MAP DIVISION, OFFICE OF REPORTS AND ESTIMATES

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP57-00042A000100150002-1
• Release Decision: RIPPUB
• Original Classification: S
• Document Page Count: 65
• Document Creation Date: December 12, 2016
• Document Release Date: July 15, 2002
• Sequence Number: 2
• Content Type: MISC

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EXHIBE "All
MAP DIVIS ION . OFFICE OF REPORTS AND EST IMt TE.S
As head of an operatingIAvision, the Chief, Map Division, under
the direction of the Assistant Director for Reports and Estimates
is charged with providing an interdepartmental geographic and
map intelligence service coordinating requirements for procurement
of foreign maps and related information, producing reports and
evaluations of geographic and map intelligence and new map compila-
tions required for intelligence purposes and the maintenance of
a current selected working reference collection of maps and related
material on foreign areas.
II Responsibilities and Authority
Within the limits of his authority in accordance with CIA and
ORE directives, the Chief, Map Division, is responsible for, and
has commensurate authority to accomplish, the fulfillment of the
duties set forth below. He may delegate, except when expressly
prohibited from so doing.,-to members of his Division appropriate
portions of his responsibilities together with proportionate
authority for their fulfillment, but he may not delegate or relin-
guish his overall responsibility for results.
A. Functions
The Chief, Map Division, Office of Reports and Estimates will:
1. Provide an interdepartmental geographic and map intelli-
gence facility serving the CIA, the intelligence areas
of the Departments of State, Army, Navy, and Air Force,
and when appropriate other Government agencies.
2. Prepare,.in collaboration with appropriate components of
CIA, intelligence reports and estimates;that assess,, the
status of foreign mapping activities, organizations, and
techniques; that evaluate existing foreign map and chart
coverage for specific intelligence purposes; and that
present geographic interpretations of intelligence data.
3. Provide advice and assistance to other components of the
CIA and the IAC agencies in the interpretation and analysis
of geographic L.ocational and mapping information.
b. Determine the adequacy of mapping activities and U.S. map
holdings for meeting intelligence requirements.
5. Provide technical interpretations of territorial claims
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6, Report on and otherrise review geographic intelligence,
consulting with Office of Scientific Intelligence on
scientific aspects thereof.
7. Prepare, compile and construct special maps to accompany
intelligence reports and to meet other specific intelli-
gence requirements,
8. Coordinate interdepartmental requirements for the procure-
ment of foreign maps and related information.
9. Provide CIA and the intelligence areas of the Government
with a current selected working reference collection of
maps,, atlases, and related materials on foreign areas.
10. Assist in the National Intelligence Surveys program by
preparing standard base maps, final map presentations,
and by coordinating and contributing to the map and chart
appraisal chapters of these surveys.
11. Provide his principal subordinates with detailed functional
statements, operating instructions and procedures for the
fulfillment of their assigned duties and responsibilities
and direct that they in turn provide similar instructions
for their subordinates.
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Status of Chapters IK of the National Intelligence Surveys
As of 28 February 1950
This graphic presentation refers to the status of final manuscripts for Chapters IX as submitted
by the Map Division, ORE, to the N6 Division, ORE. Chapter IA consists of as evaluation of the mvreyleg and
mapping organl ations, programs and current projects in the designated Nit areas; statements of air photo and
mapping deficiencies; evaluations of the best available maps for specific uses, and accurate appraisals of these
maps.
The Map Division, ORE is the coordinator for all Chapters IX of the National Intelligence
Surveys. Contributors to these Chapters Include components within the Departments of the Army, the Navy
and the Air Force, and also the Map Division, ORE. Approved For Release
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Status of Base Maps for National Intelligence Surveys
As of 28 February 1950
The standard base maps for use in initialing cartographic Presentations for Inclusion in the
RIO Program are constructed by the Map Division, ONE. The several plates which make up a single standard
base are printed separately on plastic to facilitate the cartographic effort of other contributors. Paper
copies, in several plate combinations, are also supplied to contributors for plotting purposes. The average
N? standard base map measures approximately 24 x 32 inches, with scale usually between 1:1,000,000 and
1:3,000,000. Hydrography, spot elevations, administrative divisions, towns, roads and railroads are shown.
The Map Division, ORE, distributes plastic and paper copies A p r ' P F' ll"'R e2
 Effectiveness of Map Procurement by Country
NOTE:
THE NUMERALS WITHIN THE VARIOUS
COUNTRIES INDICATE THE NUMBER OF
MAPS COLLECTED DURING THE CALENDAR
YEAR 1949. QUANTITIES OF L ESS THAN
20 MAPS ARE NOT SHOWN.
GOOD
FAIR
POOR
used in the procurement of maps from abroad. The effectiveness of map procure-
procurement program, requirements for which are coordinated within the Map ment for a given country varies from year to year. For instance, some countries
Division, ORE, and reflect the needs of the several mapping agencies of the U.S. where the effectiveness was `good' in calendar year 1948, are shown as `poor'
Government for foreign published maps and related information. The major part during calendar year 1949, because they were neither revisited by Geographic
of the collection effort abroad is -undertaken by direction of the Department of Attaches nor were large shipments of maps received during 1949 as a result of
State through the facilities of the Foreign Service. Foreign Service Geographic existing exchanges. The presence of a Geographic Attache, of operating map
Attaches are operating under broad regional assignments. In addition to procurement exchanges, and cooperation on the part of local agencies make for effective procure-
by purchase and spot exchange, these Attaches make map exchange arrpppra4eed For RWas@(20O2IO&fi22o! (MAAMR6e7000?4'2AK01*8W59W2y1 Geographic
with foreign mapping organizations. Other recognized collection channels are also Attaches and map exchanges were not operative in others.
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EXHIBIT lIEU
DISTRIBUTION OF MAP CATALOG CARDS
Processing Section 11
(No. depending on subjects)
Cartography Section 1
(Green only)
Library of Congress 4
Army Map Service 1
Bd. on Geographic Names 2
U.S. Coast and Geodetic 1
Survey
U.S. Geological Survey 2
Aero. Chart Service 1
U.S. Rydro. Office 3
Extra Sets in Stock held 15
for future dissemination
Excess filed in Dist. Sec. 20
62 30
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EXHIBIT "G11
ACQUISITIONS LIST FOR .APS OF FOREIGN AREAS
OCD 7
FDD 1
OPC 6
ORE 15
OSI 1
050 1
OREA11ap Division 6
Proc. and Ref, 4
Map Intel 1. 1
Carto, 1
Total CIA 37
Agriculture 5
Bur. of Budget 1
Civil Aero. Bd. 1
Commerce 9
Aero. Chart Service 1
Air Force ]4
Army 21i.
