REPORT OF THE DI PLANNING AND DEVELOPMENT TASK FORCE, REQUIREMENTS FOR MODERNIZATION (15 MAY 1984)

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP86M00886R000700180020-7
• Release Decision: RIPPUB
• Original Classification: S
• Document Page Count: 25
• Document Creation Date: December 22, 2016
• Document Release Date: August 14, 2009
• Sequence Number: 20
• Publication Date: May 15, 1984
• Content Type: MEMO

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MEMORANDUM FOR: Deputy Director for Administration
FROM: Robert M. Gates
Deputy Director for Intelligence
SUBJECT: Report of the DI Planning and Development
Task Force, Requirements for Modernization
(15 May 1984)
1. Attached for your information and comment is the most recent report of
the DI Task Force on Planning and Development. The report lays out a series
of near- and longer-term requirements for data processing, communications, and
ADP training in this Directorate.
2. Pages 2-5 deal with our near-term requirements for universal, desk-
side access to data processing tools. As you know, we have already signaled
an intention to move aggressively toward this goal in our initial round of new
FY86 initiatives. Such a program is fully consistent with the directive in
the 1984 Addendum to the Strategic Plan that calls for all who need it to have
access to "a computer terminal that will provide access to a secure,
compatible, and easy-to-use set of the data and tools required to do his or
her job" by the early 1990s, and for the DI to "acquire this capability even
-The Task Force report, written by a cross-section of DI analysts and
managers, underlines how urgently the rank and file want ADP
capabilities now. Although members of the Task Force argue for a
March 1985 implementation date, the required financial resources are
not available. Nevertheless, I think that the tone of the report,
containing a cry from the average analyst that immediate desk-side
access to SAFE and VM is absolutely necessary to produce the best-
possible intelligence product, is especially noteworthy. Accordingly,
I want to determine what aspects of the transitional program can be
accomplished on what time schedules.
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-I an particularly interested in a joint effort to provide broader
access to SAFE within the next year. Even with the funds that have
been requested in the FY86 program (to double SAFE installations to 40
per month), 1988 will arrive before all in the DI who need SAFE
access-not to mention other legitimate claimants in the Agency-can
have it. We are willing to explore non-hardware solutions, such as
permitting access to the system in shifts if that is feasible, to
achieve the goal of greater SAFE availability.
3. In addition to the broader, desk-side access to central canputing
facilities, we have decided to make a substantial investment in personal
ccanputers. This will provide at least sane ADP tools to DI personnel who are
not likely to get a Delta Data over the next year. We will, of course,
acquire our PCs as required While these personal computers 25X1
will initially operate in a stand-alone mode, we want to work with you on
these procurements to insure that the PCs can be connected to VM and SAFE in a
reasonable timeframe.
4. I belive that pages 5-14, which contain the most coherent statement
naw available on how DI analysts and managers will use information in the late
1980s and early 1990s, will be of particular interest to OC. I ask that you
forward it directly to D/OC. The material should be helpful to OC's efforts
to design future comnunicaticns capabilities for the headquarters compound.
5. Finally, I would ask that you designate senior resource/line managers
in CDP, OC, and OZE to work with their DI counterparts to develop a
coordinated planning schedule for the near-term requirements. We also want to
be kept informed cn your progress in meeting our longer-term needs. Please
call me if you would like to discuss aspects of the orce report, or have
your representatives contact who will act as DI
focal point.
Robert M. Gate
Attachment:
as stated
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REPORT- OF THE DI P C N D LOP NT TI-SK FGF-CE
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Report of the DI Planning and Development Task Force
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REQUIREMENTS FOR MODERNIZATION
15 May 1984
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Scope and Purpose
On 7 February 1984, the Deputy Director for Intelligence and
senior Directorate managers were briefed on the report of the DI
Modernization Task Force. That report outlined the problems the
Directorate confronts today and will confront tomorrow in using
information processing technology to manage, analyze and
disseminate intelligence. In response to that report the DDI
directed that a set of modernization requirements be developed,
along with project goals, technical options, budget implications,
implementation responsibilities and project milestones.
