THE AGENCY PROGRAM 1985-1989

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP85B01152R001001300077-1
• Release Decision: RIPPUB
• Original Classification: T
• Document Page Count: 30
• Document Creation Date: December 21, 2016
• Document Release Date: June 27, 2008
• Sequence Number: 77
• Publication Date: August 26, 1983
• Content Type: REPORT

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Date
TO: (Name, office symbol, room number,
building, ency/Post)
Initials
ate
2.
3.
etion
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pproval
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Per Conversation
s Request
For Correction
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irculate
For Your Information
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o
mment
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Justify
DO NOT use this form as a RECORD of approvals, concur4nces, disposals,
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FROM:? (Name, org. symbol, Agency/Post)
Room No.-Bldg.
Prescribed by GSA
FPMR (L1 CFR1 101-11.206
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Date
ROUTING AND TRANSMITTAL SLIP 26 August 1983
TO Name, office symbol, room number,
ilding, Agency/Post)
Deputy Director for Administration
Initials
Date
Auc
2
8..
ct ion
File
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proval
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T
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.,.,ordi,.a.,....
J.usti
ttached are drafts of your Directorate's
eeview section and the Agency Overview for the
1985 Budget Submission to OMB on 15 September.
I.would appreciate your review of both drafts
and any comments or suggestions you may have on
them. Although I realize the deadline is short,
we need your views by opening of'business
Wednesday, 31 August.
DO NOT use this form as a RECORD of approvals, concurrences, disposals,
clearances, and similar actions
FROM: (Name or g. I ibol, Agency/Post) Room No.-Bldg.
5041-102 - OPTIONAL. FORM 41 (Rev. 7-76)
Proscribed bbr GSA
coma rut r , mnt_Il
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THE AGENCY PROGRAM
The CIA program for 1985 supports the need of US policymakers for more
and better intelligence on a broad array of international problems for the
balance of ,the 19806. We foresee a steady challenge to US interests and
influence from the Soviet Union, continuing opportunities for both
cooperation and stress in US relationships with our allies, chronic and
often externally manipulated instability in the Third World, and persistent
problems-with issues such as terrorism, narcotics, and nuclear proliferation
.that transcend geographic boundaries and political alignments. These issues
will occupy US policymakers and CIA well into the 1990s, presenting an
agenda that requires the Agency to steadily improve the timeliness, quality,
and relevance of its intelligence support to the policy process.
The Soviet Union remains the principal threat to US security and shows
no sign of altering either its basic military and economic objectives or its
global challenge to the US. Despite the problems posed by economic
stagnation; the leadership in Moscow is expending a major share of national
resources. to improve.an already complex and sophisticated strategic arsenal
and to further strengthen its conventional military capabilities. The
Andropov regime-is also continuing Soviet policies and behavior in Eastern
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Europe, Afghanistan, and Central America that seek to counter threats to
Moscow's historic influence or to gain a strategic foothold in new
territory. It is also clear that the Soviets intend to expand their
influence elsewhere in the Third World, directly and through their
surrogates, and to exploit differences and potential divisions between the
US and its allies in Western Europe. and Japan.
Recent elections in the United Kingdom, West Germany, and Japan have
reinforced governments that support US objectives, but political
crosscurrents in Western Europe and East Asia still confound the creation of
a stable consensus on allied relationships. The effects in Western Europe
of economic recession, generational change, as well as pacifism and
environmental activism will continue to influence policy in unpredictable
ways. These developments, combined with Soviet efforts to stimulate and
capitalize on frictions among Western Europeans allies, in turn, affect US
interests. Japan will continue to challenge US industry in high technology
and international. trade and will remain an uncertain partner on Pacific
defense issues. In sum, the status of our alliances calls for a better
understanding of the fundamental, long term forces that will shape our
future relations with Western Europe and Japan.
