404-10118-10427 Organization and activities of the Deputy Director (Research) Development Projects Division « special Projects Branch ee A TO Special Frojects Branch | As recommended, the Special Projects Branch of DPD plus the necessary supporting unita have been transferred-to DD/R. Technic al Services Division ent nee eg eV EB ILOR Further study did not commend implementation of the Working Group's recommendation that all TSD research and development be - placed under DD/R. The DD/P made a substantial argument in favor of leaving all of TSD under his control in order to insure close and intimate relations with the operating units. Further, an argument of almost overwhelming proportions indicated that the DD/R already had some very major responsibilities without taking on the diverse and generally unrelated responsibilities of TSD, @ Other Research and Development nee ee evelopment After considerable additional study it was decided to transfer all ELINT to DD/R, except for the direct command of certain field units which under all circumstances should be left under the station chiefs. Research and development in suppoxt of NPIC would fall under DD/R for those very advanced items, but not for current production require- ments,
14-00000 Part 2 Coordination The staff of the Assistant for Coordination has continued to work on the same basis as formerly and continues to be constituted of assignees from other agencies. There appears to be progress in , achieving closer inter-agency coordination, but whether this is due to the work of the Coordination Staff or to the DCI's personal interest in this subject would be hard to determine, Princeton Consultants to ONE. This group has been continued. National Photographic Interpretation Center The Executive Director has personally kept under review the work- load of NPIC. NPIC is recruiting in anticipation of an increased work- load. Galiber of ‘Per sonnel The new DD/I is cognizant of this problem and is taking steps to improve the caliber of the personnel. € Merger of ONE and OCI It has been decided not to merge these offices. Preparation and Dissemination of Memoranda Too many uncoordinated memoranda are still being circulated, The practice of asking other departments to prepare memoranda has not beén adopted. White House Relationg (This matter was handled orally by the Working Group and con- sequently the comments will ba handled similarly. }
14-00000 Research on International Communism nn ee OMIM UNS mM The DD/I has established @ special staff under an experienced intelligence officer for this purpose, and this staff ig getting gradually organized. Office of Scientific Intelligence ee intelligence OSI is remaining under DD/I, but DD/R will eventually open hig career service to those who wish to join it. DD/R's Operational Responsibilities It has been firmly established that DD/R will operate those pro~ jects which he develops. We believe that DD/R has implemented some of the principles in the special annex of the Working Group report,
14-00000 a Organization and Activities of the Intellizence Communit eR edhe) A National Indications Center - Watch Committee General Carter, the new Chairman of the Watch Committee, has made a thorough review of its activities and NIC operations. Steps CIA Relations with the Department of State enna oe eNENt of State Since the issuance of the. Working Group report, a special team composed of a senior representative from the Agency and from the Department of State have studied-the ‘entire’problem of “cover, * They have xeached an agreed formula for, this Cover and for correcting some af theiproblemoe:-that-attracted the’ attention of the Working Group...This incladéaitheeBorsignys ervicesdeaignationy VA new agreement has ‘been reached on the handling of State communications. Since the production of the Working Group report the level on which COMINT policy Is_ handled in CIA has been raised to that of Aseis tant Deputy Director, State's Counter Communism Office . tenet The proposal for the creation of such an office in the Department of State appears to have come to naught, State's Operational Center The State Operational Center also appears to have come to naught. State at White House Briefings | The Department of State does not attend the White House briefings, Receipt of Top Classification Messages The DCI has taken up with the White House the necessity for being included in the dissemination of alt top classification messages, » ii. tae
14-00000 ic. Ll. 12. The or ganization of the DCI/DDCI's office is currently under study. The Audit Staff is removed from the DD/S area and placed under the Inspectcr General. The Conipirolles is removed from the DD/S area, given greatly expanded responsibilities, anu will report directly to the DCI/ DDCI's office. The General Counsel's office is removed from under the DD/S, will resume responsibility for Congressional relations, and will report directly to the DCI/DDCI's office. The Office of Cperations is disbanded. Contact Division to DD/P as nucleus for Domestic Division. Foreign Documents Division to be combined with OCR Library. Foreign Broadcast Information Division to be independent unit reporting directly to DD/I. Position of Assistant DD/P for Covert Action abolished. Assistant DD/P for Paramilitary and Air Support Operations created. Central Support Staff under DD/P created. This will draw together such support as personnel, logistics and budget and will also take over technical support from those operating units of TSD which remain in the DD/P, e. §., secret writing, audio operations, etc. The Central Support Staff will also absorb the present Operational Services Staff and certain other activities. A Special Task Force is created for such operations of a magnitude that transcends the capabilities of one division. The International Organizations Division and Covert Action Staff are combined, putting together our largest activities in this field. A Domestic Division is created. This will absorb as its nucleus Contact Division of CO from the DD/I, the Commercial Staff, the Air Proprietary Branch from DPD, ultimately the management of CAT from the DD/S, and those aspects of cover which involve contacts with the U.S. business community. A Deputy Director for Research is created, This or ganization will take over the Office of Scientific Intelligence from the DD/I, Special Projects ...::m DPD, all research and development from TSD, and other research and development activities currently located in various units of the Agency such as the Office of Communications, NPIC, etc. a SEZ RET
14-00000 . _— March 29, 1962 MEMORANDUM FOR THE RECORD SUBJECT: Notes on discussions between myself, Carter, Kirkpatrick Coyne and Schuyler in review of report of the Kirkpatrick Committee Following recommendations call for further consideration and possible modification. I. Office of the DCI 1. Page ll - Comptroller es mo Terms 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 par? of an orderly | program and budget process. - Zz. : Office of Coordination. Differences between Kirkpatrick and Schuyler position as outlined in the report and Coyne's position should bea 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 forcs consideration should be given with continuing 3-ran management review committee (such aa ‘the Kirkpatrick Committee) exploring for the DCI and the DDCI ways and means of eliminating duplication and consolidating functions, eliminating wnnecessary activities, with the objective of developing better organization at lesser coat and with fewer personnel, 5. 6B. Terms of Reference for the Executive Director and the selection of this man should he discussed between McCone and Carter at an early date.