On 2 April 1984, a Planning and Development Task Force was
convened to identify specific substantive requirements. The Task
Force interviewed members of the Directorate in all
Offices and Staffs. While personnel from the Offices of Data
Processing, Communications, and Security were consulted on a
number of issues, the conclusions presented in this report are
solely those of the Task Force.
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A principal conclusion reached by this Task Force is that the
Directorate's analytic capabilities and efficiency can be improved
immediately with the application of existing ADP technologies.
The Directorate is limited by the lack of full-time access to a
computer terminal for roughly two-thirds of its people. Even
those who have terminals suffer from training deficiencies,
complicated programs, and the inflexibility of their present
equipment, which cannot handle analytic tools readily available to
corporate analysts.
Another clear message is that the revolution in information
processing and collection technologies demands that modernization
be a permanent part of the Directorate's mission. The volume of
intelligence and other information available to us will increase
several-fold by the end of the decade. But at present we lack the
flexibility to take advantage of the advances in processing
technology which could help us analyze this avalanche of
information.
In light of these realities, the Task Force recommends a two-
phase approach to modernization:
o A transitional program during which everyone in the
Directorate will be provided with basic ADP services and
training in order to give us immediate benefits, improve our
product, and acquire the experience we need before we can
develop and adopt more sophisticated capabilities.
o A continuing modernization program that will vielO
substantially enhanced services, allow us to improve the
quality and variety of our products, and ensure that we
capitalize on new technology as it becomes available.
The Task Force recommends the Directorate set as its highest
priority the achievement of the following transitional goals by
March 1985:
o A Delta Data terminal or personal computer connected to 1TM
and AIM on every desk.
o A link to SAFE for every analyst and substantive manager.
o A high-quality printer in every branch.
o Basic training in VM, AIM, and SAFE.
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We believe the transition can be accomplished on time--when SAFE
Delivery Two is implemented--if the program begins now.
The goal of the Directorate's continuing modernization
program should be to provide a flexible approach to ADP that
permits Offices and staffs to meet their needs. To do this, the
modernization must include:
o Rapid and convenient access to external government and
commercial databases and the capability to transfer data to
Agency computers for further analysis.
o A flexible communications system to support transmission of
digital imagery to analysts' terminals.
o New techniques to display and disseminate reports in soft-
copy and video form.
Actions to implement the transitional program and the longer-
term modernization program should begin at once. The Task Force
recommends that these tasks be the responsibility of a single
manager reporting to the DDI, with consultation to the DDT
provided by a Directorate steering group.
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Task Force Report
REQUIREMENTS FOR MODERNIZATION
15 May 1984
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The Directorate of Intelligence is in the information
business. That business is in the early phase of a technological
revolution affecting every aspect of the Directorate's activities
and every function performed by its people. We cannot predict the
scope and direction of this revolution or precisely how it will
affect our business. We do know, however, that:
o The volume of information from intelligence and other sources
will increase several-fold by the end of this decade.
o The technology to manage and evaluate large quantities of
information and rapidly produce high-quality products is
advancing dramatically.
o The Directorate as a whole is behind the state of the art in
information processing and will fall farther behind at an
accelerating rate unless it modernizes its information-
processing systems and trains its people to use these
systems.
o The management of rapid, comprehensive technological change
and its implications for our people will become a major
challenge for the Directorate.
If the Directorate is to catch up and keep up with
revolutionary changes in information technologies, we must ensure
that our communications infrastructure, computer systems and
training programs provide the capacity and flexibility to adopt
state-of-the-art systems to our needs.
Recognizing the Agency's commitment to excellence, the 'task
Force believes that a modernization program should be established
to improve the quality and timeliness of our analytic products.
By adopting the best available ADP technology and applications, we
will be able to undertake different kinds of analyses
incorporating new types of information and handle a broader range
of information from traditional sources. We will be able to get
our products to consumers faster because we will gather and review
more information more rapidly and move products in electronic form
through the coordination, production, and dissemination process.