Instability will continue in the Third World, including.open warfare
involving local and outside forces in virtually every region. The recent
conflict in Lebanon, and the Iran-Iraq war testify to the perennial
volatility-of the Middle East, and represent a continuing threat of
disruption to oil supplies vital to the West. In South and East Asia, the
Soviet intervention-.in Afghanistan represents a long term military
commitment, while the-Vietnamese occupation of Kampuchea carries a similar
message about Hanoi's effort to maintain hegemony in Indochina. In both
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Central America and Africa, the Soviets, the Cubans, and other surrogates
seek to establish a durable presence that will provide Moscow tactical and,
over the longer term, strategic advantage.
The need to anticipate and understand economic developments in the Third
World that affect the industrialized economies has been graphically
demonstrated by the debt problems of Mexico, Brazil, and the Philippines.
The problem.-of Third World debt, however, is only one of several critical
concerns that transcend geographic boundaries. The Soviet Union's illegal
acquisition of US technologies--directly and via Western Europe and
Japan--contributes to its military capability and to its general economic
base. Nuclear proliferation also represents a potentially destabilizing
development in US relations with allies, such as Pakistan, as well as with
potential antagonists. Understanding these issues requires a solid
knowledge of international economics and commerce, security policies, and
political relationships. We also need detailed intelligence and
sophisticated' analysis about the countries and groups that have the
technologies and motives to create or influence these problems.
The same intelligence-needs apply to the problems of narcotics and
terrorism.. The narcotics business is a pivotal element in the politics and
economies-of several -Latin.American, Middle Eastern, and Asian states, where
we follow and assess production, trafficking, and the web of national and
international connections supporting these activities. Terrorism of all
kinds commands a similar intelligence priority. Improvement in our
collection and analysis of terrorist organizations, and in our capability to
help support an effective counterterrorist effort, is a focus of the 1985
program.
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To meet-these needs we have constructed a recommended program for 1985
It represents a careful
balancing of the diverse and often competing requirements for improved
collection, processing, analysis, and support to the intelligence process.
For the Agency, most of these efforts--like the substantive intelligence
capabilities needed to meet the challenges we forsee in the 1990s.
concerns they address--are not new. Rather, they comprise a set of goals
that we are already working to meet through a measured investment in the
The Goals of the 1985 CIA Program
Our 1985 program emphasizes five objectives that are designed to enable
the Agency to respond to the needs of the policymakers and the changes in
the intelligence environment in the decades ahead. These are:
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In formulating the 1985-1989 CIA program, we were guided by both the
DCI's substantive guidance for the NFIP, which includes the goals set forth
in the 1985 Intelligence Capabilities Study, and the CIA Strategic Plan,
1982-1992. In-particular, we have emphasized initiatives that entail
qualitative improvements in skills, technology, and management, and have
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carefully examined our major acquisition programs in line with the DCI's
admonition to prevent unwarranted cost growth. We have structured our
initiatives to create a balanced capability to handle the output of new
and to apply this
intelligence promptly and effectively to the full range of priority policy
concerns. And, we have provided for a support structure that can sustain an
activity level at CIA commensurate with the policy community's growing
demand for more and better intelligence.
The program for 1985 gives precedence to the ongoing initiatives that
have been reviewed and approved by the DCI and already have resources
committed to them. All but three of the ongoing programs rank well within
DCI Guidance, and these three-
Hare clustered around the DCI Guidance
mark. The 25'ongoing,initiatives in the 1985 CIA program call for
the construction-Qf the new Headquarters building, the Communications System
Recapitalization, and the--NPIC Upgrade--account for almost 60.percent of
Three of our ongoing programs--
this total cost
The funding requirements
Headquarters .building: particular its associated support cost
for both the NPIC-Upgrade
--have been revised since last year, although
overall our ongoing initiatives decrease by over
their previously approved levels.
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Production and Analysis.
