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December 9, 2016
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August 3, 2000
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April 13, 1973
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Approved For Release 2000/08/29 : CIA-RDP79BO1737A000700020002-4 Approved For Release 2000/08/29 : CIA-RDP79BO1737A000700020002-4 Approved For Release 2000/08/29CB$tA B79B01737A000700020002-4 CIA Internal Use Only 13 April 1973 Report of Study Group on Operations Centers 1. The Study Group was charged with examining Agency 24-hour activities and related message flows with a view to consolidation and rationalization. (See Annex A) Our recommendations are contained in this report. A separate report will deal with the role of the "reports" function in handling Agency- collected raw intelligence. 2. We took as our objective the creation of a 24-hour system which would provide a single, central point for: --Scanning of electrical narrative traffic arriving in Headquarters from all sources for items of immediate concern. --Alerting of senior Agency officials, ac- tion officers, and external consumers. (This function, of course, is usually car- ried out through command channels during duty hours.) --Selection of important traffic for senior Agency officers. --Response to queries from other government agencies when no established channel exists. --Crisis management and task force activities. --Monitoring of all Agency activities in non-duty hours. Present Arrangements 3. By this yardstick, the present situation is not.too bad. The Agency has a number of, more or less CIA Internal Use Only Approved For Release 2000/O -Edl DP79B01737A000700020002-4 Approved For Release 2000/08$29RB71A6 -Pe79B01737A000700020002-4 CIA Internal use Only autonomous duty officers and other activities, but cooperation among them is good. The present Opera- tions Center: scans most incoming traffic; alerts some Agency officers and most external consumers; selects some important traff c, is the point of reference for other agencies; houses DDI crisis ac- tivities, but not those of the other D ri ectorates; monitors most Agency 24-hour activities but controls none. More important, however, is the fact that all these activities take place within the tradition al framework of the Agency; the individual baronies pre their frontiers. 4. The Operations Center is the most compre- hensive and most nearly "central" of the Agency's 24-hour activities. The DDI is executive agent for the Operations Center. DDI and DDO have duty offi- cers there, each of whom answers to his Deputy. The DDI officer as the senior represents the DCI to a limited, but undefined, degree. Each is generally cognizant of most out-of-hours activities of his Directorate. The DDI officer in addition controls some housekeeping functions of the DDM&S. 5. In addition to the Operations Center, there are nine other centers, three stand-by centers, and three computer centers, as well as housekeeping functions. Four of these (IW,- FMSAC, SSOC) STATSPEC are highly specialized processing facilities that make their results available to the Operations Cen- ter. Two (OSP* and NPIC* Signal Centers) are inde- pendent duty facilities. NSO is a support function that cooperates with the Center. The OC headquar- ters complex, the Signal Centers and Cable Secre- tariat, receives and routes traffic to all the others except NSO. Several of these centers are located with their parent component away from the Headquar- ters Building. (An inventory of centers is included as Annex B.) *'Man.ned by OC -2- CIA Internal Use Only Approved For Release 2000/(6)1TCIA P79B01737A000700020002-4 Approved For Release 2000/O (CIAeR P79BO1737A000700020002-4 CIA Internal Use Only STATSPEC 6. There is no obvious duplication of functions, although several centers may deal with the same traf- fic. There is, however, a division of the scanning, alerting, and selection functions among several centers. --Scanning is done: in the Operations Cen- ter and FMSAC by broadly qualified substan- tive officers, aware of current activities on an all-source basis; in Cable Secretariat, IW and - by substantive officers with limited access to other information; and in the other centers by technicians working by SOP. --The Operations Center selects from NSA and press traffic; Cable Secretariat from CIA, State and DOD traffic; the various DDS&T offices and NPIC from "project" traffic. --Alertin : of the DDO is divided among the DDO DO in the Operations Center, IW, and the OC Complex; of the DDI between Op- erations Center and NPIC; of the DDS&T among OC (for several offices), FMSAC, and.SSOC; of the DDM&S among the Opera- tions Center, NSO, and OC Complex. At no one point is there. full knowledge of what is going on, and there is ample room for matters to fall be tween two stools. 7. Some of the anomalies noted above are his- torical carry-overs. Others-are the results of com- partmentation. Compartmentation is necessary for some of the operational traffic of the DDO and DDS&T. Protection must be given to sensitive intelligence collected by other agencies. There must be privacy for the personal concerns of the DCI and DDCI, and for the medical and security activities of the DDM&S. To meet these requirements, there has grown up a maze of improvised special procedures for particular cate- gories of sensitive traffic. No two are alike and -3- CIA Internal Use Only Approved For Release 2000/6? TG AA RDP79BO1737A000700020002-4 Approved For Release 2OO(ANP: e&&RDP79BO1737AOOO7OOO2OOO2-4 CIA Internal Use Only no one element is aware of them all. Such a system maintains security, but at a considerable cost to efficiency. Eight years experience with the co-lo- cation and cooperation of the DDI and DDO Duty Of- ficers, however, demonstrates that an Operations Center can do its job while maintaining compartmen- tation. But the more cable traffic is shared, the less chance of error. 8. Another weakness of the present system has been surmounted in the past largely by good will. This is the lack of clearly defined relationships among the centers. During duty hours the Agency has an established chain of command, but when senior of- ficers are not on board its various parts operate with relative autonomy. The Operations Center is first among equals, but its relations with the others are largely consultative. The DDI and DDO duty of- ficers speak (within certain limits) for their Depu- ties. at night. No one speaks for the DCI or for the other Deputies. New Considerations 9. The DCI has stated his desire to integrate the activities of the Agency and to eliminate bar- riers between Directorates. Present arrangements do not serve his purposes. 10. The DCI has ordered a much more intensive effort in support of the NSC Staff and the White House Situation Room. To achieve this, the OCI PDB Staff, located in the Operations Center, has been expanded and redesignated White House Support Staff. Its activities are hampered, however, because the Operations Center as now constituted cannot provide the full information flow it requires. Moreover, present Agency methods for transmission to the White House are not fully compatible with the WHSR data- handling system. 