The Directorate has in SAFE and AIM capabilities that could
immediately benefit analysts and managers. These systems are
available to only about a third of the Directorate, however,
because we lack computer terminals and the systems to support
them. Personal computers provide a range of analytic and graphics
capabilities that could improve the quality and efficiency of our
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work, but the lack of flexibility in our present communications
system and computer software precludes their widespread use.
Lack of ADP skills and experience is anot stacle to
modernization. At present only about in the 25X1
Directorate have a working knowledge o now to use the VM computer
system. -Only know how to produce a graph or build a 25X1
simple database The success of the modernization 25X1
program will depen on the extent to which the DI can increase
this skill base and use ADP capabilities in its day-to-dav
operations. No matter how user-friendly a program may be or how
clear its documentation, nobody can work comfortably or
effectively with ADP without first being given the opportunity for
extensive, hands-on experience. Only then will analysts and
managers begin to use it for what it is--a natural extension of
their present capabilities to process and analyze information.
Recognizing these conditions, the Task Force recommends a
two-phase approach to modernization of information processing:
o A transitional program during which everyone in the
Directorate will be provided with basic ADP services and
training in order to give us immediate benefits, begin
improving our product and acquire the experience we need
before we can develop and adopt more sophisticated
capabilities.
o A continuing modernization program that will yield
substantially enhanced services, allow us to improve the
quality and variety of our products, and ensure that we
capitalize on new technology as it becomes available.
Transitional Program
As its highest priority goal, the DI should provide by March
o A terminal connected to VM and AIM for every desk.
o A link to SAFE for every analyst and substantive manager.
o A fast, high-quality printer for every branch.
o Basic training in VM, AIM, and SAFE.
Taking into account leadtimes for delivery and installation
of equipment, the implementation date for SAFE Delivery Two and 25X1
Directorate training requirements, the Task Force believes these
goals are well within reach by early next year. To achieve our
transitional program we would need to add new 25X1
by the Offices between now and March 1985. We estimate that 25X1
procuring and installing these terminals and the printers,
necessary computers, and disk storage will require about
that under present plans would be installed under Prolec F an
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above currently programed budgets for fiscal year
1984/85 (see the table). These expenditures are not new funds,
but rather those already programed for later years.
ESTIMATES OF COSTS FOR ACHIEVING TRANSITIONAL PROGRAM
Terminals. We estimate
Delta Datas (SAFE-capabl
Delta Datas (not SAFE-ca
the Directorate by march
plans. This implies a r
additional termi s, C
Rep
will bring this requirem
Printers. ~high-qual
for branches and divisio
Communications.
and printers.
Switching Computers.
new
e) and ~old
pable) will be in use in
1985 under present
equirement for
acemen of all old Delta Datas
ent to about
ity laser printers,
ns or offices.
onnections for terminals
COMTEN switching
computer devices are keq
terminals plus the print
Disk Storage.
Training. Training will
contractor instructors,
branch, funding for vide
classroom projectors and
uire or additional
disk storage devices.
require additional
VCRs, and monitors in every
o instruction manuals, and
terminals.
Additional Central Proce
If computers and disk st
not sufficient to suppor
would be necessary to pr
programed for early FY86
or to ration computer us
ssor and Support Equipment.
orage programed for FY85 are
t the additional terminals, it
ocure in March 1985 eauinment
*These estimates are for the transitional program only. We have not
tried to estimate costs associated with segments of the longer-term
modernization program.
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The Task Force believes that personal computers offer a level
of analytical, graphic, and computational capability required for
our work but not achievable with today's Delta Data terminals. We
recognize, nevertheless, that by March 1985 Delta Data
terminals will be installed in the DI and that these terminals
will be of the only model able to access SAFE for some time. We
therefore recommend that:
o Those who require the unique capabilities of the Delta Data
should be provided with that terminal.