Eleven new production and analysis initiatives, which include
in 1985, represent the final major
installments in -a multiyear program to increase the depth and breadth of
analytical coverage; The priority given the SAFE program reflects the
importance attached to providing contemporary data handling tools tailored
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for intelligence analysts. SAFE is already in use in 20 DDI branches; in
1985, we will extend its capabilities and purchase additional hardware to
make it available to more analysts.
The DDITs multioffice theme initiatives continue to focus on policy
priorities on the Third World, including the implications of its debt crises
and the impact of external intervention on regional stability; on Soviet
strategic,. technological., economic, and political developments; on the
economic, military, and counterintelligence dimensions of technology
transfer, on the spectrum of issues affecting our relationships with our
NATO allies and. Japan, and on the problems of narcotics and international
terrorism. ,We also-add reference specialists to assist our research program
and resources to improve support to task force and crisis management
operations' In the tDSFT, ORD plans to establish a center for the study of
artificial intelligence to monitor advances in the field that can be adapted
toour special needs.
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To support the growing level of collection activity with secure and
effective information handling technology, we are continuing the CRAFT and
ALLSTAR ongoing initiatives. The pace of CRAFT installations abroad
projected in 1985,. and performance of the system to date, indicate that the
on schedule. -The-A.LLSTAR program, which calls for
in 1985, seeks to ensure that the capacity of the DDO's
centralized information system is not outstripped by the demands from the
intelligence and policy communities.
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Swport
Effective line intelligence activities require an adequate support
structure. Our 1985 program gives priority to a set of cost-effective
investments to underwrite continued expansion in CIA's substantive
responsibilities and to maintain the quality of Agency-wide services. Eight
ongoing initiatives
provide resources to
continue the recapitalization of the global communications network, to
ensure that management and other related needs for the construction of our
new Headquarters building are met, to modernize financial and logistic
information systems, and to improve other support functions at Headquarters
and abroad. The'ranking_of both our new Headquarters building
and its associated support initiative testify to the
priority given our need for adequate, effectively organized space.
.Twenty-seven ..new initiatives, which require
seek to meet a variety of needs including the requirements
for a larger security staff to handle the backlog of clearance and other
investigation the shortfalls in communications
personnel in the US and abroad and the need
for personne.L and-resources--to keep training in step with the requirements
of a larger professional.. staff We are also
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For three standard support
requirement initiatives in 1985; these ensure that our centralized services
match the size and complexion of the CIA program. Finally, the 1985 program
includes an initiative to back-up CIA's communications and data processing
in the event emergencies curtail the performance of our primary systems
The Outyear Implications
The proposed program for 1985-1989 creates an intelligence capability
with the depth and balance to ensure the President and his advisors have the
intelligence needed to deal effectively with the issues they are likely to
face in the decade ahead. It emphasizes continued capital investment in our
operationaland support infrastructure to overcome the neglect of the 1970s,
and'proposes carefully selected new initiatives to fill the remaining gaps
in our capabilities so that we can meet the challenges of the 1990s.
Our capital investment program is central to this plan. In the imagery
processing and analysis arena as well as in the Agency's SIGINT effort, we
must have systems in place that will enable us to cope with the information
expected from new collection systems. This is mandatory to serve our needs
on strategic weapons--developments, arms control verification, and crisis
management--subjects that will remain priorities well into the 1990s. The
NPIC Upgrade, IDEX,
and a number of
sensitive collection projects, are all major parts of this important ongoing
investment program.
The expansion in our corps of analysts to cover a wider range of
developments in the Soviet Union, the Third World and among our allies will
allow us to produce-analysis quickly and with the quality to meet expected
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policy demands.' The completion of the SAFE program is integral to this
goal. So too are the enhancements to production technology, professional
,training, and the resources used to supplement our skills with outside
expertise.
