Francesco/who-killed-jfk huggingface dataset:
[104-10118-10427.pdf — page 5]
March 29, 1962MEMORANDUM FOR THE RECORD:SUBJECT: Notes on discussions between myself, Carter, Kirkpatrick Coyne and Schuyler in review of report of the Kirkpatrick CommitteeFollowing recommendations call for further consideration and possible modification.I. Office of the DCI1. Page 11 - ComptrollerTerms of Reference of the Financial Policy and Budget Committee under the Comptroller and the Executive Committee as provided hereafter must be clarified to provide continuing program review by a senior committee as part of an orderly program and budget process.2. Office of Coordination.Differences between Kirkpatrick and Schuyler position as outlined in the report and Coyne's position should be considered and reconciled. Page 3, Item C. Responsibility for SIGINT policies and resulting international arrangements as a responsibility of this office should be further considered.3. Public relations directive should be issued on policy of speech making and public appearances by Agency employees, Including DCI and the Deputies.4. Page 6. Reduction of force consideration should be given with continuing 3-man management review committee (such as the Kirkpatrick Committee) exploring for the DCI and the DDCI ways and means of eliminating duplication and consolidating functions, eliminating unnecessary activities, with the objective of developing better organization at lesser cost and with fewer personnel.5. 6. B. Terms of Reference for the Executive Director and the selection of this man should be discussed between McCone and Carter at an early date.
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## II. Office of DD/P1. Page 9: Important to move on an Assistant DD/P for Paramilitary operations and air support. There is continuing criticism of the Agency for lack of professionalism in these activities, most particularly airborne.2. Domestic Division.Care must be exercised and the merger of Contact Division with the balance of the Domestic Division and also care must be exercised to be sure that the Domestic Division "gathers up" all fragments of CIA's activities dispersed throughout the United States with the exception of Security Division.3. Deputy Chief of the Division of British CommonwealthDefinition of this office must be worked out to avoid confusion with respect to small British areas such as Hong Kong, Singapore, British Guiana, etc. The purpose of this office probably to handle Commonwealth versus Colonial Office affairs.4. CIA/State Relations.Review of salary allowances, expense accounts, living conditions, etc., of CIA agents under State cover versus Foreign Service Officers comparable conditions should be made and if criticism legitimate, corrective measures should be taken without impairing ability of Station to handle special costly situations which might be done by specific authorization Also audit and control of personal expenses of COS must be developed immediately.## III. Office of DD/I1. Carter and McCone should agree on selection of a DD/I, Deputy DD/I and Chief of OCI as initial step in improving personnel within this office.2. Merger of O/NE and OCI should be delayed until new DD/I is installed and makes his recommendations.
[104-10118-10427.pdf — page 7]
3. National Board of Estimates should be reviewed and improved where necessary and consideration given to formation of a special group within O/NE to analyze on a continuing basis objectives of Soviet/sino Bloc, international communism and their pursuit of their cold war activities and in their efforts to establish world domination. Note: This office previously existed directly under DD/I but was abandoned a few months ago.4. Proper liaison with finance, State Department, and agreed methods for DCI to brief NSC as provided by law should be worked out.5. National Photographic Interpretation Center, Page 19.Note this requires immediate study, possibly by USIB. Fear that the work load on the NPIC will overwhelm it and as a result it will be unable to process vast amount of information during months of May through September should be quickly studied and arrangements made through USIB to disperse read-out to SAC and Army St. Louis Center if doing so necessary to keep our processing and read-out on a current basis. This matter considered of greatest importance.IV. Elements of DD/R1. It should be recognized that Deputy Director for Research is a cover and this office not necessarily confined to research but should be tasked with operationed responsibilities. Also most important project under DD/R is OXCART, therefore DD/R must be restrained from taking on collateral activities so fast that OXCART will suffer. The DD/R responsibilities will cover all phases of Agency responsibility and activity in NRO which may or may not include the actual operation of CXCART. It will include intelligence input into OXCART and CORONA and SAMOS planning, irrespective of where operations rest.2. Location of OSI should be resolved.3. Interrelationship between DD/R and DD/P to provide staff support and particularly the CI production should be established by directive of Deputy DCI.
