PATTERN FOR C. I. G. PLANNING ACTIVITIES

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP64-00658A000100300035-7
• Release Decision: RIPPUB
• Original Classification: R
• Document Page Count: 3
• Document Creation Date: November 16, 2016
• Document Release Date: May 10, 2000
• Sequence Number: 35
• Publication Date: May 13, 1946
• Content Type: MEMO

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MEMORANDULI FOR: Acting Chief, Central Planning Staff
SUBJECT: Pattern for C.I.G. Planning Activities
MAY 13 1946
1. This memorandum is presented informally so that it may be
considered quickly, in order if possible to simplify and standard-
ize the approach to several current problems.
2. The reasons which have led to its preparation and presentation
are:
a. To suggest a method of handling the over-all problem of
C.I.G. on its planning side.
b. To clarify the central problem of the Intelligence Branch,
that of coordinating research, which is incorporated in Planning
Directive No. 32.
c. To present a possible approach for the handling of other
Planning Directives.
3. As a natural result of the newness of C.I.G. and inevitable
uncertainty as to how it would work in practice, the Central Planning
Staff has been considering a number of problems which have been put
up to it by various agencies. These problems have come up haphazardly
and the lack of an over-all pattern has forced piecemeal consideration.
There has also been a tendency towards separate handling of collection
problems and research problems, with coordination assumed to flow from
the propinquity of the information and Intelligence Branches. The
solution of problems such as Scientific Intelligence, Foreign Industrial
Establishments, Foreign Petroleum Developments, Resources Potential
Program, JISPB, Coordination of Geographic and Related Intelligence,
would be facilitated by the establishment of a general plan of attack.
a. The informal diagram attached shows three over-all committees
under the direction of the Director of Central Intelligence; one for
collection problems; one for production problems; one for publication
problems. The third is much less important than the first two and will
not figure largely in the discussion. These top committees would have
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.representation from high up in the Central Planning Staff, and the
collection committee, for example, would include the top collection
officers in the four member agencies.
b. Between these top committees and the subject committees
is shown an EEl committee with direct lines to both the collection
and production committees and to all the subject committees.
c. The number and titles of the subject committees are
intended to be suggestive only. These subject committees would take
cognizance of all the intelligence operations in the subject fields,
and are therefore shown with connections to the collection, production
and publication committees.
d. The membership of these subject committees would include
as a nucleus representatives from State, War, Air and Navy and from
C.I.T., and additional membership from public and private agencies
could be arranged to suit the needs of each case.
e. 'Jhenever necessary and. desirable, these subject committees
could establish subcommittees to deal with collection problems,
production problems, etc., in their field.
5. Some advantages which may be seen in this arrangement are as
follows:
a. In each subject field one committee has an over-all view
of all the problems and coordinates them at the subject level.
b. All problems involving collection are centralized and
focused in one committee; similarly, for all research problems and
all publication problems. It is believed that collection problems,
for example would be better coordinated in a closely knit committee
with C.I.G. and agency representation than by the loose framework
of having a C.I.T. officer in individual contact with individuals
in the member agencies.
6. Since the establishment of a number of subject committees is
a fairly obvious development for the near .future, it is clear that
some pattern is rapidly becoming necessary. The alternative to the
pattern which has been discussed above seems likely to be the estab-
lishment of a number of committees, some working on collection
problems in subject fields and some on the parallel problems of
research in subject fields, with the lines from these committees
running on the one hand to the Information Branch and on the other
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to the Intelligence Branch, and a resulting danger of rather loose
coordination along informal lines between the two branches, (subject
of course, to final coordination by the Chief of the Planning Staff).
It is submitted that in most subject fields the problems of collection
and -production are peculiar to that field, and coordination can best
be effected at the subject level. At the same time there is need
for top-level coordinated oversight of all collection problems and--
all production problems.
Intelligence Branch
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