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which led them to produce a higher quality product than individuals who were part of organizations. Such individuals were difficult to find, however; also, there was some aversion to such contracts from the administrative side inasmuch as it was considered uneconomical to negotiate and keep separate records for large numbers of contracts involving relatively small amounts of money
Each of the projects was supposed to lead to the production of a scientific intelligence report, comparable in content, style, and format to those that were produced internally. Many contract reports did conform to OSI standards to the extent that they could be submitted directly upon completion to OSI editors as if written by OSI analysts and were published as intelligence reports without much further work. Others did not achieve this ideal. Despite tedious hours of instruction on the part of the OSI project officers, when the reports were finally received from the contractors they required further hours of work on the OSI project officers' part to make them acceptable as intelligence reports. In some cases the contractors provided good data but poor analysis. Sometimes, conclusions by the contractor were doubtful on the basis of his
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