REALIGNMENT OF CERTAIN AGENCY FUNCTIONS

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP80R01731R003400060004-9
• Release Decision: RIPPUB
• Original Classification: S
• Document Page Count: 11
• Document Creation Date: December 12, 2016
• Document Release Date: July 2, 2002
• Sequence Number: 4
• Publication Date: July 19, 1950
• Content Type: MF

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54 Once. these "realignments u are made, let's stop re-organizing CIA
for -twelve consecutive months. We re-organize ourselves and the outside
agencies Also re-organize us. It's anew Agency, I adnicTut let's
let it work far a while without interruptions and without devoting
kindreds of manpower hews and taxpayers* dollars to new schemes and
*bengal for the sake of chance. Whatever system we have will not be
perfect, but with experience it will certainly inprove, if given time
enough to gain experience:.
PRESCOTT CHILDS Chief
Coordination, Operations
and '?olicy 3tanr.
Distribution:
Acting Executive
AD/OCD
AD/00
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17 July 1950
MEMORANDUM FOR: Mr. Childs
SUBJECT: Comments on realignment of certain Agency functions
CIA.
1. On the whole, this proposal has much merit toward strengthening
2. One of its major weaknesses is the assignment of require- 1
mentscoordination to a "joint control" of ORE and OSI. Such a control,W,
is no control without specific recognition of responsibility. AP
Co' 3. These These suggested changes should be premised upon larger
organizational responsibilities. For example, the problem of "joint
control" of requirements may be eliminated by a revamping of our r,
production office, where scientific, economic, political may be ---7-/%1;00"
segments of one office rather than separate and independent offices,
P
as they are tbday.
4. Furthermore, Page 3 says: "It is envisaged that ultimately ,-113
1
wl
all overt collection will be located in one office." Why postpone
the decision for "ultimate" implementation? Face this issue squarely 1'7 4141t4
-'21:1E,regarding responsibility for coordination of all overt collection.
Litt 25X
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Acting Executive 3 July 1950
Management Officer
Proposed Plan for Realignment of Certain Agency Functions
1. There is attached hereto a draft of a proposed plan for the
realignment of certain Agency functions based on studies made by this
office and comments received from various operating officials. Briefly
the plan proposes the following changes:
a. Redesignate Office of Collection and Dissemination as
Office of Reference and Dissemination.
b. Transfer function of coordination of requirements and as-
signment of collection action from OCD to joint control of ORE
and OSI.
c. Transfer function of collection of material from other
government agencies from OCD to 00.
d. Transfer ORE presentation function to 00.
e. Transfer function of governmental liaison control and records
from OCD to I&SS.
f. Redesignate Office of Operations as Office of(Overt)
Collection.
g. Transfer function of administrative machine records
support from OCD to SSS.
2. It is our belief that the proposal submitted has been soundly
conceived and that if adopted will result in more efficient and effective
Agency operations.
3. Request authority to coordinate the proposed plan with all
interested components of the Agency.
JAMES D. ANDREWS
End: Proposed Plan
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PROPOSED PLAN FOR REALIGNMENT OF CERTAIN AGENCY FUNCTIONS
1. A series of Management Staff studies of CIA operations under-
taken within the past year disclose that serious deterrents to operating
efficiency could be removed by realignment of Agency functions. There-
fore, it is recommended that the Office of Collection and Dissemination
be redesignated the Office of Reference and Dissemination and that the
major functions listed below be transferred as indicated.
2. Coordination of information requirements and assignment of
collection action from OCD, Liaison Division, to joint control of the
requirements Staffs of the Assistant Directors of ORE and OSI.
Discussion: The functions of coordinating requirements and
assigning collection action are so closely integrated that they
can properly be considered as a single function. Experience has
shown that requirements havesbeen most easily satisfied when informal
liaison with the collecting agency is possible in the initial stages
of requirements formulation. The timing of requirements, as well
as the information to be collected, must be evaluated for collect-
ability by the collector. In many cases, the collector is the dominating
factor as to whether certain information can be obtained and should
be formalized as a requirement. Full coordination of requirements
in the production offices will, as a matter of course, provide for
the participation of 00 and SO in the requirements activity. Also,
it is anticipated that the requirements coordination activity will
encompass, in varying degrees, participation of both intelligence
contributors and information collectors of all the agencies represented
on the IAC. Thus, collection action will be effected on an agree-
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ment basis as well as on an assignment basis. As a joint responsi-
bility of ORE and OSI, each requirement will be processed by the
Agency component who is most interested in obtaining the necessary
information for the proper evaluation of intelligence, with such
requesting component being empowered to negotiate directly with
the collecting facilities at an early stage of requirement formulation.
