REORGANIZATION

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP80M01048A001500040007-7
• Release Decision: RIPPUB
• Original Classification: S
• Document Page Count: 26
• Document Creation Date: December 27, 2016
• Document Release Date: December 27, 2012
• Sequence Number: 7
• Publication Date: September 21, 1965
• Content Type: MF

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21 September 1965
SUBJECT : Reorganization
1. The attached paper from Ray Cline on "Reorganization of DD/I"
has only one specific recommendation, i. e. , that the Office of
Scientific Intelligence be transferred from DD/S&T to DD/I. (Mr.
Kirkpatrick in his 24 August memorandum on DD/I supports this view
as does the Inspector General. ) Its implications are much broader
because:
a. It suggests that FMSAC be merged with the Office of
Scientific Intelligence and, of course, included in the transfer. If
it is not merged, then FMSAC too should be transferred to DD/I.
(Plans for the merger of the Ballistic Missiles and Space Division
of OSI to FMSAC are already under way.) OSI and FMSAC, if the
latter is not merged with OSI, together with part of the Office of
Research and Reports would then form a new Intelligence Research
Group.
b. It assumes the merger of the Offices of National Estimates
Current Intelligence, and Basic Intelligence, and a part of the
Office of Central Reference to form a National Intelligence Group.
c. It assumes no transfer of any DD/I units elsewhere. How-
ever, Mr. Kirkpatrick has suggested that we break the Directorate
in two and have one Directorate for Intelligence Production and one
for Collection and Processing. As you know, the Inspector General
has recommended that the Domestic Contact Service be transferred
to DD/P. If we want to make DD/I a purely intelligence production
directorate, we might also consider the transfer of FBIS to DD/P.
(This would put DD/P squarely in the overt as well as covert collec-
tion business and, while there is no magic in a change of name, if
you did this you might wish to consider changing it to Deputy
Director for Operations. )
luJ(Ill,
GROPi
Excluded irara a::ts;artia
daYla,^,r?l!ia, and ltd"''? ?i~Ja
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is Rl",~
looked at strictly on its merits
would undoubtedly react violently to any suggestion that any DD/S&T
unit be transferred elsewhere. However, in my opinion this should be
strong feelings of some of the personalities involved.
3. One can't do any of these things without consideration of the
2. The Inspector General also suggested that we consider transfer-
ring OCR to DD/S. It has also been suggested to me, in the interest of
efficiency and economy, that the Office of Computer Services of DD/S&T
be merged with OCR of DD/I and, further, that this merged unit be
transferred to the DD/S. If we want to consider anything this far-
reaching, it would leave DD/I as a pure intelligence production unit, make
DD/P responsible for overt as well as covert collection abroad and in the
U. S. , leave DD/S&T as the Agency's research and development arm plus
being responsible for manned and unmanned overhead reconnaissance.
Right or wrong, it is generally understood that the scales were
change i
If on a purely functional basis
this is not the best organizational alignment, then now is the time to
DD/S to DD/S&T
tipped in favor of transferring OSI from DD/I to DD/S&T and OCS from
4. Our regulations are now and always have been clear that ONE
is a subordinate office of the DD/I and that the DD/I is responsible for
directing and coordinating its activities. However, I believe it has
never worked this way in practice, all Directors having looked upon
ONE as being responsible to them and merely attached to DD/I for
"quarters and rations. " In any case, I am sure that Sherman Kent
would oppose most vigorously a merger of ONE with other DD/I compo-
nents and certainly any greater subordination to the DD/I.
5. The implications of this paper and the sum of all the decisions
to be made regarding organization are so far-reaching that I feel I should
not make a specific recommendation on Cline's paper at this time. I
do feel, however, that these decisions should be made as promptly as
possible and that everyone concerned should be told exactly what we are
going to do and how we are going to organize or reorganize for the
foreseeable future.
6. I suggest that you and I discuss this whole problem with the
Director at an early date with a view to making some of the decisions
and deciding how we might proceed to study the remainder.
