SURVEY OF THE OFFICE OF CURRENT INTELLIGENCE

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP80-00948A000100050004-2
• Release Decision: RIPPUB
• Original Classification: T
• Document Page Count: 10
• Document Creation Date: December 20, 2016
• Document Release Date: October 13, 2006
• Sequence Number: 4
• Publication Date: March 21, 1955
• Content Type: MF

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21 March I
55
KNORAIIWk NM: Director of Central IntelUsenet
WILMOT Survey of the OffiIse of Current Intelligence
I. The enelesed mom seta forth for your consideration
cos.tc$k rsenesentations end supparting data on the Office of
Current
2. The recommendations in thia survey are essential for
correction of the glericieseiss in the Office of Current Inte111-
geese iorsarded istersvith is s sumenrandus for your sigrature
Alen desigonton the Deputy Director (Intelligence) ea Bsecutive
Meat for inplesentiJv these recceratedations end 'which requests
that * report on tiut action taken be rendered to you not later
then 1 ttly 1955.
cc: DDCZE
DV
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14yasn B. Kirkpatriet
Ins tor General
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A. -
of Current
and offices
eible for pr
agencies !obi
survey has consisted of a comprehensive inspection of the Office
Iligence and discussions with representatives of: (1) officers
Ch OCI is responsible for supporting; (2) offices which are respon-
ding current intelligence support to OCI; and (3) departments and
h are receiving OCI publications.
B. -Wit in this scope, the kamea of this survey has been to determine
whether XI s performing the proper functions and whether it is performing its
present func ions effectively and efficiently.
C. OCI developed out of two organizations in CIA: The =HIRT Division
of the Office or Reports and Rat/mates and the Advisory Council which served
as the Director's Staff for COMM matters. During the reorganization of intel-
ligence production in C/A in October of 1950) the COMINT Division was removed
from ORX's jurisdiction and merged with the Advisory Council with the intention
25X1 of establishing an Office of Special Services into an all-source office of
current intelligence which would produce a new CIA 21,144, and furnish current
25X1 intelligence to 'snort ONN and the Director. TO enable the new office to pro-
Case all sources, laiPloyees of the defunct regional divisions of On were 25X1
added to the' who bad constitut1 the transient Office of Special Services.
25X1 Prom this nitial strength o
imig of employees, CCI has grown t? ....1 ceil-
inclu ? The 1955 budget of the Office i which
for the DD/I overseas contingents.
25X1 ,
and re printing
;Poets of its publicatiors total about . 25X1
25X1 . D. This survey Linda that OCI has become a miniature reincarnation of ORR
amigi, certain of the basic criticisi of the Dulles-Jackson-Correa Report are
*boost as aPPlicabla today to XI as they were to ORE in 1949. OCI is producing
a variety of briefings and 15 publications with A total distribution of 2,150
copies." These briefings and publications involve varying degrees of research
and production in areas for which other otfices and agencies have been assigned
primary responsibility or dominant interest. OCI's size and the scope of its
activities are out of proportion to the Director's and the Agency's responsi 25X1
bilities, obligations and needs.
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Z. Curtailment of OC I's intelligence?producing activities to conform to
the intent of the Rational Security Act and the conclusions of the Dulles-Jackson..
Correa Report should permit a reduction or at least 50 percent in theEr:111?8i-
'time allocated in 7Y-1555 to OCI's function of producing all-source ant
intelligence. A 50 percent reau/ion could result in an annual saving to the
Agency of not less than
F. As CIA COWIN Staff Officer, the AD/CI has broad responsibilities
relating to all MIST activities of the Agency, and be represents the interests
of all Cu as its voting member of USCID. The functions of the CIA comma Staff
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Officercen be performed ade'uate].y only at the level of the1 and ahoeld
not be a part-time assignment in conjunction with the administration of a pro-
ducing office. The potential of =MINT must be more vigorously developed.
The Agency's needs and the Director's responsibilities are not receiving ade-
quate support in the CONINT field, and at the same time the Agency's current
intelligence effort is not receiving the full-time attention it requires. The
dual functions performed by the AD/CI are separable and should be separated.
O. The Agency COMET service functions performed by OCI, which are in
addition to the production of current intelligence, duplicate central services
provided by other offices of the Agency. A central service for processing
collection requirements, the dissemination of intelligence material, and the
conduct of liaison with other agencies and departments is provided by OCD.
The responsibilities of the AD/CI for administration of the Agency's COM?
Security Program duplicate to a large extent those of the Agency Security
Office, and it is unwise to have two Directors of Security in CIA.
R. There is an inherent danger that OCI's publications and briefings
will cause embarrassment to the Director by stating a subetantive opinion
which is not necessarily sound. OCI produces too many publications and too
large a volume of material to ensure that each item receives the necessary
degree of mature consideration and authoritative coordination, particularly
in the fields of dominant interest of the Services and the Department of State.
In these fields there is serious doubt that OCI has the necessary depth of
analysis, background and perspective to evaluate current intelligence as ade
quately as these agencies. In addition, CCI often goes beyond proper current
reporting and makes estimates which not only impinge on the responsibilities
of ONE but in themselves are dangerous because they are not based upon complete
analysis of all available information.
