PRINCIPAL CONCERNS ABOUT PRESENT ICS ORGANIZATION

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP03B01495R000100250002-0
• Release Decision: RIFPUB
• Original Classification: K
• Document Page Count: 1
• Document Creation Date: December 27, 2016
• Document Release Date: April 22, 2013
• Sequence Number: 2
• Publication Date: December 1, 1982
• Content Type: MISC

Declassified and Approved ForRelease2013/04/23 : CIA-RDP03B01495R000100250002-0
'Dec. Principal Concerns Concerns about Present ICS Oraanization
First, and the driving requirement for change, is the degree of
Community participation. The present organization and functions tend to
emphasize independent staff analysis and recommendation and to deemphasize
Community participation. The double-hatting of collection committee staffs
as ICS offices lends credence to this perception by Community members.
It is also important that the DCI have a full appreciation of Community
member's views, and it is not apparent that enough emphasis has been
given this facet of staff support of the DCI. There is also a perception--
with some validity--that the IC Staff is too far removed from the line
organization and is fenced out by professional meeting-goers. Clearly,
any organizational remedy must be accompanied by a commitment from
Community members to provide high-quality participants and top-level
attention when necessary.
Second, collection issues tend to dominate IC Staff resources. Moreover,
capabilities frequently tend to drive requirements and added emphasis is
needed on other important Community issues, such as analysis, dissemination,
priorities, all-source problems and operational coordination. _The
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present organization is not structured to accommodate such a change of
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emphasis. Part of that change in emphasis also has to do with turning
our attention to a more relevant set of issues--issues which relate to
real-world problems which require coordinated Community action.
Finally, some IC Staff functions are in need of redefinition. Certain
outputs and organizations have proven to have little practical value.
Some areas are much weaker than others and need a revised agenda. There
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also exists both overlap of certain responsibilities and lack of inter-
action among the offices on functions such as budget, planning and
assessment. There is more to solving problems than writing reports, but
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the Staff has tended to see reports as the output rather than action and
Declassified and Approved For Release 2013/04/23: CIA-RDP03B01495R000100250002-0