ANNEX C COMMUNITY INFORMATION SYSTEMS OFFICE (CISO)

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP84-00933R000200010006-5
• Release Decision: RIPPUB
• Original Classification: U
• Document Page Count: 19
• Document Creation Date: December 12, 2016
• Document Release Date: August 14, 2002
• Sequence Number: 6
• Content Type: REPORT

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UNCLASSIFIED
ANNEX C
COMMUNITY INFORMATION SYSTEMS OFFICE
(CISO)
UNCLASSIFIED
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Index of Illustrations
Index of Tables
Table C-1 CISO Staffing Estimate: Personnel
Availability Schedule
Index of Figures
Figure C-1
Community Information Systems Office (CISO)
Figure C-2
Figure C--3
Figure C-4
Figure C-5
Figure C-6
Figure C-7
Figure C-8
Figure C-9
Figure C-l0
Figure C-11
Community Information Systems Office:
Mission, Functions
Community Information Systems Office:
Organizational Chart
Community Planning Division:
Mission, Functions
Community Planning Division
Organizational Chart
Information Systems Analysis Division:
Mission, Functions
Information Systems Analysis Division:
Organizational Chart
Technical Standards Division:
Mission, Functions, Authority
Technical Standards Division:
Organizational Chart
CISO Management Division:
Mission, Functions, Authority
CISO Management Division:
Organizational Chart
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ANNEX C
COMMUNITY INFORMATION SYSTEMS OFFICE
(CISO)
I. DISCUSSION
1.1 (U) A New Office. The DCI is now in the process of establishing
a Community Information Systems Office (CISO). A new Director of the
Office has been secured and staffing of the Office has already begun
on a limited scale. This Office will be an independent part of the
Resource Management Staff. The Director, CISO, will be only two
steps removed from the DCI and will be the "senior ADP official"
in the Intelligence Community. Accordingly, this function is
assured of high visibility and the continuing attention of the:
top level of Community management.
1.2 (U) Authority. The source of continuing authority for this Office
to serve as a centralized mechanism both for planning and evaluation
and for the overview and guidance of the operation of the Community's
information handling assets lies in the DCI's authority to exercise
effective controls over the programming and budgeting for the total
resources of the Community as provided in Executive Order 12036.
1.3 (U) Staffing. The further manning of this Office will be
accomplished in two ways. First, staff members will be provided from
the Table of Organization (T/O) of what has heretofore been called the
Intelligence Community Staff. Second, an augmentation of staffing can
be achieved by the assignment of indivduals from Community organizations
based on collaborative arrangements worked out with heads of those
organizations.
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1.4 (U) Mission. As with the other components within the Deputy of
Resource Management, the Community Information Systems Office is a
mechanism to inform top levels of management of short and longer-range
problems within its area of expertise and the alternatives for their
solution. The Office will not operate systems. It will carry out
planning for the total Community Information Handling System (CIHS).
This is the overall term adopted to embrace the total of all of the
assets, people and resources that involve information handling.(*)
The Office will develop and use a management information system
describing those assets, their uses, their characteristics, and
measurements of their effectiveness. The Office will deal with tele-
communications planning and with R&D planning for Community collabora-
tion in exploiting technology. It will foster and promote the
development and secure the adoption of a variety of technical
standards and protocols involving ADP hardware, software, data bases
and intelligence outputs, and computer security, and it will inter-
relate with government-wide standards programs. CISO will support
(*) - Information Handling, as defined in Annex D, means performing
manual and automated tasks on data and information relating to any
aspect of the conduct and management of intelligence work. Information
handling may occur in connection with the collection, processing, pro-
duction, dissemination, communication, presentation and use of all forms
of intelligence materials and outputs. Information handling involves
activities to transform, manipulate, index, code, categorize, store,
select, retrieve, associate or display intelligence materials as an aid
to intelligence analysis, operations or management. Information
handling may involve the use of printing, photographic, computer or
communications equipment, systems or networks. It includes software
programs to. operate computers and to process data. It. includes informa-
tion contained in reports, files, data bases, reference services and
libraries.
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the Office of Program and Budget Development by identifying and.
analyzing current issues in program/budget review activities. It
will present its evaluations of alternative courses of action in
these cases to the DCI, for his consideration and decision. Based
on such decisions, the Office will provide official guidance, conduct
approved technical coordination activities, and on a continuing basis
monitor the performance of the information handling systems and assets
on which the Community depends to accomplish its substantive tasks.
Most importantly, beginning with the current budget cycle, this Office
will analyse and evaluate all substantial new initiatives involving
information handling systems included in the NFIP, both as to their
immediate and long-range requirements for funding. The Office will
participate in the program and budget formulation process as required
who are currently in the process of assuming their new duties, it is
to insure that Community information handling decisions are based on
resource requests that are technically sound, precise, and cost
effective.