14-00000 _# WW. Office of DD/P 1. Pace 9: Important to move on an Assistant DD/P for Paramilitary operations and air Support. There ig continuing criticism of the Ageacy for lack of professionalism in these activities, most particularly airborne, Zz. Domestic Division. ee ASIOR. . Care must be exercised and the merger of Contact Division with tha balance of the Domeatic 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 Commonwealth Definition of this office must be worked out to avoid confusion with respect to small British areas such as Hong Kong, Singapore, British Guiana, ete. The purpose of this office probably to handle Commonweaith versus Colonial Office affairs. 4. CLA/State Relations. * TE ee elations Review of salary allowances, expense accounts, living conditions, etc. 2 of CLA agents under State cover versus Foreign Service Officers comparable conditions should be made and if criticism legitimate, corrective mMeasures:-should bs taken without impairing abilitgm@értets oP SWHtiONto-handle special costly situations which might bedéne by evecific atthorization: Also audit and control of personal expenses of COS must be developed immediately. I. Office of DD/I 1. Carter and McCone should agree on selection of a DD/I, Deputy DD/J and Chief of OCl as initial step in improving personnel within this office, a 2. Merger of O/NE and OCI should be delayed until new DD/lis installea and makes his recommendations, ‘
14-00000 3. National Board of Estimates should be reviewed and improved where nece3 sary 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 Maison with finance, State Department, and * agreed methods for DCI to brief NaC as provided by law should be worked out, 5. National Photographic Interpretation Center, Page 19. Note this requires immediate study, possibly by USI. Fear that the work load on the NPIC will overwhelm itandas 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. Louls Center if doing so neceasary to keep our processing and read-out on a current basis. This matter considered of greatest importance. IV. Elements of DD/R 1. It should be recognized that Deputy Director for Research is a cover and this‘ office not necessarily confined to research but should be tad ked with operationed responsibi- lities. 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,
14-00000 4. With respect to paze 23, certain operational responaibi. Uties should pass from D2D/2 to DD/P upon completion of research and development; however a study should be made to determine whether the mizny fully integrated operational activities such as OXCART 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 OXCART aaa tied Ret inctathateatalon tod 1. Responsibility for all phasea 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. | ; “i. 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 respon- sibility as Deputy Director NRO and manager of OXCART project. 5. Question of uze of Air Force officers versus civilians must be decided by higher authority, Mikewlse the question of operational responsibility between that of CLA 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 fssues and problems relating to this matter. . 6. Because of tmminence of commencement of test flights immediate careful attention should be given to all aspects of the cover story ag certain information concerning the plane will becorne known when it ig observed in FAA that othex) radar V. National Indications Center Watch Committee ne ee LEA Committee 1. Appointment should be made next week for General Carter and myself to visit the NIC and the DIA Centere and observe the Watch Committee operationa and make a judgment as to whether this organization is properly set up and efficiently operating, and to rasolve differences between Mr. Coyne and USI3,
14-00000 %, 2. White House briefinzs 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. McCONE Director
14-00000 Pr aire eee 6 April 1962 MEMORANDUM FOR: Director of Central Intelligence SUBJECT : Final Report of Working Group on Organization and Activities 1. Ihave 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 unanimoua 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 intelligence 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 segsion 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 ite 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 cormponent in the CIA with the excepticn of three DD/P area divisions whose briefings had to be excluced because of the pressure of time. However, we feel that having heard from four other area divisions the working group hada knowledge of the activities and problems of these units. In addition to the 10G 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 ce ns \ i
14-00000 some 20 mectings with yourself, and with senior Agency officials to discuss our findings and conclusions. These included at least two 6€93sion3 with each of the Deputy Directors and with the Assistant Director for National Estiraates and the Assistant Director for Cure rent Intelligence. 3. The attached report does not purport to be complete or ex- haustive 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, A/ . Lyman B. Kirkpatrick cc: DDCI . Attachment Do \ i . ppl s a ADd\S= , pd\ P Cp T= Sede ~ 2 #0
14-00000 PART I This section deals primarily with the Organization of the Central Intelligence Agency and represents the view of the entire Working Group.
