DDA EXCHANGE

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP86-00114R000100120003-4
• Release Decision: RIPPUB
• Original Classification: S
• Document Page Count: 37
• Document Creation Date: December 12, 2016
• Document Release Date: August 23, 2002
• Sequence Number: 3
• Publication Date: July 1, 1979
• Content Type: CIAPER

DDA/MAS OFFICIAL RECORD COPY
secret
July1979
dd
excnanae
secret
 25X1A
PYRGHT
The rung of a ladder was never meant to
rest upon, but only to hold a man's foot long
enough to enable him to put the other some-
what higher.
 A quarterly publication for the exchange
among DDA personnel of ideas, concepts,
information, and techniques that are of com-
mon interest.
WARNING NOTICE
Intelligence Sources and Methods Involved
photographs in this issue carry the overall classifi-
cation of the article in which they appear
 COMMENT ........................................... 4
DIRECTORATE
DDA Career Awareness Day .......... 8
INNOVATION
Electronics Aids the Deaf ................ 20
New Recruitment Centers .............. 22
PERFIT ............................................ 23
ABOUT DDA .......................................... 42
PLANNING
Long-Range Planning-
The OC Experience .................... 58
Thinking Ahead .............................. 60
VOLUME 4, No. 3
25X1A
 comment
When we boil it all down, what intelligence
amounts to is the processing of information.
We collect it, analyze it, and pass it on in
sophisticated format to the consumer.
Much of the information we collect is sen-
sitive. The very knowledge that we have
obtained it can jeopardize our ability to col-
lect it. The principle seems so simple it
hardly needs elaboration. But in recent years
the struggle to protect our sources and
methods has become more difficult as open-
ness concepts have become enshrined in
Of course, nobody can take exception to
the idea of a more open government. But in
the intelligence business where confidential-
ity is not a means of protecting us from
scrutiny but the very essence of our ability to
function, such concepts must be applied
selectively and with great care. Unfortu-
nately, this was not the case with current
Many of you in the DDA deal directly with
the Freedom of Information Act and are
more familiar than I with the problems it
presents. Let me give you a brief status
report on our efforts to reshape the legisla-
tion to make it more compatible with the
realities of intelligence collection and pro-
duction.
In putting together the 1980 budget, we
made what is called the legislative assump-
tion. That is, we allocated some of our posi-
tion reduction brought about by the Leach
Amendment to Freedom of Information func-
tions on the assumption that the Congress
would grant some legislative relief. This
had the effect of calling the attention of
Congress to the problem during appropri-
ations hearings. Under questioning from the
Committees we were able to develop our
case at some length. This resulted in a sepa-
rate open session at which I appeared
before the House Permanent Select Commit-
tee on Intelligence. Another open session is
 reportedly being scheduled before the House
Government Operations Committee.
7
In making these presentations, particularly
in open session, I have taken great care to
emphasize that we in CIA can protect the
information provided to us by our sources.
There are appropriate exemptions in FOIA
which enable us to do this. But the issue is
not whether we can protect sensitive infor-
mation; it is whether others with whom we
deal perceive us as being able to protect the
information they provide. The unfortunate
reality is that, increasingly, those with whom
we deal are questioning our ability to protect
F
It is unfair to lay all the responsibility for
this at the feet of the Freedom of Information
Act, but FOIA has surely become a symbol.
For the world in which we must operate,
concern is heightened simply by the vast
number of newspaper and magazine articles
carrying the FOIA label. Sophisticated argu-
ments about exemptions are lost on the
agent whose life may be in jeopardy if the
information he provides comes out. Liaison
services who understand the workings of thQ
Act point out to us that the final control over
the information they provide may not be ir2
the hands of the CIA, but perhaps in the
hands of an unknown judge. Even Americans
There are other problems created by
FOIA. Most of our information is properly
secret. Therefore, the results of an extraction
of data often produce information out of
context, misleading, and small in comparison
to the actual quantity reviewed. Bits and
pieces of information can also fit into a larger
mosaic, giving hostile counterintelligence
services just the information they need. In
addition, the possibilities of human error and
faulty judgment are ever present. Most im-
portantly, FOIA requests break down the
CIA's system of compartmented records.
