PLANNING FOR THE ON-GOING HISTORICAL PROGRAM

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP84-00780R004100050001-3
• Release Decision: RIPPUB
• Original Classification: S
• Document Page Count: 36
• Document Creation Date: December 19, 2016
• Document Release Date: December 18, 2006
• Sequence Number: 1
• Publication Date: January 1, 1971
• Content Type: MF

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Kt D D R E~G 7 S T R I
xLE 61m
DD/S 71-4474
MEMORANDUM FOR: Executive Director-Comptroller
SUBJECT : Planning for the On-Going Historical Program
REFERENCE : Mel-no to Deputy Directors fr Ex Dir-Compt dtd 1 Oct 71,
subject: Completion of the Catching-Up Phase and Start
of the On-Going Phase of the CIA Historical Program
1. This memorandum is for information only.
2. The catching-up phase of the Support Directorate Historical Program
is expected to be substantially completed on schedule. There will be some
individual histories and monograms which will spill over into the first quarter
of calendar year 1972. Detailed status reports have been furnished to the Chief,
Historical Staff.
3. We have learned from our experience with the catching-up phase that
planning an historical pro rain and progressing with it in an orderly and systematic
way is nearly impossible when we have to rely on people who are about to retire
and people who are assigned to write history in addition to their other duties.
With a few notable exceptions, reliance upon contract annuitants has many of
the same problems and frustrations. Impetus and sustained effort varies not
only in relation to the numbers and availability of writers but to their interest,
competence as researchers and writers, and the interest and support given to
the program personally by the heads of components about which history is being
written. Tice purpose of history, its importance and utility tend to become
obscured and lost in the haze of frustration which arises from being charged
with the responsibility and not having the resources to meet it.
4. We estimate very roughly that a minimum of 26 man-years of pro-
fessional time has been used since September 1969 in the catching-up phase
of the Historical Program. Assuming the average professional grade to have
been about GS-12. which is probably low, the program would have cost nearly
$400, 000. A great deal of motion is lost and time wasted inevitably because
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the people assigned to the program have never done anything like it before;
they are not experienced researchers; they are not practiced writers; their
tenure is rarely what it was expected to be when they were given the assign-
ment; continuity is non-existent; a great deal of the research and preliminary
work has to be done more than once because of the lack of continuity, and the
editorial and rewrite process has been complicated by having more than one
author involved in the preparation of a particular history.
5. If we are going to have an on-going historical program presumably
it will continue through the life of the Agency. That being the case, it would
be desirable to give the program its proper place in the Agency's priorities
and allocate to it professional historians. Preferably professional historians
would be assigned to the Agency Historical Staff and charged with responsibility
for sustaining the on-going historical program in the several components of
each of the Directorates. Estimates of the number of professional historians
required to sustain an on-going program in the Support Directorate vary.
Professional historians suggest one number while components suspecting
that they will be called upon to sacrifice the positions suggest an entirely
different and significantly lower number. The number needed to maintain an
adequate program probably lies somewhere between. In any case. I don't
see that a full.-time historical officer will be required in any one of the Support
Offices to adequately maintain the on-going historical program. We estimate
that a separate stable of perhaps three professional historians in addition to
the Support Services Historical Officer presently assigned to the Historical
Staff could satisfy our requirements. Without such a stable the Historical
Program will necessarily be relegated to something less than a part-time
job for at least one officer in each of the Support components. In the long
run this may be considerably more extravagant than having three full-time
professional historians. If it is necessary to take positions away from the
Support Directorate in order to accommodate a professional staff, however,
I feel we have no alternative but to recommend that the on-going program be
maintained by officers in addition to .their other duties if, as. and when they
can make the time available to work on history.
6. An outline of topics to be covered in the on-going Historical Program
is attached.
John. W. Coffey
Deputy Director
for Support
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Topics To Be Covered In The Support Directorate
On-Going Historical Program -- FY 1972-1976
Office of Communications
Role of Communications in Crisis Situations from 1966 On
Training Developments
Technological Advances
Overview of Communications 1966 On
Office of Finance
Update the Office of Finance Overview History from 1966 Onward
Office of Logistics
Update .Logistical Support of Southeast Asia Operations including most
aspects of major ordnance programs during FY 1972-1973
Update the Overview of the Office of Logistics to include management
concepts and technology developments during FY 1975-1976
Update of Real Estate and Construction during FY 1975-1976
Office of Medical Services
Update the Overview of the Office of Medical Services
Office of Personnel
Review the Role of the Office of Personnel in Manpower Planning and
Control during FY 1973
Review the Agency's Adherence to Career Service Concepts as the
Foundation for Personnel Management Operations during FY 1974
Review Trends in the Makeup of the Agency's Work Force and the
Influence of Various Groups on the Personnel Management Posture
of the Agency as a Whole during FY 1975
Review the Influence on Agency Personnel Management of Such Groups
as the Travel Policy Committee, the Administrative Procedures
Committee, and the Management Advisory Group during FY 1976
S FC?9FT
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Update the Office of Personnel History in Terms of any Significant
Developments in Such Areas as Recruitment, Placement,
Retirement. Employee Benefits, and the Role of Minority
Groups
Office of Security
Update Current Office of Security Histories from 1968 Onward
Bice of Training
History of the Support School
External Training
The Language Development Program
Update the Office of Training History According to the Subjects of Existing
Volumes
Aerr
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 MORANDUM FOR:
sUBJECT Proposed
roposed Historical
Program
for
Office
1. We believe that the research by the proposed Support
Services Historical Officer (SSHO) for this Office during the
FY-1972-76 period covers very well the activities of OC. It
is
suggested that there be four subjects as follows:
2. ecommends that a full time historian be
assigne to we are concerned at the level of effort which
this implies. We have no one we can spare from other duties on
a full time basis. In the event that the job falls to our people
however, we intend to utilize Office of Communications personnel
to the equivalent of a man year in support of the foregoing
storical effort.