STAT
STAT
STAT
STAT
STAT
STAT
STAT
L. K. White
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SENDER WILL CHECK CLASSI ATION TOP AND BOTTOM
UNCLASSIFIED IDENTIAL SECRET
CENTRAL INTELLIGENCE AGENCY
OFFICIAL ROUTING SLIP
TO
NAME AND ADDRESS
DATE
INITIALS
1
ExDir
2
DDCI
3
DCI
4
5
DDI
6
ACTION
DIRECT REPLY
PREPARE REPLY
APPROVAL
DISPATCH
RECOMMENDATION
COMMENT
FILE
RETURN
CONCURRENCE
INFORMATION
SIGNATURE
Remarks :
FOLD HERE TO RETURN TO SENDER
FROM: NAME, ADDRESS AND PHONE NO.
DATE
DDI
9/8/65
UNCLASSIFIED CONFIDENTIAL
SECRET
(40)
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--?.~-.......c aacyaaiay
MEMORANDUM FOR: Director of Central Intelligence
SUBJECT Reorganization of DDI
1. This memorandum contains a recommendation, in paragraph
17 below, for your approval.
2. As you know, I have been studying the DDI organization
for several months to insure that our budget and manpower
resources are in balance with our essential long-term tasks.
I have also been seeking ways to increase our efficiency and
the quality of our product and, if possible, effect reductions
in personnel assigned to present tasks wherever consolidation
or centralization of effort would permit.
3. My review to date has led to two main conclusions:
a. All non-operational intelligence research and
analysis activities in CIA should be reconsolidated
under one Directorate; and,
b. The finished intelligence production components
of the Directorate of Intelligence should as far
as functional specialties allow be placed under
unified direction and organized on a regional or
area-oriented basis, and this regional organization
should be closely linked by exchange of staff
officers with the Area Divisions of DDP.
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4. This memorandum deals with the first of these
conclusions. I present it now, with the second to follow,
because you recently spoke to me of your belief that
similar functions should be grouped under single manage-
ment and duplication eliminated in order to effect savings
in use of manpower. I suggest the rigorous application of
this principle to the intelligence research and analysis
effort, one of CIA's most essential functions and the
one which our most important customers are daily aware
of.
STAT
5. From its first days the Agency's guiding policy
for the production of finished intelligence by CIA has been
that it shall be integrated, coordinated and non-duplicatory.
This policy is still in force and currently set forth in
Intelligence is responsible for ensuring that the policy
is implemented, including dissemination control and the
initiation of new publications.
which also provides that the Deputy Director for
6. In 1963, the DCI transferred the Office of
Scientific Intelligence (OSI) from DDI to DDS&T, entirely,
I believe, in an effort to collocate scientists and to
provide a nucleus of personnel actually on duty around
which the S&T Directorate could be organized. This
immediately created production problems, which I pointed
out at the time and which have been only reduced since,
not solved. The validity of the policy of placing
overall responsibility for intelligence production in
the DDI was reaffirmed shortly after the creation of
the S&T Directorate, and attempts made to provide for
its implementation in full force by oral and written
directives.
7. The directive in which this was most explicitly
set forth is the DDCI's memorandum of 30 October 1963 to
the deputies on the subject of relationships between DDI
and DDS&T. This memorandum provides that:
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"2. Over-all responsibility for production and
publication of finished intelligence, and its
dissemination outside of CIA, remains assigned
to the DDI.
"3. The DDS&T carries the basic responsibility
for the production and publication of scientific
and technical intelligence. Dissemination outside
of CIA will have prior DDI coordination.
"4. The DDI carries the basic responsibility
for the integration of scientific and technical
intelligence produced by DDS&T with other types
of intelligence in the development of finished
intelligence.
"5. The DDI will coordinate all finished
intelligence which incorporates scientific and
technical material with the DDS&T prior to
dissemination outside CIA, using existing
channels for this coordination.
"11. The DDI is responsible for establishing
the CIA position on all USIB matters. He will
rely heavily on the DDS&T in framing the Agency
position on matters which are primarily
scientific and technical and will ensure that
unresolved substantive differences between
DDS&T and Board Estimates are clearly evident.