 Under an FOIA request, all relevant records
and files are drawn together and remain
together through the request, appeal, and
litigation process. This is inconsistent with
good security practice.0
You are more aware than I of the large
administrative burden created by FOIA; e.g.,
divergent record systems, requests from for-
eigners-perhaps from hostile intelligence
services, authors who use us to do their
research, and Philip Agee, an admitted ad-
versary dedicated to exposing our employ-
ees serving overseas. He has alrg&dX cost
four man-years on FOIA requests.L-i
The Agency is not seeking a total exemp-
tion from FOIA. Rather, we are seeking limit-
ed relief which would protect our most sensi-
tive files. We have found a large number of
Congressmen and Senators sympathetic to
this approach.=
We are also working closely with a task
force established by the Department of Jus-
tice to review FOIA and its application in a
number of agencies. We believe that the task
force will be helpful in our efforts to reshape
the law. E1
The concepts involved are fairly simple. If
we are to have an intelligence organization,
then we have to guarantee that it will be able
to protect its information. We all accept the
need for accountability, but we believe this
accountability process can be handled
through the Congress and not through 4,000
FOIA requesters. A better balance must be
found between making unclassified informa-
tion available to the general public and pro-
tecting that which is essential to protect. The
pendulum has gone too far in the direction of
exposure. Improvements will not come over-
night, but attitudes are changing, and I am
optimistic that our efforts will bear fruit. =
 the directorate
 DDA CAREER AWARENESS DAY
TR
Sponsored by the DDA Federal Women's
Working Group, 6 June was designated as
DDA Career Awareness Day. Preceding the
formal program in the Headquarters Audito-
rium, at which both the DDCI and the DDA
spoke, the participants were provided a look
at the career opportunities in the DDA. Ex-
hibits were displayed by all offices in the
Directorate, and questions were answered
by representatives who are Career Manage-
ment Officers and Personnel Officers and by
other personnel from the offices. IJ
I Chairman of the DDA Fed-
eral orking Group, opens the
program. (U)
25X1A
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 25X1
25X1A
innovation
Thanks to modern electronics, it's a simple
process. Several components in DDA, in-
cluding the ODP, have MCM Communication
System devices which deaf employees use to
tap into the deaf telephone network. These
devices permit deaf employees to "con-
verse" through a variety of telecommunica-
tions devices throughout the United States
and Canada. A deaf person picks up a
phone, dials a number, and places the tele-
phone handset into a cradle on the MCM
(manual communication module). When a
connection is made, the caller types his
message on the MCM keyboard. This mes-
sage is converted by the MCM into a code
which is transmitted via the normal tele-
phone network. A receiver's terminal re-
ceives the code and displays it on the termi-
nal, somewhat like the marquee in Times
Square.
 During the big snowstorm of 1979, I didn't devices, including the computer terminal I
know whether or not I had to report to work. used to draft and coordinate this article,
(Radio broadcasts don't help a deaf person.) have made the world a much friendlier place
So I called OS by using the MCM in my for the deaf and allowed us to m ke signifi-
home. I got the answer "Negative, work has cant contributions to our society
bee Iled." The Security Duty Office on
ext.Iso has an MCM and can tell by a
tone on a line that an MCM is calling in. It
saved me a lot of trouble. F]
The use of telecommunications devices
has grown vastly in the last several years.
More and more federal and state agencies,
public services, social services, emergency
services, etc., have installed such devices,
and deaf people can contact these agencies
and services without any hesitation. The In-
ternational Directory of the Deaf as well as
local directories for the deaf are available for
telecommunications users. There are ap-
proximately 25,000 members over the United
States and Canada. There are currently sev-
eral special devices, in addition to the MCM,
for deaf people. These include a baby crying
signal, a fire-smoke detector with light alarm,
and a clock with light alarm. All of these
25X1
SECRET 21
 25X1
25X1A
25X1A
NEW RECRUITMENT CENTERS
reduced. Contact on a timely basis is critical
in recruitment, particularly when dealing with
applicants in hard-to-get categories. For rea-
sons of economy, a Headquarters-based re-
gional recruiter may wait until sufficient in25X1
quiries have been received from an area
justify a trip. If located in the region, ho
ever, his or her response can be rapid.
