SUMMARY OF MANAGEMENT SURVEY OF OCD

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP61-00274A000200190016-9
• Release Decision: RIPPUB
• Original Classification: C
• Document Page Count: 5
• Document Creation Date: November 17, 2016
• Document Release Date: August 29, 1998
• Sequence Number: 16
• Content Type: REPORT

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the request of the Deputy Assistant Director OCD? a managemest 25X1A9a
Ernst Survey of the grle. of Collection and Dismemin:tion wee initleted
en 27 ?up. 1947. The operations, pro6duree, and administration of OCD
Wirt temilned in detail to well, isolation of problem, which are impaling
eldiallons and to provide constrictive assistance in Idtlgating such prob.-
FOIAb3b1
1. The survey disclosed that, throughout OCD, personnel at all. echelons
displayed genuine intorert in their work and a desire to augment con-
*Dation to the national intelligence effort.
2. A mumber'ef ebnrteocings in Administration and operation became apperen .
e. Policy has not been clearly defined for aeveral important aativitiess
Intrame= proonremezt of intelligence information
Departmental reading panels vel cemtralized CIA reading panel
OCD dissemination of CO intelligence infornation
OCD dieeemination of and Documents Branch intelligence
Isforsation
OCD dissemination to mon-IAB Agencies
Security controls to be exercised by OCD on CIA intelligence
materials
b. rinetions assigned OCD by functional etatesent of 1 July 1947 have
not been complatt17 liniments& Discrepancies exist betweaa functional
ameigmmeets aid activities performed within OCD branches. In additions OCD
boki assemed activities not withii its basic charter or functional leriadic-
ton. (See EXHIBIT I, Tab A)
libtle all iiibere of OCD4 'Leff carry heavy wor/kleadas often nee-
easitatimg overtime work, the ta4ible production of OCD dose not reflect
the effort *spooled. (see =VT II, Tab D)
4. OOD personnelvelth the oseible,exception of Dissemination aranch
leaders, appear uninformed of 01 in general and of MD activities. Lines
of eemeenloatione for the oonti*ous interchange of infernation on OM
aetivities are faulty.
informal workinc-level relationships with offices
sal do not elst except in the procurement activity,
Aare exelelent relationships have been established. The lack of this
type of **ordination hampers OOD performance.
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(1)
or indoctrinating requesters on the
Collection Requests. Over fifty
received are incorrectly or /node.
qua
(2) The servime sew eveilable in the Reference Center, (ft4 are
not resegaised or utilised.
(3) Progress toward effecting third agency
mination is retarded.
ow of direct dime
(4) .oaD surveys often prare valueless in that they are not geared
to the total CIA program. (See EXHIBIT I, Tib B)
e. The majority of preceduros employed by OCD in performing its day-to-
collection and dissemination activity are cumbersome, time consuming,
overly detailed. They aloe require drplioatiens?unneoessery
emeeissive impost:Lam, numerous controls, and useless record*. (See EXHIBIT
Tabs A,Bst# WEBIBIT Tab SIL)
fp. The lack of orgamized reference data about intelligence requirements
and mllectionsapahilities has hindered the intelligence speeialiste in
performing their daily assignments and has not permitted maximum preductivity.
b. Tins employed in etaff studies, statistical reports, and analyses
is net oomensurate with gains derived by OCD. (Bee EMERITI Tab E)
3. The above shortcomings, to a large extent, hre the meet of onerous
operations created by misconceptions and oversights in the administration
OCD.
a. Work prograze to aollieve long-tern and shorteterm 6444,043ms beve
net been defined. Concentration on the day-to-day workload has impeded
the development of programs of a longerange or sontimine nature.
b. Work assigements to the professional staff of 000 have not been
planned to permit organization and budgetiag of staff time and effort.
Ad hoc work assignmeets do not provide for -maxima utilisation of individual
Skills and abilities, nor for the specialisation desired.
e. The present organisation, vale established on a general functional
basis, does not pry7tie for functional allocation and specialisation, does
not Iroup activities:by procedures employed, and does not provide for seep
trelisad OCD staff service.
operates under a motes of *hooks end balances. Isab preduct
h is reviewed by another branch. This limits the responsibility
ting breath and 'Objects every action to revocation by another
tranab. It imposes a layer of review between the responsible branches and
the Assistant Director, OCD, who ahoaId he the immediate review/re officer.
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e. Operating responsibility- is not piact4 with appropriate supi visors.
This lack of delegation of authority:
(1) Burdens the par with routine details and curtails
his areas of station discretion.
(2) lasumbers the procedures with unnecessary handlings, trans-
mittals, and inspeetions.
