CIA EMERGENCY PLANNING

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP72-00039R000100450005-5
• Release Decision: RIPPUB
• Original Classification: S
• Document Page Count: 18
• Document Creation Date: December 19, 2016
• Document Release Date: April 3, 2006
• Sequence Number: 5
• Publication Date: February 3, 1970
• Content Type: MF

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oftweeNtoM I TTAL SLIP
DATE e FEB in
TO: ,
- Records Administration Branch, ,SSS
ROOM NO.
702
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Magazine /
REMARKS.
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EXTENSION
FORM NO .e)ii I REPLACES FORM 36-8
1 FEB 55 '1- WHICH MAY BE USED.
(47)
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J
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CIA Emergen
her
'
t t
,o PgLJLI
2 FEB '197O
of this
2. This so rsx is in response to your request for a studY or the
emergency planniag nas. It is addressed to the requiments of tts basic
directives 'Mich require au emergency planing program and chow*, in practice.
terms, what communications, housing, office and other facilities ve htve., to
satisfy those requirements; what it is costieg ue to naiatain these fteilitieE
in terms of manpower, space and equilroent; what hove that Is superfl.ems
or unnecessary; and whether the scope of the plan end facilities as drveloped
are adequate to Asset the intended purpose of a relocation plan for the Aeency
at its presemt size and level of complexity.
3. The most current policy directive dness Is
Executive Order 11490 dated October 30, 1969. 1x1'this doent Fresieent
Nixoa reaffirmed previous instructione on the sule-Aet of treney pLeenine
and updated specific functional guidance to smme2 departments and federal
agencies. There were no algal-Mont chanes nix the written policy Cf
previous administrations. As in previous 1.4snapeet on this subject tpere was
no reference to intelligence c4mmuni4 fenctions or command relationdeies
nor vas CIA assigned specific emergency plaening functions.
4. CIA's responsibilities for emergency plarAing are cant
general section of this !locative Order on the p*pose and
pdene4ng applicable to all departuente and agencies.
"The departments and agencite of the Federal Government are
hereby severally charged vitt, the duty of assuring the con-
tinuity of the Federal Government in any national eAsrosney
type sittation that might confront the notion. To this end,
each department and agency with essential function', whether
expressly identified in this order er not, shall develop newt.
pawls and tele such actions, including but not limited to
theme specified in this order, as =Ay be mecessary to assure
that it will be able to perform itr essential funetions end
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continue as a viable is.rt or the Federal Government during
any emergeogy that flight =nee. vably ?leer. Thole include.
elan* for maintainieg the oontinuity of essential Cuctions
of the department or ageney at the seat of governmnnt and
elseebere, through programa
concerned with: (1). euccemeion
to office; (2) yredelegation of emergency authoritY; (3)
safekeeping of essential reeords; (4)- essereeney relocation
sites sopported by communications and reeeired service a;
(5) emergency action steps; (6) alternate headlearters or
commend facilities; end (7) protection of dieverament re-?
sources, facilities, and personnel. The continuiV of
Government activities undertaken by the departmeete and
agemeies Mall be in accordence with guilance provided On
and 'Object to eviluation tr, the Director of the: Office of
Niergency Preparedness."
As ftecutive Agent ter the President on emergency elanniad the
Director of0011P is charged With the responsibility (Section 206 of lteecetive
) for reviewing all measures being underteken by Federaldwienciee
to the *mica "security and protection of fecilities important
nohtlisetion including those under the provisione of emergeney
preparedness essigaments to eadh agracies and shall retemmend to the
President each stations as are necessaey to strengthen eoch;amsweres. The
CIA emergency planning progreme have alveys been, and continue to be,
exclude& from inspection and review fauctions of the Direetor, GEP.
