◆ SpookStack

Ao a a ct tne lt ee ll ee le eee fr ee ee eee a SR 2 — ed 3. The basic mistake was made of filling the key spots early, without realizing how much the project vould grow and that it should be staffed for a major effort. In some cases ? officers originally selected to supervise five persons ultimately had to supervise 15 or 20 times as many. Of the three GS-16 officers assigned to the project, none was given top-level managerial responsibilities. The result of all these factors was that none of the most experienced, senior operating officers of the Agency participated full time in the project. An Indication of Quality 4. An interesting insight into the quality of the personnel of WH/l is afforded by the initial "Relative Retention Lists" prepared in April 1961 ‘by the divisions and senior staffs of the Clandestine Services and other Agency units pursuant to the requirements of Regulation 20-701 (Separation of Surplus Personnel). Each such unit was required to group its officers in each grade into ten groups, on the basis of the performance and qualifica- . tions of each one. (Under the prescribed procedure, these lists are to be reviewed at several levels before becoming definitive. ) 5. Of the 42 officers holding the principal operational jobs in WH/+ in grade GS-12 through GS-15, 17 officers were placed in the lowest third of their respective grade, and 9, or 21% in the lowest tenth. The ratings of 23 of these 42 were made by WH Division, which placed seven in the lowest third, and 19 were rated by other units, which together placed ten in the lowést third.