CRD NARRATIVE COMMENTS FOR THE FIVE-YEAR PLAN
Document Type:
Collection:
Document Number (FOIA) /ESDN (CREST):
CIA-RDP93B01194R001100140011-3
Release Decision:
RIPPUB
Original Classification:
K
Document Page Count:
19
Document Creation Date:
December 16, 2016
Document Release Date:
July 25, 2005
Sequence Number:
11
Case Number:
Publication Date:
October 3, 1983
Content Type:
MF
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CIA-RDP93B01194R001100140011-3.pdf | 630.74 KB |
Body:
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3 October 1983
MEMORANDUM FOR: Executive Officer, OIS
FROM: Chief, Classification Review Division, OIS
SUBJECT: CRD Narrative Comments for the Five-Year Plan
REFERENCE: Your memo of 30 August 1983, "OIS Planning
Program for FY 1984"
1. OIS must continue to provide an Agency-wide declassification
review capacity and seek ways to develop that capacity further in areas
where it will streamline review procedures, reduce waste, and eliminate
duplication. Declassification review is an Agency responsibility that
will be with us for some time to come but it could be made more efficient
to conserve resources, and more effective to improve consistency and
provide better records of what information is released. Externally,
this will mean further development of the declassification review support
we provide other agencies because the responsibility is common to the
entire Executive Department. An example is the declassification review
of material on Vietnam requested by CBS and the lawyers for General
William Westmoreland which is found in the files of several agencies.
Differences in defining what information is responsive and duplicate
records are two of the more serious problems that complicate this kind
of situation. Such problems can only be resolved through interagency
coordination.
2. Internally, particularly in view of the possible exclusion of
operational records from search under FOIA, the Agency should streamline
its declassification review effort. This would best be accomplished by
concentrating into one component the review and coordination responsi-
bilities which would handle "easy" reviews completely and in other cases
minimize and facilitate the necessary coordinations. Much of the review
work could be done contractually which would give us access to rich and
varied experience so important to this work and provide it at the minimum
cost. This effort also would require building up the mechanisms for
better and faster inter-directorate coordination in review matters. In
addition, it would provide the opportunity to better record what infor-
mation is being released and a start on this problem already has been
made with the development of the Released Information Management System
(RIMS).
3. Finally, many review projects require considerable copying and
handling of paper which is more efficiently handled with proper equipment
and facilities, including a vaulted area to work in.
A
Chief,
Classification Review Division
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3 0 AUG 1983
MEMORANDUM FOR: Chief, Classification Review Division
Chief, Information and Privacy Division
Chief, Records Management Division
Chief, Regulations Control Division
xecutive Otticer, OIS
SUBJECT: OIS Planning Program for FY 1984
1. The cycle for updating our five-year plan and selecting the
objectives which you expect to pursue in FY 1984 has begun. To assist in
this effort, the DDA has provided copies of the FY 1984 Directorate goals
along with planning assumptions for use in conjunction with these goals.
This will provide an opportunity to revise your five-year plan, if you
feel it is warranted.
2. Our FY 1984 objectives are expected to support the Directorate
goals which are part of the five-year plan. These objectives should be
significant enough to warrant tracking during the year and discussion at
the quarterly reviews.
3. Your submission should be provided not later than Thursday,
29 September 1983, so that it can be integrated and then reviewed by the
DIS before sending it to the DDA for approval. Please be sure that the
information required in the upper left of the milestone chart is filled
in as pertinent. The "Date Submitted" should be 30 September 1983 in
each case.
4. In choosing the title for each line item where the milestones are
involved, it is suggested that each be precise and descriptive enough
that there is no question when the milestone has been completed, e.g.,
Set up annual . . ., Issue final . . ., Begin work with . . . (NOT Work
with . . .), Present recommendation . . . (NOT Presentation of
recommendation . . .), Complete the design . . . (NOT Carry out the
design . . .), Start the design . . ., etc. The idea is to show the
dates of beginning and completion plus, if significant, any intermediate
points of progress along the way.
5. Please be brief in your narrative relative to the five-year
plan. If, after reviewing the attached FY 1984 Directorate goals and
assumptions, you have any questions, let me know.
Attachments:
As stated
STAT
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DIREC'T'ORATE OF AE'44INISTRATION GOALS--FY 1984
1. Personnel is the single most important resource of the
Directorate. Our primary goal is to create a work environment where
our people are encouraged to develop as individuals and are given the
opportunity to attain full potential. We must maintain an effective
career development system which motivates our employees and which
maximizes the potential of each employee.