Our experiences over the years have
shown that a recruiter is better able to func-
tion when located within the recruitment ter-
ritory than when operating from Headquar-
ters. For instance, there is more opportunity
and more time to develop productive con-
tacts with faculty and placement officials at
universities and with military, industrial, and
other non-academic sources. Also, the re-
cruiter/applicant time frame is significantly
wing several other possibilities,
as selected as the preferre25X1 A
i wes city in which to establish an addi-
tional office. Like it is a transportX1 A
i~n,and industrial and ideally located.
u 25X1
 The automated PERFIT (Fitness Report
Call-Up and Control) System was activated
on 1 October 1978, to coincide with the
effective date of the new Uniform Promotion
System. PERFIT is different from previous
computer systems for tracking Fitness Re-
ports in the following ways:
? PERFIT identifies all staff and contract
personnel due a Fitness Report each
month for a given reporting period, in
terms of schedule and grade.
? The System displays the actual report-
ing period (from- to- ) that the Fitness
Report should cover. PERFIT automati-
cally adjusts the reporting period to
account for special or reassignment re-
ports received during the annual re-
porting period.
? The System prevents the call-up of per-
sonnel who have received a Fitness
Report during the past 90 days, who
are currently on LWOP or on extended
sick leave, or who are excluded from
call-up for other reasons.
? PERFIT tracks delinquency for 3 years
and lists delinquent reporting periods
on the current call-up list until the delin-
quency is satisfied. It is possible, there-
fore, for an employee to be listed two or
more times on the same listing (i.e.,
current call-up plus past delinquen-
cies). If an employee is reassigned, the
annual call-up delinquencies will con-
tinue to be displayed on the losing
components monthly call-up listings.
? The new System monitors trial period
personnel closely and lists trial period
employees on the monthly call-up list-
ings in conformance with the 12-, 21-,
and 33-month reporting requirements.
The System takes'into account adjust-
ments posted to the ETP (end of trial
 period) date when previous Agency
service is credited toward the trial
period and shows this adjustment on
call-up listings.
? If an annual reporting period is adjusted
by the rating officer, any unaccounted
for period greater than 90 days will
cause a delinquency to be generated for
that employee and displayed on the next
call-up listing until it is satisfied or adju-
dicated. Unaccounted for periods of 90
days or less will be dropped from the
system.
? PERFIT does not attempt to track the
need for a reassignment Fitness Report
directly. The fact that the System auto-
matically adjusts reporting periods,
however, will show the need for a reas-
signment report, in many instances,
through an automatically generated de-
linquency period.
? PERFIT is a realtime system which per-
mits immediate query information on
the last Fitness Report as well as cur-
rent call-up data. The record is ad-
dreqJe only by authorized person-
nel. u 25X1
The PERFIT System is designed to pre-
print the identification and status informa-
tion in Section I of the Fitness Report form
for all employees called up on the monthly
listings. This procedure will be activated
when the new Performance Appraisal Report
System is put into effect. When the proce-
dure is used, the rating component will be
required to leave the preprinted status infor-
mation untouched except for possible ad.25X1
justments to the reporting period. The pre-
printed status information will represent the
status of employees at the time of call-up.
As a modern computer record, PERFIT
provides us with the capability for statistical
analysis of employee evaluation, enabling
management to better understand employee
performance appraisal trends in the various
directorates, occupational specialties, grade
levels, and other selected populations. To
date, the PERFIT System, is meeting our
expectations. 0 25X1
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 25X1A
about dda
INDEX
The Fine Arts Commission ...................... 42
Nuclear Weapons Orientation Advanced
Course ................................................ 47
Stress Testing for Coronary Artery Dis-
ease .................................................... 50
Help Wanted .......................................... 54
THE FINE ARTS COMMISSION F-]
L
The Fine Arts Commission is the focal
point on esthetic matters relating to Agency-
occupied buildings and grounds. It is directly
responsible to the DDA for creation and
maintenance of the standards of design
which have made the Headquarters Building
and campus one of the most attractive and
interesting of all federal establishments.0
The Commission was established in 1961
shortly after the Agency moved into its newly
opened Headquarters Building. Senior man-
agement wanted to ensure that interior and
exterior design decisions would be made in a
logical and consistent manner and that
standards for design terior decoration
would be developed.