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4. With respect to page 23, certain operational responsibilities should pass from DD/R to DD/P upon completion of research and development; however a study should be made to determine whether the many fully integrated operational activities such as OX CART and some fully integrated ELINT operations should not be permanently under DD/R who is to have both operational and research and development responsibilities.## Considerations of OXCART1. Responsibility for all phases of OXCART are to follow the direct supervision of Sec/Def and DCI by agreement with the OD, Charyk as AR/Sec. Def., will be executive head of NRO, DD/R will be his Deputy and by assignment will be responsible for all phases of OXCART.2. Details of operations, as contrasted to R&D, will be worked out at a later date.3. NSC directive agreed OXCART tasks are responsibility of Special Group and question of augmentation is a matter for Special Group, not CIA, to decide.4. DD/R should be charged with the responsibility of mobilizing and utilizing all necessary resources of DD/I, DD/P and DD/S and General Counsel in performance of DD/R's assigned responsibility as Deputy Director NRO and manager of OXCART project.5. Question of use of Air Force officers versus civilians must be decided by higher authority, likewise the question of operational responsibility between that of CIA or DD/R or personnel secanded from the Air Force versus direct Air Force operation must be decided by DCI and Sec/Def. and the President after careful consideration of all issues and problems relating to this matter.6. Because of imminence of commencement of test flights immediate careful attention should be given to all aspects of the cover story as certain inforination concerning the plane will become known when it is observed in FAA (that other) radarV. National Indications Center Watch Committee1. Appointment should be made next week for General Carter and myself to visit the NIC and the DILA Centers and observe the Watch Committee operations and make a judgment as to whether this organization is properly set up and efficiently operating, and to resolve differences between Mr. Coyne and USIB.
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2. White House briefings should continue; a substitute   for Mr. Amory should be arranged until a more adequate   arrangement is provided: Daily briefings of Bundy, Clifton   and Taylor and an occasional briefing of the President by   DCI should suffice.JOHN A. MCCONEDirectormfb- 5 -
[104-10118-10427.pdf — page 10]
6 April 1962MEMORANDUM FOR: Director of Central IntelligenceSUBJECT: Final Report of Working Group on Organization and Activities1. I have the honor to present herewith the final report of the working group which you established in January to consult with you and advise on the organization and activities of the Central Intelligence Agency, and of its relationship with other agencies in the intelligence community. This report reflects the views of the working group and is divided into two parts. The first part deals primarily with the organiza- tion of the Central Intelligence Agency and reflects the unanimous views of the working group. The second part contains comments and recom- mendations on areas dealing with the work of the Central Intelligence Agency and activities of the intolligence community in which the working group was either unable to agree or felt that considerably more study was needed before action was taken.2. For the record I would note that the working group held its first session on January 3 and met on 35 different days between that date and its final session with you on March 28. During its work the group had approximately 100 briefings. Most of these briefings dealt with the organization and activities of the Central Intelligence Agency, but also included a full day spent with the Department of State in addition to several briefings on State Department activities and its relations with CIA; approxi- mately one-half day spent in the Pentagon in addition to other briefings by the Defense Intelligence Agency; and a full week spent visiting SAC, NORAD and other activities in the United States. We were briefed by the head of every major component in the CIA with the exception of three DD/P area divisions whose briefings had to be excluded because of the pressure of time. However, we feel that having heard from four other area aivisions the working group had a knowledge of the activities and problems of these units. In addition to the 100 briefings, the working group had more than ten executive sessions in which it discussed and debated at great length its findings and conclusions. Finally, there were
[104-10118-10427.pdf — page 11]
some 20 meetings with yourself, and with senior Agency officials to discuss our findings and conclusions. These included at least two sessions with each of the Deputy Directors and with the Assistant Director for National Estimates and the Assistant Director for Current Intelligence.3. The attached report does not purport to be complete or exhaustive in any respect, but rather it is an aide memoir to recall to mind our oral discussions and to record some of the reasons and philosophy behind our recommendations.cc: DDCIAttachmentLyman B. KirkpatrickReport was read by:DD/RDD/SDD/I (and also Knight McMahan)AD/SIDD/Pcy 7-destroyed- 2 -SECRET
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# PART IThis section deals primarily with the organization of the Central Intelligence Agency and represents the view of the entire Working Group.![SECRET]
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OFFICE OF THE DCI## Organization of LCI's OfficeWe recommend that the organization of the DCI's office be changed in order to provide more effective support to the DCI, a systematized control of messages both oral and written, and a clear delineation of the responsibilities of the assistants to the DCI. In this connection we would urge that a secretariat be created, that the head of this secretariat assign individual responsibilities to each of the personal assistants to the DCI, that daily staff meetings be held for a full exchange on the activities of the staff, and that all personnel in the Agency be advised as to how to keep the DCI's staff informed properly of the activities of the Agency.## ComptrollerWe recommend that the Comptroller's office be brought out from under the DD/S, report directly to the DCI's office and receive full authority for total fiscal control of the Agency.We recommend that the Comptroller be designated Chairman of a Financial Policy and Budget Committee composed of the appropriate senior officers of the Agency. We believe that