Navy 5
State 27
Gen. Ser. Adm. 1
Interior 11
Lib. of Congress 3
Natl. Archives 2
Natl, Sec. Res. Dd, 2
Tariff Comm. 1
Total Other 107
GRAND TOTAL ' It
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Office Jemoranaum ? UNITED STATES GOVERNMENT
TO : Management Officer, CIA
FROM : Assistant Director, ORE
SUBJECT: management Staff Survey of Map Division, ORE
. 1. The report resulting from the Management Staff survey of Nap
Division, ORE, adequately discusses the current problems in D/MA,'s
operations and it is believed that detailed comments by OU are
unnecessary.
2. ORE notes that the report does not include a discussion of broad
policy questions relating to the Map Division's mission. However, the
Management Staff representative stated that the survey would not include
the Office of the Chief, D/Ma, which probably accounts for this omission.
3. Full consideration will be given by ORE to procedural improve-
ments recommended in the survey report. The suggestion detailed in
Appendix "E" will be tried on an experimental basis as soon as the
necessary cards can be obtained.
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PUBLICATIONS DIVISION
OFFICE OF REPORTS AND ESTIMATES
Findings:
The major issues influencing improvement of the operating procedures of
this Division concern inter-departmental or Agency policy and relationships.
Specifically, proposed revisions of National Security Council Intelligence
Directives No. 1 and No. 3 will facilitate the coordination and publication
of national intelligence which is a primary function of this Division. Moreovw,
assumption of responsibilities for production policy by the Estimates Production
Board will relieve Publications Division of present project planning responsi-
bilities, thus permitting this Division to devote full time and attention to the
coordination and editorial phases of intelligence production. (See Tabs 1, lA,
and 1B.)
Within the Office of Reports and Estimates, differences of opinions exist
between the Publications Division and the regional and functional divisions con-
cerning responsibilities for substantive content of intelligence products.
(See Tab 1 of this study and Tab 2 of the regional divisions study.)
The position of Deputy Division Chief, GS-15, appears to be excessive to
the needs of the Division.
Recormnendations :
1. Proposed revisions of National Security Council Intelligence Directives
No. 1 and No. 3 be submitted through appropriate channels for National Security
Council action. (See Tabs 1, IA, and lB.)
2. Full implementation of the intelligence production plan and participation
of the Estimates Production Board in project planning be effected. (See Tabs 1
and 2.)
3. As the two preceding recommendations are effected, the functions of
the Publications Division be revised accordingly. (See Tabs 1, 11, and 2.)
ii. Steps taken to improve the procedures for coordination of intelligence
production be continued and intensified. (See Tabs 1, 1B, and.2.)
5. The position of Deputy Chief, GS-15, be eliminated from the table of
organization of this Division. The Assistant Director for Reports and Estimates
concurred. (See Tabs 1 and 2.)
Basic Documents Relating to this Study:
Tab 1 - Management Staff Study with Attachments A through I.
Tab 2 - Comments of Assistant Director for Reports and Estimates on the Study.
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FPS
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OfficifethJi'~Idith UNITED STATES GOVERNPIv?ENT
= Assistant Director for Reports and Estimates
DATE: 24+ March 1950
FROM : Management Officer
SUBJECT: Survey of Publications Division, ORE.
1. The Management Staff Survey of Publications Division (D/Pub),
ORE, discloses that the recent consolidation of the Current and Staff
Intelligence Groups has proved organizationally sound.
2. There are, however, certain problems requiring solution on a
considerably higher level that are affecting the operations of D/Pub.
a. The proposed revision of NSCID No. 1, attached as
Exhibit A, which is presently in COAPS, sets forth major
changes which, if implemented, will cause adjustments to
be made in the procedures currently in effect in D/Pub.
b. The problems inherent in present IAC coordination
procedures were expressed by the AD/ORE for the IAC meeting
on the question of staff coordination. The agenda of this
meeting on 5 October 1949 and summarization of comments are
attached as Exhibit B, together with ORE proposed revision
of NSCID No. 3.
3. Pending full implementation of the intelligence production
plan by the Estimates Production Board, the current practices of
institution of intelligence production are continuing in one of the
three following methods:
a. Direct requests are given by the AD/ORE to the
Project Initiator, D/Pub, for coordination with the sub-
stantive division or divisions concerned for implementation
of an intelligence project. This directed action has seldom
failed to produce the required project although, due to the
idiosyncrasies of the LAC coordination system, it has not
always met the prescribed deadline.
b. The second method is by spontaneous implementation
of production by personnel of a substantive division,
resulting from opposite number IAC liaison, plus the
knowledge of the geographical area or subject with which
he is primarily engaged. A coordination is then effected
with the Project Initiator, D/Pub, and a determination is
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made as to whether or not the project should be undertaken.
Lack of agreement, unless there is a strong enough reaction
on either part to force the decision to the AD/01'x, may
result in complete abandonment of the project.
e. The third method is similar to bo above except the
concept of the intelligence publication may stem from
initial action by the Project Initiator, D/Pub.
!. The three methods listed above as those being used for project
initiation will, upon full implementation of an intelligence production
plan and complete operational attainment of the EPB, be discontinued.
a. In place of these methods of intelligence pro-
duction, the Programs Branch, S/PP, the Project Initiator,
D/Pub, and the representatives of the substantive division
or divisions concerned will constitute the EPB in action
and the combined recommendations will be included in the
intelligence production plan.
b. No intelligence production will be undertaken
except by EPB authority which will determine substantive
division responsibility, order of priority, and frame of
reference. After such decision is made, it will become
the responsibility of D/Pub to effect the coordination
with the substantive division or divisions concerned to
lay the ground work, effect the necessary coordinations,
provide the review and editorial functions and to provide
the liaison for its final publication.
5. An intelligence production plan was conceived over a year ago
by the AD/ORE as being a basic necessity for the intelligence production
of ORE.
a. This plan, fully and appropriately coordinated
and taking into full consideration the capabilities of
the substantive divisions to produce, should be imple-
mented before any evaluation can be made as to the sub-
stantive production competence of the individual divisions
concerned*
b? The FE/P plan, developed in conjunction with S/PF',
has met with varying reactions and the AD/ORE has organized
a committee from each of the offices of the EPB members to
consolidate efforts toward the preparation of an intelli-
gence production plan which meets with their combined
approval. At the same time the AD/ORE has directed each of
the regional divisions to formulate a general production
outline similar to the FE/P plan, for coordination both
within ORE and with the IAC agencies.
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c. Coordination of an intelligence production plan does
not preclude the necessity for all IAC agencies informing
CIA as to subject matter under consideration for current
departmental intelligence production. The Department of
State is the only IAC agency currently informing CIA as to
intelligence projects undertaken. This is accomplished by
means of duplicate copies of work jacket submitted to CIA,
see Exhibit C. and CIA in turn notifying State of "initiation
of intelligence estimate" via niemo from AD/ORE, see Exhibit
D.
d. The manner in which national intelligence is being
currently produced can and does result in many duplications
which can be eliminated through a fully coordinated and
implemented intelligence production plan.
