DEPUTY DIRECTORATE OF RESEARCH

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP77B00403R000100120003-1
• Release Decision: RIPPUB
• Original Classification: S
• Document Page Count: 8
• Document Creation Date: December 15, 2016
• Document Release Date: June 4, 2004
• Sequence Number: 3
• Publication Date: July 17, 1963
• Content Type: MF

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17 JUL 1963
MEMORANDUM FOR: Director of Central Intelligence
SUBJECT: Deputy Directorate of Research
At your request I have studied the organization and problems
of the DDR in the wake of Dr. Scoville's resignation. 1 spoke at
length to a variety of people who had unusual knowledge or historical
perspective on both the internal and external pressures on this
organizational concept. It appears that there are two basic ways
to organize research and development activities in CIA and to
support you in discharging your community responsibilities as
DCI.
Option
a. Abolish the present DDR line organization, and
b. Create a small R&D Review Staff reporting to the DCI.
This Staff would be similar to the DDR&E organization in
Defense and would review the budget - and hence the program -
for both CIA R&D activities and joint enterprises with Defense
like NRO. If you elect to perform a careful review of the entire
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intelligence budget, this Staff would provide a necessary
support to you on technical items in this over-all budget.
One would also reintegrate the present line organizations,
OEL, OSA and ORD, under other deputies. It is my under-
standing that you do not wish to exercise this option.
Option 2
a. Create an improved DDR to carry out assigned
responsibilities for actual research and development within
CIA.
b. Invest the DDR with review authority for all R&D
items in the CIA budget, no matter where performed, and
fund all R&D monies to DDR for transfer to the accomplishing
component (i. e., TSD, Commo) as we now do with NRO.
c. Designate the DDR as your delegate in reviewing the
NRO budget and program to act jointly with Dr. Fubini who
is McNamara's delegate, reserving for yourself final approval
in parallel with McNamara.
An explicit decision must be made initially as to which
R&D responsibilities should be assigned to and accomplished
in DDR. The past year shows conclusively that neither you
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nor the other Deputy Directors are willing to assign all
research and development to DDR. Thft choice is yours,
but I submit the following assignments as appropriate:
(2) All reconnaissance development and operations
assigned to CIA by NRO.
(3) All computer development and scientific
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computation activities (i. e.. 7090 utilization
(4) Development and operation of the MISTIC
collection and analysis organization.
(5) Basic research and development for theme
assigned responsibilities.
(6) Basic research and development for NPIC. DDP,
DDS, etc. , as requested or as deemed appropriate in
subsequent budget/program reviews. (See below.)
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It would also require that all or part of
the Automatic Data Processing Staff in DDS be moved
to DDR. The creation of MISTIC would also draw on
skills and experience in the Office of Scientific
Intelligence in DDI and would inevitably result in
transfer of slots and people.
The second major responsibility for the DDR would be to
review the total research and development budget of the CIA
each year for the DDCI. It is assumed that the DDR would
exercise a continuous technical and program surveillance
through the R&D Committee, which he would chair. However,
the real authority for agency-wide coordination of research and
development would lie in the budget review responsibility.
It would be clearly understood that the actual research would
be carried out in the most appropriate group, as determined
by the DDR and DDCI jointly. In many cases, close working
relationships between TSD and the rest of DDP will suggest
that unit. Common developments among several components
may suggest DDR execution.
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I would strongly recommend that the entire research
and development budget
for FY 64 plus OSI
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and ADP) be provided to DDR so that such an activity can
be programmed and justified at one point, as we now do
with NRO. DDR would then distribute these monies to
TSD, Commo, OEL, ORD, etc., according to the certified
plan. Requests for drafts on the Agency reserve could also
be put in a similar perspective. This would leave the CIA
free to shift existing funds to promising now projects during
mid-year without crossing classical lines of command. Of
course, such an arrangement could be exploited to the
advantage of DDR at the expense of DDP, DDS and DDI - as
can the NRO arrangement. Ultimately. its application would
depend on the integrity and wisdom of the DDR and DDCI.
The third important feature of Option Two is the delegation
of budgetary/ program review for the NRP to the DDR by the
DCI. The Secretary of Defense now delegates his responsibilities
to Dr. Fubini, who influences the NRO program in depth and
detail by virtue of his own close surveillance of the reconnaissance
beehhology and the authority provided by his budgetary review.
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I believe that it is essential to balance the current Air Force
and DOD domination of the NRO program. Certainly, the
cursory review the DCI can provide - at an isolated individual
each year is not enough to insure that the best talents of CIA
and DOD are brought to a focus on the right developments.
Neither can Mr. McNamara by himself. In my view, we
need to match Fubini's continuing technical review of the NRO
program with a similar technical person working in a cooperative
partnership toward achieving a national reconnaissance program.
All things considered, a properly qualified DDR is best choice
in our present organization structure.
To implement this feature of the option would require that
you write directly to Mr. McNamara indicating your delegation
of this review responsibility to the DDR. In view of apparent
problems of communication in the Defense Department, it is
essential that a copy of your letter be sent or forwarded to
both Dr. Fubini and Dr. McMillan.
ALBERT D. WHEELON
Assistant Director
Scientific Intelligence
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It is recommended that the Office of Scientific Intelligence
be transferred from DDI to DDR for a number of compelling
reasons discussed with you. OSI would continue to use the DDI
as its primary channel for reporting substantive intelligence and
contributing to National Intelligence problems. This daily OSI
support to OCI would work precisely as it now does. Scientific
and technical contributions to the Board of National Estimates would
go directly to ONE through the USIB Committees as they now do.
OSi would continue to participate in interdisciplinary DDI memoranda
via the Panel mechanism recently established. It would be hoped that
OSI could stay integrated physically with the rest of DDI.
However, the DDI would be relieved of the management
responsibility for OSI. OSI would be set in a scientific and technical
environment which for management reasons is now absolutely
essential. Selection of supervisors for OSI and decisions on re-
organization would be made in an atmosphere of thorough understanding
of its problem and common professional experience. I believe that
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such an arrangement could be made to work and would have several
important benefits. Joint use of contractors
analysis /development contracts under the general R&D budget
review mechanism (see above):. Joint use of the scientific computing
center in DDR (see above) and its capabilities would be extremely
useful. It would also facilitate short term utilization of OSI
personnel on technical collection development and operations without
requiring organizational boundary crossing. We are all agreed that
a periodic rotation of scientific personnel between analysis
development is highly desirable and now could be accomplished
more easily and naturally within the same organization. An
organizational fusing of analysis and development (not reporting) would
ensure prompt technical feedback from foreign developments to
would be simplified and bring
6 Ur own programs.
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Such a joint would
enhance the contribution of OSI air defense analysis to current and
future OSA development programs.
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