SUGGESTED REORGANIZATION OF RESEARCH FUNCTIONS IN CIA

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP80-01446R000100060018-2
• Release Decision: RIPPUB
• Original Classification: S
• Document Page Count: 3
• Document Creation Date: November 9, 2016
• Document Release Date: March 18, 1998
• Sequence Number: 18
• Publication Date: September 16, 1957
• Content Type: MEMO

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16 September 1957
SUBJECT: Suggested Reorganization of Research Functions in CIA
1. The prospective move to a single building presents CIA
with a unique and (hopefully) non-recurring opportunity to carry out major
organizational changes. In planning for the future, it would seem advis-
able to consider, if only on a purely exploratory basis, even the most
sweeping and fundamental proposals'.
2. This memorandum addresses itself to two basic problems of
the Agency in which, it is submitted, improvements of economy and
efficiency are desirable. The first problem is the organization of intel-
ligence research.. The second is the relationship between the clandestine
service and the intelligence components of the Agency.
3. The research function is widely distributed throughout the25X1A8a4
entire Agency. Within DDP, substantial staff elements perform research
as. a basic part of their charter Even beyond
these authorized research elements, a considerable amount of potential
or actual research talent exists at the level of the geographic branches.
Thus it would not be an exaggeration to say that a paper on German elec-
tions or on French problems in Algeria could be prepared almost as
satisfactorily by the operations branches for those countries as by their
counterparts in DDI. Moreover, this could probably be done within the
limits of existing manpower without seriously affecting operations. It is
recognized that this research talent is maintained, whether in an active
or an inactive status, by the DDP staffs and divisions in order to meet
certain support requirements for their operations. It is frequently argued
that this support cannot be procured by DDP from DDI because of the
priorities levied on the latter or because of operational security consider-
ations. An unfortunate aspect of this situation is the sometimes not unjusti-
fied suspicion of research elements that the clandestine service is not
disseminating all the material it collects. (This is a perennial problem,
going back to the early days of (ASS. The undersigned was the first Liaison
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Officer between the SI branch and the R&A. branch in 1942, prior to
which there existed virtually no communication between these two basic
elements - East and West Pakistan I) -
4. One consequence of the diffusion of research within the Agency
is the maintenance of several sets of files covering much the same material.
This practice is legitimate under the present organization, but it increases
the costs of storage, personnel, and security.
5. In attempting to resolve these twin problems of mutual support
between DDI and DDP and rational allocation of research talent , two
schemes suggest themselves. The first and more radical would be a
merger of the clandestine service with the basic research elements of
DDI. Such a merger could best be accomplished on a geo ra hic area 25X1A8a
basis. Thus the Eastern European Division and within it,
25X1A8a- would come under a. single line of command having jurisdiction
over both research and operations. It is submitted that such a branch with
proper staffing would be less cumbersome than the present distribution of
25X1A8a personnel in the - field. In such a merger it would be necessary
to maintain certain staff elements derived from the present senior staffs
of DDP, but it is believed that these could profitably be reduced greatly in
size and concentrated on advisory, coordination and liaison roles. (Judging
from the undersigned's experience in the clandestine service, such a move
would be desirable even without the broad merger discussed above).
6. Many elements of the Agency are of course not susceptible to
geographic area organization, but their specialization of functions is such
that they could be continued. in something like their present form outside 5X1 B4d
this broad area complex. For example, the Industrial Register,
25X1 B4(OSI, OBI and other units could be maintained under a separate line of
authority as services of common concern to the intelligence community.
The proposed concentration on a geographic basis would be confined to those
elements concerned with the specific functions of CIA. Presumably the
chain of command within this complex would be unitary from a general
Deputy Director for Operations and Intelligence to Division and Branch
Chiefs, with each of these having two deputies specializing in research and
operations functions respectively.
7. A less drastic and probably less effective approach would be to
maintain the separate identity of DDI and DDP, but to establish much closer
working relations between opposite numbers on the geographic level, so as
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to enable virtually all research functions to be withdrawn from DDP.
This would bring it closer to the goal of a compact, specialized clandes-
tine service. It might also simplify and further the program of career
rotation between operations and research which is rather difficult to
implement under existing procedures and priorities.
S. If a general consolidation of Agency research functions were
unfeasible, it would seem desirable at least to consolidate existing research
within DDI primarily on an area basis. Thus, political, economic, socia.~5X1 B4d
and other intelligence research on the Soviet Union would be performed a single division. Again such specialized functions as OSI and b
-would be under separate jurisdiction. Consideration should also be
given to the position and function of research elements in OCR.
9. A small superstructure would be sufficient to perform the IAC
functions of the DDI complex. The Board of National Estimates, for exam-
ple, would derive its staff support from designated research officers of
the various area divisions and branches. The publication functions of OCI
would be carried out by an editorial board, drawing their daily and weekly
items from the area branches.
10. It is recognized that this general outline leaves many details
untouched. If it appears to have merit, however, the undersigned would
be glad to submit a chart illustrating the general outlines of this proposal.
Chief, SRS/DDI
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