INFORMATION TECHNOLOGY ISSUES

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP87M00539R000901160030-9
• Release Decision: RIPPUB
• Original Classification: C
• Document Page Count: 3
• Document Creation Date: December 27, 2016
• Document Release Date: August 17, 2009
• Sequence Number: 30
• Publication Date: January 9, 1985
• Content Type: MEMO

ROUTING AND TRANSMITTAL SUP 15 January 1985
TO: (Name, oft e symbol, room number,
building, Agency/Post)
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Initials
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Date
15 Jan
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9 January 1985
NOTE FOR: Director of Central Intelligence
THROUGH : Deputy Director of Central Intelligence
FROM Executive Director
SUBJECT : Information Technology Issues
I was much encouraged by our discussion on the information
technology issue yesterday, although I'd hoped for a hit more
enthusiasm from the Deputy Directors for a larger share of the
responsibility and authority. But the issues are complex and it
is not always easy to see where you want to go.
I still very much believe that authority and responsibility
for this burgeoning new world ought to be more closely focused
within our management structure and that the way to do this is to
move responsibility onto the Deputy Directors--the place where,
below you, we focus all other responsibility and authority in the
CIA. This would put future planning, problem-solving, and
development activities in information technology together, in the
hands of those responsible for the conduct of our mission. It
would end today's perception that information technology is a
support activity somehow separate from our mission. I really do
believe this is the path we will eventually take. The question
is at what pace.
There are two steps which you might consider, coming out of
yesterday's conversation, which we can take now and which will:
move us in the right direction and help to solve problems.
Additionally, we are right now probably as close to taking them
as we've ever been.
Bob suggested the desirability of decentralizing computer
application work out of the Office of Data Processing (ODP) and
into he Directorates. S&T and the DO do much of this for
themselves now, although not all. (ODP managed the development of
the software system to control future satellite requirements
vetting (CAMS), for example--not the DS&T.) Probably it would he
smart to encourage the DDI into this world more directly, and to
enable the S&T and the DO to take over all future such work in
this area. This is a decision which could he taken now.
You will recall that an important part of my organizational
proposal was to combine today's Office of Data Processing with
the Domestic Networks Division (DND) of the Office of
Communications (although I suggested this he an interim step as
we move toward further decentralization). I was quite surprised
to hear Harry say at our session that he has in fact been
considering this idea for some time.
Cf NrTDEN'i IAI,
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Several smart people around here think this step makes
excellent sense. I understand that the current head of ODP in
fact proposed it to Harry. Such a move would constitute a very
useful and very important step in the direction of sensibly
realigning the responsibilities of the Office of Communications
and the Office of Data Processing and help position us for the
future. It would set in motion, though it would not immediately
solve, a solution to the computer terminal installation problems
which Bob Gates discussed. It would combine in one organization
responsibility for:
- building and operating all Headquarters, Washington
area, and US communications facilities (telephones,
PBX's, local area nets, links to computers, and
switches);
- computer center operations;
- installation of all computer devices (mainframes,
terminals, printers, word processors, etc.).
Most fundamentally, it would combine in one organization two
groups of people managing heretofore distinct, but now rapidly
converging technologies. The inability of these people to work
effectively together today--not because they don't like each
other, but because of the organizational separation--is impeding
our ability to get our work done efficiently and effectively.
So where do we go from here? At the end of our session, you
indicated interest in creating a small staff which would loosely
coordinate and direct things. I am skeptical that this is the
way we should go, but will get together my thoughts for you on
this approach. Also there were a number of other proposals in
my paper, not of an organizational character, which we didn't
address but on which I would like your support to get moving.
But I would urge that you take what I think is a "not-soon-
to-be-repeated" o ortunit to m ke a bolder move. The present
25X1 Director of ODP, has told Harry privately that he
will be leaving in a month or two. Harry at the moment is as
close to considering favorably the proposed DND/ODP consolidation
as he has ever been, although I don't believe that he yet whole-
heartedly favors it. Before we settle on a new Director of ODP--
which will out this issue on ice for at least another year and
slow the momentum we now have--why not push the notion of
combining ODP with Communication's Domestic Network Division with
Harry? We have nothing to lose, and everything to gain. I told
Harry this morning that I planned to urge you to take this step.
He is most reluctant to take on this task, with all the other
jobs on his plate, but as always with Harry, I'm sure he'll do it
25X1 if you ask.
James H. Taylor
CONFIDENTIAL
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