11. The Agency is developing a consolidated, computer-based system for dissemination of narrative -4- CIA Internal Use Only Approved For Release 208619se"&A-RDP79BO1737AO00700020002-4 Approved For Release 20009 BT. QWR, DP79B01737A000700020002-4 CIA Internal Use Only 25X1A^ electrical traffic within Headquarters. systems. No singe center exists in Washington, much less in the Agency, where such a process can take place. in managing the add a new dimension to Agency night activities. The- Headquarters terminal will be located in the Opera- tions Center. This will not only bring in a new flow of information, but will also present new problems 13. The NMCC/NMIC and State Operations Centers are in process of modernization. To stay in the game, CIA must modernize too. 14. The Agency has developed, and is preparing to put forward for National Security Council approval, a proposal for a National Intelligence Operations Center. The primary purpose of NIOC is to pull to- gether Community current intelligence support for the national authorities. 15. We believe the Agency needs a true central- ized Operations Center. We believe it is feasible to modify the present system immediately to bring this about in a somewhat jury-rigged fashion. Finally, we believe that over the next 2-3 years the center can and should be transformed into a modern computer- based facility. 16. Taking the initial steps can be done cheaply, with a modest increase in personnel. The subsequent ones, however, will take money and space. (A pre- liminary estimate of initial resource requirements is included as Annex C.) 17. We have re-examined the NIOC prospectus (Annex E) in the light of what we propose below. The two appear compatible. Some changes in detail will be necessary for NIOC, and the need for compartmenta- tion of Agency internal activities should be reaffirmed. 25X1 D -5- CIA Internal Use Only Approved For Release 200088 6 S s1ARDP79B01737A000700020002-4 Approved For Release 2000/O8&MRCtAsRRFd79BO1737AO00700020002-4 CIA Internal Use Only 18. We recommend that the following steps be taken in the first 120 days after approval of this report. a. That DDI remain Executive Agent for the Operations Center; that the DDI Duty Officer be senior in non-duty hours. b. That DDS&T place a duty officer in the present Operations Center, at least during off-duty hours; that, at least initially, DDM&S delegate its off-duty responsibilities to the other Direc- torate duty officers; that DDM&S be prepared to.install a duty officer in crisis situations. c. That each Directorate duty officer be responsible for activities of and alerting in his Directorate. (For relations with other centers see Annex D.) That the DDI Duty Officer normally be responsible for the needs of the DCI and DDCI in non-duty hours. d. That during crisis periods a senior Agency duty officer representing the DCI be placed over the four Direc- torate duty officers. e. That the OC complex make available to the Directorate duty officers all incoming narrative traffic received by the Agency (after screening out low precedence and administrative cables); that each message be seen by at least one duty officer; that the duty officers maintain necessary compartmentation; that exceptions to this provision be permitted only by specific direction of the DCI or his Deputies. CIA Internal Use Only Approved For Release 2000/0gg(CI3P79BO1737AO00700020002-4 Approved For Release 2000/OW AREOIA RJ 79BO1737AOOO7OOO2OOO2-4 CIA Internal Use Only 25X1A f. That State NODIS and traffic, the only important category not usually received electrically, be routed through the appropriate duty officers in the Operations Center by LDX, if State will agree. g. That the alerting and "call-in" func- tions of the OC complex, including those on behalf of DDS&T, be trans- ferred to the appropriate Directorate duty officers in the Operations Center. h. That all selection, including that by the OC Complex, be moved to the Opera- tions Center; that the volume of cables selected be reduced; that the Night Journal and Cable Summary be combined, and issued on an all-source basis 2 or 3 times daily. i. That to the extent possible with present facilities all dissemination of electrical narrative traffic with- in the Headquarters Building be trans- ferred to the OC Complex. j. That approximately 3,000 square feet of additional space adjacent to the Operations Center be made available as soon as possible. k. If this space is on the 6th floor, that a connecting staircase be con- structed as soon as arrangements can be made. 1. That the Agency obtain inter-Agency agreement on NIOC. 19. While these steps are underway, study should begin on the following problems in the de- sign of a future Operations Center. CIA Internal Use Only Approved For Release 2000/ I TO P79BO1737AOOO7OOO2OOO2-4 Approved For Release 2000/08 @R IA,~ pe79BO1737A000700020002-4 CIA Internal Use Only a. Should FMSAC and SSOC be physically consolidated with the Operations Center? 25X1A b. How should the Headquarters terminal be configured and staffed? c. How should the Agency, or NIOC, manage the interaction of collection systems? d. How to adapt CDS to an Operations Center fully meeting the objectives of Paragraph 2, and make it compatible with the systems of the WHSR, NMCC, and State Operations Center? 20. The additional space (paragraph 18j) will make it possible to move into Phase IT. In Phase II we assume that NIOC has been approved. Thus the additional space will be used for: a. Offices and communications for inter- Directorate and inter-Agency crisis task forces. b.. Offices for State, DIA, and NSA per- manent representatives. c. Moving the IW into the operations Center, where its officers can be more aware of current priorities. -8- CIA Internal Use Only Approved For Release 2000/O fZI OP79BO1737A000700020002-4 Approved For Release 2000/08/29 : CIA-RDP79BO1737A000700020002-4 ANNEX A MEMORANDUM FOR: CIA Management Committee SUBJECT 7 Mardi 1973 Management Committee Study Group on Watch, Indication and Warning Procedures 1. The following officers are appointed to a Study Group; 25X1A DD /I : Richard Lehman (Chairman) DD/O . DD/S&T: Sayre Stevens 25X1A DD / S 2. The Study Group will review the structure and function of all Agency 24-hour "watch" operations and situation rooms and make recommendations for their consolidation and rationalization. It will study the activity of these. centers in initial handling of incoming iraior- mation of all degrees of sensitivity from all sources, with a view to improving the processes of alerting, selection, and assignment of action. Finally, it will examine the role of these centers, and related activities in the field and at Headquarters, in the receipt, processing, and dissemination of raw intelligence acquired by the Agency from all sources. 3. On the basis of these findings, the Study Group will recom- mend any changes it believes necessary in the existing proposal for a National Intelligence Operations Center. Its recommendations with regard to Agency activities should not be dependent, however, on the establishment of an NIOC. 4. In general, the Study Group should work toward maximum simplification and centralization of Agency operations by the integration Approved For Release 2000/08/29 : CIA-RDP79BO1737A000700020002-4 Approved For Release 2000/08/29 : CIA-RDP79BO1737A000700020002-4 Qi related activities of the individual Directorates. In so doing, it should seek a reasonable balance among the conflicting objectives of effectiveness, security, and economy. 