1.5 (U) Use of Consultants. In developing this report, consultants
were utilized for specific tasks. One of these was to present a
recommended staffing level and plan of organization for the CISO.
The details of the recommended organizational plan, which was
designed to fully implement all of the important functions which
could be reasonably assigned to this office, are set out on the
succeeding section of this annex. Based upon the preliminary work
of the new CISO Director and the two additions to the present staff,
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proposed, for the present and mid-term, that staffing levels committed
to this Office should be marginally lower than the consultant has
suggested. However, staffing levels required for the full imple-
mentation of the planned development of this Office might be
revised as required based upon actual experience in implementing
the Functions of the Office. The lower level of staffing contem-
plated in the immediate future will necessarily imply a somewhat
different internal organizational structure than that set forth
in the consultant's recommended actions.- As the staffing of this
Office proceeds and its actual organization is developed, such
reports as may be required by the Committee in such form as they may
be requested will be provided.
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CONSULTANT'S RECOMMENDED ORGANIZATION FOR TIIE CISO
2.1 (U) Recommended Organization. The internal 'organization proposed
by contractors for the CISO is as follows:'
Figure C-l
COMMUNITY INFORMATION SYSTEMS OFFICE
(CISO)
COMMUNITY PLANNING DIVISION
Community Planning Branch
Community Inventory Analysis Branch
INFORMATION SYSTEMS ANALYSIS DIVISION
Collection/Processing Systems Branch
Production/Presentation Systems Branch
Budget Program Issue Analysis Branch
TECHNICAL STANDARDS DIVISION
Equipment Standards Branch
Data and Output Standards Branch
Security/Privacy Standards Branch
CISO MANAGEMENT DIVISION
CISO Support Branch
IHC Secretariat
2.2 (U) DCI Intelligence Information Handling_Committee (IHC). This
organizational arrangements provides for the continuation of the DCI
Intelligence Information Handling Committee (IHC) and its numerous
working groups and components. A standing focal point that provides a
stable, continuous working environment is an asset that can assist CISO.
The DCI Committee structure offers opportunities for multi-agency
participatory involvement in management. The arrangement in this case
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follows. the pattern well established for other DCI committees, in
which an operating component is paired with an interagency committee.
2.3 (U) Funding Support. The organizational plan assumes the continuing
annual availability of a fairly sizeable level of funds for support
from external contractors and consultants.
2.4 (U) Staffing. Estimates that are shown in the following table are
to illustrate the planned growth of the Community Information Systems
Office, and also to indicate the order of magnitude of commitment of
personnel that will be required if the broad scope of DCI respon-
sibilities, as called for by the Congress, is to be dealt with
effectively. These estimates lead to steady-state levels that reflect
either a "low" or a "high" intensity emphasis in directing and per-
forming tasks on behalf of the Community. These levels can be
impacted, also, by the extent to which certain responsibilities may
be delegated to Community members by interagency agreement or may be
contracted out. Table C-1 presents the staffing estimate for CISO.
2.5 (U) Organization Chart Detail. Statements of missions and
functions and organizational diagrams are presented in Figures C-2
through C-ll. As a result of further discussions with Community
members and Congressional staffs, some further fine tuning of these
materials may prove to be desirable.
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Fire C-2
MISSION:
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Task: To accomplish, in collaboration with Community members, fully coordinated planning,
operation and management-of a Community Information Handling System, the resources for which are
within the National Foreign Intelligence Plan and the National Foreign"Intelligence Budget.
Purpose: In order to create a coordinated and complementary family of information handling
assets that will support the accomplishment of the missions of the Intelligence Community in a
timely, reliable and cost/effective manner.
FUNCTIONS:
.1. To establish a planning process; to prepare and maintain a master plan for the Community
Information Handling System; and to guide and monitor the implementation of this plan and the
continuing operations thereunder.
2. To design and establish a comprehensive management information system for the information
handling assets included in the NFIP and its budget. This system will be maintained in order to
provide an authoritative data base of factual and evaluative information to assist in the Commun-
ity's planning, analysis and management of these resources.
3. To perform analyses and functional reviews of information systems, assets, capabilities
and processes serving the Intelligence Community, in order to respond to managerial inquiries and
external requests and to provide timely evaluations for Community-collaborative planning.
4. To promote the development and application within the Community Information Handling System
of standards as may be appropriate in order to improve the capabilities of these assets to function
in an interrelated manner with due regard for cost and effectiveness.
