DCI'S ANNUAL REPORT TO CONGRESS

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP85B01152R000901230004-1
• Release Decision: RIPPUB
• Original Classification: S
• Document Page Count: 7
• Document Creation Date: December 21, 2016
• Document Release Date: June 13, 2008
• Sequence Number: 4
• Publication Date: December 18, 1981
• Content Type: MEMO

,,t QRANDUM FOR: Director, Office of Policy and Planning
ATTENTION:
FROM:
,SUBJECT:
REFERENCE:
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DD/A 81-2601/5-
DEC 1981
Ha?rry E. Fi tzwa ter
Deputy Director for Admi n i strati on
DCI`s Annual Report to Congress
Multi Adse Memo from D/OPP, dtd 7 Dec 81, same Subject
Forwarded herewith is our submission in response to reference.
/s/ William N. Hart
J Harry. E. Fitzwater
Distribution:
0 - Use w/att
1 - DDA Subject w/att
1 - DDA Chrono i/att
1 -- HEF Chrono w/att
1 - EO Chrono w/att
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T%is doz;j , _ct becom,'s UNCLA :SfF !ED
vkan Se x rtited trod fii:cchmwnt-
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 Directorate of Administration
Annual Report to Congress Submission
DDA 1981 Overview
In spite of austere resources, the Directorate continued to provide timely
administrative support, in most areas, to. Agency components. Serious personnel
shortages in several key areas, particularly communications, persisted
throughout much of the year. The need for recapitalization in the areas of
communications, logistics, training, and security continued to be most evident
during 1981, which reinforces the budgetary initiatives undertaken in these
areas. The pressures for expanded support were felt throughout the year. The
increasing security threat to our people and3facidatiesrocess as present tecontinued.
rash of problems. Growing demands for iutom I--
Enhanced training in a variety of skills was very much in demand, especially in
the areas of language, operational, and analytical training. Critical space
requirements consumed much time and effort on the part of DirectAc attenppersonnel.
And continued pressures to meet the requi rem.ents of the Privacy
absorbed substantial resources.
1. PERFORMANCE HIGHLIGHTS IN 1981
During 1981 the Office of the Informm?ati on Handling Systems Architect was
established as a staff function in the DiDirectorate of o dmi ni i tratiton. The Office
has been staffed, a charter approved, and p
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ALL PORTIONS SECRET
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under way. Among these functions were the initiatieri of several projects
defining the existing architecture of information handling systems in the Agency,
the establishment of a milestone management review system applicable to all
information handling concerns in the Agency, and the beginning stages of the
Agency's first strategic plan for information handling systems (to be completed
in one year).
Data Processing
A major part of the effort and attention of the Office of Data Processing
(ODP) has been focused on improving the productivity of the ODP user cot=unity.
During 1981 productivity measurements indicated that ODP systems did indeed
achieve this goal. In addition, a variety of new computer systems and services
were implemented during the year. While support for ongoing programs continued,
ODP wast heavily involved in the development. of SAFE, the upgrading of CAMS, TADS,
etc. Because of budgetary constraints on the acquisition of terminals, user
requirements could not he fully met. Also a backlog of user requirements for
applications software development was not met because of a shortage of
applications progran-iners. This shortage in applications programmers is the
result of an eight-year freeze on increasing their-numbers in ODP and the fact
that those on board are heavily involved in maintaining an expanding portfolio
of developed applications-systems: Rel i e;= wild be realized i n thits V area if ODP
ositions requested in the FY-1933 grogram.
--- _ a
ea p
Logistics
the Office of Logistics continued to provide the
r
t
,
yea
During the pas
full range of logistical services responsive to Agencywide requirements. Such
services included printing and photography, centralized procurement, transporta-
tion, mail and courier support, and general housekeeping activities. While
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the General' Serivices Administration (GSA) is directly responsible for the latter,
UPH dI,IU!!, ma IIILCII?.IIL. , u u u~ u?.uI?/i uq
During 1981, however, consummating years of negotiations, GSA has delegated
cnvar;l of its authorities to the Agency in terns "of leasing spate and the
it has historically not been responsive to the Agency s_,needs in. this area.