5. The Study Group's report will be submitted by 15 April 1973. 25X1A W. E. Colby ~ Executive Secretary CIA Management Con mittee Approved For Release 2000/08/29 : CIA-RDP79BO1737A000700020002-4 Approved For Release 20(049 SegJ,ZRDP79BO1737AOOO7OOO2OOO2-4 CIA Internal Use Only RESOURCES SUMMARY PHASE I - Minimum costs. A. Space requirement - none. B. Manpower for four 24-hour positions. 1. Four DDS&T Duty Officers. 2. Six clerical personnel in the Opera- tions Center. These can be provided by maintaining OCI's clerical strength at its present 85. Otherwise it would be reduced to about 80 in FY 74. 25X1A 25X1A 25X1A 3. Ten clerical personnel in OC. This figure is tentative and may well be substantially reduced as the mechanics are worked out. In any case, the need for these people will be elim- 25X1A inated when CDS becomes operational. C. One-time costs - Approximately for construction and equipment. PHASE II - all estimates extremely tentative. A. Space - 3,000 sq. ft., plus an additional 2,000 if FMSAC/SSOC is moved. B. Manpower - No requirement for additional CIA personnel is envisaged, but needs of headquarters - terminal have not been established. NIOC will require personnel assigned by DIA, NSA, and State. C. One-time costs - for construc- tion; - for a data link. to NSA/NSOC; CIA Internal Use Onl Approved For Release Rf8Mi&X1A-RDP79BO1737AOOO7OOO2OOO2-4 Approved For Release 20 1PAR : CIA-RDP79BO1737A000700020002-4 Sensitive CIA Internal use only 25X1A 25X1A for ?- ivt terminal; const 25X1A 25X1A O move T .~M e T Phase I I. Objectives A. Establish a DDS&T duty officer position in the present CIA Operations Center and pro- vide for a stand-by DDM&S duty officer. B. Rearrange traffic'flow as feasible to al- low appropriate Directorate Duty Officers to receive relevant traffic particularly after normal business hours. C. Transfer all alerting and selecting respon- sibilities to the Operations Center. II. Costs A. Objective I.A. S&T and M&S Duty Officer coverage in the Operations Center. 1. Manpower a. Maximum coverage in the DDS&T woulp provide for Duty Officer and assistant coverage and would require assignment of 5 officers and 5 assistants. b. Minimum r u coverage would provide fo Dty Of f' s only (no assistants) after normal business hours Monday through,Friday and around-the-clock Saturday and Sunday and would require the assignment of four duty officers 25X1A CIA Internal Use Only Approved For ReleasAI0T0 4 CIA-RDP79BOl737A000700020002-4 Approved For Release 2ff~sC vA-RDP79BO1737AOOO7OOO2OOO2-4 CIA Internal Use only plus the use of reserves to cover schedule gaps. 2. Space Requirement a. To support maximum DDS&T cov- erage - 300 sq. ft. The 75 sq. ft. additional space not now available to Operations Center would be needed, plus stand-by space for DDM&S. 25X1A 3. Money a. Personal services b. To support minimum coverage - 150 sq. ft. Some 225 sq. ft. will be available after revamping of pre- sent Operations Center space al- ready under discussion is com- pleted. This will also provide stand-by space for DDM&S. Maximum DO coverage (DDS&T 25X1A Minimum DO coverage (DDS&T 25X1A b. Construction Construction costs for either max- imum or minimu uld not exceed of this cost wi be incurred by some re- structuring within the present Operations Center to better al- location of working space. C. Equipment The traffic distribution facilities already in place in the Center would Approved For Release/ TA-RDP79BO1737AOOO7OOO2OOO2-4 Approved For Release 24 29eMS i -RDP79BO1737AOOO7OOO2OOO2-4 CIA Internal Use Only 25X1A be used for servicing the expanded Center during Phase I. Minimum costs could be incurred through the installation of addi- tional secure phones and some printer equi ment? robably would not exceed B. Objective I.B. Rearrange traffic flow as feasible to per- mit appropriate Directorate Duty Officers to receive relevant traffic. 1. Manpower a. No additional manpower will be required in Operations Center with the exception of some clerk/ typist augmentation estimated at 6 GS-06s. b. The Office of Communications es- timates that one additional posi- tion may be required in the Signal Center plus one additional posi- tion in the Cable Secretariat. Staffed around-the-clock these two positions would require a total of 10 personnel. The two positions would be used to screen, reproduce, sort, and dispatch to the Directorate Duty Officers in the Center all relevant traffic. This would mean that about 60 to 70% of the total OC complex vol- ume of traffic would require addi- tional processing not now done. The requirement for the two posi- tions is tentative and subject to modification as Phase I is im- plemented. The traffic flow con- templated here is one which can be handled electronically with the completion of the CDS. -4- CIA Internal Use Onl Approved For Release 28?/2siGrA-RDP79BO1737AOOO7OOO2OOO2-4 Approved For Release 2000/08/29 : CIA-RDP79B01737A000700020002-4 SECRET Sensitive CIA Internal Use Only 25X1A 2. Space No additional space requirements are anticipated. 3. Money a. Personal services A total of 16 clerical personnel at an estimated annual cost of b. Construction So minimal as to be insignificant. C. Equipment 25X1A Copy equipment and supplies C. Objective I.C. Transfer alerting and selecting respon- sibilities to the Operations Center. 1. Manpower Provided for in Operations Center clerk/typist augmentation in Objective I.B. 2. Space None 3. Money Some additional workload may be placed on the printing facilities on the 7th floor as a result of the more frequent publication of the Journal and cable summaries. Costs should be negligible. Approved For Release r%p9g ' i P 1A-RDP79B01737A000700020002-4 ensftive Approved For Release 2000/gERE;rCIIAs1RDP79BO1737AO00700020002-4 Sen CIA Internal Use Only Phase II I. Objectives A. Physical expansion of the CIA Operations Center. B. Move the Ill, FMSAC, and SSOC into the opera- tions Center. C. Superimpose NIOC on the expanded CIA Opera- tions Center. II. Costs A. Objective I.A. Physical expansion of the CIA Operations Center. 25X1A 25X1A 1. The tangible costs connected with phys-25X1A ically expanding the Center to include space on the sixth floor immediate) below the present Center would be to construct and install a circular stair- way to link up the two floors internally, and a rough estimate of for space rearrangement. 3-5,000 sq. ft. would become available. 2. Expansion of the present Center also could take. place on the 7th floor across the F corridor from the present center. Costs here would be only those incurred through rearran ement of artitions, painting, etc., perhaps 1,835 sq. ft. would be available. This arrangement would provide no room for growth and is intrinsically less desirable. B. Objective I.B. Move the IW, FMSAC, and SSOC into the Opera- tions Center. CIA Internal Use Approved For Release 200 s DP79BO1737A000700020002-4 Approved For Release 2000/08R?1'A79B01737A000700020002-4 CIA Internal Use Only 25X1A 1. The results of the study to be made on this objective as part of Phase I implementation will determine whether or not any advantage is to be gained by the proposed move. 2. Cost of movin the IW would be minimal, say Engineering, wiring, space renovation, construction for the FMSAC and SSOC move to the 6th floor space made available in II A, I, above is estimated at C. Objective I.C. Superimpose NIOC on the expanded CIA Opera- tions Center. 