Improved and expanded human source collection is another essential
element of our program, as is the development of new supporting technologies
for covert communications and for other operational tools required to
counter the, enhanced skills and increasingly aggressive activities of
hostile intelligence services. The CRAFT and ALLSTAR systems will become
fully operational during the decade, giving us the ability to securely and
efficiently handle the flow of data associated with the DDO's expanding
collection and counterintelligence activities.
Finally, the investment initiatives for our support infrastructure
underpin all the improvements in CIA's line intelligence functions. The
communications network. recapitalization, the completion of a new
Headquarters building, the application of new management systems, and the
augmentation of information handling services deal with previously neglected
areas. Without attention to these needs, our principal missions would face
.major hurdles.
We believe that our recommended program represents a prudent long term
investment strategy that---i.s essential if we are to provide US policymakers
the support they will need to cope with the national security environment of
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ADMINISTRATION DIRECTORATE
The Administration Directorate program for 1985 includes the resources
to carry out the activities of the Office of the Deputy Director for
Administration and his immediate staffs, and the eight Directorate
functional offices. Also included are funds for Standard Level User
Charges. The 1985 program is designed to provide the centralized support
services required to meet the needs of all Agency components. The program
not only maintains the service levels programmed for 1984, but also
continues the ongoing longer term efforts to improve the Agency's support
infrastructure. It proposes resources both to augment and improve existing
levels of support,a to dertake new activities designed 63redress
existing shortfalls) to meet anticipated new or expanded support
requirements.
The Administration Directorate's primary goal is to provide timely,
responsive, efficient, and cost-effective centralized support services
needed by the Agency's intelligence collection and production activities.
The Directorate's major objectives for 1985 include:
-- Maintaining the existing momentum of the Headquarters construction
project leading to a new Headquarters building with occupancy
scheduled for late 1987.
-- Continuing the major communications recapitalization program, while
at the, same time responding to steadily increasing requirements for
worldwide communications services.
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-- Further improving the Agency's overall security posture, with
particular emphasis on counterintelligence (e.g., through the
reinvestigation program) and overseas security.
-- Upgrading and modifying centralized training programs to respond
more effectively to professional development needs and to current
and projected requirements for language, operational, analyst,
office automation, and information systems training.
-- Providing fully responsive logistical support services to meet
current and projected Agency requirements.
-- Ensuring the continued availability of centralized data processing
services that respond to the Agency's increasing requirements for
new applications and computer services.
-- Maintaining fully responsive financial systems and controls and
continuing ongoing efforts to upgrade and improve existing systems
to meet current and future requirements.
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The Agency's program for 1985 also includes, for the second year, new
initiatives--known as Standard Support Requirements--for the Administration
Directorate. These initiatives include the resources required by the DDA to
provide centralized administrative support for the activities proposed in
other 1985 new initiatives. The Standard Support Requirements initiatives
are designed to avoid the numerous DDA unfunded requirements of recent
years. There are three such initiatives,
included in the Agency's 1985 program for the DDA. These
initiatives include the resources needed by the DDA offices to provide
centralized administrative services in support of 55 Agency new initiatives
totaling
DCI Guidance
All Directorate base activities and ongoing initiatives are included in
the Agency program at the DCI Guidance level. Also included are seven new
initiatives totaling)
Support Requirements initiative.
and the first Standard
The DDA's 1985 Program includes nine ongoing initiatives. The
resources required in 1985 for these ongoing activities are as follows:
Positions
SAFE
New Headquarters
Building Support
8Commo Network Recapitali-
zation
(Thousands)
Funds
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COMIREX Automated
Management System
(CAMS)
Automated Compensation
and Information
System (ACIS)
Logistics Information
Management System
(LIMS)
CPU Upgrade
Capability
DDA Total
New Headquarters
Building
Total-Ongoing Initiatives
The total estimated cost of the DDA ongoing initiatives is up almost
over the previously approved 1985 funding
profiles. The major 1985 increases are in New Headquarters Building Support
to reflect further refinement in the nonconstruction costs of
the new building, LIMS
o cover a projected 1984 shortfall in
system development costs, and for ACISI to provide a quality
assurance contract.