Further, there will be one less echelon in the requirements
process. Experience has indicated that for every additional echelon
between the formulation of a request and the completion of the action,
the basic information desired is adulterated and possibly weakened.
Also, the time taken to effect completed action on a requirement is
lengthened by the additional processing required.
Under normal circumstances, the Management Staff would rarely
recommend that a major function be placed under joint control of
two Assistant Directors. In this case, however, it appears workable
because scientific requirements are primarily generated in the
Scientific Intelligence Committee. Thus, except in isolated instances,
all requirements of OSO, OPC, 00, and other intelligence Agencies
referred for coordination will fall within the jurisdiction of ORE
and can be directly routed to this Office for action. Coordination
of ORE and OSI requirement activity can be enhanced by installation
of uniform procedures and by physically locating these two Staffs
in adjoining space.
3. Collection of intelligence materials available in operating
units of other government agencies from OCD, Liaison Division, and from
ORE, Presentation Division, to Office of Operations.
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Discussion: The overt collection function of this Agency has
been divided between several collection activities located in different
Offices. It is envisaged that ultimately all overt collection will
be located in one Place. The transfers proposed in this paragraph
for immediate action would bring together all overt collection
activity with the exception of the OSI Interrogation Team": It i
possible that this OSI activity could also be transferred to 00
in the near future. Then, the Office of Operations could be
renamed the Office of(Overt)Collection.
There is a very important further point to be considered in
conjunction with assignment of the overt collection function. It
is one thing to collect material, record it, index it, and place
it on shelves for future reference. It is a quite different
proposition to collect intelligence materials analyze, select, and
edit the information and prepare information reports from these
materials in satisfaction of information requirements of the
production analysts. Also, 00, who is now CIA's primary overt
collection facility, has the experience, resources, and capabilities
to effect a better collection action than OCD, ORE, or OSI for whom
overt collection is a secondary responsibility.
4. Governmental liaison controls and records from the Liaison Division,
OCD, to Inspection and Security Staff.
Discussion: Primary Agency control of official liaison of CIA
employees with employees of other government agencies is vested in
I&SS, who in the final instance determines from a security standpoint
whether liaison contact may be established and continued. Therefore,
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it would appear logical that MSS should approve or disapprove
-'original contacts, should supervise liaison establish on a continuing
basis, and should maintain the control registers. Through functional
realignments suggested above, which group like functions under one
office, the instance of duplication of contacts between Offices
would be negligible. The Assistant Directors, as part of their
administrative duties, are presently controlling duplication of
contacts between divisions of their Offices and other agencies of
the Government.
5. Machine records support for administrative operations from
MaelTne Methods Division, OCD, to the Special Support Staff.
Discussion: It is a known fact that economy and efficiency
can be Obtained from centralization of like machine records activities.
It is wholly reasonable that the Offices in L and K Buildings do
not wish another office to handle their very sensitive T/Os, rosters,
etc. Conversely, the other parts of the Agency could have no
objection to having their administrative activities handled by a
more sensitive operation in CIA. Thus, it is proposed that all
the machine records support relating to administrative matters be
located in L Building and handled by employees whose security
clearances are acceptable to OPC, OSO and the Advisory Council.
All substantive support will be retained by OCD.
6. The mission of the Office of Reference and Dissemination would
embrace the two functions implied in the new name. It would be wholly
responsible for the maintenance of library and reference materials such
as those now held in the Library, the Biographic Division, the Industrial
Division, and the Graphics Division. As part of this reference function
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it would perform certain collection activities. however, it would be
a clear-cut document-type collection activity based on the fact that
the materials being collected are reference materials and not a directed
collection activity in the sense that 00 and OSO conduct collection.
Also, it would maintain the Agency archives, the records management
program, courier and messenger service, the clipping service and all
such cumon-type services as it is now rendering. Likewise, centralized
machine records support to the substantive intelligence operations of
the Agency would remain the responsibility of ORD. Exclusive responsi-
bility for the dissemination function in the Agency would constitute
the second major phase of the ORD mission. It is anticipated that this
function can be further centralized and become of greater service to
the Agency by elimination of duplicate dissemination activities in other
CIA Offices and by placing greater responsibility with disseminators
for the selection of intelligence materials to be routed to CIA components.
(Now in process)
7. It is felt that while some of these activities are affected by
the pending decision on NSC 50, most of these suggested changes can be
effected without reference to NSC 50. However, I should like to make
it a matter of record at this time that should this proposal be implemented
and subsequently NSC 50 should be returned to CIA directing consolidation
of SO, OPC, and 00/C this Office would urge that 00/C not be incorporated
into the L Building consolidation. An Office of Overt Collection, as
described in this proposal, would be quite different from the activities
of an Office of Covert Collection and
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that CIA could operate more effectively by maintaining an Office of Overt
Collection.
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