In conjunction with the Directorate of Operations, the Office of n 'c r 1
has increased inventories of strategic reserve stocks maintained at th_ 25x1
'
s increasing 25x1
this program is expected to grow in response to the Agency
role in covert action/paramilitary activites. Other significant accomplishments .
during the past year include the completion h' tTural design and
.work completed by the Building Planning Staff with regarc o a. proposed new
building on the Headquarters compound; and the improved responsiveness and
efficiency in printing and photography by the acquisition of automated equip-
ment.
engineering phase of the planned expansion of the preliminary
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conducted with contractor employees; and security audits were conducted a.tF
Security
Personnel security and integrity of both staff employees and industrial
contractor personnel received continued strong emphasis during 1981. The
Probationary Employee Screening Program and the Five-Year Reinvestigation/
Repolygraph Program continued to pay dividends in terns of ensuring a healthy
security posture. During the past year ove industrial contractor personnel 25X1
were subjects of background investigations; over polygraph interviews were 25X1
____
industrial and government sites where sensitive compartmented information is
maintained. Standard Agency security practice includes periodic audio counter-
measures (ACt4) inspections at our facilities
interagency cooperation becomes part of our daily routine:
`"ega.rdi ng -security cannot be met with. the limited resources available, unless `...,
Computer-assiste ..ompar: entation: control System-(4C)-= The _.in ceasing d Maids=-- _:.
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facilities abroad. An integral part of this effort involves visits by physical,
technical, and personnel security specialists. This program, though hit hard by
the substantial increase in travel costs, must continue-as one of our high
priority efforts.
The increasing complexities and challenges in the intelligence security
field are shared by other members of the intelligence Community... Security of
installations abroad, ccmputnr security concerns ; _ and- personnel, ,security
processing problems are, for the most part, shared by: the intelligence agencies.
The Office of ? t er m ch= voll'ed in a ho;t 9f:-~OirI1;!nity..J1dC e fo tS_
including the" irmplementAtion of the Conm.nuni _y-t,~i-de - -25X1
Accordingly, ?ove
inspections were conducted at installations; during
1981. Another area of concern is the physical protection ot our people and
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 Training
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During 1981 the demand for and participation in training programs
reached new highs. There were 98 different courses of instruction offered 359
times, excluding language training. In addition, we had over 5,000 enrollments
in external training. The.past year has witnessed.the baginninci of what we
believe will become strong; mature programs in two particular areas: the
growth and development of analysis training and the professional development
program. The dramatic increase in operational and paramilitary training has
placed extremely heavy demands on the staff and facilities of the Office of
Training and Education (OTE). The steady influx of career trainees, most of
whom are DDO-hound, twi l l continue to place additional burdens on OTE's resources as
well as the need for tutorial tradecraft instruction of agents; nonofficial
cover officers, foreign liaison personnel, etc. The decline in the Agency's
language skills has also had a substantial effect on training resources. !''e
are now orovi di nn l annu!age instruction to more students than ever before. The
is operating beyond its capacity; and the use of Agency.
has been extremely heavy. In order to keep pace with the increasing
raimmngg requirements, we must upgrade our present facilities, provide for an
increase in classroom space, and increase the number of instructors.
to play a key role in providing guidance regarding the released Iranian
hostages. Computer--assisted programs have been utilized extensively in aiding
the medical services provided to Agency employees. During 1981, psychological
emergencies abroad when professional medical assistance is not available, repre-
sents the combined efforts' of Oi1S, the Department of State, akd other foreign
affairs agencies. OPTS' Center for Countertetrorism and Crisis Response continued
SUP-ort Services
A significant effort was expended by the Office of *Medical Services (O-1S )
in Projec This program, which provides for extensive first-aide
self-help equipment and training to assist employees in handling medical
and psychiatric programs have been fully exploited in the area of -testing and
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formation Services (0IS) played an instrumental. role
f I
n
ice o
The Off in developing and coordinating the Agency revisions to Executive Order 12065.-
During 1981- this Office also initiated the processing of over 3,000 new cases.