1. Achieving this objective requires man- power augmentation from other USIB agencies, over the number already as- signed to other Operations/Command Centers. DIA none NSA 4 STATE 8 2. Space requirements can be met through the physical expansion of the CIA Operations Center. 25X1A 3. No attempt has been made to establish the cost of personal services for NIOC since the proposal at this stage does not deal with grade structures. 25X1A 4. Equipment costs to link NIOC with NSA NSOC have been estimated at Other one-time equipment cost projec- tions can be obtained only through the feasibility/cost studies to be under- taken as a result of approval of the NIOC proposal. CIA Internal Use Only Approved For Release 2000/08 ?~UIIcRDP79B01737A000700020002-4 Approved For Release 2001~289r: IA-RDP79B01737A000700020002-4 en sitrve CIA Internal Use Only Phase III I. Objectives Installation of automated equipment for full integration of the total system. II. Costs Not determinable at this time. CIA Internal Use Only Approved For Release 20051aee sIDP79B01737A000700020002-4 Approved For Release 20(MtA9 gAI RDP79BO1737A000700020002-4 CIA Internal Use Only Annex D This annex deals with 24-hour centers and standby facilities other than the Operations Center. The language is subject to modification in the light of Management Council decisions on the degree of their subordination to the Operations Center. A. Office of the Director 1. VASRAC. To be discontinued as soon as conditions in Vietnam permit, and its remaining functions returned to the Operations Center. STATSPEC 25X1A 2. Decision on should await 25X1A decision whether is to be trans- ferred to the DDO. In any case, traffic should be scanned by the DDI Duty Officer at all times. 3. NPIC/IAS. To be under guidance of the DDI D0. All cable traffic not already routed to the Operations Center by OC or NPIC should be so routed. 1. DDO/DO. The existing DDO/DO should be continued. He should be suf- ficiently senior and be provided with adequate guidelines to enable him to speak for the DDO in non-duty hours with only a minimum recourse 25X1A 25X1A CIA Internal Use Only Approved For Release 2M6/9"sl':4A-RDP79B01737A000700020002-4 Approved For Release 2000 JT (14 OP79BO1737A000700020002-4 CIA Internal Use Only outside for decisions in exceptional cases. He should receive all the sensitive traffic now handled by the OC Complex, and the alerting and "call-in" function should be handled by him or by the other Directorate duty officers as appropriate. 2. Intelligence Watch. The Intelligence Watch should operate under the guid- ance of the DDO duty officer. It should be physically located in the Operations Center in order to take advantage of the information avail- able there. 3. The Operating Divisions. The Ad Hoc 2 -hour task forces occasionally established by DDO elements should be housed in Operations Center fa- cilities for crisis management, when they are constructed. 25X1A 1. A DDS&T duty officer and necessary supporting staff should be installed in the Operations Center. He should have the same relationship to his Deputy Director and to the activities of his Directorate as those of the DDI and DDO duty officers. 2. The branch Signal Center on the 6th floor which supports DDS&T is in process of consolidation with the main Signal Center. Its alerting function should be transferred to the DDS&T Duty Officer. 3. FMSAC. The FMSAC Center should be monitored out of hours by the DDS&T Duty Officer. Consideration should be given to the possibility of moving CIA Internal Use Only Approved For Release 2000/8 T G1AkRP79BO1737A000700020002-4 Approved For Release 200CIDGY : Oh RDP79B01737A000700020002.-4 CIA Internal Use Only this center and the adjacent OEL facilities into the Operations Center. 4. OEL. SSOC should be handled in a similar fashion to FMSAC. 25X1A 5. M The present standb OSA Con- trol Center in the should remain where it is, although the DDS&T Duty Officer should see its traffic. It is a reasonable assumption that this program will not survive much longer in any case. 1. OC. The OC Complex should be mon- oored by the Operations Center Duty Officer out of duty hours. There is clearly no requirement for, and a great deal of inefficiency in, physically consolidating the Opera- tions Center and the CIA Communica- tions facilities. 25X1A 2. OS. The Night Security Officer is a specialized function properly located on the first floor. The NSO, how- ever, should be monitored by the Op- erations Center Duty Officer. 3. OL. The Operations Center Duty Officer should maintain cognizance over the out of hours motor pool, courier, print- ing, telephone, etc., activities of OL. 4. OJCS. The consolidated computer centers of OJCS should be monitored by the Operations Center Duty Officer. CIA Internal Use Only Approved For Release 20C*Mff9'VrAe RDP79B01737A000700020002-4 Approved For Release 200Q @9 :,&16vRDP79BO1737A000700020002-4 CIA Internal use only Attachment i A National Intelligence Operations Center 1. Twenty-odd years ago the CIA Operations Center consisted of a graduate student sleeping by a telephone at night. Twelve years ago the White House had no 24- hour watch apparatus except its communications center, and the Department of Defense had no central command center at all. Today there exists an intricate network of round- the-clock operations and intelligence centers, linked by secure communications, and among them controlling virtually all the essential national security activities of the Federal Government. 2. Despite the progress that has been made, the solution has never quite caught up with the problem. No rationale other than individual agency interests has ever been applied to operations center development. The true lines of authority and responsibility within the National Security Council structure have never been reflected in organization. New developments in collection and communi- cations have overtaken present operating concepts. In recent months, a number of these matters have reached a stage at which another quantum jump forward in Community organization appears feasible and desirable. A. Factors Bearing on Such a Reorganization: 3. The authority of the DCI has been substantially strengthened. As a member of the various NSC Committees-- SRG, WSAG, 40, NSCIC, DPRC, Verification Panel, VSSG--his position, first defined in the National Security Act of 1947, as the President's intelligence officer and the spokesman of the Intelligence Community to the political authorities has been further institutionalized. In par- ticular, through the WSAG he carries the national intelli- gence responsibility in crisis management. Equally important, his position was reinforced by the President's reorganization of November 1971. He has instructions to organize the Community more efficiently and to save money. These changes have not so far been reflected in Community organization for crisis management. CIA Internal Use Only Approved For Release 2Y60fbt/9S`t1IA-RDP79BO1737A000700020002-4 Approved For Release 2000 VF4 r: hRDP79B01737A000700020002-4 CIA Internal Use Only 4. Existing and programmed SIGINT and photographic collection systems provide powerful new capabilities for warning and crisis intelligence and, in general, enhance the flow of timely data into the current intelligence process. No central facility exists, however, whereby these new capa- bilities, in conjunction with conventional sources, may be used to full advantage in response to national intelligence requirements, particularly those which emerge in rapidly moving situations. 