(UNTITLED)

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP88B00553R000100160001-1
• Release Decision: RIPPUB
• Original Classification: K
• Document Page Count: 6
• Document Creation Date: November 11, 2016
• Document Release Date: January 6, 1998
• Sequence Number: 1
• Publication Date: January 1, 1973
• Content Type: REPORT

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ORD has, during FY-1973, undergone significant
transition in shaping its own organization for more effective
management of its resources and to be responsive to evolving
philosophies of the Agency's mission. Two major external jfac-
tors have had an important impact on ORD: recognition of t'he
need for new approaches to the intelligence analysis function,
such as "net technical assessmen~" and more thorough presenta-
tion of the analytic basis of assessment; and the formation of
OD&E to perform and direct the Agency's research and develop-
ment of operational systems and components. Internally, the need
was recognized for improved organization of the Office's programs
and better documentation of plans and accomplishments. In
addition, the concept of "exploratory research" has been defined
as a meaningful role for ORD with a budget based on a fixed ratio
of the Agency's total research budget.
Internal changes to the ORD organization were guided
largely by recommendations submitted by the Inspector GE:neral
in his survey dated October 1972, These changes to ORD's
internal management policies and procedures were implernented. by
Dr. Sayre Stevens, who was appointed Director 3 July 19?'2. While
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a number of administrative housekeeping deficinecies have been
corrected, the changes of greatest significance concern the develop-
ment of a new approach to formulation and management of the
overall programming strategy. The principle underlying the new
approach is the development of an integrated plan structured to
meet the Office's objectives. While the specific programs and
projects which constitute the plan are implemented by the opera-
ting Divisions, the formulation and management of the plan have
been brought under the direct supervision of the Director and the
Program Analysis Staff. The specific format and mechani;~ms
for the new program management approach are described in
detail in DD/S&T-183-73 which responds to the IG Survey r~ecom-
rnendations. While the specific organizational form which
resulted from these changes has provided significant improvement
in ORD's accomplishments during FY-73, further changes are
being implemented for FY-74. The latest changes are de~;igned to
retain the improved internal operating concepts while prornoting
greater effectiveness in supporting the Agency's developrrnent and
operating components.
In the past ORD has been accused {and possibly guilty) of
being naive as regards the Agency's research requirements and
the real constraints of the operating elements. To the extent this
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criticism is true, it has not gone totally unrecognized. And;,
indeed, from the R&D point of view it has appeared that the rest
of the Agency was parochial and resisted ideas which could Have
been of value. Regardless of the disease, the symptoms are clear
enough; and ORD is in the process of undertaking important basic
organizational changes to increase its product utility. Central to
this change is the establishment of a problem identification and
technology forecasting function. The purpose of this function is
to analyze and structure major Agency future problem areas in
support of which exploratory research resources would be most
effectively allocated. This function will be managed by a small
staff, drawing on the technical resources of the substantive ORD
Divisions. The concept, however, is primarily dependent on the
interest of the R&D and operating elements and their willingness
to participate actively in these problem definition and technology
forecasting studies. Successfully completed, these studies will
predict what the Agency's requirements will be in the futu~?e, the
impact of these requirements on the Agency's operating acid R&D
elements; and an interpretation of how to best prepare for future
contingencies through exploratory research and the fostering of
emerging technologies. These studies will serve as statements of
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. basic requirements to be serviced by ORD's substantive Divisions.
During FY-73 ORD has been successful in concluding most of
25X1 X1 its work in whit;h
required hardware to be brought beyond the stage of concept
feasibility determination. With the establishment of OD&E and
through close coordination with this Office, it will be passible to
accomplish a much more orderly flow from the development of
concepts to the initiation of systems hardware development
programs .
As the ORD becomes disentangled from programs which
include hardware engineering, a greater portion of its resources are being
made available to support the development of analytic methodologies.
in support of the Agency's intelligence production offices. ]:n the
new organization, most of the physical science research will be
performed in the Technical Collection Research Division and the
Clandestine Operations Technology Division. These two Divisions will
provide support to the development of new technical collection
concepts and devices for support of the Clandestine Services with
a shift to greater emphasis on fostering new technologies that will
eventually be exploited by OD&E for operational hardware.
FY-73 has seen a significant shift in ORD's research emphasis
toward the development of analytic techniques. It is planned to
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25X1A2d2
25X1A2d2
25X1BOa
continue this trend in FY-74, and to consolidate these efforts a
Center for the Development of Analytic Methodology has been
established. One program which typifies the "new look" in many
regards is Project The objective of is
to develop a methodology for using Agency technical collection
assets in conjunction with available unclassified sources to predict
This is one of ORD's first projects concerned
with covert collection of economic data; it has been closely coordi-
nated with and is directly responsive to OER; and it brings together
working personnel from a wide range of Agency elements and a
contractor team.
With .the shifting technical emphasis, there is necessarily
a need for realignment of the personnel skill mix. Some shifting
of personnel has been accomplished in FY-73, and it is planned to
continue the metamorphosis as requirements dictate. The T/O
is considered to be adequate but minimal at this time; and while it
is a workable strategy to fix ORD's contracting budget on a ratio
basis, staffing must be based on the size and character of t:he
required workload. It is felt that ORD has in the past put too much
of its effort into managing a vast array of diverse contracts. As
a result, there have been too many goad solutions developed for
non-existent problems. During FY-73 ORD has begun a cor.~solidation
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of its areas of interest and initiated internal studies to more
precisely define world problems, their impact on Agency opera-
tions, and valid exploratory research requirements. Contrac?ted
research requirements can now be defined as specific support of
coherent objectives and some of the vague ambiguous research
goals which have been pursued can be eliminated.
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