14-00000 OF FICS AF TED DCI nd Sf SC a nn Organization of Dols “Yfica We recoinmend that the organization of the DCI's office be / / - systernatized control of messages both oral and written, anda clear delineation of the responsibilities of the assistants to the / | changed in order to provide more effective support te the DCI, a DCL In this connection we would urge that a secretariat be created,- that the head of this secretariat assign individual re- sponsibilities to each of the personal assistants to the DCI, that ( J dally staff meetings be held for a full exchanze oa 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. Comptroller We recommend that the Comptroller's office be brought out from under the DD/S, report directly to the DCI's office and J receive full authority for fotal fiscal control of the Agency. We recommend that the Comptroller be designated Chair-~ maa of a Financial Policy and Budget Committee composed of i the appropriate senior officers of the Agency. We believe that
14-00000 such @ 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 tae DDC] and DCI, Inavector General ee We 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 belleve that the size of the Inspector General Staff vA \ should ba increased with qualified professional personnel assigned it do from their respective componente in order to perform more frequent inspections of Agency units. We urge ‘inspections af least annually of major operations and of field stations, General Counsel We 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, To such a position the General Counsel should reaume the responsibility for the direction and guidance of the work of the Legislative Counsel, which is currently the responsibility of the Inspector General,
14-00000 N+ GRO Reo: come een 3 One AORN OR NNRRSNER mG mE SeerrEE DEAE SEE SUUERESNeNS {eres wtb 48 tetera oe TATED oR Ce SEN Se 1 ! : i Cable Secretariat ‘ We have examined the Cable Secretariat which is currently * located in the office of the DCI and reports to the Executive Officer, J. We believe it should continue to be in the office of the Director under the careful supervision of the Executive Director, We are con- cerned that as it now operates requirements for cables have not | been adequately coordinated, and cables have been disseminated teo often on the judgment of junior officers, We believe this needs €. careful study. Contracts - We believe that the Agency is vulnerable on sole-source < contracts for auch activities as TSD and DPD, and that those “? Fi Le" ae contracts currently in existence should be reviewed and that all: ; ie such future contracts should be passed on by the DCI's office we prior te approval. Personnel Assignments We believe that the DDCI and DCI should be the final . approving authority for all assicnmenta to positions of Chief / or Deputy Chief of Offices (DD/2 Divisions and Staffs) or of field stations and bases, both foreign and domestic.
14-00000 : t net We believe the DCI's office should also review all assign- Ki a ments in the middle management echelon with particular reference ‘ 6 " to insuring the proper language qualifications, operational training and suitability. Public Relations We recommend that the ‘present eystem of public relations by the Agency be changed. While we see the necessity for the 5 | DCI to have an assistant in his office handling relations with the public media, we believe that every effort should be made te | minimize the amount of publicity that CIA receéives, . We strongly recommend that the Present practice of giving background briefings to newspapermen cease and that ae CIA give information to the Press only where CIA has something | which for operational reasons should be released on an unattri- butable basis, We urge that no public Speeches be given by Agency officials. Reduction in Force We recommend that the DCI and DDCI insure that the present reduction in force in the Agency include senior officers, y particularly supergrades who are no longer ae effective as they should be in their assignments,
14-00000 Handling of Communtieationa Other Than Cables We 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 be i non-DD/P parts of the Agency. We recommend that the entire system of handling incoming and outgoing communications be |e _ subjected to further study with & view to insuring adequate dis- J éernination of all communications, particularly in DD/J, DD/R and DD/S, which may have need for Prompt receipt of such a, material, Executive Director Serene CLOF We have not tried to Spell out the responsibilities of the Executive Director, inasmuch as we believe this to be primarily | & matter that should be tailored to the personal preferences of the DCI and DDCI and how they wish to operate their office and i the Agency. We urge, however, that Special attention be directed to > the avoidance of a straight vertical line of commaad; i.e., all : { Problems should not have to pas@ through each of the three officers, Executive Committee Oem titee We recommend the creation of an Executive Committee to be chaired by the DDCI and consist of the four Deputies, the
14-00000 Comptroller, and the Assistant to the DCI for Coordination and Iatelligence Community Guidance. This Committee, from a Policy standpoint, would review proposed major projects and maintain a continuous review of all major activities and make appropriate recommendations thereon to the DCI, This Com- mittee would replace the present Project Review Committee. bY 2
14-00000 Ree een tom Oe COE eae © mE a ORGANIZATION AND ACTIVITIES OF THE ‘ mi DEPUTY DIRECTCR (PLANS) | Office of the DD/P Sern aan eae teeta We commend the decision of the DD/P to abolish the position of the A/DDP/A, and belleve that the restoration of tha previous organization with just the DD/P and COP in the line of command / in the front office will result ina clear delineation of responaibili- ties and more efficient operations, The Staffs We studied at some length the staffs in the DD/P. We con- sidered a possible merger of the FI, Cl and CA staffs. We also studied proposals for divesting the staffs of all operational responsi- bilities. We believe that while both are desirable objectives, neither .. are practicable under present circumstances, We therefore urge that the FI, Cl 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,
14-00000 . { iNetger of Covert Action Staff and Interrational Crzganizationa Division The DD/P hag advised us of his desire to merge the Covert et TT eer Action Staff with the International Crganizations 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 Ce i ee ee Tres merger and believe that it should be tried out in accordance with the DD/P's wishes. + EEA case tnseeger a: Central Support Staff We recommend that the DD/P draw together into a Central ae me 6 BC RUES woe oaee oe Support Staff control of personnel and other support mattera cur- . € rently decentralized to the divisions and staffs in order to locate these functions directly under him. Special Task Force Cperations : a We 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 imechanisin for handling such projects ag the Cuban operation which demands the creation of an organization from Agency-wide assets.