The new initiatives included within DCI Guidance provide increased
resources for communications, security, finance, logistics, and medical
services; the Standard Support Requirements initiative includes resources
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for the full range of DDA administrative services to support new Agency
activities through this level.
The first of two communications new initiatives included within DCI
Guidance is a proposal requiring in 1985--with significant
additional funds required in the out-years--for a Local Area Network (LAN)
in the new Headquarters building. The LAN is a replacement for the
previously planned information distribution system; also included are
resources to support a study of a LAN to replace the hard-wired distribution
network in the existing Headquarters building. The second communications
new initiative provides
to address a number
of operational shortfalls in the existing communications capability.
Included are positions to facilitate domestic field station installations
and maintenance, to staff new overseas stations and bases, and to provide
adequately for increased training on new systems being introduced into the
worldwide network. Funds are included for equipment to replace obsolete
The personnel security program is expanded by
(and
to address the serious shortfall in the Agency's security
clearance processing capability. These resources will enable the Office of
Security to respond in a more timely manner to the clearance caseload
projected for 1985 and to reduce the current investigative and polygraph
backlog in the reinvestigation program.
are included for the Office of Finance to maintain the existing outdated
payroll system pending the availability in 1987 of the new automated payroll
system (i.e., ACIS). A total of
Office of Data Processing will provide for the development of an integrated
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applicant tracking system and for long overdue modifications and upgrading
of the several financial and budget systems that support the management and
control of Agency funds.
The logistics staff is increased byl Ito
support a new paramilitary training facility. This facility, currently
being established by the DDO, will become operational in late 1983 and will
be managed by the Office of Logistics (operating funds are included in
A modest increase,
is requested to
further improve the Office of Medical Services' evaluation process to help
ensure that only the most qualified and suitable applicants are selected for
Agency employment. Also included within the DCI Guidance level are
in the first Standard Support Requirements (SSR)
initiative. These resources cover those administrative and related services
needed to support intelligence activities proposed in 17 Agency new
initiatives totaling
Over Guidance
added to the Directorate program at this level. These initiatives, which
cover the full range of centralized administrative services, respond to
current and projected support requirements and provide--in two SSR
initiatives--the additional resources needed to support new or expanded
Agency activities proposed in the program through the Over Guidance level.
The Office of Communications program is increased by a total of
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addition, funds are included to undertake a requirements study for a
computerized switching system for the existing Technical Control Facility in
the Headquarters Building. The last communications initiative is a proposal
for an alternate US Base Station. This proposal--considered in previous
years, but not implemented due to constraints on overall Agency
resources--seeks to establish a joint communications/ADP facility outside
the Headquarters area, either in the CONUS or on US territory abroad. It
would provide a self-contained complex designed to ensure the survivability
of the Agency's communications network and data processing capability in the
Three new initiatives for the Office of Logistics provide
to respond to existing support require-
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ments which cannot be met with base-level resources. The
are required to expand the present staff to accommodate the
existing procurement workload and thus improve this important logistics
function. A total of is provided for equipment and software to
upgrade the central printing plant's Electronic Text Editing and Composition
System--largely in response to DDI intelligence production requirements.
Also included is a request fox
to permit the Office of
Logistics to take over from the General Services Administration the
operations and maintenance of the Headquarters power plant. This will
ensure a level of service and reliability that fully responds to the
Agency's needs.
The Agency's security program is augmented by the addition of
will serve to
further expand the existing information security staff in order to address
computer security problems. These needs are particularly pressing for
contractor systems, which store and process sensitive classified national
security information. The remaining
will be
directed toward physical security improvements. The positions are required
to expand the "blue blazer" staff which supplements the GSA-provided Federal
Protective Service for Agency-occupied facilities in the Headquarters area;
the funds provide for replacing the Headquarters security communications
system, improving alarm and access control systems, and procuring electronic
surreptitious entry detecting devices.