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o Remaining requirements for terminals should be satisfied by
personal computers that can communicate with 'TM and AIM.
Personal computer(s) should be selected and software written
to link these computers to VM and AIM by January 1985. Word
processing, graphics, and spreadsheet software should also be
provided by that time.
o ODP should be directed to develop full SAFE access through
personal computers by March 1986.
To achieve the benefits of universal access we will need to
train new users as their terminals are installed.
Training current SAFE users in the new capabilities of Delivery
Two must continue. Currently, OTE cannot satisfy all. these
requirements because it lacks sufficient classrooms, equipment,
and instructors. The Task Force believes that simply expanding
the availability of formal training is insufficient. We need much
more emphasis on self-training, mainly at analysts' terminals--not
just because of disruptions caused by uprooting branches and
shipping them to the Chamber of Commerce building, but also
because there is no substitute for hands-on experience in actual
work situations.
The burden for providing on-the-job training rests with the
DI Offices and Staffs. The transitional program will be a
bootstrap operation in which those who have the ability pitch in
and help those who do not. The Task Force recommends several
steps that can be taken immediately to help this process along:
o Designate office and division ADP officers who have computer
skills and can administer a flexible training program that
will provide both ADP skills and instruction in how to use
these skills in substantive analysis.
o Develop branch "gurus" who will be given the time to attend
special training classes and to provide on-site instruction
and assistance to their colleagues. In addition to easing
the training burden, this would reduce pressure on the SURE
Staff.
Meanwhile, we should start work on other projects that will
enhance our self-help capabilities:
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o Introduce interactive, computer-based or video-based
tutorials that are easy to use and understand. Contract work
on this should begin as soon as possible because of the
substantial leadtime required.
o Improve the clarity and readability of manuals and of the
"help" features included in VM and AIM software so they are
understandable to non-ADP professionals.
We can improve the adequacy and effectiveness of traditional
ADP training if we:
o Ask OTE to give priority to DI training in classrooms that
will become available after CAMS training is completed in the
fall; install additional terminals in another classroom in
Chamber of Commerce building.
o Retain use of the classroom in Ames building now slated to
return to DDA use.
o Equip the DI Task Force area (Room 6F39) with terminals and
use it for an accelerated SAFE training program.
o Use rental facilities and contract instructors to train on
terminals and on personal computers connected by telephone to
the unclassified VM computer.
In addition to improvement in training, we need to give our
users more information on computer systems and how they can be
used to improve the analytic process. At present, the inadequacy
of this information exchange is the cause of a serious adverse
impact on our use of ADP capabilities. The Task Force recommends
that the DI:
o Designate a central clearinghouse for information on ADP
developments affecting the Directorate. Regular information
bulletins, such as the recently reinstituted SAFE newsletter,
should be prepared informing Directorate personnel on the
status of major ADP projects and available computer services.
o organize a series of noontime seminars in the auditorium to
introduce specific computer-based analytical tools, such as
TELL-A-GRAF and NOMAD.
Modernization Requirements
The Directorate's modernization program should provide a
flexible approach to ADP capabilities that will. allow Offices and
Staffs to gather, process, and apply state-of-the-art technology
to meet their needs. Planned capabilities for SAFE will not
accomplish this goal. Requirements to upgrade the system should
be designed to increase the Directorate's capability to handle
large volumes of information and improve the quality of its
products and efficiency of its operation.
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The Task Force identified improvements which information
processing technologies can provide in virtually every area of
Directorate activity: collection requirements management,
database support, video data support, crisis and time-sensitive
support, production support, and dissemination and presentation
support.* While all the objectives outlined in each of these six
areas should be incorporated into a modernization program, the
Task Force believes improved access to open-source and classified
databases, the conversion of hard-copy data to electronic form,
and new techniques for disseminating DI products to consumers are
of highest priority.