The DDI will furnish the DDS&T with copies of
all pertinent USIB briefing memoranda for the
DDCI and DCI."
8. Arrangements for producing intelligence pursuant
to that directive have worked as well as could be expected
considering the difficulties inherent in a situation where
the Agency's production capability has been fractured and
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its parts placed under two deputies with widely differing
responsibilities and goals. I have never felt that it has
worked well enough, or in fact could be made to work well
enough, under divided line-of-command authority.
9. For obvious reasons, my current review of this
problem has not been in detail. I have not, for example,
held discussions with OSI personnel concerning the internal
operations'of that office. I have done even less in the
case of FMSAC, but in view of DDS&T's plan to transfer
the Ballistic Missiles and Space Division from OSI to
FMSAC thereby creating another fracture in the finished
intelligence base, I feel it must also be considered in
any plan to alter the present organization.
10. There are, I believe, a number of reasons, some
compelling, others merely persuasive, for considering at
this time the return of OSI to DDI. The reasons for its
staying in the DDS&T are to me not very persuasive. (The
question of FMSAC, an outgrowth from the former Ballistics
Branch of OSI, has similar aspects. I would only say here
that it should probably be reincorporated into OSI. If
not, it has a good deal more to do with end-product reporting
than do other DDS&T activities other than OSI, and therefore
it should come to DDI as well.)
11. I should say a word about my general scheme for
consolidating components and integrating production in
order to place the OSI proposed move in context, though
the merits of the move in no way depend upon a general
reorganization of DDI. The tentative scheme (blocked
out in Tab A) calls for four main grouping of offices:
a. Imagery Analysis (NPIC, CIA Detachment)
b. Information Services (FBIS, DCS, OCR)
c. Intelligence Research Group (ORR/ERA, ORR/MRA,
OSI, FMSAC)
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d. National Intelligence Group (ONE, OCI, OCR/BR,
OBI, organized insofar as possible on a geographic
basis -- e.g., Office of Chinese Affairs)
12. As indicated in c above, OSI would be in the
Intelligence Research Group (see Tab B for present command
line and Tab C for proposed grouping).
13. The advantages to you of having OSI in the DDI
seem to me these:
a. It would improve our intelligence product.
Intelligence problems at the level of national
interest are not disciplinary but interdisciplinary.
It is important to the quality of output to focus
all pertinent disciplines on a given problem in an
integrated fashion. Mixed management makes the
attainment of this difficult goal more difficult.
b. It would improve our research programming effort.
By consolidating our research programming efforts
into one, we would have a better balanced overall
program more responsive to our consumers.
c. It would improve the efficiency of our operations.
We could, for example, restructure the staffing
arrangements, consolidating administrative staffs,
production control staffs, including the review and
editing functions, dealing with the printers,
production for support of current intelligence,
typing, etc. In short, there would be fewer
people doing the same type of work now done by
different research components in parallel, with
a commensurate reduction in overhead direction.
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d. Some duplication of effort would be avoided.
OSI and ORR deal with different aspects of the
same matters, in great part consulting the same
evidence. OSI covers the R&D aspects; ORR
covers production and deployment. Both to
some extent have to deal with weapons
characteristics. In a variety of fields --
electronics and chemicals for instance -- OSI
is concerned with new products and qualitative
factors, ORR with current production and
quantitative factors.
e. We could redress a trend away from production.
Since the transfer out of DDI, we have noted a
depreciation of the scientific intelligence
output, attributable, we believe, to a natural
preoccupation with intelligence support of the
technical collection activities owing to the
environment in which OSI now finds itself.
f. We can guarantee you some outright economies.
Though total T/O savings cannot now be specifically
arrived at, they would be more than nominal and
could be made in the'face of improving production.
Preliminary calculations on the basis of the
present OSI T/O of 282 and the ORR T/O of 434
lead me to conclude that a minimum cut of 5% --
35 slots -- can be guaranteed, and that the
total may well be more. (See Tab D for our
arithmetic.)