[104-10118-10427.pdf — page 14]
such a committee should be kept fully and currently informed of all Agency activities, and in order to be effective should meet regularly and submit its reports to the DDCI and DCI.## Inspector GeneralWe recommend that the Audit Staff be combined with the staff of the Inspector General and that the merged staff report to the DCI's office.We believe that the size of the Inspector General Staff should be increased with qualified professional personnel assigned from their respective components in order to perform more frequent inspections of Agency units. We urge'inspections at least annually of major operations and of field stations.## General CounselWe recommend that the General Counsel's staff be removed from the organization of the Deputy Director (Support) and report directly to the office of the DCI. In such a position the General Counsel should resume the responsibility for the direction and guidance of the work of the Legislative Counsel, which is currently the responsibility of the Inspector General.- 2 -
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# Cable SecretariatWe have examined the Cable Secretariat which is currently located in the office of the DCI and reports to the Executive Officer. We believe it should continue to be in the office of the Director under the careful supervision of the Executive Director. We are concerned that as it now operates requirements for cables have not been adequately coordinated, and cables have been disseminated too often on the judgment of junior officers. We believe this needs careful study.## ContractsWe believe that the Agency is vulnerable on sole-source contracts for such activities as TSD and DPD, and that those contracts currently in existence should be reviewed and that all such future contracts should be passed on by the DCI's office prior to approval.## Personnel AssignmentsWe believe that the DDCI and DCI should be the final approving authority for all assignments to positions of Chief or Deputy Chief of Offices (DD/P Divisions and Staffs) or of field stations and bases, both foreign and domestic.
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We believe the DCI's office should also review all assiga-hirilments in the middle management echelon with particular referenceto insuring the proper language qualifications, operational trainingand suitability.## Public RelationsWe recommend that the present system of public relationsby the Agency be changed. While we see the necessity for theDCI to have an assistant in his office handling relations with thepublic media, we believe that every effort should be made tominimize the amount of publicity that CIA receives.We strongly recommend that the present practice ofgiving background briefings to newspapermen cease and thatCIA give information to the press only where CIA has somethingwhich for operational reasons should be released on an unattri-butable basis. We urge that no public speeches be given byAgency officials.## Reduction in ForceWe recommend that the DCI and DDCI insure that thepresent reduction in force in the Agency include senior officers,particularly supergrades who are no longer as effective as theyshould be in their assignments.
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# Handling of Communications Other Than CablesWe note that under present arrangements communications other than cables are handled by the Records Integration Division of DD/P, which is not always fully cognizant of the interests of non-DD/P parts of the Agency. We recommend that the entire system of handling incoming and outgoing communications be subjected to further study with a view to insuring adequate dissemination of all communications, particularly in DD/I, DD/R and DD/S, which may have need for prompt receipt of such material.## Executive DirectorWe have not tried to spell out the responsibilities of the Executive Director, inasmuch as we believe this to be primarily a matter that should be tailored to the personal preferences of the DCI and DDCI and how they wish to operate their office and the Agency. We urge, however, that special attention be directed to the avoidance of a straight vertical line of command; i.e., all problems should not have to pass through each of the three officers.## Executive CommitteeWe recommend the creation of an Executive Committee to be chaired by the DDCI and consist of the four Deputies, the
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Comptroller, and the Assistant to the DCI for Coordination andIntelligence Community Guidance. This Committee, from apolicy standpoint, would review proposed major projects andmaintain a continuous review of all major activities and makeappropriate recommendations thereon to the DCI. This Com-mittee would replace the present Project Review Committee.> Include> ExD> IG> GC> > Delete> AsspforCoord- 6 -SECRET
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# ORGANIZATION AND ACTIVITIES OF THEDEPUTY DIRECTOR (PLANS)## Office of the DD/PWe commend the decision of the DD/P to abolish the position of the A/DDP/A, and believe that the restoration of the previous organization with just the DD/P and COP in the line of command in the front office will result in a clear delineation of responsibilities and more efficient operations.## The StaffsWe studied at some length the staffs in the DD/P. We considered a possible merger of the FI, CI and CA staffs. We also studied proposals for divesting the staffs of all operational responsibilities. We believe that while both are desirable objectives, neither are practicable under present circumstances. We therefore urge that the FI, CI and CA staff functions be drawn closer together under the Chief of Operations and that these organizations insofar as practical act in the classical sense as staffs for the DD/P. We further believe that the Operational Services Staff, the Central Staff, and the residual of the Cover and Commercial Staff, after the changes recommended below are completed, be transferred to the Central Support Staff which is proposed.