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 Potomac River Photogra?hs. art reproduc-
tions, and color fabrics.
At first the Commission devoted all of its
time to solving the problems of the public
areas. Foremost was the fact that the entire
interior of the building was painted a grey
color usually reserved for the sides of battle-
ships. The Commission sought assistance
from a professional interior design firm. The
jointly recommended plan included white
walls and the standard color doors, which
became the basis for the interior design plan
as it exists today. The plan has subsequently
been expanded to include color accent walls
in conference areas and in the stairwells.F]
As the walls changed from grey to white, a
need arose for wall hangings. Working close-
ly with the Logistics Services Division of OL,
the Commission bought and mounted a vari-
ety of wall decorations including: London
Transport Posters, Art Exhibition Posters,
Tunnel -supergraphic painting selected
from 40 entries in Tunnel Design Competi-
5X1 tion . . . painting by volunteer employees. =
Once the problem of the public areas had
been addressed, the Commission turned its
attention to the offices and the employees. A
network of Environmental Committees was
organized to enable the Commission to
reach more people. Wall hangings were more
widely distributed. A part-time design con-
sultant was hired by OL to work with the
Commission and to provide advice and guid-
ance wherever it was needed. 0
Today the Commission continues to seek
ways to improve public and private areas. It
meets monthly to address an agenda of
items which ranges from the state of grounds
around the Headquarters Building to an im-
proved system of signage. The Commission
is always looking for suggestions and new
ideas an I mav hp contacted h its
Chairman 4E32
HQS.O
25X1A
25X1
 Main Corridor-paintings loaned from the
Vincent Melzac Collection. 0
 NUCLEAR WEAPONS ORIENTATION
ADVANCED COURSED
TR
The Interservice Nuclear Weapons School,
under the aegis of the Air Training Com-
mand, and located at Kirtland Air Force
Base, New Mexico, conducts six courses on
a regular basis, with the Nuclear Weapons
Orientation Advanced (NWOA) leading the
pack in requirements. For over 15 years, the
CIA has been a regular customer for this
training, with an Air Force allocation to the
Agency, via OTR, of approximately 80
spaces each fiscal year. NWOA is a five-day
course, carries no tuition charge, and using
offices fund approximatel $450 in travel and
per diem per student.
In 1976, OTR's Training Support Division
asked its contacts at the Air Training Com-
mand and the Interservice Nuclear Weapons
School if the School's Mobile Training Team
would consider conducting a running "on
site" of the regular NWOA for Agency per-
sonnel. The result was the first such course,
conducted in the Headquarters Auditorium
in December 1976, with 102 Agency students
and five from the Defense Intelligence
Agency (DIA).
Again in January 1978, the Team conduct-
ed another such course for OTR, this time in
the C of C Building, with 41 Agency and five
DIA students in attendance. Learning in Jan-
uary 1979 that the Mobile Training Team
would be conducting courses for the Nation-
al Security Agency and the Federal Prepar-
edness Agency, OTR again requested the
Team to include CIA on its itinerary. The
result was an abbreviated two-day NWOA
conducted in C of C 26-27 April 1979. Fifty-
four Agency students attended, with repre-
sentatives from NFAC, DDS&T, DDA, and
DDO, one from NITC, and five from DIA.
Coverage included:
Nuclear Weapons Community, Princi-
ples and Materials;
Arming, Fuzing and Firing;
Stockpiled Weapons and History of U.S.
Stockpile;
25X1
 New Developments and Future Nuclear
Weapons Concepts;
Blast and Thermal Effects;
Initial and Residual Nuclear Radiation;
Worldwide Fallout;
Nuclear Weapons Phenomena;
Nuclear Weapons Testing;
Command and Control of Nuclear
Weapons;
Tactical Nuclear Weapons Employment;
and
Antisubmarine Warfare Concepts.
