PROPOSED ORGANIZATIONAL REALIGNMENT OF ORE

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP75-00662R000300050017-9
• Release Decision: RIFPUB
• Original Classification: S
• Document Page Count: 7
• Document Creation Date: November 16, 2016
• Document Release Date: July 28, 1998
• Sequence Number: 17
• Publication Date: August 31, 1949
• Content Type: REPORT

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PROPOSED O1?GX:IZATIO11hL R.,ALIGP!ENT OF ORE
31 August i9)i9
1, TAB A reflects the recoz ended rem ignu nt of ORE as a srho3s, 'CAB B
illustrates the recommended modifications of the i1ogional Branch structure,
2, ORS organizational.:.reco mndations are based upon the follovdng con-
siderations:
a. that CR73 is required to produce 1z tellirence in the follmri g
categories:
(1) high level national intelli ;once estimates*
(2) analytix.l intelli;enc : and other intelligence research
studies required for national, W,efi=;enee estimates' not other-
wise available through the depar tta1 intelligence effort.
(3) operational intelligence in support of CIA field operations.
(4) intell rice in fields of coimron concern which can be
performed most efficiently as a central efffort.
in relation that the above stated eathgox~ies of production can be separated
in relation {o:
(1) the reporting, reviei and an.al~ptical part of the
intelligence process,,
(2) the syn' : si.z g and esti ti.?g; part of the intelligence
process*
c,, that required organ izationai reali. ;rcx ut to net the referenced
NSC-S0 objectives and the ORE mission sh ould result in adjustments of
OPT r s present organization b ooh at the ORT k~ vel,, and at the pr oducti on
levels wi th; i ORE, In this rezpec?: the fol:i iinr pi zciples have
governed OTE's pro-sent rc co a nda-tion ;:
(1) at tiw ORE 1=1 continuous p'i -ing9 pr?ogramming,, review,.,
and coordination of the it odaction effort is requi rod to insure
direction of effort in accord rdth ORES production miusion., to
el -wte conflicting, claims on -awaited capabilities and to maintain
a proper balance bea:w en the to cate gorier; of production in the
total intelligence process,
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(2) at the production level within ORE, the different parts
of the intelligence process require separation,$ organizationally, in
order to eliminate competition bets een the production of high level
estimates on the orl: hand, and loiter : itl analytical and research
productions on the other, in terms of available manpower.
d, that the separation of ORE's producing conmonents into an "Estimates
Division" and a earth and Reports Division" is ill-advised for the
following reasons:
(1) such decentralization of the intelligence processes muld
necessarily result in: loss of eflicinncy; a potentials if not actual,
danger of duplication of effort within 0it ; and a vastly increased
problem of both sube,~ai ti ne and product:,one coordination, not only
within ORE, but externally as dell,
(2) each division could require regional and functional sub-
divisions, which factor would develop substantial problems concerning
the flow, routing and priorities of access to,, and competition for.,
source maaiterial.
3, The foregoing, considerations resulted in the followjnC specific or-
ganizational recommendations as reflected in the charts under TAB A and TAB B.
a, that there should be established,, vtthin each regional branch,
separate facilities for the production of high level national intelligence
estimates, analytical, and research intelligence studies, thereby cen-
tralizing substantive and production controls under each branch chief,,
and providing an allocation of manpozer for each category of production.
The folloi comments are included to clarify the chart under TAB B.
(1) The stima:tes Staff will produce national intelligence
estimates exclusively in accoriance with IJCI 3/1 procedures and
will have sufficient manpovar to insures an adequate production
effort in this category.
(2) The Analytical Divisions will retain. their present geo-
graphic responsibilities,,, and will systematically examine, identify
and analyze the significance of emergent trends within their areas
of responsibility in order to furnish the stimatos Staff processed
intelligence data for use in the production of national intelligence
estimates
(3) The Regional Research Division will support the Analytical
Division and the branch Estimates Staff on a branch-wide basis., It
will also conduct research in fields of common concern which are
appropriate to regional., as distinguished franc purely functional
treatment,
S E C R E T
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bn that there should be e stablishod an Estimates Pia duction Board
(EPB) under chairmanship of the AD/ORE., in lieu of the present Intelligence
Production Board (IPB)a In addition to the present IPB functions, the
EPB would be responsible for participating in the final review of national
intellit nce estimates prior to :[AC coordination s and to advise the AD/ORE
on the adoption of proposed intelligence production programs and specific
projects for recommended or requested estimates, to insure that priorities
axe given at all times to product ion of hich level estimates.