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# Merger of Covert Action Staff and International Organizations DivisionThe DD/P has advised us of his desire to merge the Covert Action Staff with the International Organizations Division. While this is contrary to the trend of divesting staffs of operational duties, we nevertheless do not observe any major reasons against such a merger and believe that it should be tried out in accordance with the DD/P's wishes.## Central Support StaffWe recommend that the DD/P draw together into a Central Support Staff control of personnel and other support matters currently decentralized to the divisions and staffs in order to locate these functions directly under him.## Special Task Force OperationsWe recommend the creation of an organizational entity to be known as "Special Task Force Operations" reporting directly to the DD/P, which shall be activated and deactivated upon need, and which shall be the command mechanism for handling such projects as the Cuban operation which demands the creation of an organization from Agency-wide assets.
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# Assistant to DD/P for Paramilitary and Air Support OperationsWe recommend the creation of an office in the DD/P to be known as Paramilitary and Air Support Operations, under the direction of an Assistant DD/P, to develop the capability for covert paramilitary and air support operations. We suggest that the bulk of this new organization be located at [10] where it will have facilities for organization and training. Such a move will also relieve the burden on the headquarters building. We recommend that the individual to head this organization be drawn from military service and be a senior Colonel or a Brigadier General with wartime para- military experience. Having in mind the total disestablishment of the DPD in its present form, we recommend that the Air Support Branch of DPD be transferred to the new Paramilitary Office of DD/P.## Domestic DivisionWe endorse the proposal to create a Domestic Division. We strongly urge that the new Domestic Division utilize the Contact Division of OO, which is to be transferred from the DD/I to the DD/P, as the nucleus for field work in the United States. We also believe that this Domestic Division should take over those functions of the Cover and Commercial Staff presently carried out by the Commercial Group, plus all those activities of the Cover Division which involve- 9 -
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SECRETcontacts with domestic organizations in the United States such as business and foundations. This would involve the transfer to this Domestic Division of the Air Proprietaries Branch of DPD, and of the responsibility for the management of CAT from the DD/S, and of managing Fairways Corporation. In consolidating CAT and Fair-ways into the Air Proprietaries Branch we wish to draw attention to the necessity of having the right man to head this branch.We would also urge that a complete review be made of the Agency's present and future requirements for air proprietaries and that a statement of the requirements be provided the Air Proprietaries Branch indicating exactly what may be needed in all parts of the world. With the creation of the Domestic Division we urge that the DD/P examine the requirements levied by DD/P components on the Office of Security for operational support and if possible reassign these requirements to the Domestic Division in order to relieve the Office of Security for its more important responsibilities in regard to the security of CIA.Operational Aids UnitThe DD/P should have a new unit charged with the following functions:- 10 -SECRET
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a. Residual TSD activities not transferred to DD/R.b. Preparation of "operational characteristics" for new or improved equipment desired to be developed by DD/R.c. Close contact with DD/R activities involving development of items for DD/P.d. The conduct of rigorous field tests of these itema before they are released to divisions for operational use.We recommend that all of the research and development responsibilities currently in TSD be transferred to DD/R. Remaining units in TSD should be transferred to the new DD/P division recommended above; e.g., Audio Support less Research and Development, Photographic Support less R & D, Special Assistance, Intelligence, Personnel, Authentication, and Graphic Arts Reproduction. We note, however, that DD/P himself would prefer to retain under his own responsibility the R & D function as it pertains to specific items to be used by individual agents (audio devices, incendiary items, etc.).Deputy Chief for British Commonwealth Affairs, Western European DivisionWe recommend the creation in the Western European Division of a second Deputy Chief for British Commonwealth Affairs. We suggest that this Deputy Chief have as his line responsibilities
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all matters involvinghave full control authority over243. Further, this officer should24and all other components of the Agency, including the DD/I, shouldkeep this officer advised on a daily basis1. 24## War PlansBecause of the vital importance of war plans to the Agency's relations to the Joint Chiefs of Staff, we recommend that the War Plans Group receive direct support from the DDCI, even though it should remain organizationally as a part of the Central Support Staff of the DD/P.## Police ProgramsWe are convinced that United States Government support to the police in friendly nations can provide great benefits to the United States and that some of these benefits will assist CIA in its work. The President has recently indicated to AID that he wishes this program to receive strong support. We believe that CIA should- 12 -