Total savings to the Agency in travel and
per diem costs by arrangement of these on-
site courses have been approximated at
$60,0001
At the opening of the recent course, OTR
was pleased to present the CIA Seal to the
Interservice Mobile Training Team=
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 25X1
25X1A
STRESS TESTING FOR CORONARY
ARTERY DISEASED
.D., OMS
Although not conclusive, the evidence is
strong that exercise reduces the risk of coro-
nary artery disease. More Americans are
becoming aware of this association and are
participating actively in exercise programs
such as jogging, swimming, and tennis.
These individuals tend to be healthier, and
they also alter favorably other risk factors
such as obesity and high cholesterol. The
need for a simple reproducible test to assess
the presence of coronary artery disease is
obvious. Such a test should also have a high
diagnostic sensitivity and specificity and be
useful in rehabilitation progr . The stress
test meets these requisites.
Stress testing by treadmill exercising is a
non-invasive technique for detecting coro-
nary artery disease. Changes in the electro-
cardiogram during an episode of heart pain
(angina) were fortuitously discovered by
Bousfield in 1918. Approximately 10 years
later, Feil and Segal exercised patients with
known angina, producing the changes in the
electrocardiogram which we now recognize
as indicative of underlying coronary artery
disease. The evolution of electrocardio-
graphic interpretation and of exercise testing
has been extensive over the past 50 years,
and stress testing has emerged as the most
practical non-invasive means of detecting
obstructive disease of the coronary arteries.
25X1
When the coronary arteries are blocked by
arteriosclerotic plaques, blood flow to the
heart muscle (myocardium) is diminished,
and the myocardium receives an inadequate
supply of oxygen. During exercise, this defi-
ciency of myocardial oxygen is exaggerated,
resulting in a marked disparity between the
demand or need for oxygen and its supply. If
obstructive disease of the coronary arteries
is marked, oxygen supply to the myocardium
will be so diminished that the individual will
develop heart pain known as angina pec-
toris. If the obstruction is so severe that a
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 segment of myocardium dies, the individual
has had a heart attack or myocardial infarc-
tion.0
The objectives of stress testing are to
evaluate the significance of chest pain as a
possible manifestation of coronary artery
disease, to reevaluate patients who have
already had a myocardial infarction, and to
detect underlying coronary artery disease in
asymptomatic individuals. There are several
programs or protocols currently in use; the
goal of all the programs is to exercise the
patient until he reaches maximum predeter-
mined heart rate depending on his age. Dur-
ing the entire program, the heart rate, blood
pressure, and electrocardiogram are con-
tinuously monitored. At specific intervals, a
paper read-out of the electrocardiogram is
obtained for postexercise interpretation. If a
significant electrocardiographic abnormality
occurs during the testing or if the patient
develops angina, the test is terminated.
A positive stress test is presumptive evi-
dence of underlying coronary artery disease
and necessitates further definitive evalua-
tion. In other words, the electrical abnormal-
ity seen on the electrocardiogram has to be
corroborated by studies which will demon-
strate anatomical obstruction of the coro-
nary arteries. By injecting an opaque dye
into the coronary arteries, the patency of the
arteries can be determined and any degree
of obstruction can be ascertained. If strict
criteria of interpretation are adhered to by
the electrocardiographer, the correlation be-
tween a positive stress test and demonstra-
ble coronary artery disease is good. Unfortu-
nately, as with other diagnostic tests, there
are false positive and false negative tests.