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~ ? ~ Chit l~ l\ i-~ ~.~....._ f .... .. __..
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of Communications, Fiscal 1972-76
a. Role of Communications in Crisis Situations
from 1966 On
b. Training Developments
c. Technological Advances
d. Overview of Communications (1966 Onwards)
Historical fficer, OC
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2 November 1971
MEMORANDUM FOR: Chairman, Support Services
Historical Board
SUBJECT . On-Going Phase of the Historical
Program
1. This will serve to confirm information conveyed verbally
at your meeting on 28 October 1971 on the Office of Finance plans
for the on-going historical program. Specifically, we plan to
schedule at an appropriate future date only a single project con-
sisting of an overview which would update the Office of Finance
history for the post-1966 period.
2. As you know, the final draft of the Office of Finance
history through 1966 is now being typed. The manuscript has been
reviewed with the Support Services Historical Offices (SSHO) and'
the draft now being typed incorporates his suggested revisions.
We hope to have the draft completed and reviewed by senior Office
of Finance officials before the end of the year.
3. In addition to the basic history and subsequent overview(s),
this Office will be alert to pertinent subject areas which lend
themselves to separate presentation as individual historical monographs.
Both you and the SSHO will be advised if and when such subject areas
are identified and scheduled as specific projects. We do not wish
to include any such project in the present plan for the on-going
historical program.
u ve urricer
Office of Finances
Exctn_, .. ,i
dec4saiiiy Ilion-='J
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MEMORANDUM FOR: Chairman, Support Services Historical
Board
SUBJECT Topic Outline for FY 1972-76 Historical
Program
As requested at our meeting 28 October, following is
the outline of topics the office of Medical Services would
prefer to pursue in FY 1972-76 in its historical program:
a. Complete "Catching up" phase
b. Overview (update)
Executive officer
Office of medical Services
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2 November 1971
MEMORANDUM FOR: Chairman, Support Services Historical Board
SUBJECT : Planning for the On-Going Phase of the Historical
Program
REFERENCE : Your Memo, Same Subj, to Members of Support Services
Historical Board
1. This is in response to your referent request for a plan
of the On-Going Historical Program in the Office of Personnel and
suggestions concerning management of the on-going phase of the Support
Services Program.
2. In the latter case we agree with the recommendation of the
SSHO and the consensus expressed by members of the Support Services
Historical Board on 28 October. The On-Going Support Services Program
should be run by professional historians assigned to the Historical
Staff under the supervision of the SSHO. However, as we see the
On-Going OP History Program, the suggested allocation of one such
historian full time appears a bit generous. On the other hand we
recognize that unforseen events could produce the need for a full-
time historian on the OP Program.
3. In trying to forecast areas for historical research and
production during FY 72-FY 76, we are reminded by our on history
that unforseen events are as likely to influence the course of
personnel operations as are any current plans. With this in mind
it seems that the on-going program will probably be directed toward
the following areas as scheduled:
a. During the balance of FY 72, complete the catching-up
phase by finishing the Placement, Credit Union, Insurance Branch,
Honor and Merit Awards, and MIA Histories. During the same
period, ensure that the OP records management program is
modified as necessary to provide for the continuous identification
by OP components of records of historical significance.
b. Review the role of the Office of Personnel in manpower
planning and control (target for completion during FY 73).
c. Review the Agency's adherence to career service concepts
as the foundation for personnel management operations (target
ONLY
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d. Review trends in the makeup of the Agency's work
force and the influence of various groups on the personnel'
management posture of the Agency as a whole (target for
completion during FY 75).
e. Review the influence on Agency personnel management
of such groups as the Travel Policy Committee, the
Administrative Procedures Committee, and the Management
Advisory Group (target for completion during FY 76).
4. In addition to the above, we plan to update OP history in
terms of any significant developments in such areas as recruitment,
placement, retirement, employee benefits, and the role of minority
groups which occur during the administrations of successive Directors
of Personnel in the years ahead.