Collection Requirements Management
The Task Force found that analysts believe they must exert an
unacceptable amount of time and effort to work through the formal
tasking process. We found that they do not have information
readily available to determine the priority of their requirements,
whether they are being acted upon, the reasons for rejection, and
the status of collection against accepted requirements. The lack
of ready feedback has led to a fatalistic view that nothing can be
done to improve the responsiveness of the collection requirements
process. It has discouraged analysts from learning the
capabilities of collection systems and from using the collection
requirements process on other than an ad hoc basis. This
situation could deteriorate as the number and complexity of
overhead collectors increase. The Task Force believes that
actions can be taken now to improve collection management and to
prepare for the advent of new collection systems. Among these
are:
o Provide direct access through analysts' terminals to a
database of collection requirements. The database should
support substantive queries, provide feedback on
requirements, and flag upcoming collection opportunities.
o Develop analytic methods and associated collection strategies
to take advantage of present and future collection systems,
environmental conditions, and operational scenarios.
Database Support
A key to higher quality analysis is ready access to data in
usable form. The more efficiently we can access and process data,
the more time we can dedicate to its analysis. With the potential
to store and process large amounts of information with advanced
*Recommendations outlined in each of these areas are intended to
specify the dimensions of a Directorate-level modernization program.
In putting together this program, however, the Task Force encountered
a number of valuable ideas relevant to particular Offices and
Staffs. These are described in office overviews and are summarized in
a Checklist of ADP Applications in the Annex to this report.
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ADP technologies, a DI modernization program should place a
premium on developing systems that (1) provide direct access to
existing government and commercial computerized databases, (2)
capture in electronic form as much information as possible, (3)
support the development of Directorate databases, and (4) store,
search, and process large volumes of information using fast
processing and state-of-the-art query techniques.
(1) Data Access
Millions of dollars are being spent by commercial
organizations and by the US and other governments on the indexing
and abstracting of all kinds of information into computer
databases. We must ensure that the results of these massive
efforts are available to our analysts in an easily usable form.
There are some 2,000 commercially available databases in the US,
over 450 in Western Europe, and several dozen in Japan, many of
which contain information on economic, political, scientific, and
technical developments. While the intelligence analysts are
generally aware of the value of this information, most are not
trained to use it and are unaware of which databases are relevant
to their work.
Simila roblems exist with respect to classified
databases. r all maintain databases that are of
potential interest to the DI but are not available by computer
link. For those databases that we can link to, access points are
far from analysts' desks, queries are cumbersome or time-
consuming, and data retrieved from external databases cannot be
readily transferred to Agency computers for further analysis.
Within the Directorate, access to several large computerized
databases is inhibited because they must be stored off-site to
conserve space.
The Task Force recommends that the following actions be taken
to improve the quality of analysis:
o Create a cadre of database search specialists with knowledge
of the range of databases of interest to the DI and make
these specialists available in the Offices. These
specialists could advise analysts of databases pertinent to
their region or specialty and help them query and retrieve
information. Moreover, they could seek out new databases
worldwide and implement procedures for accessing them.
o Establish a system to periodically query external databases
in much the same way a SAFE profile selects cables for
dissemination. Results of these queries should be made
available to analysts via their terminals.
o Establish systems to permit direct queries of external
commercial and government databases, domestic and foreign,
from analysts' terminals. Provide capabilities to transfer
the results of queries to local storage or the central VM
system through the same terminal.
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o Create a set of analyst aids to facilitate the use of
databases, such as a substantive index, query instructions,
and standard query protocols.
o For compartmented data, provide in the appropriate Offices
stand-alone computer systems or remote terminals capable of
fast text search.
o Establish a system to rapidly search and retrieve the large
amounts of information on magnetic tape now held off-site.
o Define policies on sharing data with other agencies.
Establish interagency agreements on security, interfaces, and
query protocols.