These false tests, however, in any large se-
ries constitute onl 5 percent or less of the
test population. 25X1
Coronary artery disease has reached epi-
demic proportions in this country, causing at
least 600,000 deaths per year. It is the pri-
mary cause of death and probably will re-25X1
main so until Americans decide to change
their lifestyle. As a diagnostic tool, the stress
test is the cornerstone of non-invasive tech-
 '5X1
niques for determining. the presence of ob-
structive coronary artery disease. When
used in conjunction with other diagnostic
modalities, it becomes- a valuable tool for
diagnosis prognosis, and patient manage-
ment.II
 HELP WANTED
July 1979
25X
ISS-DDA 25X1
Four years later and the moratorium on
the destruction of CIA records has been
lifted! 0 25X1
Personnel from many Agency components
have reviewed their retired records holdings
and identified those which might be de-
stroyed either because they are duplicates or
the United States Archivist approved Rec-
ords Control Schedules permit it. (During
reviews, all records are checked to see if
they relate to ongoing litigation or investiga-
tions in which the Agency is involved. These
records are not being destroyed.) 25K5(JQ,
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 25X1
25X1A
LONG-RANGE PLANNING-
THE OC EXPERIENCE 0
OC (C)
Strategic or long-range planning as it is
perceived to influence an organization is a
relatively new managerial tool. Strategic
planning is considered to be the process of
establishing the basic goals of an organiza-
tion and formulating the programmatic and
implementation strategy to achieve these
goals.0
The roots of long-range planning lie in the
organizational realization that requirements
are growing at an accelerated rate while
resources to meet these requirements are
diminishing. Consequently, a premium is
placed on decisions that have long-range
.implications. Strategic management, the
perception that long-range goals will contrib-
ute to the management process by identify-
ing an office's progression track, reduces
inefficiency attributable to short-term pertur-
bations or activities that do not correlate well
with the organization's goals=
Environmental changes and the rate of
environmental change have also directly in-
fluenced organizations to evaluate the ad-
vantages and disadvantages of strategic
planning. In a period of significant change,
long-range planning, in theory, permits an
office to make decisions based on the total-
ity of the circumstances as perceived or as
they influence the particular office. 25X1
OC, in the 1976/77 time frame, found itself
in the position of trying to meet increasing
demands for information handling services
with diminishing resources. Personnel and
programmatic cuts reduced network mod-
ernization and expansion efforts to very
modest levels and contributed to the recog-
nition that to do more with less called for
some very tough and forward-looking deci-
sions. Efficiency, effectiveness, and contin-
ued financial prudence assumed new impor-
tance within the Office. Strategic planning
appeared to be one of the management tools
available to the D/CO and resulted in the
decision to form a planning staff in January
1977. n 25X1
 The pitfalls of strategic planning are
many. Intransigent managerial attitudes, lack
of managerial commitment to the process,
inability to accurately forecast new require-
ments and environmental rates of change
plus the difficulty to recognize and read the
indicators of change are a few of the items
that contribute to the long-range planning
credibility gap.=
"Convince me," "show me the benefits"
are difficult comments for the strategic plan-
ner to respond to as a minimum of 3-4 years
is required before any return on the planning
investment can be identified. The require-
ments solicitation and programmatic activi-
ties within the Agency compound the prob-
lem and are responsible for the evaluation
delta associated with long-range planning.
The Office concluded that since the initial
evaluation for its fledgling effort is still sever-
al years off, great care must be taken to
keep the planning process dynamic and
flexible and not to prematurely judge the
"results." Recognition that long-range plan-
ning should be evolutionary and not revolu-
tionary in nature has enabled OC to experi-
ment with planning prq d1 res, docu-
mentation, and timetables. u
Through the vehicles of an annual strategic
planning symposium and strategic planning
annex, we are attempting to promote growth
and stimulate progressive and innovative
thinking within the Office. Encouragement to
approach the daily decisions (with their in-
herent risks) based on a pragmatic set of
long-range goals also contributes to the ef-
fectiveness and efficiency of our manage-
ment process.
? The planning symposium is held to evalu-
ate the previous year's strategic plan, to
identify environmental changes and
trends that should be considered in the
next plan, and to draft revisions and
updates of the Office's goals.
? The annex is an adjunct to the plan that
tabulates the substantive OC Divisions'
intentions (subgoals), activities, and pro-
grams that contribute to the achievement
 of the Office's goals. The development
and coordination of this document con-
tribute to the overall understanding of
and cooperation among the six Divisions
of the Office.
? The amalgamation of the Divisions' annex
contributions is performed by the Plan-
ning Staff and Division planning coordi-
nators. The product of this activity is
reviewed and approved by the D/CO and
serves as the basis for our programs and
sties over the CY 10-year time frame.