Histor' al Officer
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SECRET 7
MEMORANDUM FOR: Chairman, Support Services
Historical Board
SUBJECT : Planning for the On-Going Phase
of the Historical Program
REFERENCE : DDS 71-4009, 19 October 1971,
same subject
1. This is in response to your request that the
undersigned suggest a format for the "on-going" Office of
Security (OS) historical program. You will recall that at
the 28 October meeting of the DDS Historical Board, the
OS representative stated that his office preferred that OS his-
tories be prepared by personnel working under the direct
supervision of the Director of Security. No other DDS office
expressed this preference. The reasons for this preference
are stated at the conclusion of this memorandum.
2. The Office of Security is prepared to designate its
Deputy Chief, Executive and Planning Division, as the "on-
going" OS Historical Officer. The present OS Historical
Officer, who was detached from all other work to complete the
"catching-up" phase, would be returned to other duties. The
Deputy Chief, E&PD would supervise an OS historical program
including the following which are listed in order of priority:
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a. Develop a program to find management
applications for prepared OS histories. (Prepared
histories left on a shelf to gather dust serve no
practical purpose. The undersigned, for example
would hope that his volume on Technical Security -
audio-surveillance countermeasures - would be of
some value to the Chairman, USIB/Technical Sur-
veillance Countermeasures Committee).
b. In coordination with the OS Records
Management Officer, and with other outside OS
assistance, develop a program to reconcile existing
OS records maintenance to future history writing
efforts.
c. Continue to earmark OS documentation
for a FY 1975 sequel to the current OS history
through 1968; beginning with the premise that the
format of volumes would be divided as the current
series is divided: Overview; Personnel Security;
Physical Security; Operational Support; Field Offices;
Technical Security; Overseas Security Support;
Compartmented Intelligence Security Practices; and
Polygraph. Subsequent examination may conclude
that some modification to the format would be more
desirable.
d. Continue to review the status of OS
programs to determine if additional historical
analogues are necessary. The undersigned suggests,
for example, that consideration be given in 1972 to
preparing a volume on the history of the USIB/Security
Committee.
3. The Deputy Chief, E&PD would be provided with
additional assistance from available OS personnel assets at such
times as historical volumes are being written. Use of contractor
assistance would be resorted to only if there were no other
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practical alternative. The OS Historical Officer would continue
to work closely with the CIA. Historical Staff.
4. The reasons why the Office of Security prefers to
write its own histories are as follows:
a. The Director of Security is convinced
that more useful histories (useful as a management
tool) can be written by personnel who are schooled
and experienced in the security profession.
b. The writing of good OS histories requires
access to records, sensitive as they relate to the
personal reputations of individuals, and sensitIvP.
as they relate to a rather significan
organization. At a minimum, the Direc or o ecurity
would insist that any non-security careerist charged
with writing OS history, work through a single individual
to be designated by him in order to insure the integrity
of these records.
O ce of Secu ?i
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12 November 1971
Chairman,
Support Services Historical Board
SUBJECT Proposed Historical Program for
OTR FYs 1972 - 1976
REFERENCE Undated Memo for Proposed Historical
Program for Support Services - FY
72 - 76 to You from
1. This memorandum is in response to your request for subjects
of historical studies to be undertaken for the Office of Training during
FY 72-76. Three studies are recommended:
a. Support School. The School was established in Febru-
ary 1966 though its beginnings are traceable in other OTR
schools. This study should be developed as a separate mono-
graph, Volume VII, of the basic OTR papers.
b. External Training. Training at non-CIA facilities has
been an on-going responsibility of OTR since the beginnings of
the Office. This study, also a separate monograph, would be
OTR-13.
c. Language Development Program. The beginnings of
this Program are contained in Volume V of the Language and
Area School. Rather than continuing the history of the Program
within the text of the Language School, the LDP should be devel-
oped as a separate study, with its early history as described in
Volume V used as background.
~, ~1 *iA SPO 4u4?~n 41C
( pf } y d r fl i) I'.
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2. As you know, OTR's historical studies have been carried
through the tenur which ended in December 1965. I
recommend that the suggested study, now titled the "Richardson Admin-
istration, " not be revised as such but that the history of OTR after Jan-
uary 1966 be recorded according to the subjects of existing volumes and
the three studies named above.
3. Please call me if further details are required; the extension is
Executive Assistant
Office of Training
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MEMORANDUM FOR THE RECORD
SUBJECT: On-Going Historical Program
25X1
1. The Support Services Historical Board met on 28 October 1971 25X1
to discuss the approach the Support Directorat o-1-j1d 1-1k to sustaining
an on-going historical program. Present were Office of Logistics;
Office of Medical Services , Office of Personnel- 25X1
Office of Finance; Office of Training;
ice of ecurity; Office of Communications; an
Support Services Historical Officer.