5. NSCID #3 is permissive in its wording on the produc- tion of national current intelligence. There is no clearly defined responsibility, a lack especially felt under con- ditions of crisis. The result is an uncontrolled, overlapping, and sometimes contradictory outpouring of raw information as well as current intelligence to the national authorities, a problem under study by the NSCIC Working Group. 6. Technical collection-analysis-dissemination systems have been developed which provide tactical warning that a strategic attack against the US is under way. The problem of longer range ("strategic") warning is much more difficult since it involves judgments on enemy intent in the absence of clear-cut, unambiguous actions; technical systems are unlikely to resolve the problem. Strategic warning can only be the product of a continuing and comprehensive analysis of all relevant information. The national military authorities, however, have defined their needs for strategic warning in terms parallel to those for tactical; they require a degree of timeliness and specificity which the Intelligence Community is unable to provide. The National Indications Center, originally conceived for this purpose, is growing obsolete and is increasingly isolated. It should be replaced with a system more responsive to present military needs. 7. The ASD(I) is preparing to put forward a proposal to solve some of these problems. He would concentrate all crisis management activities in the NMCC/NMIC, in support of the "National Command Authorities", defined as the President and the Secretary of Defense. While we agree that there are problems that need solving, and that a great deal of simpli- fication and centralization within the DOD is desirable, we find this specific solution unacceptable. CIA Internal Use Only Approved For Release 200(91B :'IAvRDP79BO1737A000700020002-4 Approved For Release 2000/OJEICIArD.@79B01737A000700020002-4 CIA Internal Use Only a. It confuses the national military command line (President-Secretary of Defense-JCS-NMCC) with the national intelligence support channel (DCI-NSC-President), and in so doing ignores the role of the Secretary of State. The intelligence judgment is put in the hands of the military authorities who must act on it. b. It narrows the focus of crisis management to the ultimate military threat. The problem of crisis management is really much broader, and. involves equally important economic and political considerations. c. It relies on machine and organizational solu- tions to the strategic warning problem, and gives no attention-- or even access--to the broad analytic base on which strategic warning judgment depends. In so doing, it down plays the political and economic factors essential to a judgment on strategic warning. .d. It does not reflect the actual authority and responsibility of the DCI, and in particular his responsi- bilities to the national authorities in all varieties of crisis, political, economic, and military. B. A Conceptual Framework: 8. In the national security field, operational or command channels run from the President to the Secretaries of State and Defense, and from them to their deputies or to the State Operations Center and (through the JCS) to the NMCC. The State Operations Center and the NMCC are supported departmentally by INR and the NMIC. Although the DCI does not stand in the command line for any major matters, he nonetheless has national responsibilities for intelligence support to the President, the Secretaries of State and Defense, and the NSC Staff mechanism. National intelligence channels run from the DCI to the President. 9. The DCI must thus supply current intelligence support to the national authorities. This comes in three phases: a. Under normal conditions, the DCI represents the Intelligence Community in the NSC and its subordinate CIA Internal Use Only Approved For Release 2000/0 I.ETCFM P79B01737A000700020002-4 Approved For Release 2000/ffAPTC RV79BO1737A000700020002-4 nternal Use Only bodies: SRG, Verification Panel, etc. He must provide daily reporting on current events and their significance, fuller analysis as required, a systematic and continuous examination of the strategic warning problem, and a 24-hour alert system. The first of these requirements he meets through the Central Intelligence Bulletin, a national publica- tion in all but name. The second Tie meets through National Intelligence Estimates, fully coordinated, and CIA Memoranda, unilateral. The weekly Watch RRe Report, coordinated and national, is an effort to meet tide strategic warning requirement, but one which is effective only when there is no warning to give. An ad hoc 24-hour alert system exists, but no center has clearly defined national intelligence responsibilities. b. Under crisis conditions, whether the primary threat be political, economic, or military, the DCI repre- sents the Community in the WSAG. In addition to his normal responsibilities, he must supply the national authorities with periodic situation reports. At present, he does this unilaterally, as do other USIB agencies. There is no mechanism for national situation reports. c. Under the threat of general war (a particular kind of crisis), t e DCI must supplement his situation reports with a continuously reviewed judgment on enemy strategic intentions, both for the national authorities and for the military authorities responsible for interpreting tactical warning. The present Watch Committee/NIC structure is supposed to provide such a judgment, but is less and less capable of doing so. C. Proposed Reorganization: 10. There is clearly a need for an organizational structure which will permit the DCI to carry out all these responsibilities to the national authorities in a coherent way and on a national basis. He therefore proposes to establish a National Intelligence Operations Center in the CIA Headquarters Building at Langley. The NIOC will be organized as follows: CIA Internal Use Only Approved For Release 2000/0 11?ETCft I t9P79BO1737A000700020002-4 Approved For Release 2000/O8ITCtAYRDP79B01737A000700020002-4 CIA Internal Use Only i. To provide 24-hour national current intelligence support to the President, the National Security Council, the heads of departments and agencies involved in national security affairs, and their supporting staffs. (Hereafter referred to as the National Security Authorities.) ii. To support the Director of Central Intelligence in such others of.his responsibilities as he may from time to time designate. b. Functions i. To scan, on a 24-hour, 7-day basis, all incoming information available to the United States Government on activities of foreign governments. ii.' To alert the National Security Authorities, through appropriate channels, to the receipt of significant intelligence. iii. To produce all-source national