dispensable. Some offices used external training credits
which OTR regarded of questionable value.
1/
Comptroller, Bureau of the Budget Hearings on FY 1958
Budget, p. 25, SECRET, in Records Center Job 59-419.
The prepared answer read: "During the third quarter
of 1956, 5.3 percent of the total amount of man hours
of headquarters on-duty staff personnel were spent in
a training status."
2/ "Address by the Deputy Director of Central Intelligence
Given to the Assembled Personnel of the Office of Train-
ing at the Annual Christmas Meeting," Office of Train-
ing Bulletin, January 1957, SECRET, p.2.
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External training continued during the period but
at a declining rate. Whereas some 992 Agency employees
took external training courses in calendar 1953, only
1/
647 did so in calendar year 1956.- As indicated above,
a large part of this decline may be traced to the build-
ing up of internal language and area training facilities
and the lessened need for external language and area
courses. 27 -- The Agency continued to maintain its quota
of a dozen or so places in the eight senior Defense col-
leges. a/ The demand for external training in management,
economic and industrial, scientific and technical, and
other specialized courses continued at about the same
4/
level.- External training in management was furnished
by such universities as Harvard University, University
1/ Memorandum for DCI from IG, 20 April 1954, Survey of
the Office of Training, SECRET, in OTR files. Figure
for CY 1956 furnished HS by OTR.
2/ See above, p. 325.
3/ Agency quotas were given in OTR Catalog, TR CC 100-1,
January 1957, SECRET: National War College, 2 to 3;
Industrial College of the Armed Forces, 1; Air War
College, 2; Naval War college, 1; Naval Intelligence
School, 1; Strategic Intelligence School, 3; and
Armed forces Staff College, 1.
4/ External Training Requirements FY 1954 and FY 1955,
given in OTR Survey of the Office of Training, August
1953, SECRET, Appendix IV, in Records Center.
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of Washington, Stanford University, Columbia University,
1
and University of Pittsburgh.` Scientific and tech-
nical training was given at George Washington University,
American University, Catholic University, Johns Hopkins
University, MIT, and University of Maryland. Area Spec-
ialization courses were given at Georgetown University,
School of Advanced International Studies, Columbia Uni-
versity, and University of Washington. The largest ex-
5. Staffing the Training Function
As of June 30 1953 the T/O for the Office of Train-
ing contained around _ positions of which =slots
were for Junior Officer Trainees. Of the -remaining 25X9
positions, about one-third were for instructors. The
maintenance and development of the training base at
1/ OTR Catalog, TR CC 100-1, January 1957, SECRET.
2/ OTR Survey of OTR, 1953 part II, SECRET, Summary of
of External Training, IBID.
341
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The on-duty strength of the Office of Training as of
June 30, 1953 was _ civilians. This was just over one-
half of the T/O as of that date. The Director of Train-
ing explained the discrepancy between the on-duty strength
and the authorized strength on the following grounds:
the low priority of the Office of Training on recruitment,
the over-all Agency clerical shortage, the delay in im-
plementing the Junior Officer Trainee program, the delay
in approval of the maritime training program, and the
difficulties encountered in recruiting operationally ex-
perienced personnel as instructors for the operational
courses.. In 1953 the Office of Training had a large over-
1/ OTR, Survey of the Office of Training, August 1953,
Appendix I, Organization, Responsibilities and Regulatory
Issuances, SECRET, in Records Center Job 56-403, this
appendix gives the full T/O as of June 30, 1953.
2/ Memorandum for DCI from DTR, 1 July 1953, Projected Per-
sonnel Cut, SECRET, in O/DCI/ER Training File.
342
S E C R E T
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25X9 about
Thus, there was no longer a big
gap between the on duty strength and the authorized
strength. The on duty strength increased during the
period and the T/O was decreased.
Among the conditions contributing to this trend was
the growing recognition on the part of officials in the
Clandestine Services of the need for releasing experienced
operators, either for temporary duty or by rotation, for
The Career Service program emphasized the distinc-
tion between temporary and permanent employees of OTR.
The permanent staff or professional employees was small
in relation to the tasks to be performed. The Office of
Training Career Service Board considered its primary
1/
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objective to be career planning for progressive develop-
1/
ment of all permanent members of the OTR staff.-
Career development programs were compiled for individual
members of the staff which incorporated the self-analysis
and aspirations of individuals and the considered judg-
mont of supervisors and reviewing officers as reflected
in the personnel fitness reports. The Office of Training
Career Service Board reviewed development plans for in-
dividuals with training as their career designation in
terms of their training, assignment, advancement, rotation,
and promotion.
The Language and Area School illustrated how a small
permanent professional staff could direct instruction in
a large and increasing number of courses. External in-
struction facilities were used throughout the period.
The School used private institutions on a contract basis
and obtained full assistance from other government
agencies with well-established language and area train-
ing facilities. Internal instruction expanded more rapidly
than external. To the small regular School staff were
1/ Office of Training Notice No. 13-33, 20 April 1953,
Career Designations, SECRET, in Records Center.
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added in increasing numbers during the period of con-
tract employees on detail to the School, and staff em-
ployees serving as volunteer language instructors in
the out-of-hours Voluntary Language Training Program.
Expanding area courses relied upon an increasing number
of guest lecturers from within and without the Agency.
346
S E C R E T
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1. Number of Civilian and Military Personnel Employed by the Central
Intelligence Agency as of 31 December 1952
2. Number of Civilian and Military Personnel Employed by the Central
Intelligence Agency as of 31 December 1956
3. Grade Distribution of Male and Female Staff Personnel of the Central.
Intelligence Agency, 31 December 1952 and 31 December 1956
4. Number of Negro Personnel in the Central Intelligence Agency,
30 September 1953 and 30 April 1958
5. Number of Supergrade Personnel in the Central. Intelligence Agency,
31 December 1952 and 31 December 1956
6. Vacancies and EOD's in the Central Intelligence Agency, 1953-56
7. Annual. Separation Rates of Staff Personnel of the Central Intelligence
Agency
8. Number of Civilian Separations From the Central. Intelligence Agency, by
Factor, 1953-56
9. Recruitment of Personnel to Fill Staff Positions in the Central
Intelligence Agency, 1953-56
10. Reasons for Cancellations of Applications for Employment With the
Central Intelligence Agency, 1953-56
11. The Junior Officer Training Program in the Central. Intelligence Agency
12. Number of Staff Personnel Accepted into the Central Intelligence
Agency Career Staff, 1953-56
13. Annual Promotion Rates of Staff Personnel in the Central Intelligence
Agency, 1953-56
347
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f
s
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