6, D/Pub personnel have displayed an unusual amount of esprit de
corps and willingness to provide a major service and means of accomplish-
ment for the intelligence producing components of ORE.
a. The problems set forth herein are fully recognized
by members of D/Pub and until their solution it would be
inopportune to fix specific procedures and controls for
the internal operation of this Division*
b. Organization chart, attached as Exhibit E, contains
a breakdown for the operations currently in effect and those
proposed for this Division. The T/O, attached as Exhibit
F, contains the same number of personnel authorized by the
Executive, CIA, on T/O dated 1 December 191.9,
co It is recommended that the Office of the Chief be
reduced by one position, the Deputy Chief, grade GS-15,
as it is felt by this Staff that this T/O slot is excessive
to the needs of this Division. The present incumbent is
assigned on temporary duty outside the Agency. No action
will be taken on T/O revision (Exhibit F) until determination
of reassignment is made in the near future.
7. The Current Publications Branch, which has as its major function
the publication of the Daily and Weekly Summaries, has been operating very
effectively, being assisted by the Project Review Section Task Force when
the workload requirese,
a. The publication of the Daily Summary is reported
to be an effective instrument among the top echelons of
the U. S. Government. The production of this publication
has incurred little difficulty between the ORE producing
components and the Current Publications Branch. Determinations
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for inclusion have been made on a compatible basis, and
deadlines have been met for its dissemination. Distri-
bution of the Daily Summary is attached as Exhibit G.
b. The Weekly Sunm.ary presents a number of problems
in its compilation, in that determination as to its con-
tent is often the subject of controversy between Current
Publications Branch and the regional division or divisions
concerned,
(1) Contributors to this publication recommend
that this project should not attempt to effect a
balance between divisions but should be keyed more
specifically toward items of strategic importance.
(2) The Weekly Summary as currently prepared
carries a classification of Secret. The expressed
desires of the contributors to the publication
indicate that much intelligence is omitted that
could be included were the Weekly increased to Top
Secret.
(3) A memorandum to CORPS from the AD/ORE re s
CIA Weekly, dated 18 November 1949, is attached as
Exhibit H, This memo states that increase in
classification of the Weekly will present problems
with regard to its dissemination and recommends that
the present distribution of the Weekly Summary be
curtailed to onl the very top echelons of the U. S.
Government. AD7RE recommends that the working
level intelligence personnel should receive the
Weekly in the form of a (Secret) digest which com-
prises the coordinated efforts of all of the ORE
substantive divisions and published through the
Current Publications Branch, D Pub.
(Li.) The present method of disseminating a
series of Division Weeklies involves hazards which
have been discovered by contact with the producing
components, in that the knowledge that an individual
division weekly is at the disposal of the divisions
tends to devaluate the importance of the inclusion
of the self-same items within the official CIA
Weekly publication. Items included within the
division weeklies, wherein there is a dual geographic
interest, clay despite the best intelligence opinion
not be in complete agreement. Therefore, it is
possible that opposite opinions can be disseminated
through the media of individual division publications.
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(5) The Management Staff does not attempt to
discredit the value of the cross fertilization of
ideas through the media of working papers but it
is felt that the individual weeklies should not
be continued in the manner in which they are
currently being published and disseminated,
8. The Estimates Publication Branch, whose primary function is the
review of Intelligence Memoranda, Situation Reports, and ORE Estimates,
is functioning in an effective manner with a minimum amount of opposition
from the substantive divisions of origin.
a. The prerogative of determination of substantive
content now enjoyed by the division concerned is sometimes
released with reluctance to the Estimates Publication Branch.
The editorial functions of this Branch must of necessity
become involved in substance to protect not only the division
concerned with its origin, but also CIA as to the meaning,
concept, and interpretation of this publication by its recipi-
ents.
be A general consensus reveals that the efforts
expended by this Branch have been appreciated and the
problems inherent in this type of operation are under-
stood more clearly as time progresses. The Branch likewise
utilizes the services of the Project Review Section Task
Force when necessary.
c, No actual determination can be made of the increased
workload anticipated in this Branch by the implementation of
an intelligence production plan.
9. The Coordination and Production Branch has as its major responsi-
bilities the setting up of the various levels of coordination meetings
with the IAC agencies, production control and actual production in rough
form for final publication.
a. The extent of IAC coordination of CIA publications
determined necessary by the DCI may, in a large measure,
affect the coordination aspect of this Branch. It is
recommended that until such duties are fully determined,
the Branch continue to utilize existing procedures which
have been currently developed.
10. The functional stateixt s, attached as Exhibit I, have been
coordinated between the Management Staff and the Chief, D/Pub. These
statements include the responsibilities of D/Pub assuming full imple-
mentation of the EPB, implementation of the intell.i8enee production
plan, and the adoption of the proposed revision of the CIA Weekly Summary.
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Attachments2 Exhibits A,B,C,D,E,F,G,IH,I.
I
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P
Y
21 December 1949
MEMORANDUM FOR: CHIEF, CORPS
1. The attached draft of a National Security Council Intelligence
Directive sets forth what, in our opinion, was the Congressional concept
of how CIA would work. We believe that none of the basic principles
are new, but some of them have not before actually been applied. There
are, however, some novel aspects, mainly procedural, which this proposal
would bring up.
2. If this paper were accepted, there would be no series of
NSCID's. Under the charter here set forth, the Director would control
implementation through DCI's, except when he determines that a major
policy question is raised of specific interest to the NSC. He would
then make an appropriate recommendation and, if approved, the policy
decision would become an amendment or a supplement to this paper. Some
of the present NSCID series would therefore fall to the level of DCI's,
and those which remained as NSC policy matters should be very short
policy statements, mainly of responsibility, to be thoroughly implemented
by DCI's. On the other hand, certain procedural aspects, normally subject
for a DCI, would involve policy. Thus the manner of forming and
coordinating recommendations to the NSC probably deserves an expression
of NSC intent. Such major policy papers on procedure probably should
not be incorporated into this Directive, but could accompany it as
procedural appendices.
3. Under our concept, an important subject, as, for instance,
overseas defectors,, could be handled by a supplemental paragraph to this
paper, assigning basic responsibility for exploitation and handling,
followed by a DCI setting forth detailed procedures. By and large, this
paper should be the only lengthy paper submitted to the NSC.
/s/
LAWRENCE R. HOUSTON
General Counsel
Legal Staff
co: Exec
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NATIONAL SECURITY COUNCIL INTELLIGENCE DIRECTIVE
Pursuant to the provisions of Section 102 of the National
Security Act of 1947, as amended, and for the purposes enunciated
in paragraphs (d) and (e) thereof, the National Security Council
hereby authorizes and directs that the following policies, duties
and responsibilities will govern the conduct of United States
foreign intelligence activities in the interest of national
security, and national aims and objectives. The recommendations
of the Central Intelligence Agency, required by Section 102(d)(2),
on matters concerning such foreign intelligence activities of the
Government departments and agencies as relate to national
security, will, when approved by the National Security Council,
issue as amendments or supplements to this Directive.