The 1985 DDA program also includes for increased
training, finance, word processing, and medical services support.
help to meet shortfalls in the existing training
curriculum and to upgrade and expand classroom facilities and related
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training support;
are provided for the
Office of Data Processing to focus increased attention on planning,
analysis, evaluation, and control of the increased application of word
processing equipment in the Agency; are provided to
meet the existing audit and certification workload in the Office of Finance;
and are provided for the Office of Medical
Services to expand the Agency's general health program--particularly the
Alcohol Program--and to replace obsolete medical equipment.
To address the counterintelligence threat to the Agency, the program
requests
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for a variety of activities that
address a broad range of counterintelligence-related deficiencies. Included
are resources for the Office of Security for
the Office of Communications
Office of Training
Finally, the DDA program includes the two remaining Standard Support
Requirements initiatives--a total of
-which provide the increased administrative services needed to
support those new or expanded activities proposed in 38 Agency new
initiatives
We also present three initiatives that do not require resources for
1985 but which will call for funds in 1986. The first is a non-recurring
requirement for
in 1986 for the construction of additional special
purpose storage facilities at the Central Depot, the second is a one-time
requirement for
to install a state-of-the-art microprocessor in
the 1,200 Delta Data terminals used throughout the Agency in order to extend
their useful life, and the third requests resources
in 1986 with
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additional positions required in the out-years) to expand the existing
limited program for protecting the health and safety of the Agency's
employees.
Out-year Implications
There are no significant out-year resource implications for the DDA
program through the base level--other than for the normal increases required
for currently estimated inflationary costs. Several of the DDA ongoing
initiatives, however, have significant changes--other than for normal
inflation increases--in their out-year funding profiles.
The most significant out-year impact results from a reduction in the
resource level required for the New Headquarters Building Construction
ongoing initiative. With all construction funds provided in 1984 and 1985
only modest funds- -are required for
1986 and 1987, with no construction funds programmed for 1988 and beyond.
The cost estimate for the new building's companion initiative--New
Headquarters Building Support--has increased by for the
1985-1988 period. This initiative peaks in 1985, with its annual funding
requirements significantly reduced through 1989. Partially off-setting
these reductions are the out-year costs of the new Headquarters Building LAN
initiative. Although this proposal, which is a singularly important adjunct
to the new Headquarters building construction project, requires only
for 1985, it will require in 1986 and
1987. The total requirement for the 1985-1989 period is estimated at
The funding profile for the communication recapitalization program is
relatively level through 1988 with a reduction of some 20 percent
in 1989 as the major modernization effort approaches a conclusion
SEC 1T-
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'LURZ
and costs begin to reflect annual maintenance needs. Funding of the DDA
portion of the SAFE Project is level through 1988, with an increase of
almost in 1989 for ongoing operations and maintenance. This
increase represents a transfer of this activity from the DDI--where such
costs are reflected through 1988--to the DDA with no significant net change
in the funding level for total Agency SAFE program. The CPU upgrade will
require an increase of in 1988 over the previously approved
funding level to accommodate the transition of systems to the new
Headquarters building. The remaining ongoing initiatives have no
significant out-year resource implications.
There are no significant out-year implications for most DDA new
initiatives--other than for the full year costs in each succeeding year for
increased staff and for normal inflationary costs. The two exceptions are
the new Headquarters Building LAN (discussed above) and the Communications
proposal for an alternate US Base Station. This latter proposal includes
in 1985, but will require an additional during the
1986-1988 period before leveling off to an operations and maintenance cost
annually for 1989 and beyond. Also, as noted
previously, there are three initiatives in the DDA program for which no
resources are requested for 1985, but which will require modest resources in
the out-years. These three "zero" initiatives will require some
million in 1986, with lesser amounts required in 1987 and beyond
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