MEMORANDUM FOR MR.(Sanitized)FROM R. L. BANNERMAN

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP84-00780R001300060013-0
• Release Decision: RIPPUB
• Original Classification: S
• Document Page Count: 5
• Document Creation Date: December 14, 2016
• Document Release Date: September 17, 2002
• Sequence Number: 13
• Content Type: MF

~p[~- DD/S 66-3391
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Perhaps we have nothing more than a semantic problem,
but somehow I''sense that it goes deeper than that. I cannot agree, for example,
that information processing is a function unto itself in the: sense that it should
require a separate, organizational structure superimposed over the activities of
the entire Agency. 'The processing of information in the Support Directorate is
the means by which we fulfill our responsibilities. An a sense the processing of
information is virtually all that we do and we cannot surrender the policy direc-
tion and staff responsibility for information processing activities to another
command structure if we'are to continue the performance of our functions. The
information processed in the Support Directorate and the systems we employ to
do it are our exclusive responsibility; we. must determine what data goes into
these systems, what happens to it while' it is there, and what information it will
produce regardless of the tools -We use to do it. We, as well as everyone else
in the Agency, use a great many tools in. the processing of our information from
communications equipment to printing presses. Like the printing press, com-
puting equipment is just another tool, The nub of our problem in the Agency, I
believe, has been and continues to be our tendency to confuse and intermingle
the need to have management control over the tools with the separate need to
have independent management control over the multitude of uses we have for
those tools.
In short, the computer' is just another new management
tool and we need a policy paper directed to the effective management and control
of that tool. We should not confuse management control over the tool with man-
agement control over all of the things it is used to do.
Consistent with this philosophy, problem analysis is the
primary responsibility of the manager who has the problem and he may solve it
in any number of ways, the least likely of which may be the use of the computer.
This is not to say that we do not need some competence in, the Office of Computer
Services to assist with problem analysis, but essentially I believe this should be
limited to rendering consultative-type staff assistance as requested and princi-
pally for managers of smaller jurisdictions who may not be able to support their
own analysis capability, as in the case of the Cable Secretariat ;,for example.
In the Support Directorate we have our own problems and we expe6t to solve them
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in our own way. If the solution requires that we use the compeer as a tool we
would expect to be able to turn to the Office of Computer cervices for assistance
if we need it in stating the problem cornprehendibly, acid we would expect them
to furnish complete computer service support to satisfy all of our requirements
in the time and with the frequency specified. It-is my responsibility to see that
we make judicious use of,this service and that the cost effectiveness of our systems
is consistent with the job to`be done.
As a matter of incidental rather than principal concern,
it seems to me the title "Director of Information Processing" tends to imply the
creation of a line function and I believe that a staff function is the only appropri-
ate one in the context of the' proposed policy.
I have taken the liberty of preparing an alternate draft
policy statement for,-your consideration.
R. L-?,, Bannerman
Deputq,Director
for Supgort
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AGENCY POl$CY ON INP'GIM MCAN? .OC II." 1G AND Ate''
1. The processing and exploitation of information by the Agency is raking
on increasing importance In its contribution to the mission of CIA. In &idition.
advances in information processing tech xrlogy and the rapid devel?apmen of
computers and related cornsrnuntcntions
at are impacting on our operati;
2. During the newt decade, the Intelligence Community can anticipate a
considerably enlarged requirement for Informatkan processing. Agency policy
is to meet this challenge through the tf tive d lopmentt and use of hu tian and
material resources and to control infcarrnatian. pr3cessing as an integral part of
the Agency planning, programmnirig, and budgeting system. The toliowirg
principles will govern:
a. policy direction, and staff respons bilit,7 for all information Pt
ceasing activities shall rest with the Executive Director-Controller,
and will be implemented through a Director of information processing
and his staff' in the Office of Planning, Programming and Budgeting.
b. A CIA Computer Support Center shall be maintained in the Science
and Technology Directorate io rovide all Directorates and independent
Offices and Staffs with support for problem analysis, progran-mtug,
are operations. In addition OD the service of caommt n concern
provided by the Center, problem analysis may also be perforried
within Directorates as raqLtrad.
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C. The computer tustailattons inIUI) and NPIC will remain indepeadent
of the CIA Computer Support Center. It is recognized, howe er, that
future technological developments magi dictate review of this decision.
d. Each Deputy Director shall a x)int an Information Proceeatn
eataulieh priorities and develop programs to meet
the informs
tog requirements of his Directorate.
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