14-00000 Seen ae SETA SESE eee Sep thateny th One ENE A hats m mew nae ones 2 RN i at mtn ae eo i Tem memo ecumenism OA ERS a8 Assistant to DD/P for Paramilitary and Air Support Operations We recommend the creation of an office in the DD/P to be kno wn as Paramilitary and Air Supvort Operations, uncer 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 c 10 dw where it will have facilities for organization and training. Such a move will also relleve 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 | : 4 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 Division - a. STE eet peace terra EE aE We 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 Edam Si Ade
14-00000 % . - SECRET contacts 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- - 7 - ways into the Air Proprictaries Branch we wish to draw attention | to the neces sity of hawing 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 Proprictaries Branch indicating exactly what may be needed in 2 all parts of the world, With the création 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 CLA, Operational Aids Unit The DD/P should have a new unit charged with the following functions: ~10-
14-00000 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 develop- roént of items for DD/P. d. The condact 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 responsi- bilities 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 lesa Research and Dévelopment, Photo- graphic Support less R & D, Special Assistance, Intelligence, Personnel, Authentication, and Graphic Arts Reproduction. We note, however, that DD/P himself would prefer to retaia under his own responsibility the R & D function as it pertains to specific items to be used by individual agents (audio devices, incendiary items, ete. .). Deputy Chief for British Commonwealth Affairs, Western European . Division We recommend the creation in the Western European Division of a second Deputy Chief for British Commonwealth Affairs. ‘We suggest that this Deputy Chief-have ae his line responsibilities
14-00000 a: a have full control authority over . C 4 all matters involving Ce : ~]. Further, this officer should 24 and all other components of the Agency, including the DD/I,should keep this officer advised ona daily basis C 2. up . War Plans Because of the vital importance of war plans to the Agency's . . a : . 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. ee * Police Pro g rams . We 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 5 this program to receive strong support. We believe that CIA should
14-00000 + 1+ ‘wea 0 eteaamannet neneernna TE OLE 8 GOREN TE Se give it greater support than it has previously received. We recom- mend that the police group in the CI Staff receive such augmentation as is neceasary, and that Project | c uf « a J be transferred from the NE Division to the CI Staff. 1: Liaison with Department of State errno nt nee GF OEALS We urge that the DD/P centralize liaison with the Department of State and maintain careful records of all discussions between the Agency and State Department officials. We note that nearly every area ‘division chief has a weekly meeting with his counterpart in 1 the Department t but that under the present system there is no organized method for keeping the central management of the DD/P informed (Of what takes place at these meetings. Advice to State on Black Propaganda ag . We recommend that the DD/P develop procedures which will insure that other appropriate agencies of the government (Department of State, Defense, White House and USIA) are kept appropriately informed of black propaganda activities which otherwise might be misunderstood and believed to be legitimately the views of a foreign power. We have in mind our discussions with the Department which heard expressed concern that ‘the Department was unaware of certain. black propaganda activities relating to Communist China and conse- quently was led astray. -1]3- Epareres | aaron bend the
14-00000 seorbene ate tet, 4 Gd ane a om Latin American Cperations We urge that the Agency give high priority to supporting the expansion of activities of Latin America, and insure that the proper level of competence is assigned to these important posts. _ American Friends of the Middle East We recommend that the project for support of the organization known as the American Friends of the Middle East, which is cur- | rently being run by the NE Division, be transferred to the 10 Division inasmuch as it now transcends NE Division area responsibilities and has activities in Africa, or, if itis determined that AF'ME activities * : ; . . @ are not worth the Agency's support, that the project be abolished. -~15- PP Tr aed pry cba ‘*
14-00000 ORGANIZATION AND ACTIVITIES OF THE L DEPUTY DIRECTOR (INTELLIGENCE) “Y - © Office of the DD/I We have carefully reviewed the organization and activities of the DD/I's immediate office and believe that with the addition of a full time deputy he will be able to assert the degree of influence on the management of ‘the units under him required for sound operations. At present his three office assistants provide good ataft work in this review, but we did observe that a con- siderable amount of the intelligence produced in the DD/I area ia reviewed at no higher a level than office chief, if that, ' We recommend that the DD/I establish in his office a focal point through which all intelligence, processed or unevaluated, going to the White House must flow. If for reasons of urgency a report is sent to the White House prior to evaluation, we recom- mend that a special notice to the effect that it is unevaluated be attached to the report and that an evaluation follow the report at the earliest possible moment. Board of National Estimates The Office of National Estimates should be strengthened by the addition of one top-level foreign affairs expert to the Board of Estimates, and if obtainable a top-level scientist and a top-levol economist. We also believe that the Board would benefit by the ° = 1 omg, bas, sft]
14-00000 addition of an Individual experienced in business in the international field, provided one of sufficient caliber could be found who would be willing to spend two. or three years on the Board of Estimates. Control of Estimates We urge that the DCI utilize the USIB to control the scheduling and to limit the number of National Estimates, Office of Operations We recommend that the Office of Operations be abolished, that the Contact Division be transferred to DD/P to be the nucleus of the Domestic Division, ar) ‘The DD/I haa advised ws that with the transfer of Contact Division, Office of Operations, to the DD/P, he is considering closer integration of the Foreign Documents Division and the Foreign Broadcast Information Division. These units have a lot in common: both process unclassified information, both have considerable language capability. We believe such an integration should be considered. On the other hand, the Assistant Director for Central Keference believes very strongly that the Foreign Documents Division should be assigned to OCR, He advances as reasons: that the procurement of foreign documents are arranged by ocr; that the dissemination of the FDD product is handled by OCR; that OCR through ite relations with the Library of Congress 1] SECKeT
_ re a : OLUHLS _ and other agencies is in a good position to assist in coordinating the exploitation of foreign documents. We urge that the DD/I integrate FDD and FBID into the most compatible area of the DD/I organization. Support of Cenis fle Support for the Center for International Studies (CENIs) D ; at MIT is currently being handled by the DD/P.. If such support, { ia worth continuing, and we question this, we recommend that it be transferred to the DD/I's office, | -~18-
14-00000 ORGANIZATION AND ACTIVITIES OF THE DEPUTY DIRECTOR (SUPPORT) Security Office We recormmoend that the burden on the Security Office for support of the DD/P be reviewed (see DD/P section). In the meantime, we believe that a careful look at the Security Office is necessary to insure that the volume of work itis carrying is not in any way Jeopardizing ite primary responsibility of . insuring that every‘possible measure is taken to keep the Agency “secure. | We recommend that all security clearances be centralized under the Office of Security; ¢.g., clearances tnat are issued by DPD, OCI, NPIC, and other Agency components. While we would leave the policy of granting clearances with the appropriate officials, we believe that the Office of Security should maiatain a centralized index for special clearances and do all of the proceasing of these clearances. Audit Staff We recommend that the Inspection and Audit Staff check regularly on activities in the Eockdi@ed! plant which are of vital concern to the Agency.