under the Freedom of information and;Privacy Acts and the mandatory classifica-
tion revie,r requests. In addition, we strengthened our information handling
program by incorporating most of the Agency's information and handling positions
into a separate career subgroup. Through this action we can provide a cadre
of employees specializing in information handling matters with professional
development and morg varied career opportunities.
I. RELATIONS WITH CONSUMERS
tomers are within the Agency. The principal area of
f
our cus
The bulk o
service to other government agencies is in the communications field. Relations'
with our customers in this area are excellent; the support provided by the
Office of Communications has been timely, responsive, and efficient-
III. FUTURE RESEARCH AND DEVELOPMENT PLANS
The Administration Directorate is pursuing a research and development
program utilizing state-of-the-art technologies to enhance physical security
capabilities and information processing systems. The program includes data
communications security and addresses detection and prevention of system
penetration, data base encryption, and compartmentation of computer accessible
information. Research activities will also address the problem of protection of
newer classes of office equipment from RF interrogation and will keep the Agency
abreast of advances in TEMPEST or other technologies to protect Agency infor-
mation systems. The program provides for the development of new communications
technologies such as: "smarter" HF, satellite and mixed-media communications
terminals, as well as the use of graded fibre optics for high bandwidth
communications. In text processing we are seeking software designs to
efficiently process digitally stored textual information. In data base
management we continue to seek new and easier access, retrieval, and processing
of stored information; graphics and alphanumeric displays; and computer-aided
instruction. This program addresses the prevention of unauthorized copying of
sensitive documents. And. finally, our program continues efforts.to improve
-
- polygrap-h uti l i v detection and neutralizing
countermeasures
IV. -PRESENT-AND PROJECTED RESOURCE NEEDS
The Office of Communi cati ons has draf ted a comprehensi ve plan to
modernize -our co-imunications worldwide. Modernization is essential to- enhance
the collection and timely dissemination of intelligence and to accommodate the
use of automatic information handling systems in the field. Modernization is
also vital if we are to ensure the continuity of couni cations under various
contingency conditions. 11, hnvP continued to assist a number of European
14- 4r,%rn1nninn technical
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specifications fora n -ran e low- w)er, hhigh frequency radio syste'.'- This
system will be issued
The need for recapitalization has been alluded to several times in this
presentation. Capital improvements are required to ensure that our present
facilities and utilities remain reliable and responsive to our operations.
Additional resourca~ will be required in order to continue with our plan to
centralize Agency activities on the Headquarters compound, which ultimately
will eliminate the present inefficiency and security risks inherent in the
present decentralized, configuration.
Because of limited resources over the recent past, the Agency has not
been able to make maximum use of data processing technology. Many of the
Agency's present data systems are only partially automated and many systems are
approaching obsolescence. An injection of both funds and personnel is sorely
needed in this area.
If we are to keep pace :?lith the challenges that confront us in all of the
support areas, we must be able to take on board personnel to replace the number
of experienced Directorate personnel who have left the Agency over the pastffive
years. We simply cannot afford to wait until the requirements for support
the expansion of the Agency's collection and producti on activities are upon us.
Given the limited lead time currently available to us, we frequently find our-
selves in a reactionary mode, taking resources from one essential activity to
support another. We. are making a concentrated effort to work with the other
directorates to determine their support requirements as far in advance as
possible. Assuming that the Directorate of Administration's FY-1983 program
gets through the approval process intact, an appropriate level of resources,
especially funding for recapitalization, trill be available to support the
Agency's rebuilding efforts.
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