Each Office shall provide an effective personnel management system
which is responsive to the changing needs of the Agency. Each Office
shall develop programs which meet component needs, provide
opportunities for intra-directorate career development experiences,
include succession planning, and encourage EEO, affirmative action,,
and personnel training.
2. Each Office shall instill in its employees a renewed sense of
discipline and dedication to the high standards and principles
espoused by the Agency, particularly in the areas of personal
integrity and security. We must be attentive to the misuse of
government facilities and services. We must retain an esprit de
corps, a teamwork approach, and a deep sense of pride in mission and
accomplishment to sustain our personnel not only throughout their
Agency careers but also during their post-employment years.
3. The Directorate must provide support services in a prompt and
efficient manner. Directorate support activities must be responsive,
innovative, and timely. Our support efforts must enhance the
efficiency of Agency operations and the accomplishment of its
mission. We must maintain the mechanisms and infrastructure which are
necessary to support covert action and anti-terrorist operational
activities.
4. We must be prepared to meet unanticipated world-wide
intelligence demands caused by a surge in collection or analysis
efforts. We must maintain a flexible corps of personnel who are
trained to respond quickly to our dynamic environment.
5. We must recognize. our responsibility to provide a suitable
working environment and we must use facilities and space effectively.
Each manager shall give special attention to the cleanliness and.
safety of the working environment. We must recognize that health,
safety, morale, efficiency, and productivity are interdependent. We
must minimize the disruptions associated with office moves and we must
strive for a smooth transition to the new Headquarters building.
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to the cost-savings, efficiency-type recommendations and studies
undertaken by other government entities and private industry so that
we are in a position to adopt those measures which are applicable to
the Agency.
6. All Directorate activities shall be conducted in an efficient
manner with emphasis on streamlining activities by reducing waste,
avoiding duplication of effort, using cost-savings techniques, and
fully utilizing existing resources. We must be particularly attentive
We must eliminate the potential areas of duplication which occur
in providing services of common concern. We must be aware of services
provided to our Agency by other government organizations. In
addition, we must. identify those areas which could be performed more J
efficiently by acquiring contractual services.
7. We must anticipate and aggressively pursue requirements and
adopt improved mechanisms for inter and intra-directorate
coordination. We must maintain organizational discipline at all
levels. We must recognize the sense of urgency associated with the
Agency's overseas mission.
8. The Directorate must strive to exploit state-of-the-art
capabilities and equipment. We must modernize and upgrade resources
so that the Directorate will fulfill its missions and functions in a
modern and efficient manner.
9. The Directorate must continue disaster/emergency planning
which focuses attention on contingency planning and develops
mechanisms and procedures which will maintain essential support
capabilities under adverse conditions. We must strive to establish
operational redundancies in support services. The Directorate must
prepare for the continuity of essential functions during periods of
national emergency and for the relocation and/or reconstitution of
Agency elements.
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DIRECTORATE OF ADMINISTRATION ASSUMPTIONS - FY 1984
1. The Agency will stabilize in population and resources.
Economic pressures and political realities will result in a stable
situation.
2. Since this stability will extend to the resource base of the
Directorate, there will be continued emphasis on cost effectiveness
and efficiency. The lar e on oin initiatives ,in the Directorate will
continue to absorb alarge share of the resource base. The Standard
Support R irements (SSR cone t will be continued in or er to
permit the Directora e to maintain its base and to support new
initiatives.
3. Changes in the economy, as well as new conditions associated
with Agency employment (Social Security participation), will serve to
make an Agency career less attractive. Our ability to hire skilled
employees, especially in technical areas, will be more difficult.
4. Rapid responses to unanticipated requirements and intelligence
demands will be needed, requiring a flexible support structure capable
of meeting dynamically changing demands for support services.
5. Covert action operations will receive increased scrutiny from
policy-nakers and may be diminished. Nevertheless, we must stabilize
and maintain our capabilities and be responsive to requirements
world-wide. Additionally, we must be prepared to respond quickly to
terrorists' threats.
6. Operating environments abroad will be increasingly hostile,
requiring efforts to enhance the protection of our personnel overseas,
to upgrade physical security equipment, and to improve security
practices and procedures.
7. Agency management will continue to emphasize long-range and
emergency planning.
8. As new technical collection systems are developed, the
Directorate will be called upon to support additional general
contracting activities, ground stations, logistics systems, and data
processing systems.