14-00000 efin, D?D Support We recommend that the DD/S be given the responsibility for -support to all projects under the control of DD/R, providiag of course the necessary security safeguards, and that in the future no parallel support mechanism be developed in the Agency. Autornatic Data Processing We believe the Automatic Data Processing Staff can properly remain under the DD/S inasmuch aa this is a support mechanism, although we strongly recommend that the DD/S in consultation with other deputies concerned direct this staff to aggressively pursue the objective of automation in the Agency in such @ way as to insure the ultimate compatability of auto~ matic data processing aystemas throughout the intelligence . ee community, -
14-00000 t t t ; ORGANIZATION AND ACTIVITIES OF THE. DEPUTY DIRECTOR (RESEARCH) The Office of the Deputy Director (Research) having already been created, we now make the following recommendations as to those units which should be included under this Deputy. Development Projects Division - Special Projecte Branch We recommend that the Special Projects Branch of DPD plus the necessary Supporting elements, including those projects supporting the Department of Defense in advance reconnaissance Programs, be placed under DD/R. Technical Services Division PETES tT to etahaEsd agentes .We recommend that all TSD research and development be placed under DD/R. _ ‘ Other Research and Development We recommend that the extent to which research and development for SIGINT collection equipment, including agents! SIGINT equipment, air-borne collection, etc., should be transferred to DD/R, be left as a matter for negotiation and agreement between DD/I and the Director of Communications, We recommend all research and development in support of NPIC be transferred to DD/R.
14-00000 serene 9 em pS depen terete AE SED Oe em meee rcspemiconnnsneeneen ye € PART U This section contains comments and recommendations on areas of the work of the Central Intelligence Agency and activities of the intelligence community in which the working group was either unable to agree, or felt that considerably more atudy was needed before action is taken. These views are presented herewith so that they may assist and guide those who may be asked to pursue these matters further,
14-00000 Coordination We note your intention to abolish the present office of the Assistant for Coordination end to create in its stead an Assistant to DCI for Coordination and Intelligence Comrnunity Guidance. With the exception of Mr. Coyne, we are fully in accord. We set forth below our concept of the principal functions of this Assistant. a. He should be the DCI's principal advisor on coordina- tion matters within the comrnunity and his personal representative in dealing on such matters with top officials of the community. b. When so directed he should represent the DCI in negotiations and discussions on intelligence mattérs with appropriate officials of foreign governments. ¢. He should be responsible for development of Comint and Elint policy insofar as this is an Agency function. | d. He should keep continually under review the general extent and direction of the intelligence efforts of the community to insure that such efforts fully and effectively support national policy, submitting reports and recommendations to DCI as appropriate. e. He should correspondingly maintain a continuing review of activities and efforts of the Agency to insure that they remain fully and effectively coordinated with the activities and efforts of other members of the community.
14-00000 feo en sane cae te a ten seen Ae een ee RFE ef We do not consider it practicable at this time to suggest the number or gualificaticns of supporting staff officers for this Assistant. We feel, however, that he will need a group of such officers and that they should be of particularly high caliber and broad experience. The functions we visualize for this office are highly important for the community and for CIA. They have not been adequately handled in the past. The Assistant should be given whatever staff the full development of his role may later require. | Mr. Coyne does not concur in this recommendation. He dis- agrees with (a) the proposed organizational placement and title of the recommended office, because this would perpetuate the present ineffective arrangement of the Coordination Office now in existence and would not provide the recommended office with the stature required to assist the DCI in fulfilling hia heavy responsibilities throughout the Intelligence Community; (b) the limitations in the functional concepts of the office, as outlined above. Further, he does not con~ cur in this recommendation because it does not distinguish sufficiently the internal CIA operating functions of the DDCI from the community- wide functions which the recommended office must perform if the DCI is to execute effectively his principal mission as assigned in the President's Directive of January 16, 1962, Mr. Coyne believes
14-00000 that if the office is established along the lines recommended above, it will be incapable of effectively assisting the DCI in performing his principal Presidentially-assigned responsibilities of (a) coordinating and effectively guiding the total U. S, foreign intelli- ' gence effort; (b) establishing necessary policies and procedures to assure adequate coordination of foreign intelligence activities at all levels; (c) maintaining a continuing review, with the heads of the Departments and Agencies concerned, of the programs and activities of all U. S. agencies engaged in foreign intelligence activities; and ' (d) assuring efficiency and effectiveness, and avoiding undesirable duplication in the total foreign intelligence effort. Mr. Coyne will 4 submit his recommendations on this subject at a later date. :! Princeton Consultants to ONE ‘Mr. Coyne recommends that.this group be disbanded based on advice from principal concerned officers of the Agency that the group makes no contribution to the intelligence estimating effort. The other members feel that on balance the group should be continued. National Photographic Interpretation Center We are concerned about the capability of NPIC to handle what may be a greatly increased volume of work in coming months. We ~ 25 «=