6, In developing a rational program on emergency planning theAkeengY
most distinguish between the printed laird of official pronouncement $ed the
actualities of an unstated but tangible attitude 'whit* has arisen the peat
few. years. Congress has consistently refused to appropriate money to
implement my of the proeosals nide by CCP or iadividuel deeertments %nit
agencies in support of a mesningfUl amergeney relocation program. Tita.-
cl!isels illastration or this attitude veil Congreesional refasal to sitthorize:
the expenditere of funds for the hardeaing of emergency relecation sites,
even after Presidential approval of 4 Cabinet paper ureently recommeoeing
that measure back in 1959.
7. In spite of the recent pdhlice of a neiv Eamontive Order by
President Mixon (OD 11k90) raliffirathig end meeortiug the original volley
pram4gated by earlier administrations, OZP as the Presidene's executive
egoist for emergency preparedness Wm taken al. passive role in inpIementing a
seeningfel natimmeleregran. Meetings and eonfertnees called by 01CP -..ieve
droned sharply during the past year (none eines- March 1969). Planniag.
activity remains on a states quo basis, old plans are retuned and relatea
but not significantly changed and there is no active direction, ince:it/ye or
inducement to push *head to eeelL fuads and eanpower for realistic emergency
programs. This attitude reflects the unwritten pi.ic Juba:int in the
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el States Soviet- Bloc relationship of tee past
atmonehere of the leees 60s bee palmed
effocts on lessening tensien and engaging in
weapons control agreemeuts and tho like.
ve emergency preparedness progemmireed be
-ible to feed.
To meet our ergeqcypreparedness reseonsibilities of executive
Order 111490 as enumerated in the seven general program areas cited in para-
graph14 Above, it is proposed that our plan be in outline form and se struetured
that the principle provisions of the relocation and vital records preerans could
be rapidly implesuntede We muet recognize the fact that toed and maneoner
limitations prohibit realistic planeing for contieuity of essential funetion*
in the event of surprise thermonuclear attack. As an inteleigence oreenizatioe
our plans Sepal& be based an the essueption that es will have sufficient
advance earning to implement the logistics, persoenel documentation, end vital
materiel aspects of our relocation ptkooine.
9. Of the seven proee areas eentioned in executive Order Ue9) (parse
graph 4 above) three are not applicable to the CIA as these progrens (e, 5 and
6) are concernedvithdepartmeets and agencies vith large domeetic reelonal
offices or who have been assigned spetific emergency notion steps in the
Federal Emergency Ilan. The reining four programs applicable to CIA are
detailed in the attachments to this memorandum and contain eecommendations for
changes in our current planning posture in these erograms:
a. Tab A: Program for Emergesey Succession to Key Officials.
b. Tab 11: Vital Records Program (Safekeeping or essentiai Records).
c. Tab C: Progress for emergency Relocation eites Supported by
Communiestione and Required Serviees.
Program for Protection of Oovernnent Resources,
Facilities, Ned Parmeeeel.
10. In conclusion we must recognize that if we go by a literal interpretation
of written volley and directives on emergency planning our programs are 'woefully
inadequate. Weever, if we can judge our programa in relation to the actualities
of the present intentions of the President and Congress as to vbst portion of
our national assets are to be committed to nonemilitary emergency preparedness,
then we might conclude that the present scope of Cie programs adequately meet
the current intended purposes of emergency preparedness planning.
11. Assuming the Agency's liaisot responsibilitiee eltb the Office of
Emergency Preparedness will remain at the same loe level of activity ee have
experienced the pest IS months and that our participation in the Interagency
emergency Preparedness Committee (UPC) stows at its cermet status at relative
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inactivity, the DD/8upport ervice can. absorb these external liaieon
functions. I an recommeeding that Deputy Chief,
Support Services Staff be designated CIA Emergency Plauaiag Officer.