I. Jurisdiction.
1. The jurisdiction of the Central Intelligence Agency
embraces all foreign intelligence activities of the Government.
The Central Intelligence agency shall have no police, subpoena,
or law enforcement powers, or internal security functions.
II. The Director of Central Intelligence and the Central
Intelligence Agency.
1. The Director of Central Intelligence shall function
within his jurisdiction as the intelligence officer of the
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National Security Council and as its executive agent for the
purpose of coordinating the foreign intelligence activities
of the several departments and agencies of the Government.
2. The necessary authority is hereby delegated by the
members of the National Security Council to the Director of
Central Intelligence, so that his decisions, orders and
directives concerning the foreign intelligence activities
of the Government shall be considered as emanating from them,
in their executive capacity? and shall have full force
and effect as such, provided that any agency shall have
access, through appropriate channels, to the National Security
Council, in connection with such directives.
3? The Director of Central Intelligence or representatives
designated by him shall make such surveys and inspections of
departmental intelligence activities and facilities of the
various departments and agencies of the Government as he may
deem necessary in connection with his duty to advise the
National Security Council and to make recommendations for or
to bring about the coordination or improvement of intelligence
activities. This authority is subject to the provisions of
Section 102(e) of the National Security Act of 1947, as
amended, regarding the Federal Bureau of Investigation.
!.. The Central Intelligence Agency shall function
under the Director of Central Intelligence as the intelligence
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facility of the National Security Council and the President
of the United States.
5. The Director of Central Intelligence shall be
responsible for the protection of intelligence sources and
methods from unauthorized disclosure.
III. Coordination of Intelligence Activities.
1. Coordination of intelligence activities by the
Central Intelligence Agency shall be designed primarily to
strengthen the entire governmental intelligence structure and
to achieve a fully integrated United States intelligence
effort in objective support of policy planning, strategic
planning, and operational decisions at all appropriate levels
within the Government. A fully integrated intelligence effort
is considered to mean that:
a. the combined intelligence production effort of
the Central Intelligence Agency and the departmental
intelligence agencies is continuously oriented toward
the requirements of United States national security
interests and objectives in all foreign areas*
bo the combined intelligence collection and source
exploitation effort of the Central Intelligence Agency
and the other intelligence agencies effectively meets the
requirements of the combined intelligence production effort.
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o. all categories of intelligence requirements bearing
on the national security are specifically identified and
defined and the responsibilities for collection and production
are appropriately allocated throughout the governmental
intelligence structure.
do the interchange of intelligence, intelligence
information, and other information which has utility for
intelligence purposes is effected between the Central
Intelligence Agency and the other intelligence agencies
under appropriate security provisions, and in accordance
with the respective requirements of the intelligence
agencies concerned.
2. The Central Intelligence Agency shall be responsible
for the coordination of intelligence activities to meet the
foregoing objectives, and is authorized to employ such measures
as the Director of Central Intelligence deems necessary in
order to fulfill this responsibility. The chiefs of the
intelligence agencies of the Departments of State, Army, Navy,
Air Force and Justice, the Joint Chiefs of Staff and the Atomic
Energy Commission shall be responsible for assisting the
Director of Central Intelligence in carrying out the intelligence
coordinating responsibilities of the Central Intelligence
Agency in support of the foregoing objectives.
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3? An Intelligence Advisory Committee shall be established
in order to advise the Director of Central Intelligence on
matters pertaining to the Agency's responsibilities for
ooordinating the intelligence activities of the several Govern-
ment departments and agencies and on other appropriate matters
in the field of intelligence and to maintain the relationship
essential to such coordination.
a. The Intelligence Advisory Committee shall consist
of the Director of Central Intelligence as Chairman, who
shall be the presiding officer thereof, the Directors of
Intelligence of the Departments of State, the Army, Navy,
and Air Force, the Joint Staff (JCS), the Atomic Energy
Commission, and the Director of the Federal Bureau of
Investigation (or their representatives),
be The Director of Central Intelligence shall invite
the head (or his representative) of any other agency
having functions related to the national security to sit
with the Intelligence Advisory Committee, whenever he
deems such action necessary or desirable.
IV. Production and Dissemination of Intelligence by the Central
Intelligence Agency.
1. The Central Intelligence Agency shall plan, produce and
disseminate the intelligence relating to the national security
for the President, the National Security Council and its staff,
and for such governmental departments and agencies as the
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 1% r-
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National Security Council shall, from time to time, specifically
designate. Such intelligence shall be considered National
Intelligence, and shall be produced for such designated agencies
either separately in connection with their specific responsibilities,
or collectively in connection with matters of concern to more
than one department or agency.
2. The Central Intelligence Agency shall also produce:
a* intelligence in fields of common concern, which
the National Security Council determines can be more
efficiently produced centrally; and
bo intelligence not otherwise available which is
required to support the Central Intelligence Agency
production and operations as well as those of other
appropriate governmental agencies.
3e Whenever the Central Intelligence Agency deems it
advisable, or upon specific request of the National Security
Council, the Agency shall, prior to publication for general
dissemination, request the appropriate departmental intelligence
agencies to review Central Intelligence Agency reports and
estimates for the purpose of ascertaining departmental views
on those aspects of national intelligence which fall within
the field of their respective individual departmental or agency
intelligence responsibilities. Intelligence so reviewed shall
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carry a statement of agency concurrence therein, or a comment
which sets forth the substantial points of difference; provided,
that delays in the receipt by the Central Intelligence Agency
of such comments shall not bar the timely dissemination of
national intelligence.
b. The Central Intelligence Agency shall disseminate
intelligence which it may have produced or intelligence informa-
tion collected through its own sources, to the appropriate
departments and agencies of the Government whenever such
dissemination is appropriate to their functions relating to
the national security. Such dissemination shall be made
under security regulations and procedures established by the
Director of Central Intelligence.
V. Additional Responsibilities of the Central Intelligence
Agency.
1. The Central Intelligence Agency shall perform, for
the benefit of the intelligence organizations of the Government,
such additional services of common concern as the National
Security Council determines can be more efficiently accomplished
centrally and such other functions and duties related to intel-
ligence affecting the national security as the National Security
Council may from time to time direct.
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T
2, Departmental requirements in support of an integrated
United States intelligence effort shall receive the cooperation
and support of the Central Intelligence Agency.
3. The Director of Central Intelligence shall make
arrangements with the respective departments and agencies to
assign to the Central Intelligence Agency such experienced
and qualified officers and members as may be of advantage
for advisory, operational, or other purposes, in addition
to such personnel as the Director of Central Intelligence
may directly employ, In each case, such departmental
personnel will be subject to the necessary personnel procedures
of the department concerned.
VI, Additional Responsibilities of Governmental Intelligence
Agencies to Central Intelligence Agency.