14-00000 recommend that as a matter of priority the USIB have this matter reviewed and insure that any increased flow of raw material does not result in slowing down the prompt and complete processing so urgently required. Caliber of Personnel We believe that the DD/I should davote some considerable: effart to improving the caliber of personnel in his offices. Although we did not make a study in depth, we believe that there is a serious _ problem in this regard in OCI and that steps should be taken under the new management of OCI to improve the caliber of supervisory personnel and thus improve the morale of that office. ——— Merger of ONE and OCI We studied at some length the feasibility of merging the Office of National Estimates with the Office of Current Intelligence. We found the Office of Current Intelligence eager for a merger, the | Office of National Estimates strongly opposed. The DD/I was inclined to favor it, but foresees certain personnel difficulties. We do not believe that such a merger would be wise unless it waa well esta- blished that the result would be the creation of better national estimates and current intelligence dailies and weeklies, The DD/I feels that
14-00000 Office of Scientific Intelligence On the new chart we have shown OSI as a division under DD/R since we understand this to be'your desire. We feel, however, that OSI in its major activities is more closely linked to DD/I than to DD/R and therefore more properly belongs under DD/I, DD/I himself ‘strongly supports this view and urges that he retain OSI. We believe that if this is approved, scientists in OSI should be members of DD/R's career service, subject to transfer between OSI and units of DD/R as oom might be agreed between the deputy directors concerned, DD/R's Operational Responsibilities We have some concern relative to your intention to have DD/R carry into the operational phase his responsibility for certain major projects involving complex and coordinated operations which are highly sensitive and where a mis;step could have serious national or international repercussions. DD/R's key people will be mostly scientists, technological experts or leaders in specialized develop- ment fields. Such individuals on the average have no professional intelligence operating experience and little background or interest in detailed operational problems requiring thorough inter-agency coordination, painstaking and tedious follow-up actions and careful attention to security details. DD/P, on the other hand, has a number ra
14-00000 - of top-flight people who for some years have dealt almost exclusively with just such problerns. We recognize all the difficulty, in the course of a project of this type, of shifting responsibility from one deputy to the other; and we realize that development must also lap over into the operational phase. We suggest having as a general rule (but granting that excep- tions will arise) that when operation begins the responsibility for the operations should be the DD/P's, but that DD/R should retain his responsibility for seeing that the equipment he has developed continues to function properly. There is here attached a specially claasified annex. 6
14-00000 ORGANIZATION AND ACTIVITIES OF THE INTELLIGENCE COMMUNITY National Indications Center - atch Committee exstional sndications Genter - v/atch Committee We have examined quite carefully the National Indications Center, its organization, its capacity te support fully the Watch Committee, and its relations with other departments and agencies. We note that opinions within the community concerning NIC and its functions vary widely ~- from the feeling that it should be abolished, or combined with DIA indications center -= to the belief that it ig entirely satiafactory in its present situation. We do not fully sub- scribe to either of these views. ‘ The functions of the Watch Committee, and NIC, with their terms of reference, were developed prior to the time when DIA was created, Now DIA has developed:a strong capability to provide both early warning and indications of approaching crises to the community. Its capacity in this regard will develop even further in the months ahead, We are aware that USIB is now considering the Fitch Committee Report, But we doubt that few if any members of that Committee were intimately aware of the full capacity of DIA and of its future plans. We note that General Carroll was reluctant to be drawn into the Committee's deliberations.
14-00000 | We recommend, therefore, that except as noted below, NIC operations be allowed to continue ag they are for the next three or four months. At that time we recommend a thorough review of the Watch Committee and NIC operations, particularly in the light of DIA's capabilities and activities, with a view to redefining the responsibilities and functions of NIC as may then appear desirable, Mr. Coyne disagrees and recommends that the NIC be abolished now, and that the DIA be assigned the national strategic warning fanction and that its personnel complement be enlarged to include representation from appropriate members of USIB. Mr. Coyne points to reasons outlined in his memorandum to the DCI dated February 5, 1962, We do believe that the National Indications Center should be properly manned and should receive both the high caliber of per- sonnel at the proper grade and the number of personnel to perform its function promptly and efficiently. In this connection the Depart- ment of State has no representatives at NIC at present and the DCI should ask the Secretary to remedy this situation immediately. We would suggest a change in the present method of preparing the Watch Committee report. If NIC is adequately manned, we see no reason why it should not draft, 24 hours in advance, the weekly = 32 o ,