(2) Data Input of Hard-copy Material
Despite the advances brought about by SAFE, about half the
volume of information received by the Directorate still is on
paper. If this information were converted to electronic form, it
could be handled in much the same way as SAFE cables: disseminated
to analysts on the basis of profiles, stored centrally, and
analyzed with various electronic tools. The Task Force recommends
that:
o The text of CIA and NIC publications, such as Intelligence
Assessments, Office periodicals, NIEs, and typescripts, be
maintained in an online SAFE file for text search and
retrieval. Doing this will allow faster dissemination and
automated indexing, storage, retrieval, and routing.
Eventually, finished Agency publications should be provided
electronically to all Community agencies.
o The Directorate request the Intelligence Information Handlinq
Committee to require collector reporting to be provided in
electronic form wherever possible.
o Programs be established to develop systems for inputting,
storing, searching, and displaying on analysts' terminals
combined text and image data from all hard-copy documents
received by the Directorate. This program should encompass
several different approaches, including image scanning and
storage for material not in any standard font
high-speed, intelligent optical character readers
tor scanning standard-font documents; and low-cost ootical
character readers that can be used to efficiently select
keywords and phrases for indexing.
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(3) Database Development
The use of personal databases will expand rapidly as more
analysts gain experience with computer terminals. ORWR already
has over 100 online computerized databases. As the need for
database development increases within the offices, additional
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skills will be required to build and maintain them. This process
could be made more efficient and databases could become more
widely accessible if they were constructed in standard languages
and if their existence was officially recorded. For these
reasons, the Task Force recommends that:
o Offices be encouraged to expand intelligence assistant and
programmer support to serve their growing database
development needs.
o The DI maintain standards for query languages, database
management, access control, documentation, and formattinq.
o A description of the contents of new databases be posted in a
central index accessible to every analyst.
increased inflow of intelligence as well as to provide the tools 25X1
necessary to advance the quality and sophistication of our
analytic products. We are confident of our ability to make use of
this technology provided we are successful in converting most of
the material we receive into electronic form. In addition, we
must ensure that major Directorate databases not yet built meet
standards in format and indexing that permit the use of artificial
intelligence query techniques and provide accessibility to as wide
an audience as possible. We therefore recommend that the
Directorate:
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for political analysis. OSWR and SOVA are applying
-the se ues in an experimental study 25X1
This seems to us the best way to cope with the
techniques to preprocess information
(4) Database Processing
Artificial intelligence (AI) offers us the opportunity to
electronically route, index, store, search, and analyze most of
the information coming into the DI. OGI is beginning to aooly AT 25X1
o Support the development of fast query systems that can
process very large files in minutes.
o Have major databases indexed in a way that takes into account
the potential applications of artificial intelligence query
techniques against the files.
o Establish a mechanism to regularly convey information on
state-of-the-art database query and processing techniques to
analysts, such as through briefings and seminars.
Video Database Support
are becoming increasingly important
or intelligence analysis. Television broadcasts of political and
government proceedings convey a feel of policy pressures,
attitudes, and concerns that cannot be captured in print. The
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value of this information has been diminished, however, by the
difficulty of identifying programs of interest, obtaining tapes in
a timely manner, and developing a database of video information of
intelligence value. With the exception of crisis periods,
analysts must wait up to six months to see a particular
broadcast. Group screenings make it difficult to review key
segments and leave viewers "nothing to take back to their desks
except a memory." To use this information effectively, analysts
require the following:
o A collection requirements management system that provides an
online index of scheduled broadcasts and a mechanism to
quickly advise collectors of broadcasts that should be made
available live or recorded.
o Real-time acquisition and transmission of video material for
viewing at Headquarters.
o The ability to screen television broadcasts in the branch and
to tape, index, review, and store them for later reference.
Crisis and Time-Sensitive Support
While the functional needs of DI analysts who perform crisis
and time-sensitive support do not differ markedly from those who
perform long-term research, these types of support demand much
greater speed and responsiveness in obtaining data and
disseminating reports. Until now, the need to convene a task
force in a central location has been balanced against the desire
to keep analysts close to their files. Once SAFE is implemented
and extensive electronic filing systems have been developed,
calling analysts away from their desks will impose fewer
drawbacks, so we anticipate increased use of interdisciplinary
groups and task forces. This change will mean a greater need for
uninterrupted, round-the-clock operation of portions of SAFE.