L 25X1
2. I described the purpose of the meeting as being to develop a response
to the memorandum the Executive Director-Comptroller had addressed to the
Deputies 1 October 1971 (DD/S 71-3838). We are expected not only to present
an outline and a schedule for its completion but plan the resources that will
be made available to write the histories.
3. There was general agreement that the various methods of allocating
resources to write histories during the catching-up phase was unsatisfactory.
The use of unqualified historians; the assignment of history as an additional
duty; the assignment of people a short time before their retirement; and the
use of contract annuitants are all unsatisfactory methods. They are time
consuming, costly, and frequently result in unsatisfactory products which
have to be redone. The group agreed that the on-going history program should
be sustained by assigning professional historians to the Agency Historical Staff
and making them responsible for the research and writing of histories. The
Security member said that he and the Director of Security felt that histories
relating to functions which are the responsibility of the Office of Security
could best be done by Security careerists. There was some discussion of
this point with the majority view seeming to support the notion that the most
objective and professional quality history could be written by professional
historians who are full time staff employees of the Agency.
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4. In discussing the approach to the on-going program the idea was
offered that documents which have historical significance should be identified
day to day from current operations with copies of them diverted to a special
historical file. Such a file would then become the primary research source
for the historical writer. Two or three of those present felt this was a good
idea. I agreed that it might have utility but tried to make the point that historians
should not superimpose new record-keeping systems upon already existing records
management procedures. Acknowledging that most records management programs
now are inadequate to cope with the requirements of historical programs I said
that what was being suggested is, or is supposed to be, already included in our
records management system. That system is supposed to provide for the
identification of documents for permanent retention in the Archives and if that
were done it would be unnecessary to divert copies into a historical file as
suggested. I attempted to make the point that Archives are the research source
for historians and that documents selected for permanent retention should be
selected in the normal course of developing records schedules. I encouraged
all of those present several times to commence working very closely with the
records management people in their own offices and the Records Administration
Branch of the Support Services Staff to ensure that we modify or develop records
systems designed to serve the requirements of all Agency users to the maximum
possible extent.
5. The meeting concluded with the agreement that the Security repre-
sentative would discuss the philosophy and approach to the on-going Historical
Program internally again; that the others would furnish me with their proposed
outlines or confirmation that what I have already is acceptable to them by
5 November; that the DD/S position should be that assignment of full-time
professional historians to the Agency Historical Staff would represent the
best approach to maintaining an on-going historical program.
cc: Each attendee
C/SSS
Distribution:
Orig - DD/S Subject
1 - DD/S Chrono
1 - SOS Chrono
1 - RHW file
Chairman, Support Services Historical Board
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29 October 1971
MEMORANDUM FOR THE RECORD
SUBJECT Meeting of DDS Historical Board: On Going Program,
FY '72 - FY '76
1. A meeting of the DDS Historical Board was held at
1400 hours in the DDS 28 October 1971. The
meeting was chaired b and the following
were in attendance:
Component Historical Officers
Others
25X1
asis for the discussion of the on-going program
was memorandum of 19.October 1971 to members of the
Support ervices Historical Board and the SSHO's memorandum for
Chief, Historical Staff on the FY '72-FY '76 program (memo was
undated, but of 19.October 1971).
3. began the meeting by asking for comments
.regarding the on-going program -- all in attendance agreed that
Col. White's memorandum of 1 October 1971 to the DDs made clear
that there would be an on-going effort -- from each office rep-
resentative. The gist of these comments follows:
a, noted that the catching-
up phase of the historical program had been a painful and costly
experience for OL, noting that the use of staff personnel as
writers had a detrimental effect on various OL operations. He
said that OL favored the idea of having a professional historian
responsible for writing the office's histories, but he doubted
that the services of an historian could be justified on a full
time basis.
noted that. he did speak for OL
management and mi ted a suggested program for the FY '72 -
FY '76 period t noting that it represented a 25X1
combination of s originating in OL with those suggested
by the SSHO. Of five projects OL was suggesting, two would be
as contributions to overall Support studies (see Attachment A).
also reported that OL would not, volunteer a slot for
an historian.
25X1
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b. I stated that the OMS
was strongly in favor of having professional historial help,
pointing out that the catching-up phase in OMS was lagging
because staff personnel were unable to keep up with their
current medical responsibilities and also write history.
He also noted that although OMS had not yet drafted an on-
going program, it was obvious that the catching up phase
would have to be the first OMS task. He said that OMS
agreed to the SSHO recommendation for updating the overview
of the office in FY ' some. other suggestions which
would be submitted to in lieu of the SSHO's proposal
for a study of Stress and gency Employment.
C. I also supported the
proposal essional historians to write the office
history. I Inoted that there would be less excuse in
an on-going program for relying on near-retirement types than
there had been in the catching-up phase. Because Mr Fisher
has not had time to discuss the on-going program, 25x1
had no specific recommendations at this time; but he did note
that the SSHO's suggestions appeared reasonable.
d. I reported that about all 25x1
that OF could agree to at this point for the on-going effort was
the SSHO's suggested updating of the overview. He did point out,
however, that there was an awareness in OF of the possibility of
various monographs which might or might not lend themselves to
formal historical publication. lso noted that there 25X1
were various broader areas of Support history to which OF could
make a contribiji-Ann -- thp SIPS program, for example.