12. As described in Tab D, the Agency's most active, fully staffed, and
well defined emergency preparedness program elements are those presently
administered by the Office of Security in fulfilling its responsibilities for
the protection of government resources, facilities, and personnel. Through
the CIA Emergency Security Petrol, the Security Command Center, and t network
of Building Emergency Officers (assigned by the various Directorates) the
Office of Security has a variety of Identifiable resources committed to
emergency preparedness progrems. In the past the Office of Security has
shouldered the bulk of our detailed Emergency planning functions vorking
under direction of the CIA Emergency Plerrieg Officer and in collaboration
with the Building Emergency Officers in the various Directorates. With the
transfer of the CIA Eaergengy Planning Officer functions to the DDS, ter
Support Services Staff will. assume the overall responsibilities previously
assigned to Isnd continue to look to the Office of Security for
assistance and contribution to individual program elements.
13. I request Executive Director tpprcnral of the relieving changes in the
Emergency Planning Program:
a. The J)S/Support Services Staff assuae overall responsibili-
ties previously assigned to the CIA Emergency Planning Officer and
that be designated CIA Emergency Planning
Officer.
b. Continue the current level of activity in the Program to
Emergency Succession of Key Officials, recognizing that certain
basic aspects which detail the conditions under which succession
will take elate, methods of notification, tenure of authority, and
indoctrination programs are lacking.
c. The current scope and level of effort devoted to the Vital
Records program be maintained, reaffirming the present operating
policy Which charges individual organizational components having
non-bard copy deposits in Vital Records with the responsibility for
earmarking specialised equipment now in use in their offices for
25(I transfer under an emergency relocation situation to insurv
the usiability of their Vital Records eposits.
d. Al]. emergency supplies, materi 1, end equipment luding
communications gear) not used in support of ectivitt_,es
25X1 be removed and relocated as detailed in Tel) C, page 3,
thus freeing urgently needed space for current operations.
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e. The Emergency Relocation Force roster be maintained on
a position and job title basis rather than the present individual
name basis.:
R. L. Bannerman
Deputy Director
for Support
The _recommendations contained in paragraph 13 are approved;
Zel r.: mate
L. K. White
Executive Director-Comptroller
FIEP/mrf (2 Feb 1970)
Distribution:
Orig - Adse
1 - ER
1 - DD/S Subject
DD/S Chrono
1 - RAB
1?- SSS
?
CC :
6 FEB 1970
Date
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PROGRAM FOR EMERGENCY puccEssION OF KEY OFFICIALS
ti'PPFT
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PROGRAM FOR taRGENCY 3UCCESSION OF KEY OFFICIALS
Successors to heads of departments and agencies should be
designated to a minimum depth of eight at tleadquarters plus five in
separate locations outside of the Washington Capital area, Litter of
successors should be submitted to 0E13 annually and updated as chnages
occur. The program should encompass conditions under which succvs-
sion will take place, methods of eotification, tenure of authority,
and a training and indoctrination program for successors in the
authority and the responsibility they would have should they succeed
to the designated positions. The only portion of this program we
have complied with is providing succession lists to the OEP. Thls is
done by letter signed by the DCI, the most curraut of which was dated
23 January 1970. It is intended that the remaining portion of tlis
program stay in its current inactive status.
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VITAL RECORDS PROGRAM
(Safekeeping of Essential Records)
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VITAL RECORDS PROGRAM
(Safekeeping of Essential Records)
1. The purpose for which the Vital Records Program was created
in 1952 by Executive Order No. 10346 was to select and protect that
core of records deemed necessary to ensure a continuity of essential
activities during national emergencies. The first step, prior to
identifying those documents that are vital, is to develop a realistic
and detailed functional statement of the mission and responsibilities
of each component under an emergency situation which would require
relocation and operation with a fraction of normal manpower and
facilities. All previous efforts to obtain this basic guidance from
operating components resulted in generalized responses to the effect
that.. ."we would continue to do what we are now doing, but only on a
smaller scale." Given this generalized guidance it has been exceed-
ingly difficult for component vital records personnel to make realistic,
meaningful selections of records which would be required in a national
emergency relocation situation. The thrust of our vital records pro-
gram has evolved into preparing for something less than a total war
situation and is now primarily focused on providing back-up documen-
tation for protection against the lesser emergencies arising from fire,
flood and riots as well as from accidental damage resulting in loss of
information on films and computer tapes.