current intelligence periodicals, coordinated among the USIB agencies to the extent possible, for dissemination to the National Security Authorities. iv. To carry on a continuing analysis of in- coming intelligence for indications that a foreign power in- tends to engage in aggressive military action against the United States or its interests; to provide through USIB and its Watch Committee a status report, at least weekly, on this analysis; to conduct research to improve techniques in indications analysis. v. To establish and administer a system of "national intelligence alerts". vi. When a crisis--be it political, eco- nomic or military--occurs or is threatened, to estab- lish an inter-agency task force in the NIOC to provide intelligence support to the National Security Authorities. CIA Internal Use Only Approved For Release 2000?9T: ,:lf.RDP79B01737A000700020002-4 Approved For Release 2000/08 k iA T9B01737A000700020002-4 Internal se Only These task forces will produce, or as appropriate task others to produce, national intelligence situation reports and such other intelligence as is requested by these authorities. When requests are of a character that would call for estimative treatment, as in a Special National Intelligence Estimate, task forces will consult the DCI's Office of National Estimates and the latter will initiate a SNIE according to its customary procedures. vii. When a crisis occurs which threatens to involve the United States in hostilities with a foreign power, to provide the National Security Authorities and the NMCC/NMIC with a continuous analysis of, and judgment on, enemy intentions with respect to military action, under the guidance to the extent possible of the USIB Watch Committee. viii. In support of these objectives, to provide a centralized facility to act as the focal point for the issuance of timely current intelligence requirements to all major collection systems in rapidly moving situations. In crisis situations NIOC requirements will be given precedence by collection system managers as necessary to meet the immediate requirements of the national security authorities. ix. To be informed of US diplomatic and military activities in order to improve understanding of the actions and reactions of foreign governments and to achieve optimum timeliness and relevance of intelligence support. X. To maintain such briefing facilities as may be required. c. Relationships i. The National Intelligence Operations Center is a national facility established by the DCI, with the advice and assistance of USIB, under the provisions of NSCID's #1 and #3. ii. The chain of command is from the President to the appropriate committee of the NSC to the DCI to the Director, NIOC. iii. The NIOC's primary responsibility is to the President and NSC Staff. It will normally be responsive, CIA Internal Use Only 1 Approved For Release 2000/0$ Eolk ti t,79B01737A000700020002-4 Approved For Release 2000/O~EbI' Z~'PP79BO1737A000700020002-4 nterna se n however, to requirements of the State Operations Center and the NMCC/NMIC, and in certain circumstances (see para b, section vii above) has specified responsibilities to the NMCC/NMIC. iv. The Director, NIOC will be designated by the DCI. His deputy will be designated by the Secretary of Defense with the concurrence of the DCI. The NIOC will be jointly manned by CIA, DIA, INR, and NSA, and each agency will maintain a senior representative accredited thereto. Any task forces that may be formed will be jointly manned by CIA, DIA and INR analysts assigned to augment NIOC for this purpose, under the direction of an officer designated by the DCI. v. The NIOC will establish 24-hour liaison with the White House Situation Room, the State Operations Center, the NMCC/NMIC, and the National SIGINT Operations Center. At least in the case of the NMCC/NMIC this liaison will be maintained by an interagency team (CIA, DIA, INR, NSA) on duty in the NMCC. vi. All major collection categories will be represented on a 24-hour basis in the NIOC. vii. The Directorates of Intelligence and Science and Technology, CIA, will furnish first-line analytic support to the NIOC. viii. CIA will supply the facilities, communica- tions, funding, and other logistic support of the NIOC as a service of common concern. d. Organization i. NIOC will be headed by a Director and Deputy Director, as stated above. It will consist of six groups: Watch, Collection, Liaison, Indications, Production, and Support, plus the senior CIA, DIA, NSA and INR repre- sentatives. The CIA representative will handle CIA's de- partmental operations center responsibilities. (At least CIA Internal Use Only Approved For Release 2000/0729 ~TCFXsk'C)P79BO1737A000700020002-4 Approved For Release 2000/OP EtI OP79BO1737A000700020002-4 nternal Use Only initially, some NIOC personnel will serve concurrently in more than one position.) ii. The watch group will consist of sufficient watch teams to man the center on a 24-hour basis. Each team will consist of CIA, INR and DIA duty officers, with the CIA officer in charge, and a number of watch officers furnished STATSPEC iii. The collection group will consist of sufficient teams to provide 24-hour representation for NSA, COMIREX, CIA (Clandestine Service, DCS, - and DD/S&T), State, and DIA. Representatives for other collection systems will be added as required. The State, DIA and certain CIA positions will normally be filled by the corresponding watch team members. iv. The liaison group will consist of CIA officers-on duty at the White House Situation Room and State Operations Center (if a requirement for these jobs is estab- lished), and round-the-clock USIB teams in the NMCC/NMIC. These teams will consist of CIA, DIA, NSA and State members. The CIA member will be in charge, and will be under control of the senior duty officer in the NIOC. Team members may also serve as departmental representatives of their agencies in the NMCC. v. The indications group will have two elements, a USIB Watch Committee Secretariat and a research element, manned jointly by CIA, DIA, and NSA. (State participation will be invited.) The Secretariat will draft the weekly Watch Report. vi. The production group, furnished by CIA, will consist of sufficient editorial, graphics, and publications personnel to meet NIOC's requirements. vii. The support group, furnished by CIA, will supply administrative, data-processing, communications, and logistic support as required. CIA Internal Use Only Approved For Release 2000/6 T GffAL DP79BO1737A000700020002-4 Approved For Release 2000/0WOSEIC ANRDP79BO1737A000700020002-4 CIA Internal Use Only e. Organizational Changes i. The National Indications Center will be abolished and its functions and CIA personnel transferred to the NIOC. (The USIB Watch Committee, however, will continue to function; NIOC will furnish its secretariat.) ii. The NIOC will absorb the present CIA Operations Center, and most of its functions, facilities, and personnel. The exceptions will be those functions which must remain internal to CIA. iii. The CIA chief of the NIOC representation in the NMCC will also serve as the DCI's representative to the Secretary of Defense. iv. The Watch Committee Secretariat will absorb the scanning functions of the CIA Indications Officer. v. The Central Intelligence Bulletin will become the