I gave strong support to the use of a
professional historian, but he doubted that such an individual
could be economically employed in OF on a half time basis. He
also noted that OF was not in favor of coughing up a slot for
the historical effort. Dave did make a strong point of the
economy and efficiency which would be gained by using trained
historians to write the Support histories -- this point being
made in discussion of an OS opinion that, in OS at least, only 25x1
a specialist in the field could write a proper history.
e. as noted above, said that
the OS favored continuation of e same procedures used in the
catching-up phase for doing its on-going program, namely the use
of staff personnel from OS noted that one of his 25x1
responsibilities as historica officer was to develop and organize
a program insuring the collection of historical documents and
he thought that this would make life easier for the next writer.
SECRET
 f, reported that
his office had not yet hppn ?to discuss the on-going
program in detail, but had given strong support
to the historical effort, ast and probably would
continue to do so in the future. He noted that among the
ideas being discussed in OC, one project concerned
>- satellite communications activities. said
he thought that OC might prefer to continue to use staff or
contract personnel in its historical effort rather than to
make use of professional historians.
g. I had been called on at
the last minute to sit in on the meeting of the Historical
Board, and he simply stated that he would resport the sub-
stance of the meeting to
h. made two points
in response to comments of the various historical officers:
He stated that he believed that there was more work for a
trained historian to do -- assuming assignment to a given
component -- than the historical officers were conceding.
He stressed that the historian would be concerned not only
with work on a specific scheduled project, but also would be
concerned about organizing materials for histories as yet
unscheduled. The second point he made was that the trained
historian would prove a more economical investment than a
staff employee(untrained in history) as a writer.
4. In reviewing the comments of the group,1 _J 25X1
stressed that component historical efforts should be aware of
Agency records management programs; and he said that historical
officers should work very closely with their records officerp
to insure identification of archival material necessary to an
on-going historical effort.
5. requested that each of the offices plan
to submit its suggestions for an on-going program to him next
week (1-5 November) so that these can be incorporated into a
memo from Mr. Coffey to Col. White,
6. ng the proposed memo from the DDS to the
ExDir-Comp, and the SSHO : 25X1
a. Agreed that the DDS should propose that the.bulk
of the Directorate's on-going historical program be carried out
with professional historians.
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b. Agreed that.the Historical Staff be authorized
.to employ three additional historians to work on the DDS pro-
gram. If possible, these bodies should be acquired internally;
but if no qualified professionals can be found in-house, then
Chief, Historical Staff should be granted authority to hire from
the outside. The economy and efficiency of this procedure in
contrast to the system used in catching-up should be stressed.
c. Agreed that if the DDS was unwilling to give
up three slots and if the ExDir-Comp was unwilling to authorize
an increment to the Historical Staff without such DDS slots,
then the on-going historical effort would probably take the
same form as the catching up phase.
7. The SSHO was very pleased. with the many favorable
comments volunteered about the value of his and the Historical
Staff's assistance to component research and writing-efforts.
Support Services Historical
Officer
Dist:
O - ChHS
1 - DChHS
1 _
1
1 -
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Office of Logistics
Tentative Five Year Plan
General Historical Topics
FY 1972 thru FY 1976
ATTACHMENT A
Update Logistical. Support of Southeast Asia Operations.
This would also include most as
ordnance programs as suggeste
Re-evaluate on an annual basis thru FY 1976 to deter-
mine the frequency of future updating.
Update the Overview of the Office of Logistics to include
management concepts and technology developments. An
annual review will be made to determine whether any
significant technology contributions are worthy of a
monograph. (Logistics - FY 1971-FY'1975)
Update of Real Estate and Construction.
The Development and Implementation of the Automated
Material Resources System. Individual monographs or
specific sub-systems where appropriate.
5. FY 1974 Contribute Logistical Input to the DDS History of the
Phase-down
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D F T
DD/S 71-4009
19 OCT 1971
MEMORANDUM FOR: Members, Support Services Historical Board
SUBJECT : Planning for the On-Going Phase of the Historical
Program
1. The Executive Director-Comptroller has addressed a memorandum
to the Deputy Directors asking that a plan and program be developed for the
on-going phase of the Agency Historical Program. A copy of that memorandum
is attached for your information and guidance.
2. We are being asked to develop a five-year plan which will identify new
subjects to be covered; completed histories to be updated; and incompleted
histories which should be finished in the immediately on-going period, deferred
to a later time, or removed from the program. Subjects should be identified,
if there are any, from the early history of the Agency which may have been
overlooked or otherwise not covered during the catching-up phase. Priorities
should be established for each subject identified and time frames should be set
for the commencement and completion of each subject. Some additional guidance
can be gleaned from the Executive Director-Comptroller's memorandum.