1. In accordance with the provisions of Sections 102(d)
and (e) of the National Security Act of 1947, as amended, and
with the approval of the President, and subject to the special
proviso of Section 102(e) regarding the Federal Bureau of
Investigation, all departments and agencies of the Government
shall make available to the Central Intelligence Agency for
correlation, evaluation, and dissemination, all intelligence
or intelligence information relating to the national security
in their possession.
4
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2. The dissemination of such intelligence and intelligence
information to the Central Intelligence Agency shall be made
regardless of the source of such information. To this and,
the so-called "Third-Agency Rule", which provides that classified
information originating in one agency shall not be disseminated
outside the receiving agency without the consent of the
originating agency, is specifically abrogated insofar as the
Central Intelligence Agency is concerned.
3. In cases, however, where the originating agency requests
that special security considerations govern the dissemination
of specific material to third agencies, such requests shall
be given the maximum considerations by the Central Intelligence
Agency and shall be complied with to the maximum extent which
the Director of Central Intelligence shall determine is compatible
with the national security.
4. "Such intelligence as relates to the national security"
shall include all intelligence and intelligence information
which the Director of Central Intelligence determines is required
by the Central Intelligence Agency for the'production of national
intelligence.
5. The intelligence organizations in each of the departments
and agencies of the Government shall maintain with the Central
.Intelligence Agency and with each other, as appropriate to their
respective responsibilities, a continuing interchange of
SEC Ell
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ECT
intelligence information and intelligence available to them.
"Operational" information and scientific, technological,
diplomatic and other information which has utility for intel-
ligence purposes is included in this directive, as well as
information available only under special security handling
restrictions. In the latter case, each intelligence organiza-
tion will promptly make arrangements with the Director of
Central Intelligence to make such material available to the
Central Intelligence Agency under appropriate security safe-
guards. The flow of such material shall be immediate, spontaneous
and comprehensive. No department or agency shall hold back, or
delay the transmittal of such material to the Central Intelligence
Agency.
6. All requests from the Central Intelligence Agency for
such material shall be honored immediately by all departments
and agencies of the Government to the fullest extent of their
capabilities.
7. The departments and agencies of the Government shall
provide, produce or collect such intelligence and intelligence
information in their fields of primary responsibility as the
Central Intelligence Agency may request for its use or that of
one of the other departments or agencies. Within the limits
of their capabilities they shall provide, produce or collect
such additional intelligence and intelligence information in
other fields as may be requested by the Central Intelligence
agency as above.
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8. In order that the Central Intelligence Agency may
adequately discharge its responsibilities to the National
Security Council, timely departmental action in meeting
Central Intelligence Agency commitments and deadlines is
imperative. Upon specific request of the Central Intelligence
Agency first priority shall be given in each departmental
intelligence organization to the requirements of the Central
Intelligence Agency. Such priority shall apply to field
and departmental collection action, production of departmental
contributions to Central Intelligence Agency production, and
the coordination of Central Intelligence reports and estimates.
E+
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AGENDA AND SUMMARY OF COIF )BENTS
IAC MEETING ON QUESTION OF STAFF COORDINATION
1. Exchange of information on initiation of projects.
A. Procedures for coordination process set out in DCI/1 and DCI/2,
however, the situation remains entirely unsatisfactory from CIA
point of view.
B. No project planning is currently being accomplished by IAC
Agencies even to the extent of an actual work program for the
next monthts operation.
C. ORE will examine detailed mechanism, coordinate with IAC
Agencies and submit entire coordination procedure to COAPS for
IAC Standing Committee action.
2. Extent and character of so-called "working-level" coordination with
IAC analysts.
A. Analysis of coordination troubles reveals that the question of
priorities within IAC Agencies for the production of a paper
after the draft stage has been completed causes considerable
difficulty.
B. Recommendations of interchange of initiated projects through
the media of intelligence production plan, fully coordinated
3?
and implemented, will do much toward solving this problem.
Deadlines for comment and concurrence, problems of IAC Agencies
Ii
n mee ng deadlines.
A. General comment indicated that priority pressure within
respective IAC Agency'precludes the possibility of strict
adherence to CIA imposed deadlines.
4. Authority of representatives at coordination meetings as compared
A. Persons attending IAC coordination meetings are not vested with
the authority to commit their agencies but rather to convey
their own opinions on the subject paper and are consulted by
the respective intelligence chiefs who sign the concurrence or
dissent.
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5?
Evaluation of coordination meetings.
A. General agreement reached that a conference is held to bring
ideas of IAC together and changes to draft should be made by
IAC Agency involved in original production.
Be Coordination will restrict itself to substantive content and
not include extensive editing of subject paper.
6. Considerations of the function of coordination.
A. CIA receives dissents to intelligence papers that are not
"substantial dissents", they are expressions of thoughts by
IAC Agencies on how paper might have been written.
Be CIA likewise receives conditional concurrences which if
accepted and were incorporated into the paper, would then
have to be recirculated and other IAC Agencies concurring
in the first paper might not like the additions.
C. Despite best attempts IAC Agency action on comments, con-
currence or dissent to CIA paper constitutes partial re-
sponsibility for co-authorship.
D. CIA's definition of concurrence is that the IAG Agencies
see nothing which contravenes the conclusions that the
agency concurring might have given.
E. Revision of NSCID #3 would solve many of these apparent
problems:
Para. 2.
"Each of the departmental agencies is responsible
to its respective department in the fulfillment of the
departmental mission, and to the Director of Central
Intelligence in connection with departmental responsibilities
for support of national intelligence production."
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 SECRET
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PROPOSED REVISION OF NATIONAL SECURITY COUNCIL DIRECTIVE 3
PRODUCTION OF INiTELLIGENCCE AND COORDINATION
OF INTELLIGENCE PRODUCTION
Pursuant to the provisions of Section 102 of the National Security
Act of 1947, and for the purposes enunciated in paragraphs (d) and (e)
thereof, and Section I and II of NSCID #l, the National Security Council
hereby authorizes and directs that the following policies, objectives and
responsibilities are established for the production of intelligence and
for the coordination of its production throughout the governmental intelli-
gence structure.
1. Basis and Responsibilities for Intelligence Production Planning
1. Intelligence shall be produced throughout the governmental
intelligence structure for two main purposes, namely:
a* to reduce to a minimum the element of surprise in foreign
conditions, situations and developments which affect US national
security and objectives.
bo to provide support for national planning, strategic
planning, and a basis for operational decisions at all appropriate
levels within the government with respect to all foreign areas,
conditions, and situations which pertain to US national security
and objectives.
2. CIA and each of the other intelligence agencies represented
on the IAC, hereinafter referred to as the deparizaental agencies, are
responsible for the production of intelligence for both of the above
stated purposes. For these purposes CIA is responsible to the President,
the National Security Council, and to such other governmental agencies
or bodies as the NSC shall from time to time specifically designate.
Each of the departmental intelligence agencies is responsible to its
respective department in fulfillment of the departmental mission, and
to the Director of Central Intelligence in connection with departmental
responsibilities for support of national intelligence production.