National Intelligence Bulletin. . vi. The USIB agency representatives in the NIOC will serve as the coordination panel for the NIB, under the guidance of the NIB chairman. CIA Internal Use Only Approved For Release 2000/0iDI 4)P79B01737A000700020002-4 Approved For Release 2000/08EMEtI , p79BO1737A000700020002-4 CIA Internal Use Only Attachment 2 CIA Considerations for an NIOC 1. By definition, a National Intelligence Operations Center must answer to the DCI. Much of its activity will be in close support of the DCI and some of its instructions will come from him. Provision must also be made for a number of other unilateral CIA activities within the center. Among others, these include operations of the Clandestine Service, DDI production, and CIA representation on the Watch Committee. Furthermore, the NIOC must retain the present integration of the CIA Operations Center with its analytic base. The center must be a service organization with its analytic capability provided by the production offices of the DDI and DD/S&T. This capability must, how- ever, be available to the center around the clock and on short notice, and must underpin all center activities (and vice versa). These considerations argue strongly that the exist g command relationships remain unchanged-- i.e., that the DDI be the executive agent for the NIOC on much the same basis he is for the present Operations Center. 2. The following pages describe the resources that would be required for an NIOC. They include charts showing NIOC organization, a typical manning shift, and estimated manpower, space and equipment requirements. CIA Internal Use Only Approved For Release 2000/gI 3Q'P RDP79BO1737A000700020002-4 SECRET Sensitive CIA Internal Use Only DIR CIA Indications Staff Officer (CIA Member Watch Committee) DDIR EXO CIA DIA SR. REP (EXO) SR. REP (DDIR). WATCH COLLECTION SR. DUTY OFFICER* HUMAN SOURCES Approved For Release 2000/08/29 : CIA-RDP79BO1737A000700020002-4 STATE NSA SR.REP GR.REP INDICATIONS PRODUCTION SUPPORT WHITE HOUSE WATCH COMMITTEE EDITORS ADP TECH SIT ROOM (2)* SECRETARIAT GRAPHICS COMMO TECH NMIC* INDICATIONS CIA RESEARCH PUB OFFICERS CLERICAL DIA INR TYPISTS NSA CIA INR** INR CIA DIA STATSPEC ~ WATCH OFFICERS* SWO AWO (I) AWO AWO DDP DIA** COMIREX* *positions round-the-clock manning requires 5 officers for each position except WHSR where 9 officers staff two positions **position covered by Sr. Duty Officers Approved For Release 2000/08/29 : CIA-RDP79BO1737A000700020002-4 CIA Internal Use Only SECRET Sensitive CIA Internal Use Only SECRET Sensitive SDO* (CIA) NMCC LIAISON CIA DO rNSA STATE DIA Approved For Release 2000/08/29 : CIA-RDP79B01737A000700020002}4 STATE LIAISON WATCH GROUP 4 STATSPEC STATSPEC * CIA SDO is responsible for DCI special interests as well as for collection guidance. As indicated by asterisks, CIA, State, and DIA Duty officers have certain collection responsi- bilities as well. DIA DO*** OLLECTION GROUP SDO (CIA) [STATE] ** [DIA] *** NSA DO COMIREX DO EDITOR CIA I CLERICAL RAPHICS ETC. SECRET Sensitive CIA Internal Use Only Approved For Release 2000/08/29 : CIA-RDP79BO1737A000700020002-4 Approved For Release 2000/08/29 : CIA-RDP79B01737A00070(* 2-Ansitive CIA Internal Use Only RESOURCES MANPOWER REQUIREMENT (tentative) CIA 67* DIA 16 NSA 13 STATE 11 *Does not include possible requirement for skilled ADP and COMMO personnel. SPACE REQUIREMENT (tentative) WATCH/COLLECTION BULLPEN (+50%) 1300 ADMIN 400 COMMO 1000 OFFICES 1200 SIT ROOM COMPLEX (+50%) WATCH COM. SECRETARIAT The present CIA Operations Center is allocated 4,900 sq. feet on the 7th floor, F corridor, south. This space together with 4,500 sq. feet in use by other components immediately below the Operations Center on the 6th floor would make available 9,400 sq. feet for NIOC. TASK FORCE SPACES (2) PDB SPACE 400 7000 Plus 10% 700 7700 Total one-time costs and an annual operating budget cannot be forecast now. However, partial one-time cost estimates can be projected for some of the following: Approved-4- 61 For Release 2000/08/29 CIA-RDP79BO1737A000700 a Use Only ensitive Approved For Release 2000P~3T GWROP79B01737A000700020002-4 A Internal Use Only CONSTRUCTION a. Circular stairway to provide internal 25X1A passage between 7th and 6th floor F corridor south ------------------------------------------- b. Internal 6th and 7th floor space realignment -------------------------------------- ? 25X1A Room c. -- Additional furnishings for Situation ----- -------------------------------------- EQUIPMENT (not already present in CIA Operations Center) a. OPSCOM console circuit with NSA NSOC Ft. Meade ---------------------------------------- b. OPSCOM Teletype circuit with NSA NSOC Ft. Meade and drop to OSR ----------------------- c. processing facility d. Other one-time cost projections: Feasibility/cost studies to be undertaken 25X1A on: 25X1A - USIB community secure TV system - ADP supported scanning system using CRTs to eliminate insofar as possible paper processing. Query terminal to CRS ADP files systems as they develop using printers and visual display techniques. *being staffed separately CIA Internal Use Only Approved For Release 2000M T: t'IA DP79B01737A000700020002-4 Approved For Release 2000/08/29 : CIA-RDP79BO1737A000700020002-4 Approved For Release 2000/08/29 : CIA-RDP79BO1737A000700020002-4 Approved For Release 2000/08/29 : CIA-RDP79BO1737A000700020002-4 SECRET Sensitive CIA Internal Use Only 13 April 1973 MEMORANDUM FOR: CIA Management Committee SUBJECT Report of Study Group on the Re- ports System 1. In addition to its charge to examine Opera- tions Centers, information flows, etc., the Study Group was asked by the Executive Secretary of the Management Committee to examine the DDO reports sys- tem, both field and Headquarters, with a view to breaking down barriers or even transfer to the DDI. This report is devoted entirely to that question, and may be viewed as supplemental to the main Study Group. 2. The report reflects the views of DDO and DDI, as the organizations primarily affected. The other members have abstained. 3. This is a split report. Section I is a description of the present reports system. This is DDO's and DDI's joint draft. Section II is DDI's draft of an approach to this issue. Section III is DDI's comment and Section IV is DDO's comment. 4. In princple, DDI favors the proposal as a major step toward breaking down barriers between the Directorates. As to the field activities, it sees advantage in giving its officers more overseas experience. On the other hand, it sees substantial 25X1C practical difficulties in providing enough quali- fied officers, etc. At Headquarters, the specific advantages lie primarily in the possibility of personnel savings achievable through combination of like functions. The disadvantages lie largely in practical problems raised by the physical separa- tion of DDI and DDO elements. 