3. You will note that paragraphs 4 and 5 of the Executive Director-
Comptroller's memorandum discuss the selection and assignment of personnel
to write histories. Your planning should include estimates of the number of
people required to sustain your plans for the on-going program and should
express the position of your office with respect to the feasibility and practicality
of making them available. I am also attaching a copy of a memorandum I
addressed to the Chief, Historical Staff on 16 September 1971 commenting
about his preliminary request to me for suggestions about the on-going program.
The views expressed in that memorandum are my own. I would like now to have
the views of your Office Directors which can be consolidated into a position for
the Deputy Director for Support to take in responding to the Executive Director-
Comptroller. I would also appreciate receiving your suggestions about how the
on-going Historical Program should be managed in the Directorate and the Agency
in the future.
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would be useful.
discussing the overall plan and staffing. We can meet earlier if you think it
A copy of that memorandum is also attached for your information and dis-
cussion. I would like to meet with you in the DD/S Conference Room at
10 o'clock on 29 October 1971 to discuss the on-going program and the
presentation we will ask the DD/S to make. We can have such a discussion
meaningfully only if you are prepared to represent your Office Directors in
4. Support Services Historical Officer, addressed a
memorandum to me on 8 September 1971 offering some suggestions about
how the program might be structured and staffed in the Support Directorate.
Oria-
SOS/DD
A
Distribu
(19 Oct 71)
- DD/S Subject w/cy atts
1 - DD/S Chrono
1 - SOS Chrono
1 - RHW Historical file
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 Approved For Release 2007/01/16: CIA-R 4-0978OR-00 ",50001-3
1_-x3._- t
MEMORANDUM FOR: Deputy Director for Intelligence
Deputy Director for Plans
Deputy Director for Science and Technology
-Deputy Director for Support
SUBJECT Completion of the Catching Up Phase and
Start of the Ongoing Phase of the CIA
Historical Program
1. The Agency deadline for the completion of the
catching up phase of the CIA Historical Program, 31
December 1971, is almost at hand. I have just reviewed
the program to see where we are at present and what the
prospects are for completing it by the end of December.
From my review it is apparent that we are progressing
.neither as rapidly as -I had hoped nor as rapidly as
necessary to complete the catching up within the time
set. Nevertheless, I feel that if we make a determined
effort in the next three months, we can substantially
complete the program in three of the directorates and
make a good showing in the fourth.
2. To achieve this objective in the little time
remaining may I request that you have your people
activate projects that are still dormant, get on with
their research and writing, bring their unfinished
drafts to completion and review and revise them, and
proceed with dispatch to the final typing of approved
drafts. I ask for a concerted attack all along the
line, at all stages of the production of histories, to
bring the completion of the catching up phase as near
realization as possible.
3. The present prase of the CIA Historical Program
will be followed next January by the ongoing program.
Planning for this program has already begun. Chairmen
and members of historical boards, historical officers
of the directorates and their components, and members
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of the CIA Historical Staff have been asked for suggestions
on the nature and content of the program and on specific
projects. The program will then be assembled by the
Historical Staff. Directorate programs will be approved
by the chairman and members of the historical board of
each directorate and by the Chief, CIA Historical Staff.
Approval of the program as a whole will be given by the
Executive Director-Comptroller.
4. The ongoing program will be smaller and more
selective than the current one, with histories assigned
for completion on a priority basis, by fiscal years,
beginning with FY 1972. Writers are to be designated who
are qualified to produce gs?cd h; Gtnr; es w; thi n =a rQ~~on b-le
time. Insofar as p sihl_Pi t hP~arm o be on a full-
-
time basis with the rogram while working ona
hst y.
As n t e catching up phase,-wars--awe---t- - e--m r the
guidance and direction of the Historical Staff for their I
research and writing. Much closer rapport is planned to
complete better histories in less time.
5. It is realized that it is not easy to plan and
carry out a continuing program with the cuts in personnel
now in effect and those to come. Experience has shown
that a smaller number of Agency personnel who are carefully
selected and permitted to devote their entire time to
research and writing can do the job more effectively than
a larger number, many of whom are not interested and have
been assigned to write a history in addition to their
regular duties. In selecting wr.i_ters, consideration might
well be given to younger but experienced Agency people.
When more senior personnel are selected, they should be
assigned to projects which they can complete before retire-
ment. Independent contractors should be considered only
when there is no other alternative.
6. In planning your part of the program, I would like
you to emphasize that the overall and component histories
should be purposeful and focus on significant subjects and
problems. The goals should be to establish, consolidate,
and evaluate the record in such a way as to contribute to
the effective management and operation of the Agency. It
is important that proposals be reviewed to insure that
resources allocated to the program are devoted to the
production of histories that have high utility.