. 9. As activities in support of the construction of the new
building proceed, we will stabilize our requirements for,leased
space. Additional space will be acquired to accommodate FY 84
personnel increases and/or operational equipment.
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10. Increased use of office automation and data processing
resources must be anticipated and will enhance the performance of our
mission.
11. Agency management will emphasize the need to investigate and
possibly adopt reforms undertaken by other government agencies. In
view of the changing environment, there will be a need to conduct
studies and reviews to assure that the Directorate is operating in the
most efficient manner.
The attached two statement
papers were used by D/OIS at the
Friday's staff meeting. Please
read prior to staff meeting.
recent Office Directors' Conference.
D/OIS will discuss these papers at 4
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REPORT ON FY 83
I'm not going to sit here and pretend that after five or six weeks on
the job I know all about OIS, its work, and the technology associated
with that work, but I will have something to cover that we consider
important. Let me say at the outset that OIS had a busy year. The staff
worked its tail off within limited personnel and money resources on a,
full platter, and some progress has been made in several of its key
areas. The most significant step forward is in the acceleration of the
TRIS system originally targetted for implementation by FY 87. With
Harry's help--I asked him for some extra money--we now can have it
operational in FY 85.
For those of you who might not know The Records Information System
(TRIS) will be an Agency-wide, compartmented ADP system that will provide
for the control of records from the time they enter the system until they
are either destroyed, or, when national security considerations permit,
transferred to the 'National Archives and Records Service. TRIS will
replace several stand-alone systems and will effectively tie together
registries throughout the Agency through the electronic sharing of
information about documents. It will eliminate many manual logging.
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procedures, provide registries with greater flexibility in looking for
records, and improve our-ability to control the dissemination of
documents. When completed in August 1985, IRIS should result in
considerable resource savings through greater efficiencies in the
management, control, and disposition of records.
I have Harry's permission to use my few minutes today to discuss some
of the problems that OIS has, as I perceive them. I know very little now
about technology, systems, registries, and records management but as a
manager I can recognize problems in an office. In OIS we have some
serious shortfalls resulting primarily from resources, or the lack
thereof.
The first thing I did when I assumed this responsibility was to look
at our mission statement and responsibilities on information handling and
records management, our primary responsibility. Our senior staff has
told me that there are certain major aspects of these responsibilities
our office is not able to fully meet. Primarily this is the charge to
conduct research for the improvement of the Agency records management
practices and studies aimed at establishing new systems and techniques.
Certainly some of this work has been done, but only on a limited scale.
Moreover, our senior staff openly and freely acknowledges that the skill
level needed to do this type of forward looking analysis is now not
available in OIS and that before we can really do that job, we'll have to
bring some of that talent into the-Office.
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I then looked at our resources and was shocked to find that for 84,
85, and, initially, all the way through to FY 88, the Office's personnel
ceiling remains constant at
unchanged. I told Harry that I could not believe that the DDA's overall
program allowed OIS no room for growth or innovation. By the assessment
of our own senior staff, who are in a better position to know, the static
level of our resources does not permit us to fulfill our responsibilities.
The personnel ceiling problem in OIS is serious.
a. In our registry function some of our customers and the
offices we serve are complaining that we send them untrained people;
they must devote time to conduct this training. The solution to this
obviously is for OIS to train its own and send people out prepared to
hit the.street running. What we need is a small development
complement'for this purpose and the 84, 85 and out year programs do
not allow this, nor does our existing level because Allen had already
stolen from Peter to pay Paul and there is no room for any more
realignment.
b. With respect to looking at the Agency's records management
problem, both in the short and long term, I was surprised to see the
OIS organization does not contain a planning staff. Again, the
reasons are clear. Existing personnel levels are needed to keep the
current work going and OIS could not afford even a small planning
Staff to do the research studies that our own charter dictates that
we do.
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c. We are being tasked to plan for the existence of Information
Service Centers (e.g., Consolidated Registry) for the new building.
Practically, most of this planning must be done. without additional
staffing or financial resources. The planning time must be diverted
from ongoing and essential activities. There is no money to
experiment with how to use sophisticated equipment'that may make life
easier for us all.
I have. told Harry that OIS needs help; without it, something will
have-to be sacrificed . Obviously, it is too late to get additional
resources from the 84 and 85 programs. The only place we can turn to for
help is to the DD/A and his resources; and, in turn, to the resources
which have been approved in 84 and which are planned in 85 for you people
in this room.