14-00000 sebntr _ Watch Committee report, circulate it to all agencies for considera- | tion prior to discussion at the Watch Committee meeting when it could be decided upon in final form and reproduced and disseminated. | Related to the Watch Committee -- but also an important aapect of all coordinated intelligence community reports -- we believe that substantive disagreements should be encouraged and even spelled out in Watch Committee reports; that NIEs and SNIEs rather than being suppressed or covered by watered down language as is some- ‘times the cage today, in all cases should reflect the consensus of. views of the intelligence community. If there are differing minority views on the part of one or more agencies, including CIA, these should be spelled out in appropriate footnotes. CLA Relations with the Department of State @ . _ We examined the relations of CIA with the Department of State. , Several matters of concern in this area are mentioned in the section. on the DD/P. We would note that "covering" for the Agency poses certain problema for the Department in its relations with the Congress. These include such items that attract Congressional interest as: - the number of officers in each Embassy, particularly the political section; the designation of CIA officera aal |; the CIA role in ~ 33 SHORT
14-00000 handling State communications, etc. In these areas we recommend close liaison be maintained with State on Congressional matters and that whenever possible State be given a helping hand with the appro- | priate Congressional committees on these matters. | We are particularly concerned that the c é ? a designa- tions of CIA personnel C av J, particularly c a are 20 revealing, We recommend that the Agency arrange with State to | [- ~ «¢ 2 of | J designations. The Department of State indicated concern about the level in CIA on which Comint policy matters are handled, and also. noted that | on occasions there appears to be lack of coordination within CIA on Comint policy matters. This factor is one. of the reasons why we recommend raising the level of Sigint policy matters to the Assistant _ to the DCI for Coordination and Intelligence Community Guidance. State's Counter Communism Office eo nee eneternerre enema em EE A GT A SLLCE We reviewed with some interest the proposed creation in the office of the Deputy Under Secretary for Political Affairs of the Department of State of a strategy group for combatting communism. . While the full scope of its function is as yet unclear, wa believe that CIA should follow the developments in this office closely as its activities will have considerable bearing on the work of the Agency. : - 34 »
14-00000 State's Overational Center ‘teense gt a ES ETT TSUDA We reviewed with some interest the embryonic operational center which the Department of State is developing. We found that this is an interesting development and would obviously have bearing ‘On the intelligence community, State at White Houge Briefings We recommend that in accordance with the present practice of &@ representative of the Defense Intelligence Agency attending the briefings of the White House staff by CIA, that a representative of the Department of State also be invited to attend these meetings, a Receipt of Top Classification Messages We recommend that the DCI take up directly with the President the problem of receiving all pertinent messagea dealing with foreign affairs which might have any bearing on intelligence estimates or reports, Or on covert operations. We have particularly in mind such communications as between the President and Khrushchev, etc. We believe that it is important for the DCI to see such messages in order to give proper guidance to the intelligence and operational activities of the Agency.
THE WHITE HOUSE WASH NGTON April 3, 1962 MEMORANDUM FOR: Mr, Iyman B, Kirkpatrick Inspector General Central Intelligence Agency In the course of our discussions aS members of Mr, McCone'ts Working Group on Intelligence and in our March 28 meeting with Messrs. McCone and Carter, f indicated that fr did not concur in the "Coordination" Section of the draft report which we discussed with the pcr and the DDCI,. in line with the foregoing, it would be appreciateg ir YOu would: 1) Amend the Second sentence of the Section to read: "With the exception of Mr, Coyne, we are fully in accord,” 2) Add at the end of the section & new paragraph ' Peading ag follows: "Mr. Coyne does not concur in this recommenda- tion. He disagrees with (a) the Proposed organizational Placement and title of the recommended Office, because this would perpetuate the present ineffective arrangement of the Coordination Office now in existence and Would not Provide the recommended Cc e S| in fulfilling his heavy responsibilities throughout the Intelligence Community ; (b) the limitations in the functional concepts of the Office, ag outlined of (a) coordinating and effectively Sulding the total U. S. foreign intelligence effort; (b) establishing necessary Policies and Procedures to assure adequate coordination of foreign intelligence activities at all levels; (c} Maintaining a continuing review,
"with the heads of the Departments and Agencies concerned, of the programs and activities of all U. S. agencies engaged in foreign intelligence activities; and (d) assuring efficiency and effectiveness, and avoiding undesirable duplication in the total foreign intelligence effort. Mr, Coyne will submit his recommendations on this subject at a later date," I would appreciate receiving a copy of the revised report of the Working Group at your earliest convenience, J, Patrick Coyne
74-00000 . fe + wal . ' , ” to : APPROVED FOR RELERSE 1983. a Ord "GIA ISTORICAL REVIEW PROGRAM «© °° October 1962 AA 3 Z \ NS / \ ihe eis SH Gh ee Bana oe: MEMORANDUM FOR: Director of Central Intelligence SUBJECT: After Action Report on the Findings | of the Working Group This is with reference to the memorandum of 6 April 1962 which presented you with the final report of the Working Group which you established in January to consult and advise on the organization and activities of the Central Intelligence Agency. This report indicates the action which has been taken on the findings of the Working Group, and if no action has been taken the reasons therefor, The comments here are in the same order ag they appeared in the report of the Working Group. a re Tn tat ny, (Elo a} a week cate ea we pepurter.4 Lyman B, Kirkpatrick ‘ Executive Director Attachment cc: DDCI LBK:jre: Retyped gmk (23 Oct. 62) Distribution: Orig ~ Addressee w/att 1 ~ DDCI w/att L~ Exec. Dir. w/att eee ca 7.