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FY 1976) and show more specifically what you propose to
do for the balance of FY 1972-and FY 1973. Your strong
support is requested for completing the catching up phase
and for the planning and initiation of the ongoing program.',
--7 --__ j - - l ........ r. ~............y .~.a.. +.vu - __ '
you believe should be,done in the next five years (through
or removed from the program. The ongoing program may
also be used to fill important gaps in the earlier
7. All of the individual histories of the ongoing
program are not intended to be completed at the same time,
but should be spaced according to need, urgency, and
availability of personnel. In assigning priorities,
consideration should be given to the desirability of
undertaking and completing histories on new subjects
before updating histories which have only recently been
finished. Any project in the catching up period which
has not been completed by the end of 1971 should be re-
examined to determine whether it should be finished in
the immediately ongoing period, deferred to a later time,
L. K. White
Executive Director-Comptroller
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DD/S 71-3620
16 SEP 1971
1. When we met last week you asked that I give you some idea of the
Support Directorate's plans for proceeding with the "on?going" Historical,
Progxa,. Our preoccupation has been with trying to marshal and retain enough
interested and competent resources to meet the 31 December deadline for
completing the "catching.up" phase. I had hoped that we would be receiving
some Agency guidance about continuing the Historical Program after 31 December
before being asked to consider plans for an "on-going- program. don't see how we can develop any m ingful or realistic plans without having
such guidance.
2. Our experience with the "catching-up" phase where we have been using
contract annuitants in limited numbers, people who are about to retire, and a
few people who have been assigned to history in addition to their other duties
has proven the impracticability of attempting to plan progress in any kind of
orderly program under these circumstances. Writing history as an additional
duty is simply non-productive. Reliance upon people who are about to retire
has proven impractical. If prospective retire have any significant time
remaining with the Agency their assignment to the Historical Program becomes
nothing more than a part-time duty. Regardless of how well-intentioned parties
interested in such assignments may be, the fact is that people who have the
credentials to do a creditable job of research and writing to their components and they to be valuable
hey never seem to become completely free to concen-
I tte on history. The number of prospective retirees who may be interested
pablee of searching and writing histories is unpredictable even among
ti may be made available. Many of the same considerations apply to
contract annuitants and this combination does not seem to of rr a very solid
foundation for planning and building a continuing historical program.
ADMINISTRATIVE= MURNAL USE ONLY
 AUMINWRATIJE - ItILHNAL USE ONLY
3. We estimate very roughly that a minimum of 26 man-years of prof$seional
has been used since September 1969 in the "catching-up" phase of the Historical
,
gram. Assuming the average professional grade to hays been about OS..1)
Which is probal: ly low, the program would have cost nearly $400, 000. A great
deal of motion is lost and time wasted inevitably because the people assigned to
the program have never done anyth like it before; they are not experienced
researchex's; they are not practiced writers; their tenure is rarely what it was
expected to be when they were given the assignment; contiiwity is non-existent;
a great deal of the research and preliminary work has had to be done over again
more than once; and the editorial and rewrite process has been complicated by
having more than one author Involved in the preparation of a particular history.
4. If we are going to have an on-going historical program presumably it
will continue through the life of the Agency. ''c'hat being the case, the program
should be given its proper place in the Agency's priorities and professional
resources should be allocated to it accordingly. The program should be estab?
lisshed and supported at the Agency level and given overall direction so that it
can proceed in some orderly and systematic way. If this does not happen, It is
difficult for me to see how we can expect realistically that the program will
trxriive in the face of the very serious personnel and budgetary constraints con-
fronting all parts of the Agency.
S. The Support Services Historical Officer has suggested that four or
five professional historians be assigned responsibility for the on-going historical
effort in the Support Services. He suggests that the Offices of Logistics and
Personnel each be assigned one full-time officer; that one officer divide his
time equally between the Offices of Communications and Security; and that one
officer divide his time equally among the Offices of Finance, Medical Services
and Training. I cannot conceive that such a number of positions can be made
available from any source in the foreseeable future. On the other hand, it
would be feckless to attempt to sustain an historical program "in addition to
other duties" in competition with the priorities that will remain after the current
reductions have been accomplished. Your guidance is requested.
Chairman. rice and
SOS/DD/ Ibbt (16 Sep 71)
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8 September 1971
MEMORANDUM FOR: Chairman,
Support Services Historical Board
FROM : Support Services Historical Officer
(SSHO)
SUBJECT "On-Going" Historical Program in the
Support Directorate
REFERENCE : Meeting on same subject with Chief
and Deputy Chief, Historical Staff,
2 September 1971.
BACKGROUND
1. Since our meeting with
on 2 September 1971, I have had a series of in orma
discussions on the "on-going" program with the historical
officers of each of the DDS components (except in the
case of the Office of Communications where I met with
who is thoroughly familiar with the
problems of producing history).
2. Because none of us have had an opportunity to
think too seriously about the specifics of an on-going
program, the focus of the discussion was on "how" the
program should be implemented -- for regardless. of what
sort of program actually evolves the basic problems are
those of acquisition of documents and writing. Based
on these needs I asked each of my contacts the following
questions:
a. What is your reaction to the idea of having
a professional historian assigned from the Historical
Staff to your component to help formulate and supervise
the organization of the historical records which would
be useful to an on-going historical effort?
b. What is your reaction to having this same
historian be responsible for writing all (or most all)
of the subsequent history which relates to your Office?