5. To support the DCI and the National Foreign Intelligence Board in carrying out program and
budget managerial functions and responsibilities as required by Executive Order ..... .
6. To provide the Executive Secretariat and administrative support for the DCI Intelligence
Information Handling Committee (IHC).
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Fire C-4
MISSION:
CONMLTNITY PLANNING
Task: To establish a planning system and a continuing planning process, and to prepare
for the approval of the intelligence Community's top management a comprehensive and authoritative
overview, plan and inventory descriptive of the information handling systems, networks, data
bases, and related assets serving the National Foreign Intelligence Community.
Purpose: In order to provide guidance for use by Community managers in the design, develop-
ment, test and use.of these assets; to assist in issue analysis and the evaluation of these
assets in the program/budget cycle; and to promote the reorientation of these assets to an
interrelated set of capabilities that can provide effective service to the Intelligence Community
across institutional lines.
1. To establish a planning system and a continuing planning process for the information handling
systems, networks, data bases, and related assets serving the National Foreign Intelligence Community.
2. To prepare and present to Intelligence Community management for official approval a mid-term
(5 - 6 years) plan for these assets, and longer term planning projections coextensive with external
user planning which requires support from information handling systems.
3. To keep the approved plan updated and current, in phase with its use in the program/budget
annual cycle.
4. To design an authoritative, automated Inventory of these assets. To provide the capability
for the Inventory'be be displayed according to technological, institutional, programmatic, functional,
and other pertinent characteristics. To-'include resources data, operational statistics, and other
information suitable to construct economic, technical, and operational and managerial analyses. To
serve as an authoritative reservoir of information suitable for use in response. to Congressional, OMB,
and other official inquiries. To include cross-walks to department and agency official program and
budget documentation and resources tabulations (e.g., DOD/FYDP).
5. To provide an adequate capability to respond to inquiries on the Inventory.
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Figure C-5
COMMUNITY PLANNING
BRANCH
COMMUNITY PLANNING
DIVISION
F Current Baseline and Future Projections
for Community Information Handling System
* - Intelligence User Needs
* - Organizational Interfaces
* Component Assets and Systems
E-? Telecommunications Planning
R&D Planning for Community Collaboration
in Exploitation of Technology
.Coordination of Information Handling Plans.
* - With Intelligence Sensor Plans
* - With Government-Wide Policies
and Regulations
* - With Community Program/Budget Cycle
Events and Resource Issue Analysis
Community Managerial Guidance for Community
Information Handling System Planning
i
* - Continuing guidance from National
Foreign Intelligence Board (NFIB)
Contractor Support
* - Planning for Contractor Support
- Contract Monitoring and Administration
COMMUNITY INVENTORY
ANALYSIS BRANCH
Management Information System Design
for Community Information Handling System
* - Factual Characteristics
* - Evaluative Characteristics
* - Output Analytic Capabilities
Data Inputs (Recurring Basis)
* - Collection from Community
* - Quality Control Review of Inputs
~. System Implementation and Operation
* - Software Programming
* - Data Entry
* - Test and Validation of Inputs
* - Computer Center Services
C- Data Output Analysis and Use
* - Inquiries from Community Managers,
OMB, Congress
* - Overviews, Trends, Statistics
* - Program/Budget Issue Analysis
L. Contractor Support
* - Planning for-Contractor Support
* - Contract Monitoring and Administration
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Figure C-6
INFORMATION SYSTEMS
ANALYSIS DIVISION
MISSION:
Task: To analyze and report to the top management of the Intelligence Community on existing
and proposed information handling and display systems, means and procedures whereby intelligence
data and information are collected, processed, analyzed, communicated and presented as intel-
ligence end products. (Includes equipment, networks and data bases.)
Purpose: (a) In order to highlight to top management of the Intelligence Community oppor-
tunities for improved cost/effectiveness and interagency collaboration in the design, development,
testing, installation and operation of the foregoing assets; and
(b) In order to improve the process and the results of program/budget review
with respect to these assets.
1? To carry out systematic analyses of information handling and display systems, means and
procedures used by the Intelligence Community as they relate to the following: (a) the major
intelligence functions of Collection, Processing and Production, and the distribution and presen-
tation of intelligence end products; (b) the major sensors used for intelligence collection; (c)
major intelligence data bases; (d) user needs; and (e) the approved plans of the Community.
2. To analyze and report on opportunities for improvements in cost/effectiveness and interagency
collaboration in the design, development, testing, installation and operation of the foregoing assets.
3. To participate in identification of user needs and system concepts, and to give guidance for
and monitor the design, development and test of common systems to serve the Community.
4. Through the foregoing activities, to improve the processes and the quality and results of
Community planning and program/budget review. To participate in these reviews relating to the CIHS.