Beyond that, crisis support will require:
o A system that can store, search, and retrieve finished
intelligence reports, including photographs, maps, and other
graphics.
o Terminals with windowing or split-screen features and
capabilities for calling up and displaying topographical maps
in color, isometric (three-dimensional) projections, and
digital imagery.
o Electronic assistance for the joint coordination of drafts.
o The capability to transmit maps and pictures in electronic
disseminations of sitreps and to produce and disseminate TV-
news-type sitreps via secure television circuits.
Time-sensitive intelligence support for international
conferences and negotiations would be enhanced by the capacity to
draw on information and analysis from Headquarters in real time.
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 The technology required to transmit information from the
Directorate to consumers is available now, and the Task Force
recommends we take advantage of this opportunity to develop:
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Direct, interactive data transmission communications
o Up-to-date and reliable telephone. cable, and computer links
with other intelligence
agencies and with key consumers.
o In the long term, the capability to transmit images as well
Production Support
The use of ADP for drafting and coordination has in the past
been limited to word processing. Even in this limited context,
text is often rekeyed to conform to the word processors in the
production offices. ADP is almost never used to coordinate or
review drafts, in part because of the lack of widespread
computerization and in part because of the technological
limitations of the Delta Data terminal.
Some of the improvements recommended by the mask Force in
this area can be implemented once the transitional program has
been completed. Others will not be available until a long-term
modernization program has been implemented:
o In the near term, we should adopt a single word processing
standard that is both easy to use (for example, taking
advantage of function keys or a mouse) and compatible with
our publication and page-composing process.
o Develop an easy-to-learn graphics capability that can be
integrated with text, displayed at analysts' terminals, and
reproduced in color and in isometric projection.
o Procure terminals that provide multiple window capability so
an analyst can see source documents while drafting,
coordinating officers can compare suggested draft changes
from different reviewers before one version is inserted into
the text, and charts and text can be observed simultaneously
by reviewers.
o Establish electronic communication and computer links with
other Intelligence Community members to allow, for example,
transmission of electronic mail and coordination of finished
drafts and current intelligence.
Dissemination and Presentation
An integrated information dissemination system linking
intelligence producers and consumers will give the Directorate the
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capacity to provide near-real-time intelligence support
incorporating text, graphics, imagery, and video. Longer-term
research and analytical products could be conveyed quickly and
incorporate multimedia components that consumers could review at
their convenience. The ability to provide improved current
support is dependent, however, on the adoption of several
proposals in this report as well as on developing the production
skills required to move from a text-based analytical product to a
multimedia product.
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The Task Force recommends the following measures to
accomplish these modernization goals:
o Establish direct interactive links with the White House and
other principal consumers to transmit text, graphics,
imagery, and video.
o Invest in facilities, equipment, technical assistance, and
analysts' training required to produce multimedia analytic
products.
o Develop a program to familiarize analysts with the video
production process.
Management Support
A range of electronic aids coupled with a computer-based
communications system could simplify the process of obtaining
management and administrative information, controlling documents,
approving training and travel requests, processing time and
attendance cards, and carrying out the multitude of other duties
now handled via paper. The Task Force therefore recommends that:
o All Staffs and Office divisions be equipped with low-cost
optical character readers that can read Office correspondence
and transfer this information to local storage or 7M.
o The application process be supported by a Directorate
tracking system for folders and resumes.
o Offices and Staffs justify the continued use of paper forms.
o Handbooks and regulations, vacancy notices, training and
travel requests, etc., be converted to electronic form and
disseminated online.
o An "electronic signature" that will be accepted as legally
valid be developed. While this is a long-term goal, AIM
notes can be used in the interim to authorize routine
training, travel, and cable clearance requests.