F!!~
The process of long-range planning does
not end with the publication and promulga-
tion of the plan itself. The mere maintenance
of a Planning Staff, the publication of the
annual plan, and the motions of planning for
the sake of planning do not make a success-
ful process. The bottom line of a strategic
planning process is that it must influence the
Office in a positive and constructive manner.
To ensure this requires that once desirable
strategic states for the Office are identified, a
system of monitoring the annual progression
along the Office's track must be implement-
ed. The establishment of this "feedback"
process is the next step in our strategic
planning process. Hopefully, in 3-4 years
from now, a followup Exchange article will
be able to document the success and to
some degree uantify the effectiveness of
our efforts.
THINKING AHEAD
OF (C)
Ours is an information society based on
the ties of telegraphy, telephone, and televi-
sion. A new technology which will bring
about what Dr. Daniel Bell of Harvard de-
scribes as a revolution in this society has
been labeled "compunications," the merging
of computer and telecommunications tech-
nologies into "a single yet differentiated sys-
tem that allows for the transmission of data
 Approved For Release 2002/09/05 : CIA-RDP86-00114R000100120003-4
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 the Station by the station minicomputer or
microprocessor. Information would be auto-
matically sorted, indexed for filing and re-
trieval, processed for specialized purposes
such as extraction, tabulation and recording
of financial information, logistical needs,
etc., electronically retained at Station for
station usage or, where appropriate, electri-
cally transmitted to Headquarters for further
processing, action, and/or incorporation into
any one or more of the specialized Head-
quarters systems (COMET, GAS, SAFE, ICS,
etc.). Information thus handled will be avail-
able to the Station to meet its operational
and management needs as well as available
to Headquarters to meet its particular needs.
This scenario, or something far more imagi-
native, is feasible using currently developed
technologies. The rate of introduction and
diffusion will vary on the basis of cost and
resource competition. To arrive at this point,
several early steps are necessary.
? There should be an effort to clearly
delineate between administrative serv-
ices rendered at the field and adminis-
trative information handling performed
at the field. Such a delineation would
enable a characterization of "field ad-
ministration" activities which are sus-
ceptible to compunications technol-
ogies or those which are not. A sizable
percentage of current field manpower
resources have already been identified
as devoted to administrative/support
duties. However, no effort has been
devoted to further identifying what por-
tion of these total duties are merely
information handling and which are not.
? After thus segregating administrative
activities, there should next be an at-
tempt to identify common language in
which administrative and nonadminis-
trative information is expressed, a lan-
guage devoid of the technical charac-
terizations or codings the several
administrative subelements (Finance,
Logistics, Personnel) currently employ
in processing field administrative infor-
mation. The adoption of a language
which is common to the source of the
 information would enable such informa-
tion to be immediately "captured" at
and from its source without any inter-
mediate processing or translation.
? A corollary to the establishment of a
common language (or the elimination of
specialized administrative languages),
the methods and/or routines for "cap-
turing" the information should be de-
signed as simply as possible, enabling
secretaries to employ the method on
their word processing machines without
anv specialized training or knowledge.
With a common nontechnical language
and a simple method of initial information
collection, compunications would then take
over. Information would be entered via word
processing equipment with software capabil-
ities to meet operational reporting require-
ments, raw intelligence production needs,
field and Headquarters administrative re-
quirements. Appropriate information would
be automatically translated into any special-
ized language which when transmitted to
Headquarters could be processed into cur-
rently existing automated files systems, such
as the General Accounting System, the PER-
SIGN system, etc. Field requirements for
supplies, money, personnel-data would all be
processed via these data networks, auto-
matically disseminated, filed and indexed
and transmitted to Headquarters for contin-
ued automatic processing. Both field and
Headquarters would access for search and
recall information resident in the total net-
work of information banks and retrieval sys-
tems. Teletext systems or facsimile systems
could be turned to when hard copy docu-
ments are necessarily required to accom-
plish the activity. Finally, interactive on-line
computers would give decentralized access
to the total network, thereby breaking down
the current barriers of time and space facing
today's information.=
This and much more is possible with a little
Thinking Ahead.
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