(3) 0mA:see the workers in regard to line of oommand
Pellmres in existimg procedures have been remedied by euper-imposing
*expedites procedure* which in circumventing the normal flow, eantinpoulay
miasma the normal pr:oedure and increases the workload. Mb attempt is made
to examine the faulty procedurs.and correct it. Procedures are introduced
ea an ad too basis before all relevant problems have been reeolved.
g. The overall OCD staffing pattern is deficient in two respects:
(1) Designution of toolaany key positions
(2) Little or no provision far lover-'grade profeeeiemel trainee
positions
d be restated as sot forth in AUTBIT IT, Tab A
eprganised ani staff realigned as set forth is BIBIBIT IT
uree and forms. employed by OCD should be remined:
a. =WITT presents recommended procedure and auxiliary forme for
Collection Bequest flow.
t4 EXELBITTI zionlands procedures for:
1 I Adequeey and Timeliness Check
2 States Cheek
3 Use of Coupon Bout* Slip
4 No Collection, Aotion Becessary
c. The present procedure for the dissemination of spontaneously received
intelligence saterials by the Diseemination Branch is excellent and should
roods woohaniod. (3ee AIRIBIT III, Tab 3)
d. Ms grease procedure for centrolliag administrative sail in the
Dissemination Branch should be drastieally simplified. (Bee =BIT III,
TAO)
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4. -
The functions assigned to op should be interpreted into specific work
plena for the operatieg segnents of the Office. Care Mould be takem to pro-
vide apeoific work assigmeents and schedules for the studies and analysis
activities. These plans should be initially coordinated with overall CIA
le* program. All personnel of CCD should be informed of the content of
wash plans.
5. Arrangements:should be wads. with the Mrsoutive for Inspection and 8eci'i-
ty defiles CCAte reepossibility in regard to security controls required for
intelligence naterials.
6. All office branch* and divlsion procedures instructions and project
assignment nem:randa should be issued by the Aginistrative Staff, OCD.
The Administrative Staff should:review these issuances for need,
times and contradictions. This review should result in procedural coordims-
tics and should lessen the rather of issuanoes.
7. The indootrination program of the Dissemination Branch for acquainting
its empLoyeas withal.** IAB and,OOD functions and programs should be eatemded
to ashram all OM prefessicnelliersomnel. In addition professional persconel
Mould be kept currently informed of major changes teld4 place vithin CIA
and IAB and of status of OCR activities by circulating all reports* studies,
sesigrmants and significant memoranda.
8. Mach branch of CCP should fill at least one of its top supervisory
peeltions lithe CIA employee ?ether than key persoonel.
9. Immediate steps Mould be tan to preside within the Reference Center*
ORM a guide and index of redare2 goverment reolrements. This guide shoed
previa, information by subject designation, collection sources* gesgrephie
applicabi1it, requesting agency(s) and its security clearance, related
eetien requests with extent pf satisfaction and supplier of the requested
intemmation6 The needs of all OCD branches, ORE, and other parts of CIA
should be considered to provide for maximum utilisation of the guide. OCD
should develop prodedures for the continuous transmission of pertinent infiltr-
ation to the Reference Center* ORS.
ID. The classification of requirements setihrth in Internal Operating Proce-
dure Memorandum Anther 2b ihould be discontinued. This classifisation is of
deuhtinl value and confnass the procedure. Also, it has prompted co to
sourer requests of a general nature.
11. The collection study of overt field collection capabilities should be
implemented to the fullest
22. Provision should be made in the OCD work program for detereisimg the
sensation potential eof 'AB and ionrIAB agencies. findings should be coor-
dinated with the Reference Center, ORE.
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Prevision should be made ic, the Collection Dramas OCD for a traillang
provide epeeifie inetruction to CIAfIAB researchers regarding
of requesting intelligence materials ,in the Collectiem Re-
60-1)
244 klaammandations for the handling of intra4Ii procurement of intelligence
materialehould be developed b7 OCD and presented to the appropriate CIA
effiees forriView and concurrence.
15. 11, needed administrative support amid be given to the establishment
of a centralised C/A reading panel. This mechanise 'sill be a major factor
riColvieg*the problems of inter-departmental dissemination of intolligenoe
matertal =A third agency review..
16. Oreeter consideration should be given to providing ways and roans of
implementing a continuing reproduction service on intelligenoe materials te
.11 IAB erodes.
17. OW eTopo.s1to reduce all requirements to Collection Requests apd
te mateh all ?pofltkneou3 material to specific Collection Requeats should be
disearded ? it would slow down the service and would greatly increase the
mekklcad.
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