3. In view of the magnitude and diversity of intelligence coverage
required to satisfy all needs at all levels of the governmental structure,
careful planning is needed to insure the continuous application of
the entire intelligence effort to the requirements of US national
security objectives. Such planning must recognize and provide for
simultaneous fulfillment of the individual and collective intelli-
gence requirements of departmental and higher policy and planning
levels of the government.
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4? In view of the fact that intelligence is effective only
when 'it is closely linked with the policy planning, strategic planning
and operational elements of the government, planning for such intelli-
gence shall be accomplished under the guidance of the National Security
Council.
5. The Director of Central Intelligence shall be responsible for
the preparation, coordination, implementation and maintenance of
integrated national intelligence production plans to meet the entire
needs of national security. In the fulfillment of this responsibility
he is authorized to issue such supplemental intelligence production
directives pursuant to paragraph 8, NSCID #1, as may be required, and
to conduct direct and active liaison for this purpose with the Policy
Planning Staff of the Department of State; the planning committees of
the Joint Chiefs of Staff; the operations planning staffs of the
military departments, and such other agencies as the NSC may designate.
6. The Chiefs of the intelligence agencies of the Departments of
State, Army, Navy, Air and of the Joint Chiefs of Staff shall be
responsible for the preparation, coordination, implementation and
maintenance of departmental intelligence production programs in
support of such national intelligence production plans issued by the
Director of Central Intelligence. Such intelligence production
programs shall provide for the requirements of the departments as well
as for departmental support to the national intelligence plan.
7? The above mentioned plans and programs will provide for
utilization of research support from non-IAC governmental agencies
and non-governmental research facilities to the maximum practicable
extent, in accordance with applicable security regulations.
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CENTRAL INTEtLLIG.iICE AGFACT
OFFICE OF WORTS AND ESTIMATES
YEF`ORANDUU OR THE SPECIAL ASSISTANT TO TIE SECRETARY OF STATE
FOR INTELLIGENCE
SUBJECT: Notification of Initiation of IntelliEence .I? tima.te
1. The following intelligence eatiinate has been undertaken
by the Office of Reporta and Estimates of the Central Inteili~ence
Agency:
Designation:
Title:
Estimated carri- lotion date of` draft:
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OFFICE OF REPORTS AND ESTIMATES
OFFICE OF THE
CHIEF
PROJECT REVIEW
SECTION
(TASK FORCE)
ESTIMATES
PUBLICATIONS
BRANCH
ORGANIZATION OF PUBLICATIONS DIVISION
OFFICE OF REPORTS AND ESTIMATES
COORDINATION
& PRODUCTION
BRANCH
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Coordination, Operations and Policy Staff
Assistant Director for Reports and Estimates
Distribution of the CIA Weekly Summary
18 November 19L4.9
1. The present distribution list of the CIA Weekly Summary is in
urgent need of revision. The list has been expanded from its original
number on a piecemeal, ad hoo basis. As it now stands, the distribution
is both too large and haphazard. Moreover, the CIA Weekly Summary, which
is designed primarily for the attention of top-level personnel in the
US Government, now gets a wide distribution among intelligence working-
level personnel and other operational people who can derive only limited
benefit from it. CIA needs to service these personnel in some more satis-
factory way.
2. ORE proposes three lines of action for dealing with this problem:
(a) The formulation of a writ-cen policy on distribution of the
CIA Weekly Summary and the establishment of a procedure for action
upon new requests for the CIA Weekly Summary;
(b) The revision of the present distribution list in the light
of this policy;
(c) The establishment of a, new weekly publication, The CIA
Weekly Review, to provide more adequate service for intelligence
and operational personnel and to service those individuals who are
removed from the distribution of the CIA Weekly Summary.
3. a. Proposed statement of policy on distribution of the
CIA. Weekly Summary.
The CIA Weekly Summary is an analytic review of trends and
developments of topmost importance to US security. It is designed
primarily for the attention of the President and the members of the
National Security Council. It undertakes to provide them periodi-
cally with brief, current intelligence estimates of the world situa-
tion. Distribution of the CIA Weekly Summary beyond these individuals
will be made only on a need-to-know basis and will require joint
review by CIA and the intended recipient of the usefulness of the
publication for his office.
bo Proposed distribution of the CIA Weekly Summary.
The distribution list in Tab "A" is believed to be adequate
for the fulfillment of the CIA Weekly Summary's functions. It is
substantially the same distribution now given the CIA Daily Summary
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and thus would meet the requirements of security if the Weekly
Summary were made a Top Secret publication. The deletions from
the present distribution of the CIA Weekly Summary (see Tab "B*)
include: 1 each from the Chief of Naval Operations and the Chief
of Staff, Air Force; 2 from State Department Research and Intel-
ligence; 9 from Intelli enoe Division, U.S. Army; 9 from Office
of Naval Intelligence; 9 from Air Intelligence; 5 from OCD, De-
partment of State; and 5 copies to miscellaneous recipients.
a. Proposed procedure for handling new requests for the
CIA Weekly Summary.
New requests for distribution of the CIA Weekly Summary
may be received by DCI, AD/ORE, or AD/OCD. Suoh requests are to
be routed to COAPS who will inform AD/ORE and AD/OCD of the re-
ceipt of the request and will interview the intended recipient in
order to ascertain his need for the publication. Action in grant-
ing or refusing the request will then be taken by a committee in-
cluding representatives from COAF'S, ORE, and OCD.
Ii.* a. Prospectus for The CIA Weekly Review.
The CIA Weekly Review is a review of significant develop-
ments in the various parts of the world during the preceding week.
It is designed primarily for intelligence and operational person-
nel who need a weekly review of available current intelligence in
fields of their chief concern. The publication will be published
in detachable sections so that the recipients may remove the por-
tions pertaining to their geographic area if they so desire.
b. Proposed distribution of The CIA Weekly Review.
Despite the limitations imposed on the distribution of
the CIA Weekly Review by the lank of adequate reproduction facili-
ties, it is believed that all present recipients of the ORE Division
Weeklies (see Tab "C"), as well as those out off from the CIA Weekly
Summary, can be serviced. In order to reach the necessary opera-
tional and intelligence personnel in the IAC agencies, a maximum
distribution of 50 copies would probably be more than adequate:
9 each to ID, A-2, ONI, and OIR, and 7 each to the operational level
of Department of State. Using OM as an example, each regional
branoh (there are a maximum of 7 in each Division) could be sup-
plied with that portion of the Weekly Review which covered its
area of responsibility and 2 additional copies would be available
for consideration by higher level personnel needing global coverage
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EGRET
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in the discharge of their responsibilities. It is therefore pro-
posed that COAPS canvas the IAC agencies to determine their exact
needs, bearing in mind that present reproductive facilities will
limit distribution outside CIA to approximately 50 copies.
o. Proposed procedure for acting upon new requests for
e CIA Weekly e ew.