5. DDO distinguishes between the assignment of individuals and the relocation of functions. More importantly, however, it takes exception to the proposal on philosophical grounds. It believes that the involvement of CIA analysts in the process- ing of raw information will raise doubts as to the integrity of the CIA analytic function in the minds Approved For Release 2000/08WR Li9.ve_19B01737A000700020002-4 Approved For Release 2000/0Q9ETCI* 1 P79BO1737A000700020002-4 CIA Internal Use Only 25X1 C 25X1 C 6. Thus the two Directorates fundamentally disagree on the functional allocation of both Head- quarters and field reporting. The DDI is willing over time, to provide the personnel to fill all field posts, on the understanding that some of the present DDO reports officers will be assigned to the DDI. (It should be understood that this assumption carries with it the implication that the Headquarters reports system is transferred to the DDI in any case. Personnel management would be impossible if the Head- quarters function were in one Directorate and the field function in another.) The DDO is willing for an increasing number of these posts to be filled by properly. qualified DDI officers detailed as individ- uals to the DDO for the purpose. 7. To me, it would appear we present the Com- mittee with four distinct choices, two on functional responsibilities and two on manning: --Leave arrangements as they are. --Transfer the function, both in the field and in Headquarters, to the DDI in toto, allowing a considerable degree of flexibility in timing and in disposition of personnel. --Leave the system essentially unchanged and allot a limited number of field reports slots to the DDI (say, WE-4, NE-4, AF-2, FE-4, WH-4). --Leave the system essentially unchanged but consider individuals for field reports slots without regard to directorate affiliation. 25X1A !chard Lehman Chairman CIA Internal Use Only Approved For Release 2000W29T CWRDP79BO1737A000700020002-4 Approved For Release 2000/A9PseSb'OP79BO1737AO00700020002-4 n erna se n I. CIA Clandestine Reports System 1. This section describes the Agency's present clandestine reporting system, including the role of the Intelligence Watch and the functions of reports officers. 25X1 C General 2. CIA's present reporting system is structured such that the preparation and processing of clandes- tine reports are performed totally within the Opera- tions Directorate. The Intelligence Directorate participates only to the extent that DDI analysts are occasionally consulted for opinions as to the suitability of information prior to dissemination. The DDI does participate in the reports process by providing requirements and contributing to the eval- uation of reports. CIA Internal Use Only Approved For Release 2000 NT 04A P79B01737A000700020002-4 25X1 C Approved For Release 2000/08/29 : CIA-RDP79BO1737A000700020002-4 Next 6 Page(s) In Document Exempt Approved For Release 2000/08/29 : CIA-RDP79BO1737A000700020002-4 Approved For Release 2000/O%2 l U 79BO1737A000700020002-4 CIA Internal Use Only Summary: 25X1 C 1. The transfer of the headquarters reports processing and dissemination responsibilities to the DDI would contribute to integration of the Agency's information handling and editorial activi- ties. Less delay would occur in making reports and other substantive information available to the analyst. The chance of the Agency's speaking with more than one voice would be reduced. In the field, the reports function would remain unchanged, with DDI officers gradually filling the reports special- ist slots that are retained. In the long run these procedural and personnel changes would encourage cooperation between the DDI and DDO, particularly among those elements working on the same geographi- cal areas. DDI officers would of necessity be ex- posed to operational information of the clandestine services. This presents no particular problem. They are accustomed to handling other kinds of sensitive information with full discretion. CIA Internal Use Only Approved For Release 2000/O gQ:I 4DP79BO1737A000700020002-4 25X1 C Approved For Release 2000/08/29 : CIA-RDP79BO1737A000700020002-4 Approved For Release 2000/08/29 : CIA-RDP79BO1737A000700020002-4 Approved For Release 2000/O fCIAatDP79B01737A000700020002-4 CIA Internal Use Only Headquarters: Pros and Cons 7. The adjustments required to assign the headquarters reports responsibility to the DDI should not be extremely complex, once familiarity with pro- cedures is gained. The DDI officer's writing skills and analytical expertise would be brought to bear on the preparation and processing of reports. OCI coun- try desks and branches, with assistance from OER and OSR analysts, would be appropriate units to perform the reports duties. An additional officer in each branch could probably handle the increased workload in most instances, particularly if the anticipated shift to direct dissemination occurs. A centralized reports staff would be less effective because it would lack the substantive expertise. There are similarities between many of the activities of the 25X1C analyst and the substantive functions of the reports officers, e.g., evaluation of reports, formulation of requirements, and briefing. Thus, a substantial reduction in headquarters personnel might be realized. Reads all source traf- fic for substantive content Prepares analysis for various publications Prepares comments on TDCS reports and other traffic for White House support Drafts intelligence memoranda and briefing papers Briefs senior officers in CIA and other agencies CIA Internal Use Only Approved For Release 2000/08/26CPZTAsRDP79B01737A000700020002-4 Approved For Release 2000$@W: WA.rRDP79BO1737AO00700020002-4 CIA Internal Use Only 25X1 C Prepares requirements for field collectors Maintains contact with counterparts in CIA and other agencies Participates in assess- ments of reporting by DDO and other collectors Represents DDI in sub- stantive discussions Maintains reference files 8. The preparation of requirements is already an important part of the analyst's work and one for which he is well equipped because of his familiarity with developments in his area of responsibility and his awareness of policy needs. He has readily available a wide variety of collateral information to assist him in identifying gaps. Approved For Release 2000/r.-n, ' ;P79B01737A000700020002-4 Approved For Release 2000/ ETCI ?P79B01737A000700020002-4 CIA Internal Use Only 9. A number of problems would have to be solved. For example, some of the non-sensitive 25X1C information that does not now reach the DDI would have to be channelled to the DDI desks if the in- formation were not to be lost to the intelligence community. 25X1 C 111-5 Approved For Release 2000/0 &nt4MLRDR79B01737A000700020002-4 SECRET Sensitive 25X1 C Approved For Release 2000/08/29 : CIA-RDP79BO1737A000700020002-4 Next 6 Page(s) In Document Exempt Approved For Release 2000/08/29 : CIA-RDP79BO1737A000700020002-4 ApproVVgcO"WAgffqNq/Ct WSWIPR7Alpf U ,1 0020002-4 SOURCES 25X1A FBIS NSA REGULAR AP (2) END-PRODUCT LIMDIS UPI OTHER REUTERS CIA INTELLIGENCE ADMIN/ACTION 3RD WATCH OFFICER SCREENS PRESS FOR: SECRET CABLE SECRETARIAT (TUBE) STATE EXDIS-LIMDIS STATE REGULAR MILITARY CABLES 25X1A ACTION 2ND WATCH OFFICER SCREENS COMINT FOR: SENIOR WATCH OFFICER SCREENS ALL OTHER FOR: LDX MILITARY STATE NSA WHITE HOUSE SENIOR DUTY OFFICER, WHO: "SELECTS" ALERTS (up, down, laterally) DISTRIBUTION OCI DIVISIONS PDB OSR/RAD INDICO OE R/CSS CS/DO VAS/RAC SITUATION RM TASK FORCES DCI D/OCI USIB SECT'Y DDCI D/OSR CHMN. WATCH COM. EX DIR D/ONE OCI DIVISIONS DDI D/OER PDB DDP (CS/DO) SAVA INDICO DDS&T OSR/RAD C/IRS DDS CIA/DOD OTHERS TASK FORCES Approved For Release 2000/08/29 : CIA-RDP79BO1737A000700020002-4