OPTIMIZATION OF THE AGENCY S RESEARCH AND DEVELOPMENT EFFORT

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP84-00780R005800130042-1
• Release Decision: RIFPUB
• Original Classification: S
• Document Page Count: 5
• Document Creation Date: December 14, 2016
• Document Release Date: February 28, 2003
• Sequence Number: 42
• Publication Date: January 27, 1972
• Content Type: MF

Approved For Release 2003/05/05 CIA-RDP84-00780R005800130042- _ -
27 January 1972
MEMORANDUM FOR: Executive Director-Comptroller
SUBJECT: Optimization of the Agency's Research
and Development Effort
An effective research and development (RFD) effort is vital
to the success of the Agency's mission. The collection and
analyses needed for the production of intelligence, in general,
require increasingly complex and innovative approaches for
problem solving. To obtain the best RFD from the available
resources to meet these needs, MAG has explored the'rpossible
ways of optimizing the Agency's RFD efforts. The scope of this
paper is limited to the Agency's RFD program and will, of
necessity, include advanced development and engineering. A
systems analysis approach is believed to be desirable for a more
comprehensive assessment of the RFD program.
MAG's suggestions are related to the following general
subject areas:
1. Improvement in the interface between the
developer and user.
2. The need for long-range planning.
3. Possible change in project approval procedures.
4. Clarification of sole source problems.
5. Reassessment of piecemeal RFD.
6. Transfer of technology.
Improvement in the interface between the developer and user
Communication between the developer and user is a key
element in an effective RFD program. The better the linkage,
the more probable it is that the user will receive a viable
product. This interface is sensitive to geography; that is,
it is in direct relationship to the distance between the developer
and user.
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A
SUBJECT: Optimization of the Agency's Research
and Development Effort - continued
Consideration should be given to establishing TSD and
ORD offices (however small) at Headquarters. These offices
should be staffed with technically qualified and people-oriented
representatives, who would serve as bridges between the
developer and user.
It is suggested also that the time required to transfer
the R&D product to the user be shortened. This could be imple-
mented by having the user become more directly involved during
the final developmental stage, e.g., six months prior to the
estimated transfer date.
Provision should be made for more frequent meetings of the
R&D Coordination Board for exchanging technical data and up-
dating the status of current activities. The emphasis of the
R&D Board should be on work in progress and new approaches
being considered. While the Board was set up to meet at fairly
regular intervals, many months may go by without a formal meeting.
Some kind of weekly or bi-weekly schedule would facilitate the
exchange of technical information and would serve to optimize
R&D efforts.
It might be useful for the R&D Coordination Board to form
working groups to identify promising technologies, specify
research requirements, and provide five year technological fore-
casts in selected areas, e.g., audio surveillance. Each group
would be chaired by the most concerned component and work for
three to six months. These short-lived groups are more likely
to attract creative scientists and, by stipulating a relatively
short life span, the groups are more likely to establish and
reach viable goals. In addition, symposia for interchange of
technical data between R&D personnel and user components should
be expanded.
The need for long-range planning
The need for a set of well articulated long-range goals and
objectives is frequently mentioned by those in the Agency RFD
community. A single component or group in the Agency should
be tasked with identifying our long-range R&D goals and objectives.
Some kinds of questions which might be addressed in this area
are outlined below:
Does the Agency need a means of detecting weather
modifications by other National powers? If so, what kind
of effort should we expend?
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SUBJECT: Optimization of the Agency's Research
and Development Effort - continued
Does the Agency need a billion dollar communications
network to service the myriad sensors and receptors which
will collect data in the next decade? Or should we
establish communication facilities piecemeal, as the
requirement dictates?
What is the best way to satisfy the requirement for
the exchange of digitally encoded information between
Agencies in the intelligence community? Should we live
with the proliferation of fragmented networks handling
diverse kinds of information, or should we concentrate
on one large super-network of electronic computers?
Possible change in project approval procedures
Another look should be taken at the R&D project approval
process. At present, the Executive Director-Comptroller approves
projects before they have been considered by the Contract Review
Board. If this sequence were reversed, the Executive Director-
Comptroller would have completed staff work prior to the request
for his approval.
Clarification of sole source problems
The large percentage of sole source RFD contracts is a
matter of continued concern within the Agency. MAG recognizes
the problem but feels that an attempt to establish and enforce
guidelines could be counter productive. The determination to
let a sole source contract is a judgment factor which must /
rely on good RFD management and the technical competence and
integrity of the project officer.
Reassessment of piecemeal RFD
Piecemeal RFD contracting possibly mitigates against effi-
cient RFD. This practice could be reassessed with a view that
smaller projects which relate to certain overall Agency priorities
be combined into a single project for more efficient management.
Exploratory RFD in new technological areas should continue to be
encouraged, when related to possible priority intelligence gains.
Transfer of technology
Consideration should be given to the development of an RFD
career service. This would facilitate the exchange of personnel
fron one RFD component to another. Such free exchange should
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SUBJECT: Optimization of the Agency's Research
and Development Effort - continued
result in the propagation of technology throughout the Agency.
Further, the cross training of Agency R&D managers in relevant
industry environments could enhance research and managerial
skills.
MAG also considered several other general subjects as
follows:
The sideways brain drain
Consideration should be given to a more effective use of
our in-house engineering talent. Engineers and scientists
working in the smaller R&D components are generally given
projects with relatively small funding. There is a tendency for
the new scientist/engineer to move to components where projects
have larger funding. While the bigger project profits from
this internal migration of talent, the smaller project may
suffer, The successful development of a recent large project
by TSD demonstrates that the talent to manage and bring large
projects to fruition is available within the smaller component.
It is suggested that there be an occasional deliberate assign-
ment of such projects to smaller R&D components.
Duplication of effort
Duplication exists but it does not appear to be a major
problem. A continued awareness and monitoring for possible
duplication appears to be the best deterrent. The present
summary list of R&D projects could be modified to include an
abstract of all ongoing R&D projects along with other relevant
information to minimize basic resource expenditures.
Mechanics of contracting
The Agency practice of negotiating, where applicable, R&D
overhead rates following the DOD method still appears to result
overall in significantly lower costs and expenditure of personnel
(auditors). Little change is anticipated in the near future
which would warrant conversion to any alternate method of
negotiation for overhead rates.
Yardsticks that can be applied to measure R&D effectiveness
A valid measure of effectiveness may be determined through
a systems analysis approach to RFD. Certain important factors
appear to emerge which are suggestive of future study.
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SUBJECT: Optimization of the Agency's Research
and Development Effort - continued
ORD performance should continue to be judged by a different
yardstick than other RFD components subject to supporting the
Agency's mission. Its work should revolve in large part around
the development of ideas, techniques, and projects without
roots in specific current requirements, but with possibilities
for a long term payoff.
Management Advisory Group
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