REDUCING DDI INFORMATION PROCESSING COMMITMENT

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP80B01495R000600060009-4
• Release Decision: RIPPUB
• Original Classification: S
• Document Page Count: 2
• Document Creation Date: January 4, 2017
• Document Release Date: July 11, 2005
• Sequence Number: 9
• Publication Date: January 25, 1967
• Content Type: MF

SECRET
Approved For Release..2005/07/22 : CIA-RDP80BO1495R00060PO6000
25 January 1967
MEMORANDUM FOR: Deputy Director for Intelligence
SUBJECT Reducing DDI Information Processing
Commitment
REFERENCE D/OCR memorandum for DDI, 12 Jan 67,
Subj: Plans for the Reduction of OCR
1. This memorandum comments generally on referent paper
and suggests next steps.
2. I believe that the way in which I can best assist
you in arriving at a decision on the ultimate level of OCR
operations you wish to approve is to provide judgments
independent of John Vance's, based upon my own nearly ten
years experience in this field (six as head of OCR and almost
four in a more general supervisory capacity), during which
time we have already reduced the level of these activities
in excess of even allowing for the assumption
of new tasks.
3. The paper Mr. Vance has submitted is a succinct
appraisal of a complex matter presented as accurately as it
is within OCR's power to do without more immediate reference
to those it serves. It contains sufficient detail to permit
several decisions now, some tentative, some more conclusive.
A validation, for example, of the substantive assumptions
(page 2 of PLAN) would clarify a great deal immediately.
4. The alternatives explored by Mr. Vance clearly meet
the letter of your instructions, but in my judgment any re-
duction below is too extensive. My quarrel
is a matter of degree, not of kind. For example, in PLAN C
the projected reduction of indexing and machine support will
so weaken the retrieval and file building capabilities of OCR
as to render them negligible, and simply force the production
offices into separate individual programs supported by OCS.
You should in my judgment limit the maximum red +;,,,, ,
ver
ab
sence of any new aevelopments, the matter would rest and no
further reductions would be planned.
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5. In addition, I believe we can reduce the number of
alternatives Vance has outlined by eliminating the least
feasible now rather than postponing decisions and thereby
aggravating management problems of implementation. For
example, PLAN C calling for the abolition of CHIVE in any
form could be dropped as the least preferable of the alter-
natives.
6. At some point, consultation with
needs to be undertaken. This input would mprn ices
akeuuslmorefconfi-
dent about minimal levels of required activity. This is
especially so in setting levels of operations with an elastic
demand (such as biographic and translation services). In
these cases the intellectual input of OCR serves to save the
time of production analysts themselves. Here the deciding
factor is need. In case of the less elastic operations
as procuring, receiving, controlling (such
issue, the question is how best to ' routing) need is not at
should centralization survive? get the job done, that is,
7. An added consideration as to timing of cuts is the
relocation of personnel. I know that pro ram
is to be arrived at without regard for effect onspioile.
However, Agency personnel policy makes this distinction one
of little practical significance in the short run as far as
the line manager is concerned. A reduction of the magnitude
proposed will require considerable time to effect, even
assuming we get more help in dealing with personnel problems
than we have gotten in the past under similar circumstances.
8. Following your review of the OCR study, I feel it
imperative that we have the opportunity to discuss with you
the concepts which John Vance has set forth in his Tab C,
your thoughts on the appropriateness of the several plans
submitted, and your views on the specific reductions proposed.
When we have the benefit of your views, we can recommend a
specific course of action, including how to take user views
into account in arrivin
at
g
projected levels of operation.
cc: D/OCR
Director f-Intelligence Support
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