14-00000 case Operational Aids Unit re HF This recommendation was rendered inapplicable in view ‘of the decision not to transfer TSD to DD/R. Deputy Chief for British Commonwealth Affairs, Western European Division , As recommended, this position has been created and is now occupied by Mr,/ | A review will shortly bs made to determine the degree of control that this unit has over liaison, — War Plans | As recommended, the DDCI is giving full support to the War Plans Group, and is assisted in this effort by the Executive Director. Police Programa As recommended, CIA is giving the police pregram greater support. An Agency Officer heads the police program in AID, and _he has been provided an Executive Officer by the Agency. Project peat be transferred to the GI Staff. Liaison with the Department of State . Serene ee Ob SEALS The DD/P has centralized the control of liaison with the Depart- ment of State and careful records are now maintained of all discussions. Advice to State on Black Propaganda | ‘The Chief, CA Staff, is now charged with advising State, and other departments where appropriate, of any black Propaganda activi- ties that might be misinterpreted by the U.S. Government if they were . presumed to be legitimately the statement of another government. . CIA Personnel Under State Cover i EAS Gover The DD/P is making a thorough review of State cover directed toward insuring that CIA personnel are not out of line in their various allowances with their State Department colleagues. oe 4 « ene mony
14-00000 5 tne eee SRNR SORE ER EEN me 2 cE ut ee Ati m gee mut OB wea eave Actes ah at eae My aw Assistant to DD/P for Paramilitary and Air Support Operations We recommend the creation of an office in the DD/P to be known as Paramilitary and /ixy 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 af a here 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 ora Brigadier General with wartime para- military experience. Having in mind the total disestablishment of the DPD i in its present form, we recommend that the Air Support Branch of DPD be transferred to the new Par arnilitary Office of DD/P. Domestic Division - a. Segre Tr TE eee TTA SOTO ACE, We 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 worl 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 . a nt eevee ote ee nett eterno
14-00000 Wel bats dae @ all matters involving ge * Further, this officer should have full control authority over| i | oe oe — a and all other components of the Agency, including the DD/I, should seep this officer advised on‘a daily basis — — eee War Plans Becauge of the vital importance of war plans to the Agency's 8 relations to the Joint Chiefs of Stati, we recommend that the War ‘Plane Group receive direct support from the DDCI, even though it should remain organizationally as a part of the Central Support Staff ofthe DD/P, = ~~ * Police Pro g Yams _ We 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
14-00000 lial TE COL net teh Oban wep areee manta sstenen ene e s HP Gat & & thee 3 give it greater support than it has previously received. We recom- | mend that the police group in the CI Staff receive such augmentation as is necessary, and that Project | be transferred from the NE Division to the CI Staff, Liaison with Department of State nto een sate en ee i Oo AES We urge that the DD/t P centralize liaison with the Department of State and maintain careful records of all discussions between the Agency and State Department officials. We note that nearly every. area division chief has a weekly meeting with his counterpart in the Department but that under the present eystem there is no organized ’ method for keeping the central management of the DD/P informed of what takes place at these meetings,  — Advice to State on Black Propaganda @ We recommend that the DD/P develop procedures which will insure that other appropriate agencies of the government (Department - of State,” Defense, White House and USIA}) are kept appropriately | informed of black propaganda activities which otherwise might be misunderstood and believed to be legitimately the views of a foreign power. We have in mind our discussions with the Department which heard expressed concern that ‘the Department was unaware of certain black propaganda activities relating to Communist China and conse- quently was led astray. |
14-00000 poner em comet e oy s+ $ OO et fh ne CIA Personnel Under State Cover We recommend that CIA personnel under the Department of State cover make greater efforts to truly live their cover. We. believe in this connection that the DCI should receive assurances from the DD/P, aiter proper study, that CIA allowances for rents, servants and entertainment. are in line with comparable State Department allowances. "Le gitimate'| OO Cover We recommend that the Agency more and more place people under| — cover by the "legitimate" method of recruiting ? individuals, having them[ 3 ~ eon ee and be| ; | and follow through a ‘normal 7 career. CIA should obviously keep the ? dvised concerning these individuals, work with ‘the ? n their assignments which will be mutually beneficial, _ and covertly train them.. By this method such individuals will be under true cover and will not only be unknown to other intelligence services, but also to their colleagues in‘the é ~ 14.
14-00000 Sebel _ Watch Committee report, circulate it to all agencies for considera- - tion prior to discussion at the Watch Committee meeting when it could be decided upon in final £ form and reproduced and dis seminated. - Related to the Watch Committee -- but also an important aspect of all coordinated intelligence community reports -- we believe that substantive disagreements should be encouraged and even spelled ‘out in Watch Committee reports; that NIEs and SNIEs rather than | being suppressed or covered by watered down language as ia ‘some- times the case today, in all cases should reflect the consensua of. views of the intelligence community. If there are differing minority views on the part of one or more agencies, including CIA, these . Bhould be spelled out in appropriate footnotes. CIA Relations with the Department of State _ We examined the relations of CIA with the Department of State. ; Several matters of concern in this area are mentioned in the section on the DD/P, We would note that "covering" for the Agency posea a certain problema for the Department in its relations with the Congress, These include such items that attract Congressional interest as: . the number of officers in each Embassy, particularly the political section; the designation of CIA officers athe CIA role in SEERET
14-00000 OLEH] handling State communications, etc. In these areas we recommend cloaé liaison be maintained with State on Congressional matters and that whenever possible State be given a helping hand with the appro- priate Congressional committees on. these matters. We are particularly concerned that thd __ , designa- tions of CIA personnel particularly are = 80 : revealing, We recommend that the Agency arrange with State to. sde signations ° The Department of State indicated concern about the level in CIA on which Comint policy matters are handled, and also noted that a on occasions there appears to be lack of coordination within CIA on Comint policy matters. This factor is one. of the reasons why we recommend raising the level of Sigint policy matters to the Assistant _ to the DCI for Coordination and Iptelligence Comsmunity Guidance, State's Counter Communiam Office - | We reviewed. with some interest the proposed creation in the office of the Deputy Under Secretary for Political Affairs of the Department of State of a strategy group for combatting communis:in. | While the full scope of its function is as yet unclear, wa believe that - CIA should follow the developments in thia office closely as its activities will have considerable bearing on the work of the Agency. Ta eM CPA 3