2. We are under no illusion that our current Vital Records
Program is void of deficiencies as it (as is the case with the general
subject of emergency planning) has suffered from a lack of inducement,
enthusiasm and manpower to keep it active and current. The link
between Vital Records and Vital Materiel has not been resolved, again
primarily due to a lack of funds to provide specialized equipment and
nega-
tives, OBGI map negatives, microfilm, and computer tapes) under an
25X1 facilities to process the non-hard copy materiel (NPIC nega-
emergency relocation situation. Responsibility for providing special-
25X1 ized equipment (Vital Materiel) has never been clearly assigned,
however in 1963 the CIA Emergency Planning Officer recommended that
individual organizational components with non-hard copy deposits in
Vital Records be charged with the responsibility for identifying,
budgeting for, and procuring the specialized equipment needed to insure
the usability of their Vital Records deposits. This policy has become
25X1 the planning assumption under which our Vital Records Program
is administered. This policy should be re-affirmed and components
advised that their, emergency relocation plans should include provision
Excluded tem some
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for identifying specialized equipment now in use in their respective
offices which can be rapidly movedl hmder an emergency relo-
cation situation.
3. In examining the Vital Records portion of our Emergency
Plans we have concluded that the Agency cannot expect to recover
significant manpower or records storage space through any alteration
or diminution of the existing Vital Records Program.
a. The Records Center has assiened a man Dart-time to
file and retrieve Vital Records The 46 com-
ponents currently selecting office documents and making
deposits to the Vital Records Collection all have other melor
duties for the personnel doing that work on a periodic basis.
Similarly, the Agency's Central Records Staff has many duties
besides the review and approval of Vital Records Schedules
and their revision. No positions could be dropped if we Were
to completely terminate our Vital Records Program because no
personnel are committed exclusively to this program.
h. Of the 9,200 cubic feet of Vital Records in stoirage
as of 1 January 1970 it is imated that only about 2,000 cubic
feet could be removedl hf the program was totally dis-
continued. The remaining 7,200 cubic feet of documents would
be re-categorized and retained as back-up material by the Afency
Records Center for emergeacy recall by operating component.
For example, the 3,300 cubic feet of NPIC films and 3,000 cubic
feet of OBGI original map negatives serve as both Vital Records
and operational back-up. Likewise about two thirds of the CRS
1,100 cubic feet of negatives back up the master photos on file
at Headquarters (in a room next door to an office that had a
fire a few months ago). The remaining Vital Records deposits
are individually small and diverse. We could gain only 1,500
cubic feet of space in the Records Canter if we were to ter-
minate the holdings of the other 43 components. We suspect
that the components concerned would not permit destruction of
these valuable documents and would recall most of them to their
offices. Such an action would require about 200 additional
safes (worth $117,000) and over a thousand feet of Headquarters
space to store those records. Further, if kept in the Headquar-
ters offices these documents would not have even the limited
protection the present dispersoment affords and management
might be criticized if we were found without some back-up records
following an accident or emergency not of national catastrophe
proportions.
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4. In sum, our Vital Records Program as it is now constituted
does contain the required elements and is generally responsive to
Executive Orders and related GSA instructions for implementing Federal
Vital Records Program. As there are no significant savings to be
gained in a redirection of our 'current efforts in this program and we
cannot expect to obtain the manpower and funds to correct the known
deficiences, we recommend that scope and level of effort currently
being extended this program be maintained.
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quatalloullV `a qui
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DISPOSAL - E.P. PROPERTY
19 January 1970 ,
TYPE
VALUE
REMARKS
I. GENERAL SUPPLIES AND EQUIPMENT
a.
Industrical and Engineering
$10,200.00
Return to Headquarters for possible use or
disposal through GSA
b.
Communication
1,000.00
Return to Headquarters
C.
Housekeeping (blankets, sheets, pillows,
etc.)
