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Tal' SECRE'I senior officer or any position to be filled that they would fill it without any hesitation whatsoever." 116/ But, in contrast, Eisemann pointed out: I can't say that was true on the opera- tional side of the shop. A Contingency Task Force, a program developed by the Clandestine Services, was designed to make available Agency personnel who could be pulled out of any position that they were assigned to and moved into any urgent, high priority type of project. JMATE Project, was a high priority project; and the Contingency Task Force concept, in my opinion, failed at that point because the Clandestine Services did not provide the top quality people we needed for the posi- tion to be filled. After JMATE Project ••• the Contingency Task '>Force was completely abolished. Many people in the Agency were designated from the Support and the Opera- tional side to fill various positions as they would come up, but it didn't work from the Clandestine Services side. We had real problems, trying to get qualified ••• top qualified people ••• to do those jobs. In my opinion, the Contingency Task Force was a failure. It was set up and designed so that qualified personnel would be completely immunized and processed and ready to go with passports at any given time. But you couldn't get the people you wanted -- I'm talking about qualified key professionals in the Clandestine Services -- because the Division heads in the Clandestine Services would not release those people. 117/ Dick Drain, who became Chief of Operations for Project JMATE was among the severest of the critics with reference to the personnel assigned to Project JMATE. Pointing to his own case, Drain stated: - 128 - TOP SECItf"l,T