New requests for distribution of The CIA Weekly Review
may be received by DCI, ADORE, or AD/OCD. Such requests are to
be routed to ADORE, who will inform CORPS and AD/OCD of the re-
ceipt of the request. The recommendation of ADORE in granting
or refusing the request will be routed to CORPS for review and
approval.
/a/
25X1A9A
Enclosures Tab
Tab
Tab
Tab
Tab
"Aft
"Ba
etC tt
"Dtt
"Ell
D/Pu
Distributions
COAPS (6)
ADORE (2)
D/Pub (1)
THEODORE BABBITT
- The CIA Weekly Summary Proposed Distribution
- The CIA Weekly Summary Present Distribution
- Present Distribution of ORE Division Weeklies
The CIA Weekly Review Proposed Distribution
The CIA Weekly Review Sample Issue (6 copies)
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 25X9A2
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FUNCTIONS OF THE PUBLICATIONS DIVISION, ORE
As the ORE component having staff responsibility for scheduling, editing,
and publishing of ORE reports, estimates, current intelligence summaries and
evaluations (except the basic National Intelligence Surveys) the Publications
Division will:
1. Recommend to the Estimates Production Board, on the basis of
consultation with appropriate ORE components, the nature, scope, terms
of reference, format, periodicity of the various media required to
present the intelligence production of ORE.
2, Draw up terms of reference, in collaboration with the producing
divisions and subject to the approval of the EPB, for specific reports,
estimates, and current intelligence items, either in response to specific
requests or on the initiative of D/Pub or the producing divisions.
3. Select, present, publish, and arrange for dissemination of those
items of current intelligence prepared by ORE producing components which
in the interests of national security should be brought to the attention
of the President, members of the National Security Council, and the
policy planning levels of the US Government.
4o Review and adapt ORE reports and estimates and obtain final
clearance for them in ORE.
5? Coordinate the production of ORE publications both within CIA
and with the IAC agencies and obtain final concurrence or dissent from
the IAC agencies on such publications.
6. Determine final form of presentation of reports and estimates,
including the use of graphic materials, and arrange for their publication.
7. Provide CIA watch services in order to insure continuous coverage
of current situations and developments.
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 STANDARD FORM NO. 64 Cr" f X.11- ------------------ -
ce Memorandum ? UNITED STATES GOVERNMENT
Management Officer DATE: to APR 115Q
FROM : Assistant Director for Reports and Estimates
SUBJECT: Survey of Publications Division, ORE
REFERENCE: Management Officer memorandum of 24 March 1950 to AD/ORE, subject
as above
1. The report of Ma.nagementts survey of ORE Publications Division,
referenced above, is approved in general.
2. Detailed comments follow on selected items by way of amplifica-
tion or non-concurrence.
a. Paragraph 2b
ORE feels that the Survey, by basing most of its comments
upon a looting of 5 October 1949, presents a more dismal view
of the coordination process than is currently justified, Dur..ng
recent months there has beer. some improverment in coordination
procedures and at present the average estimate is being
coordinated with a minimum of difficulty or delay. ORP believes
that many coordination problems result from a superficial under-
standing of the * urnose of coordination and recommends that CIA
conduct an intensive propaganda campaign, including circulation
of e __ er',_E r?:nt d _ireutives, for the benefit of IAO personnel.
(ORE personnel also would profit from such instruction.)
b. Paragraph 4a
ORE firmly believes that project initiation should be
undertaken in full consideration of the approved Intelligence
Production Plan. It is believed, however, thv't this objective
should be met under urgent circumstances without delays
prejudicial to the requesting agency. While there appear to
be some objections to the solution discussed in the reference
memorandum, a procedural method of accomplishing this purpose
is under study and will emerge in an ORE Over , !:inr Procedure.
c. Paragraph 4b
The procedure outlined herein has been superseded by
EPB decision of 20 February 1950. E?B Notice no. 7-50, a copy
of which is attached, outlines the circumstances under which the
Estimates Production Board will intervene in the production of
a specific project.
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d. Paragraph 5
ORE rei.teratcs the great need for a full r coordinated and
implemented into lli.gtnnce r)roduction plan. lla_nE:gementt s expressed
recognition of this reed lends welcome s1ronort.
"aragrcooh 6c
Experience since the formation of the Publications Division
in October 1949 tends to support the conclusion that the De?outy
Chief GS-15 slot is excessive. However, pending reassign-ne_2t
of tie present incumbent, this Office will examine the problem
further.
f. Paragraph 7b(5)
The entire question of working papers is now under s-.iidy.
Paragraph 10
A revision of be statement of functions of the Publications
Division (Exhibit I of reference) has been submitted by the
Publications Division to the :Assistant Director for reports and
Estimates incorporating changes made necessary since issuance
of theianagement Survey.
25X1A9A
Attachment
Cony of 1PB Yotice 7-50
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 y Approved For Release 2002/08/22 : CIA-RDP57-00042AO00100150002-1
,c 'IC M Al9DtlM
St1 JECT a C=olunjons ltoached it the Fifth' 1950 t1 reting of the
Eutimates Pr4ductic t Board on 17 `obruufy 1960
wwxlf E'B 1'otico Pav &,5Q dated 14 Fc -r
nary 1950, peeph S.
3.` In considcratio?i of paragrap 5a of tho rofW-WAOc,
it mw aonclud?c2 that:
Igod:3titctAii13houldbo udo c:t,rnrt" '.#+
&cae 'i'tii^Ctt' 11!: d "spaU:Li:.'.eo..1.J.y rag4L:i ci="O'S;L'e pro rCti ar
a br.s is~ fc .:: ofe3'ral- a of each pre joot't^ to the E e.;im*tcc
Pr,-; joc:t3 oil ':zhich ;,here 4pspears an unto
difi'orenco of opinio-a, or reason le dot:bt, at
4t,1go of pros ctioti rxtcc? coordiim on (4othor i r*acl.
or external) taiil bb .broazht bofa o tho' Bati:natop
Production: Board, utd those pro'c ct3 ch are t ee ficalLy
rocosraaadod 07 ocie r3 either by exy produaiae empont tt:
^.p*~ccrncd, B PP, D, .~t>, or the 0 f.ll also 1o
referred to to Eoatd.
2. It was further conc:ludcd t'sla futu:E Eatima;.pc
Production Board mcatings will be held imaodi :te1;r ;t bcoquo-- to
the uorri.l OR Star f r'co , ng and that no-.-Inali,r tho 04i, Staff. Eeot1.rx,
and tho kstinates Product ion Bop. mcoting .c:h %'oliowu will be
hold at 1400 houra on atodoeeday, at each weok la vio-w of thb
holidcy* on 22 February, tI o date times, .an3 ,c,.c;e for tho noxi.
F
?
?
