◆ SpookStack

Ta ae a ae ee oe po 3. The DD/P, in turn, reported to the Director of Central Intelligence (DCI) and the Deputy Director of Central Intelli- gence (DDCI) who usually represented the Agency at the meetings of the 5412 Special Group. 4. The Director delegated his responsibility for major project decisions to a considerable extent. He relied on the DDCI, an Air Force general, for policy matters involving air operations. For military advice he relied on the military officers detailed to the project. This reliance deprived the Director of completely objective counsel, since the project's military personnel were deeply involved in building up the strike force and the DDCI was taking an active role in the conduct of air operations. Fragmentation of Authority 5. Thus, the project lacked a single » high-level full- time commander possessing stated broad powers and abilities sufficient for the carrying out of this large, enormously difficult mission. In fact, authority was fragmented among the project chief, the military chief of the project's Para- military Staff, and several high-level officials, whose wide responsibilities elsewhere in the Agency prevented them from giving the project the attention it required. There were too many echelons; the top level had to be briefed by briefers who themselves were not doing the day-to-day work.