AGENDA - RD&E BOARD - 1ST MEETING

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP74B00535R000100020002-0
• Release Decision: RIPPUB
• Original Classification: S
• Document Page Count: 4
• Document Creation Date: December 19, 2016
• Document Release Date: December 6, 2005
• Sequence Number: 2
• Publication Date: March 21, 1972
• Content Type: AG

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AGENDA - RD& E BOARD - is t METING
1. DDS&T Introduction
2. General Orientation on Agency Program
a. Handout (beforehand) of brief (2 page) paper on framework of
Agency RD&E program covering:
(1) Significance of RD&E program to continued Agency competence.
(2) The nature of R&D in terms of Colby memo (short term, long term,
mission oriented,~ultipurpose), high risk programs.
(3) Offices involved,formally and informally
(Lt) Paragraph on previous schisms, communications problems between
offices and directorates.
(5) The program categories - an attachment
b. Issues. Handout (beforehand) on examples of issues facing the Board
over the years.
c. Need Board understanding of definition of "project" and post
review. Project equates with the sub element level in the program
structure..
3. Resources. Brief presentationnby Briggs or Steininger on budget/manpower.
See visual aids. Talking points will be provided.
I~. Board decision on members of Standing Technical Committee. (Urge that
this be kept to 1 member and alternate fran each RD&E office, plus
one member from PPB. If politics call for planning officers, they should
be observers. OSP must be included, and we should consider whether FID,
I and OS/Tech should be involved to some extent. Formal procedures
for chairing, calling meetings, determining agenda, preparing minutes
should be work out and observed).
5. Board discussion, if not decision, on how to respond to Ex-Dir request
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A
F
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Following are some examples of the issues facing the R&D Board
and its working groups (in no necessary order of priority).
1. We have spent at least I
funds in the period FY 1966-1971 for
R&D Issues
~f non-NRO Government
Millions more are programmed for
FY 1972-1974. There have been no successful operations. Why is this?
What needs to be done to put our advanced technology together to.e ,1Lv~~c~
intelligence producing operations?
2. What is the Agency posture visa vis R&D contractors?
Do we bring total Agency influence (including big NRO funded contracts)
to bear on contractors ? Do we have over-compartmentation when two or
more offices are contracting with some firm, leading to inefficiencies and
waste? What are our defects in presenting a solid Agency front with
contractors, and how do we correct them?
3. Related to the above, the Contract Information System,
a management tool of considerable promise for all Directorates and CIA
as a whole, suffers serious deficiencies, both in data gaps and in archaic,
inflexible computer programs. What should this system do for us, and
what needs to be done to implement change?
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4. How do the R&D offices deal with the Program Call
requirements for statements of priority and evaluation?
5. Are the program categories meaningful to Agency
management, the individual offices, OMB? If not, how should we
change, and what are the ramifications?
6. Are our longer range programs related to changing
intelligence requirements in the 1970's ? In light of new priorities
and constant or declining resources, what types of efforts should be
curtailed or dropped?
7. What is our posture in handling projects wholly
or partly funded by other agencies ? In addition to //ti 25X1
project review questions raised by Jack Blake, the Agency's reputation
for competence is at stake in undertaking any project funded by another
agency. What are, and what should be management review procedures
in this area?
8. Compartmentation (perhaps excessive) and the physical
dispersion of our R&D components seriously inhibits the free flow of
technical information, including data on contractor relationships
mentioned above, within the Agency. What can be done to ammeliorate
this situation?
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