G
Lwta
ios ir odi2cti on Pa't
.oa' co
25X1A9A
siat ;mt- D rector
?spa s are, Eat imatc;;4
It ~ .-Y z 1
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MANAGEMENT STAFF STUDY OF THE ADMINISTRATIVE STAFF
OFFICE OF REPORTS AND ESTIMATES
Findings:
The internal administration of this Staff is weakened by:
a. The absence of written instructions. (See Tab 1.)
b. Existing procedures which exclude this Staff from participation
in personnel recruitment and placement activities. (See Tab 1.)
c. A considerable accumulation of unnecessary files. (See Tab 1.)
The information control activity duplicates work being performed by the
Office of Collection and Dissemination and requires over ten per cent of the
working effort of the Office of Reports and Estimates. (See Tabs 1 and IA.)
The Graphics Section of the Presentation and Graphics Branch appeared to
be in a disorganized condition. A well-defined plan for operation and maintenance
of the Situation Room has not been coordinated with all interested officials or
approved by top management. (See Tabs 1 and 1B.)
Recommendations:
1. The Chief, Administrative Staff, prepare and distribute to his sub-
ordinates written assignments of responsibilities and delegations of authority.
(See Tabs 1 and 2.)
2. Applicant files be routed from the Personnel Division to the Adminis-
trative Staff. (See Tabs 1 and 2.)
Unnecessary files be eliminated.
(See Tab 1.)
4. The document allocation activity of the Information Control Branch
be merged with a similar activity being performed as an Agency service in the
Office of Collection and Dissemination. (See Tab IA.) Note: Assistant
Director for Reports and Estimates did not concur. (See Tab 2.) However,
at a later date he agreed to an experiment whereby the proposed procedure would
be tested. (See Tab 3 of Regional Division Study.)
5. A suggested plan for the operation of the Situation Room be coordinated
with other Agency components. (See Tabs 1, 1B, and 2.)
Basic Documents Relating to the Study:
Tab 1 - Management Staff Study including Attachments A and B.
Tab 2 - Comments of Assistant Director for Reports and Estimates on the Stdy.
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(O FI DEN]'
Assistant Director for Reports and Estimates 29 November 1949
Management Officer
Management Survey of ORE.
Scope
The Management survey of_the Office of Reports and Estimates has been
undertaken for the purpose of determining if the organization, functions,
staffing pattern and procedures of the Office have been designed to promote
effectiveness and efficiency in operations. By agreement with the Assistant
Director for Reports and Estimates, the survey has been divided into three
parts: (1) the Administrative and Plans and Policy Staffs; (2) the substan-
tive support activities; and, (3) the area divisions. This report deals with
the Administrative Staff. Subsequent reports will be submitted as the survey
progresses.
General Observations
Prior to commencement of the survey the Assistant Director for Reports
and Estimates had submitted a plan for general reorganization of his Office.
The plan was approved and is currently in the process of implementation. A
review of the plan and observation of the Office indicates that careful thought
was given to over-all improvement of operations. The Assistant Director has
prepared revised drafts of NSCID"s 1 and 3 for consideration. These Directives,
while CIA-wide in scope, have a direct bearing on the ORE activities and after
coordination and approval will provide more positive direction for the intelli-
gence production effort.
Findings and Recommendations
1. Administrative Staff
a. The Administrative Staff consists of the Office of the Chief,
and three Branches, e.g. Administrative, Information Control, and
Presentation and Graphics. Each segment of the Staff is covered in
succeeding sub-paragraphs.
b. Office of the Chief
(1) The Staff Chief does not maintain a staff organizational
and functional chart of his office. Neither does he publish detailed
instructions concerning delegations of authority and duties and re-
sponsibilities to his branch chiefs. The Chief has relied on verbal
instructions and position descriptions to convey his desires to sub-
ordinates. It is considered good administrative practice to provide
specific directives to all echelons of supervision.
Recommend that the Chief, Administrative Staff, provide written
detailed instructions containing delegations of authority and duties
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(1) Application files of prospective employees are routed
direct to divisions within ORE by the Personnel Division. This
procedure was previously approved by the Management Staff in the
interest of efficiency at a time when a considerable number of
vacancies existed. It was suggested that the files now be routed
from the Personnel Division to the Administrative Branch, which
in turn will route the file to those divisions of ORE having
appropriate vacancies. The change will assist the Branch in
carrying out the function of administrative support to ORE. (The
suggestion was implemented at the time of the survey.)
(2) Within the Administrative Staff (and generally within all
other offices of CIA) there is a considerable accumulation of files
no longer needed in day to day operations. Such files include can-
celed applications, resignations, and logs. An Agency Records Manage-
ment Program is now in process of development which will provide
authority for disposition of such files.
Recommend that action be taken to eliminate all unnecessary files
as soon after receipt of Agency records disposal instructions as
possible.
d. Information Control
(1) It is noted that a total of positions within ORE have 25X1
been allocated specificall to the information control function.
This figure represents Iiper cent of the authorized de
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a
t
t
p
r
men
a
strength of ORE. This function has also been assigned to many other
employees as an additional duty, so it is conceivable that over C
per cent of the total man-hours of ORE are utilized for this purpose.
The oontrol of intelligence material is an important function 'k-+I,
from the production and security aspects. It is felt that a different
approach to the problem might provide the necessary efficiency and at
the same time save considerable man-hours through elimination of dupli-
cation of effort.
A more detailed outline of the problem together with recommendations
is contained in Tab A.
(2) Under current procedures ORE distribution clerks indicate the
ORE distribution of documents on a multilith master prior to reproduction.
The clerks also proofread the master although it has already been proof-
read after preparation by OCD personnel. The percentage of error noted
has been negligible.
Recommend that Information Control Clerks discontinue proofreading
the masters until the transfer of this responsibility of OCD.
(3) A sizeable number of documents and cables contain information
of importance to several ORE Divisions. Internal ORE procedures have
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been established to provide multiple routing of these papers to all
interested divisions on a time schedule. It was found that the time
schedule was not being adhered to in many instances, sometimes with
embarassing results.
Recommend that the Assistant Director take the necessary cor-
rective action.
e. Presentation and Graphics
(1) The Chief, Presentation and Graphics Branch, has prepared
detailed functional statements together with statements of duties
and responsibilities for subordinates which are in the process of
coordination within ORE.
(2) The Situation Room Unit is understrength by two because
of need for classification action on recently approved table of
organization changes. The Management Staff took action with the
Personnel Division to have the positions classified.
(3) The Graphics Section appeared to be in a rather disorganized
condition. The underlying causes are lack of specific instructions
concerning the operation and inadequate supervision.
The statements of duties and responsibilities indicated in e(1)
above will undoubtedly provide the necessary instructions. It is
recommended that proper supervision be given this activitiy to assure
implementation of the published directives.
(4) The function of maintenance of the CIA Situation Room is
currently charged to ORE. A revised statement of functions has
recently been approved. A suggested plan for the operation of the
Situation Room is attachec as Tab B.
Recommendations concerning the Situation Room are contained in
Tab B.
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