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DISCUSSION
3. There was general agreement that the catching
up aspect of the historical program in the DDS was
inefficient, costly, and tended to create morale
problems -- particularly as papers were found wanting
by the Historical Staff and returned for serious
revision.
4. Except for the Office of Security which has
already taken some positive steps toward organizing
its records for a continuing historical program, no
real effort has yet been mounted with the future in
mind. Various of the historical officers/writers have
had some discussions on the subject with senior personnel
in their components (Commo), or they plan (OTR) to make
some specific recommendations regarding such needs. All
of..my contacts recognized the need to maintain the
momentum which has been generated by the current phase
of the program. Each of the individuals to whom I spoke
agreed that the development and maintenance of specific
historical files would be most effectively accomplished
with the assistance and guidance of a trained historian.
5. Except for some portions of the history of the
Office of Security -- areas of particular sensitivity --
the consensus was that a professional historian could and
should be responsible for writing the on-going history
of a given component or its activities.
a. It was recognized that the DDS did not have
many individuals with the requisite talents for research
and writing.
b. Warnings against the uee of about-to-terminate
career employees and contractors were the rule rather
than the exception. While we have got very strong per-
formances fro
other contract employees haveeen considerably less 25X1
effective.
c. Even where individuals have produced satis-
factory histories for given components, these could have
been done more efficiently by a trained historian.
d. Such technical problems as might be beyond
the competence of an historian could easily be resolved
between the historian and the technicians in a given
component.
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6. Although I did not discuss it with the com-
ponent representatives (since I hadn't yet calculated
it), my estimate is that since September 1969 the catching
up phase of the DDS program has taken a minimum of 26 man-
years of professional time as follows:
Communications
- 2.0
Personnel
- 7.5
Finance
- 1.5
Security
- 6.0
Logistics
- 6.5
Training
- 2.0
Medical Services
(to date) - 0.5
Assuming the average professional grade to have been about
GS-12 (and this is probably low), this would indicate a
cost of almost $400,000.
RECOMMENDATIONS
7. That the DCI Historical Staff be augmented by
four to five professional historians who would:
a. Be assigned exclusively to the tasks of
identifying, acquiring, organizing, and maintaining the
historical documentation necessary to an on-going histor-
ical effort in the components of the Support Services.
b. Be responsible for writing some, or all, of
the histories determined to be necessary to the on-going
record of given DDS components.
8. That the historical officers employed specifi-
cally for the DDS program be directly responsible to the
SSHO and, as in other Government agencies the historical
profession be given career status. .
9. That the initial assignment of such historical
officers, assuming a minimum of four such professionals
being employed, be as follows:
a. Office of Logistics - 1 full time officer
b. Office of Personnel - 1 full time officer
c. Office of Security- 1 officer, 1/2 time
d. Office of Communications - 1 officer, 1/2 time
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e. Office of Finance - 1 officer, 1/3 time
f. Office of Training - 1 officer, 1/3 time
g. Office of Medical Services - 1 officer,
1/3 time
(If a fifth officer were available, I would recommend
that he be assigned full time to Communications, with
Security and Finance then sharing an officer and
Training and Medical Services sharing the other body.)
Moreover the individuals to be employed should, if
possible, be holders of Ph.D. degrees. Under no
conditions should near-terminal staff employees be
placed in such positions, nor should contract employees
be considered for such positions. The grade structure
should begin at the GS-12 - GS-13 level.
10. That considering the present methods of
producing history in the DDS (see Par 6, above), the
slots for historians could be taken from the various
DDS components as necessary to meet the requirements
outlined above and the costs to the Agency would be
substantially lower (probably 50 percent lower on an
annual basis) than for the present program.
11. That without too much forethought, the following
schedule might be used as a basis for discussion of the
on-going historical program in the DDS components:
a. Office of Communications -- update the
overview of the Office for 1966-1970 in calendar 1974.
b. Office of Finance -- ~ppdate the overview
of the Office for 1967-1970 in calendar 1974.
c. Office of Logistics:
1) Supply for Southeast Asia be maintained
on an annual basis (including procurement, real
estate, and other logistics activities)
2) Update RECD in calendar 1975
.31 Update supply-procurement stories in
calendar 1974
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d. Office of Medical Services -- update
overview of the Office in calendar 1975.
1) Update recruitment, placement, retire-
ment in calendar 1974
2) Update benefits and services in
calendar 1975
3) Update special personnel problems --
military, contract, etc. -- in calendar 1976
f. Office of Security -T- since this Office
has: "caught up" to 1968, update of overall security
picture could be delayed until calendar 1975
Office of Training:
11 Update through Richardson administration
2) Update post-Richardson in calendar 1975.
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