c. that there should be as,ablished a Central Research Group con-
sisting ini tial3y of the 'Sap Branch, the National. Intelligence Survey Branch
(Basic Intelligence Group. redesignated) and the General Branch (formerly
the Cenral Division., Plans and Policy Staff), At such time as it is
determined to conduct intelligence research in fields of common concern
not appropriate to the regional research divisions, additional facilities
for this purpose may be added to the Central research Group,
In addition to the foregoing, the foUovzi ng organizational changes
have been provided for on the chart under TAB A and are recormr ended:
am that an Operations Group be a stabl.ished under the Office of
the Axsupport including services sand provide
uch facilities
operational ~port to the producing
as requirements and liaison,
ba that the present Current and Staff Intelligence Groups be
merged into a single Publicatianh Group under the iPB, to provide for
the coordination, editing and publication of finished intelligence.
c. that the Transportation Group be reconstituted as a Division
of the Economics Branch?
SECRET
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Hi
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DE;PARTT MIT OF STAT3
R:+,'PORT OF THE
STZTR!1iG CO :' 'iTT,~:2., OF
REORGAHIIZATIOii TASK FORCE Y2
flmrpt from above report, paragraph III, E, (b), page 15_,7
(b)) Submission of Intelligence Estimates to the To Cwmand
As part of its recommendation for the reorgani;,ation and reorientation
of the intelligence effort, the Hoover Commission Report stated that the
intelligence unit "sshould be a device by which the Secretary and Under
Secretary can obtain expert evaluations and check on infoination cow from
the action units," The Steering Committee has given a great deal of atten-
tion to this problem, It has concluded that R shov1d supply intelligence
estimates to the Secretary, Under Secretary and Policy Planning Staff
without review by other offices when so requested. In such cases interested
offices would be provided with copies of such docuunts for post-audit..
In all other cases, intelli,;ence papers produced in R for the top co wand
should be reviewed by the p propriate regional or Functional Office prior
to submission. In the event of disagreement, the reviewing area should
be given an opportunity to append its dissent. The Steering Committee
believes that this procedure protects the abili-,-,y of the research and
into li.r-ence organization to produce indepond nt estimates, At the wine time sa
3;u,-,d relationship between the ?research-4intelligence orb;anizat1cn and
other parts of the repartn nt can be mai.ntaa ned.
i:e as ;rrEnt o
(c) Disaamination Outside the
IM-
iid311'@i7i1 Gi 2:?:Lla
The Steering Cormittee has, after thorough consideration; concluded
that in order that the Department may steak at all tic e .th a. consistent
voice in its relationships with other a?encios,, the research and intelli-
gence reports and estimates must be r vieved by the appropriate action
office before they are distributed to other agencies. The Com Witt e
believes that the review procedure it has recommended gives R the oppor-
tunity t o express its independent judgement in such reports :1nd estimates,,
and does not preclude the Department from fulfilling its responsibilities
to the National Security Uouncil and the Central. Tatolligence genry.
(There follows a dissent by Mr. Howe to this conclusion.)
Mr, Ho-um dissents from the conclusion and recommendation requiring
review of all estimates goin > outside the Department. According to this
pr ^edure the research-intelligence organization would find it:alf in a
dilemma wherein., as the Steering Committee indicates, it must joie?
with the rest of the Depart nt in speaking with a consistent voice outside
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the IJepartMnt. and ;net, by directive of the National Security Council
in establishing coordination for the Intelligence agencies, it is obligated
to produce estimates based on intelligence factors which therefore might
not be consistent with existing policy, including departmental policy,
These coordinated national estimates are for the use of the several
Departments and for tho National Security Council. Mr, Howe believes
that R would prefer and expect its e3 ntributions genaral37 to reflect
the views of and the information available in, the action offices, and
it would endeavor, as it has in the past, to achieve this end.. Never.
thel$ ss, he believes this should not be made mandatory because the other
intelligence agencies, finding the Department's intelligence organization
estopped from submitting estimates independent of existing poligr considera--
tione, u uld tend to replace the Department's contribution by their own,
thus destroying the foundation for coordinated national estimates. Such
a situation v1 uld not be in the best interests of the Department and
further would tend to encourage the development of competitive intelli-
gence production concerned with foreign policy with which the Department
would have to deal.
Mr. Howe recommends therefore that? R be responsible for obtaining
the advice of the appropriate action office before dissemination outside
the Depa- gent.
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