Technical Implications
The modernization requirements outlined by the Task Force
imply major programs to expand the capabilities of central and
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desk-top computers for storing, processing, analyzing, and
displaying information and to upgrade the capacity of Agency
communications. In addition, creative solutions will be required
to solve the security issues which these programs will inevitably
raise.
Terminal. The analyst's terminal of the late 1980s should
possess a multiple window capability that can display both text
and images in combination through the use of function keys, a
mouse, or other advanced control features. The terminal should
have access to local storage and a flexible communications
capability to transfer data to and from the central computer and,
with proper security safeguards, to transfer data between its
local storage and external Agency-controlled systems. In
addition, it should have the capability to query and receive data
from commercially available databases and to transfer the data to
local or central storage. It should be matched with a fast, high-
quality local printer.
ADP Processing. The Directorate's ADP systems should
accommodate a variety of personal computer terminals; they should
also allow information to be stored at the terminal and in the
central computer. Substantial processing will be done at both
locations. Special processors to search and manipulate large text
files in a real-time, interactive mode will be required. Other
fast processors may be required to scan and input hard-copy text.
Communications. A flexible, high-capacity communications
system is fundamental to the success of nearly every aspect of the
long-term modernization program. We cannot know all. the demands
that will be placed on this system over the next two decades, but
we do know that we must plan for potentially explosive growth in
both capacity and circuits. The Directorate will. require, for
example, the display of both image and text at analysts' terminals
and the transfer of large amounts of data between the central
computer and local storage. Terminals should be able to exchanae
information with other government agencies.
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data rom these sources to analysts' terminals. Links will also
be needed to receive and send digital imagery and to display video
in branches.
Security. The Directorate will need to work closely with the
Office of Security to establish programs that will allow these
capabilities to be exploited within a secure operating
environment. Hardware, software, and procedures must be designed
to safeguard:
o Access to internal and external databases from the same
terminal.
o Query patterns to external databases.
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o The internal, high-capacity communications network from
intrusion.
o Links to policymakers for display of finished products.
o Data on storage media at analysts' terminals.
o Data-sharing among intelligence agencies, once a policy has
been established on this issue.
o Point-to-point access to special, sensitive databases.
Human Factors and Implications
The Task Force recognizes the human implications of its
recommendations. We are pro osin ificant changes in the
daily working lives of people in a complex
organization. We believe the c ange will be positive,
professionally and personally, but we recognize that change can be
threatening and painful. As much emphasis should be placed on the
management of change as on selection of ADP equipment.
Our office environment should be as advanced as our APP
systems. Equipment should be designed to meet the professional
and personal needs of our people. Space will. continue to be at a
premium, and no more than one terminal should be necessary to
support individual needs. Leadtimes to change terminals or modify
capabilities should be reduced from months to hours. Local
printers should be fast, reliable, and quiet.
The Next Steps
Actions to implement the transitional program should begin at
once because of the leadtimes involved and the complexity of the
tasks. The Task Force recommends that these tasks be made the
responsibility of a single manager reporting to the DDI, with
consultation to the DDI provided by a Directorate steering
group. Responsibilities would include:
o Establishment and coordination of the activities of an inter-
Directorate working group to carry out the goal of installing
a terminal on every desk by March 1985.
o Establishment and coordination of an inter-Directorate
working group to develop and implement a training program to
meet the goals of the transitional program.
o Establishment and coordination of an inter-Directorate
working group to recommend by 15 June personal computer(s)
and software to be adopted and to ensure that links to VM and
AIM are created by January 1985.
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The Task Force believes that a small, permanent DI staff will
be necessary to implement the long-term modernization program.
This staff should be led by the manager selected to implement the
transitional program. To assure that no time is lost, we
recommend that the following actions be taken at once:
o Initiate system definition and integration studies.
o Establish permanent relationships with DDA and DDS&T
components.
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o Forward this report to the DDA and DDS&T for information and
preliminary guidance.
o Task the manager to report back recommendations for technical
options and their cost implications in time for the fiscal
year 1987 budget planning conference.
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