14. On the negative side, this move would separate
scientists from scientists, the bringing together of which
was the principal reason advanced for moving OSI from DDI
to DDS&T in 1963. We are not in a position to know how
important this consideration has actually turned out to
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be. It has been my observation, however, that OSI personnel
analyzing intelligence information to report out S&T develop-
ments are not interchangeable with the scientist hired to
work in ORD or OEL, and much less so in the case of OCS and
OSA, but instead retain a close similarity of interest with
other analysts in the Directorate of Intelligence. I would
be in favor of all OSI personnel who wished to remain in the
S&T career service doing so, and of course closest coordination
and cooperation would remain in the mutual interest of the two
Directorates. Cooperation would be simpler and better, however,
because of clean lines of responsibility as between the R&D
and technical collection operators on the one hand and the
evaluator-analysts on the other.
15. I would note that the timing of the decision to
make a change is at present idea in view of Dr. Wheelon's
announced intention to emphasize and expand DDS&T work on
R&D (ORD, OCS) and Technical Collection Programs (OSA,
Special Projects Staff, OEL).
16. The above discussion is sufficient reason to make
a modest change of this sort in our organization for the
purpose of improving cost-effectiveness, saving manpower,
avoiding duplication, and establishing clean functional
lines of command.
I recommend in view of the above, you approve in
principle the transfer back to DDI of OSI, subject to
submitting to you for final review and approval the details
of such a move as worked out by DDI in coordination with
DDS&T and the Executive Director's BPAM Staff.
STAT
HAT P. CLEVE
Deputy Direc rfor Intelligence
Recominendat iorf in `para_. .17, ; is:. APPROVED :
Director of Central Intelligence
Attachnierits
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Tab A: Proposed Grouping of Offices under DDI Direction
Tab B: Present Group of Offices Engaged in Intelligence
Research and Analysis in Support of National
Intelligence
Tab C: Proposed Intelligence Research Group of the
Directorate of Intelligence
Tab D: Schedule of Projected Manpower Savings
Tab E: Organization Chart of ORR
Tab F: Organization Chart of OSI
Tab G: Organization Chart of FMSAC
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SECRET
Proposed Grouping of Offices Under DDI Direction
SECRET
National Intelligence
Evaluations
and Estimates
Group
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SECRET
Present Group of Offices
Engaged in Intelligence Research and Analysis
in Support of National Intelligence
ORR
OSI
FMSAC
STAFF
Research
Staff
Director of
Research and Reports
Economic
Research
Area
Military- Economic
Research
Area
SECRET
Office of
Scientific
Intelligence
Foreign
Missile and Space
Analysis Center
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DDS& T
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0 0
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SECRET
Proposed Intelligence Research Group
of the Directorate of Intelligence
DIRECTOR
Intelligence Research
Group
Executive Staff
Office of
Economic
Intelligence
Office of
Scientific
Intelligence
SECRET
Office of
Military Systems
and Programs
Analysis
Research Staff
Foreign
Space
Center
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1* 0
D
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E
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SECRET
OFFICE OF RESEARCH AND REPORTS
DIRECTOR
OF
RESEARCH AND REPORTS
ECONOMIC RESEARCH AREA
OFFICE OF CHIEF
ECONOMIC RESEARCH
RESOURCES AND
INDUSTRIES
DIVISION
L Africa Branch
Asia Branch
Latin America Branch
Near East Branch
TRADE AND
SERVICES
DIVISION
L
OFFICE OF CHIEF
MILITARY-ECONOMIC
RESEARCH
SECRET
MILITARY-ECONOMIC RESEARCH AREA
PLANS AND
SUPPORT STAFF
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SECRET
4 August 1965
OFFICE OF SCIENTIFIC INTELLIGENCE
SERVICES BRANCH
DIRECTOR
DEPUTY DIRECTOR
INTELLIGENCE SUPPORT BRANCH
PROGRAM AND PUBLICATIONS BRANCH
L., SIC SECRETARIAT I
NUCLEAR ENERGY BALLISTIC MISSILES
DIVISION SPACE DIVISION
DEFENSIVE SYSTEMS
DIVISION
SECRET
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