If we could be authorized to be over----at your expense--this might
require a little bit of belt tightening; the total impact on OIS would be
geometric in nature. If you each gave us a few dollars it would have
perhaps some slight impact on you; for us, the additonal funds would
ceiling and a
rudget, any additional resources we can beg from the DDA
would have an exhilarating impact on OIS. A few people and some extra
dollars. may allow us to accomplish better the tasking charged us by.
regulation.
STAT
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0IS is a new office, approximately three years old. It is yet to
develop its own folklore; traditions, and customs, but these will come in
time. I have been giving special attention to the career service needs of
this office, some of which are extremely serious. For example, with the
limited number of senior positions authorized in the central office, we
are extremely vulnerable to our key officers deciding'to leave for other
careers in the Agency because the best career path we can offer them is
to the 13 and, in diminishing and very limited numbers, to the 14 and 15
levels. If just a few real key players decided to leave, OIS could be
brought to its knees and I intend to pursue action for relief.
We need also to professionalize our service by attracting a higher
quality individual. A modest effort toward that end was begun earlier
this year, but we will have to do more to upgrade the quality of our
staff.
As a new office in the DDA, each of you has a stake in our
development, growth and success because our office is fulfilling an
important responsibility charged to our Deputy Director. It will be in
this context that I will turn to Harry for resources knowing full well
that each of you may have to contribute something in order for the OIS to
survive. Before me Allen did as much as a manager could possibly do to
realign his allocated resources to meet the heavy workload this office
was experiencing. There is little more of that we can, do and until such
time that we can propose some initiatives for the 86 program--and I'll
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have something to say later in this--the office will not be able to,fully
do its assigned responsibility. All of you are OIS' big brothers and I
know that we will be able to count on some assistance from you when the
time comes.
I don't want to appear naive on this. I know full well the
incredible pressures some of you are under just to keep your own heads
above water. But your offices do, however, have the kind of sexy, high
visibility programs that demand and get attention. During the budget
exercise, I could not help but notice with some concern that every DDA
Office but one--OIS--obtained additional resources through initiatives or
Special Support packages for 1984 and the same will likely happen for
1985. Against your needs, OIS has not been able to compete for
additional resources, yet its mission is important and broad-based; I
have to add that if OIS doesn't fully do what it is supposed to, someone
else will and we can't allow this to happen.
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CONTEMPLATED FY 86 INITIATIVES
There are several areas now being studied within OIS that might form
the basis for initiatives for the FY 86 program. Obviously, we are going
to have to prepare the strongest possible case if we are to compete with
your needs.
The first, of course; is to try to increase our base program in terms
of personnel ceilings and overall resources to resolve the problems I
mentioned earlier. If we are lucky and can get the additional resources
we need for 84 and 85, I believe we will have a.strong case for
increasing our base for FY 86.
I tooka look. at paper submitted last year as part of
the DDA's Long-Range Planning Paper on Support Capabilities. It was well
done, identified current problems, actions that needed to be taken in the
near term and in the longer term. Unfortunately, not much of this
survived the ultimate screening at the DDA level. Furthermore, I find
that everyone talks, in dealing with this kind of subject, in the future
tense. What we will try to do is identify some realistic actions that
Harry might use as a new initiative for the 86 program.
a. We may ask for money to look at equipment needed to equip
Information Service Centers in the new Headquarters building. OIS
was asked in May to study the feasibility of consolidating registries
in the new building. As we have explored this problem,'we have come
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to the realization that something more than consolidation is needed.
The concept that has-emerged is a standardized registry or what we
are calling Information Service Centers.. These centers will perform
the information handling, dissemination, and control functions that
are handled today by component registries and other service
components. As we envision them, they will service one or more
offices on a floor of the building or perhaps two or more floors.
We have not yet nailed down the shape and services of these
centers. We will be coming to grips with these questions during the
next few months. To get more insights into this type of activity, we
would like to set up a test-bed center in Ames Building. If we are
able to do this, our experience will put us in a better position to
determine the types of services and equipment needed for similar
centers in the new building. We will need money by at least FY 86
for a contract study of equipment by which we can further automate
information handling functions Agency-wide and, earlier, to rent
equipment to test in our Ames Building Center once we have this
Center operating.
b. The FY 86 program should be the time for the DDA to address
the storage space at the Records Center; the problem is again
becoming serious. At the end of FY 83 there remains approximately
29,500 cubic feet of storage space; total capacity is 131,369. There
was a net increase of records accessioned at the Center of 8,000
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cubic feet, 6,000 more than FY 82. If this rate should continue, we
will have to close the doors within three and a half years.