26,000.00
Local disposal
d.
Office Furniture
9,000.00
e.
Office Machines (dictaphones, typewriters,
viewers, printers)
49,000.00
Return to Headquarters
f.
Administrative Supplies
6,800.00
Local Disposal
9.
Clothing and Tentage
50,000.00
h.
Kitchen Equipment & Supplies
5,000.00
Sub-Total
$157,000.00
II. MEDICAL
a.
Smpplies
$ 70,000.00
Through Headquarters to Military
b.
Radiation Equipment
30,000.00
Return to Headquarters
Sub-Total
$100,000.00
III.FOOD
Rations
$ 60,400.00
Through Headquarters to Military (Anny)
a.
b.
Supplements (Soups and Coffee)
3,500.00
Return to Local Vendor
Sub-Total
$ 63,900.00
GRAND TOTAL
$320,900.00
Egcr: 'ol
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EMERGENCY COMMUNICATIONS OPERATING FACILITIES
1. AGENCY
a. Secure EcEipment
6 KW 7's
4 KW 26 Receivers
4 KW 26 Transmitters
1 KY 3
b. Associated Teletype Equipment
6 Automatic Send and Receive (ASR) Model 28
3 Keyboard Send and Receive (KSR) Model 28
4 HW 28's
2 Patchpanels
c. Purpose - The above equipment provides Staff Communications
25X1 through if Headquarters relocates.
d. Approximate Cost: $95,000
2. FBIS
a. Teletype Equipment
3 Automatic Send and Receive (ASR) Model 28
6 Keyboard Send and Receive (KSR) Model 28
1 Transmitter Distributor Bank with 6 Positions
1 Reperforator Bank with 6 Positions
1 Patch Panel with Associated Equipment
b. Pymse - This is FBIS Emergency Operating Facility for
unclasdified traffic (Press, etc.).
c. Approximate Cost: $35,000
3. INTERAGENCY COMMUNICATIONS SYSTEM_LICS)
a. Equipment
7 KG 13's
12 HN 9's
3 ASR Model 37, Tape Preparation Units
1 ASR Model 37 with Telephone
2 HY 2's Secure Voice with Call Director's that have preempt
capabilities
2 High Speed Send and Receive (HSSR) units with Call Directors that
have preempt capabilities
1 Facsimile Unit with Call Director that has preempt capabilities
1 Kineplex with Call Director
b. Purpose - Provides Record Communications with other Agencies
Emergency Operating Facilities within ICS.
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Tab C, Attachment 2
"9.
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PROGRAM FOR PROTECTION OF GOVERNMENT
RESOURCES, FACILITIES, AND PERSONNEL
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PROGRAM FOR PROTEC ION OF GOVIANMENT
RESOURCES, FACTLIT AND PERSONNRI.
1, The Director of Security is responsible for planning and
administering this aspect of our emergency preparedness progra*.
'established the CIA Emergenty Security Patrol to protect
classified material, installations, property, an/ personnel of the
Agency in the United States Lu the event of an emergency, incledim
fire, riot, natural disaster, ene=y attack, or other circumstaeces.
2. Present regulations dated 1 April 1961) de-
centralizes building evacuation planaing functions to the varicres
directorates through a network of Building FJeergency officers. In
actual practice the Office of 'ecerity formulates the plans, provides
for their diseemination, holds lectures and maiutaine a continueus
review of these plaus.
3. The Director of Security maintaies a Command Center to
provide continue' assistance during civil disturbanceo or other
emergencies which eight affect the normal operation of the Central
Intelligence Agency. This Center, in Room 1-F-13, Headquarters
Building, has the capability to communicate with all Agency occnniad
buildings in the Washington aren, as well an with local, state, and
_ .
national law enforcement agencies.
4. These are active, welled ined or ems ane Neat tha
Agency's responsibilities contained in the 7,:zecutive eerder estat-
lishing these functions as a primary prograo: in the overall amergent7
preparednens activities.
GRUP1
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