5. To be responsive in timely fashion to specific issues raised in the course of program/budget
review that involve information handling and display systems, means and procedures, their costs,
effectiveness, and the evaluation of alternatives.
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Figure C-7
INFORMATION SYSTEMS
ANALYSIS DIVISION
COLLECTION/PROCESSING PRODUCTION/PRESENTATION
SIGINT Systems DATA BASE and LIBRARY Systems
IMAGERY Systems ANALYST SUPPORT Systems
BUDGET/PROGRAM
ISSUE ANALYSIS BRANCH
NATIONAL/ TACTICAL Systems.
L CURRENT PROGRAM/BUDGET ISSUES,
including:
OTHER TECH SENSOR Systems CONFERENCING and DISPLAY Systems
Management Issues
* - Note dependence for systems
analysis on a Community-wide
Inventory (to be prepared and
made available by CISO
Planning Division.)
Related Activities:
*
- CONTEXT/DISCON Conferencing
* - Note dependence for i
ssue
and Display System Design
analysis on a Communi
ty-wide
and Test
Inventory (to be prep
ared and
made available by CIS
O
*
- Imagery Transmission System-
Washington (ITS-W) Direction
Planning Division.)
*
See other columns for note on
Inventory: particular reference
here to data bases.
*
- IHC Library Facilities Working Group .
*
- IHC SAFE/ADISS Working Group
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Fie-are C-8
TECHNICAL STANDARDS
DIVISION
NNISSION:To develop and carry out a standards program for the Intelligence Community.
FUNCTIONS:
1. To identify and analyze cases in the Intelligence Community where standards may be
beneficial.
2. To analyze alternatives in terms of cost/effectiveness, and to recommend case solutions
to top management of the Intelligence Community.
3. To develop, adopt and promulgate Intelligence Community standards, as authorized by top
management of the Intelligence Community.
4. To monitor and report on the use of standards in the Intelligence Community.
5. To assist the CISO Community Planning Division in giving visibility to standards as a
topic within the Intelligence Community's Inventory of systems, networks and data bases..
6. To collaborate and carry on liaison activities with other governmental and private
organizations relating to standards.
AUTHORITY:
DCIC 1/15 now generally covers this=subject, but it lacks adequate authority. This DCID
should be revised and reissued by the DCI, with changes in its scope and with authority to compel
compliance.
Since compliance can have sizeable cost implications, a case-by-case review and decision by
top management is essential.
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Figure C-9
EQUIPMENT STANDARDS
BRANCH
~- SOFTWARE standards
* - National Bureau of
Standards
* - Industry Standards
Organizations
TECHNICAL STANDARDS
DIVISION
DATA AND OUTPUT
STANDARDS BRANCH
~MICROGRAPHICS, PHOTOGRAPHY
.and PRINTING standards
In-house
Staff
SECURITY AND PRIVACY
STANDARDS BRANCH
(FOI Act - Privacy Act)
Related Activities:
* - IHC Data Standards Panel * - Computer Security Subcommittee
* - IHC Micrographics Working
Group
* - Industry Standards
Organizations
of DCI Security Committee
* - Government-wide groups
(e,-g.: OMB; NBS, GSA)
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I CISO MANAGEMENT
DIVISION
MISSION: To.provide the Executive Secretariat for the DCI Intelligence Information Handling
Committee (IHC), and to organize and direct ad hoc working groups of the IHC. Tp
provide support services for all components of the Community Information Systems
Office (CISO).
FUNCTIONS:
1. To serve as the Executive Secretariat for the IHC.
2. To direct the initial organization and management of new or temporary ad hoc working.
groups of the IHC.
3. To prepare administrative and status reports on CISO activities'as required by higher
i management.
ON 4. To carry out internal administrative and support functions for CISO, including matters
relating to personnel, finance and budget, logistics, communications and security.
5. To handle contract administrative matters on CISO external contracts, including monitoring
the flow of funds and contractor'reporting, and dealing with matters relating to security clearances
for contractor personnel.
The mission and functions above are not inconsistent with any existing DCID. No additional
express authority statement by the DCI is required.
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CISO MANAGEMENT
DIVISION
CiSV SUPPLT BP.AI;CH
l T 1
FIHC Executive Secretariat
L Organization and management
of new or temporary IHC ad
hoc working groups, including:
Personnel
Logistics
Communications
Security
1
f
* - Machine Translation/
Machine-Aided Translat'n
Budget and Fin
Contract Admin
ance
istration
d
I~
* - US Govt Watch
Directory Prep
Center
aration
* - Watch Center C
hief.
Seminar Program
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