Obviously, this serious eventuality needs to be addressed soon and I
will be sending Harry a full staff paper on this problem in the next
couple of weeks.
Concerted efforts were made in 1968, and again. in 1977, to purge
the Records Center. In 1977 alone 35,000 cubic feet of records were
destroyed but at a great price of manpower to achieve this.
NPIC, and ODP concerning
STAT
both their holdings currently at the Center and their contemplated
projects that in the time
frame from 1985-87 the increase in the volume of overhead film that
will berretired to the Center will be two or three times their
current rate. NPIC's current holdings at the.Center are 12,000 feet
of original negative film. Their yearly deposits have been
approximately 600 feet, but the Chief of the NPIC film library is now
projecting an increase in the annual deposits from 600 to 1,200
feet. ODP currently has 6,200 feet of magnetic tapes stored at the
Center. The volume in September 1981 was approximately 3,600 cubic
feet; in 1982 it had risen to almost 4,200 cubic feet and they
project the trend upwards to continue in the coming years.
STAT
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There are some short term steps that could postpone reaching
full and final capacity which need to be explored immediately. Among
other things these actions include requiring destruction of material by
the Director of the Center and to temporarily impose a limit on the
material that each Directorate can release to the Center.
In the mid-term, and this could be the basis for an 86
initiative, we should consider replacing stationary shelving with movable
shelving which would free 20,000 cubic feet. The cost would be in the
neighborhood of $500,000 but it would postpone full capacity for another
three to four years. A longer term solution, which the DDA might wish to
consider for 86, would be to build an addition to the existing Center
building but the cost here for a two-story building and movable shelving
would be more-than $2.5 million.
c. An alternative is to explore ways that we can reduce hard
copy storage of information. While hard copy records in considerable.
volume will be with us for the foreseeable future, we would like to
look at ways to store information in other forms. Part of this
effort should be devoted to contractor study of storage mediums
available to determine what might be used at the Records Center and
in components. Another part will be looking more carefully at the
records holding in components and in assisting them in finding a
medium by which they can store this information in a usable but
greatly compressed form.
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We will need some contract money to evaluate more modern forms
of mass storage, such as optical disk technology and high density
storage systems. OIS would attempt to take advantage of on-going
work by OD&E contractor analysis of information storage systems, and
would attempt to piggyback on these studies. I will give you firmer
dollar requirements for this work in our January budget submission.
Representatives of OIS, ODP, and-OCR are traveling next week to
Denver and Tucson to meet with representatives of I$M.and the Storage
Technology Corporation for a discussion on this particular subject.
Serious reservations on the use of this technology apparently are held,
but it is possible that this type of technology could be part of the
long-term answer to our records storage problem. At
suggestion, we are forming
problem.
joint study group to look at this whole
STAT
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NEW OIS INITIATIVES FOR FY 86
A second major initiative that we plan to begin in 1986 will be in the
area of document control. As you are aware, OIS is responsible for
accounting for the Agency's holdings of Top secret collateral documents on.
an annual basis. We have a computer system that assists us in keeping track
of individual Top Secret collateral documents called TSCADS--the Top Secret
Collateral Automated Document System. It is on an off-line system that is
difficult to maintain and never completely current. With the development of
TRIS, we will also be building an on-line system that will capture
information about documents of this type or any documents that need to be
controlled. We call this new system AUDITS---the Audited Document Inventory
and Tracking System.
AUDITS will be operational in fiscal year 1985 and will enable us to
do a better job of controlling certain sensitive documents. Because the
inputting will be done by components rather than OIS, it will be more
current than TSCADS and allow us to focus primarily on auditing rather than
on system maintenance. Once the bugs in this new system have been worked
out, we would like to begin auditing the TS collateral documents that the
CIA has sent to other agencies. We have never done this before and it will
not be an easy task. However, we believe that it is consistent with
Mr. Casey's desire for the intelligence Community to do a better job of
controlling the dissemination of classified information. It will also
demonstrate to other agencies that we are serious about controlling our
classified material.. Having gotten our material under control through
AUDITS, we will be in a better position to expect others to do the same.
To begin this program, we are asking for two positions in FY 86. These
would be used for officers to negotiate arrangements with other agencies to
conduct periodic audits of their holdings of selected TS collateral
documents. These officers would also conduct the audits of the material
held by other agencies. If successful, this program may require additional
positions in the out years.