I. OCI s publications receive wide internal and external dissemination
and generally are well received. ?hone publications initiated in response to
the needs of the President and the Executive Secretary of the NSC are no longer
tailored to these needs. OCI's publications seldom receive the personal atten-
tion of senior policy making officials. In general, the primary use of OCI's
publications in other departments and, agencies is by briefing officers and
analysts as a source of material for oral briefing*, of civilian and military
department heads and for background and reference purposes. Because of its
emphasis on formal publications, OCI's support for other components of the
Agency is more expensive and less responsive than it should be. In effect, \ 25X1
much of OCI's output is for the use of other departments and agencies which
CIA has no responsibility to support.
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1* Ortitail
a. The 1vAmericvmacrareved 'Monet et Vase isiezim end
funetion of OM is I, 10 duvet 7.95h, (See
Tab A)/ *WI states AIVQI ischarged witbpenalizing ell-source
current litanies:so* end vitt! predding Special inte services?
and essiges htet the falcorien fauctions:
(3.) "Produce allAemerree =mut intelligencet
appropriate with other offices *ad agmeciee."
- (2) "Provide an all-soaree situation rioa for the
Coaxal. Inteinieemsze mei other authorised offielaie."
(3) "limintain the Agway Any Officer Watcb nil
alert the United States otticiale concerned is the event of receipt
of eritical infortaticet."
turevattin2ua
Directew
(4) "Parte= seiat tcttis se epecUlM by the
Director of Central intellissence.
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b. This brief end gateeral stateseut of the minim etA
Atm:tires fails to depict the ctenvst activities of the Office teeny of
the deficieteriee rerealeitiu this suevey Inn be comet in large oesettre
ty the leek of an Aic approved detailed statement of trpeeific current
intelligence-produetug functions to be performs& by the Offioe.
0. It is - that the ADIOI be directed, to prepare
for the Director's a d. statement of function sissinst
which the activities of the Office can be periodi*elly reviewed by the reit.
2. Pridertiee of All"SourcLaccssLaftlassu
et. War its broad Atorticei of producing ell-source
current latellivenee OCI is prodneing a Tide wariest, of briefings end
publications/ ithiett involve varying degreee of reeearett end production
in erns for %Weir other Wien? sad ivenclee bare been lialieflett priserry
reepomibility or dennaut interett. (See eggetids- el of OCs Publications
Oz t Delefinge presented in parn~ B. t. page 154 The coveregst of net
of its putdiestions duplicates. at least in part t the covanses of public*.
'dons of other agencies. Meet of its eictivities ben either been selt..
titillated or uniertakee in reennes to verbal directives ima there is ea
altreet complete link of tertborttetive stents as to the purples to be
served by *web of ite briefieve aMpablicetiont. Some of its t4tivitlea
have ben sentinesti vitxtut recespition of ettangireg eirewletente**. 131
edititien? the PO tete euthorieed WI to woken estiastive osteriel. (doe
Teti D) OM's else sal sone of activities ere out of preportinn to the
Aseney's sod the 'Director's responsibilitiest ebligatimes end needs.
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dtilellaW21.19.111211!
of I
F a Brie .e
1. ITLV.2147-I12211
a. This section of the survey is an appraisal of OCI's briefings
and major pdblications in terms of: (1) their validity in the light of the
Agency's and the Director's current intelligenne responsibilities, needs, and
dbligntions; and (2) their value as revealed by discussions with consumers
inside and outside the Agency.
b. OCI is producing 15 publications in eMitiOn to Wejligence
Memoranda with a total distribution of 2,150 copies. b C.)
2. Brtefi
a. Two of OCI's important activities are preparing the Director's
briefings for the National Security Council and presenting periodic briefing:'
to the White Rouse Staff. These activities are being carried out effectively,
although there is need for greater emphasis on coordination with other agencies.
On at least one occasion the Director end the Chairman of the Joint Chiefs of
Staff have given the President conflicting information on military subjects.
While representatives of OC I stated that they coordinate all important mili-
tary items with the Services, it appears that this coordination is not authori-
tative. Coordination with State Department varies from division to division
and at best is spasmodic and informal.
b. It is reeommended that material for briefings for the MSC and
the White Rouse Staff be authoritatively coordinated with other IAC Agencies
in order that the Director may be apprised of divergence in views.
c. OCI also briefs ambassadors and attaches, Congressmen,
other
government officials, and ad hoc government committees. In particular, time
has been spent in providing briefings in New York to General Babcock of Woe,
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Naar Lodge's Staff. It has not been possible in this survey to determine the
value of these briefings to the individvals receiving them. However, they
appear excessive and every effort should be made to limit than to an eesential
minimum.
d. CCI gives briefing* twice weekly in the Situation Room and
each briefing is presented twice. Initially the briefing* were intended for
Assistant Directors and more senior officials as well as working-level person-
nel. The briefings are now attended almost exclusively by the latter group,
and the We of the DD/I offices receive a short briefing at the DD/I's weekly
luncheon meeting. Attendance at the Situation Room briefings varies according
to the subject matter, end periodic efforts are made to increase it. The Prep-
aration of these briefings takeavaluable time of the analysts away from more
Important activities. The time required for preparation and presentation of
the Situation Room briefings is not worth the effort inasmuch as their present
limited value of broadening the knowledge of working-level personnel can bet-
ter be accomplished through reading the finished intelligence of the various
IAC Agencies.
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