(UNTITLED)

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP83B00823R000700010016-3
• Release Decision: RIPPUB
• Original Classification: U
• Document Page Count: 77
• Document Creation Date: December 14, 2016
• Document Release Date: October 25, 2002
• Sequence Number: 16
• Publication Date: June 8, 1973
• Content Type: LIST

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TAB INDEX
TAB - A List of Subcommittees
TAB - B Space Summary and Flow Chart
TAB - C Clearance Division, Subcommittee Report
TAB - D Implementation Plan, Staff and Operations Branch,
Clearance Division
TAB - E Implementation Plan, Industrial and Certification
Branch, Clearance Division
TAB - F Space, Communications, and Equipment,
Clearance Division
TAB - G CAPER Program, Clearance Division
TAB - H Security Support Division Subcommittee Report
TAB - I Implementation Plan, External Activities Branch,
Security Support Division
TAB - J Implementation Plan, Interrogation Branch,
Security Support Division
TAB - K Implementation Plan, Operational Support Branch,
Security Support Division
TAB - L Summary of Implementation Schedule,
Security Support Division
TAB - M CAPER Program, Security Support Division
TAB - N PTOS Subcommittee Report
TAB - 0 Implementation Plan, Physical Security Division, PTOS
TAB - P Implementation Plan, Technical Division, PTOS
TAB - Q Policy and Management, Subcommittee Report
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dk3Y
TAB - R Implementation Plan, Plans and Programs Branch
TAB - S Implementation Plan, Information Systems
Security Group
TAB - T Implementation Flow Chart, Policy and Management
Directorate
JWJ
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 ?
NOTE: These charts do not reflect requirements for black,
red, and green telephone equipments.
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 Approved For Release
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SPAts PLOW
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CONFIDENTIAL
13 June 1973
MEMORANDUM FOR
Chairman, Office of Security
Reorganization Task Force
SUBJECT : Reorganization of OS
(Clearance Division
Implementation Plan)
1. Attached for your consideration is a proposed plan for
the orderly implementation of the newly designated Clearance
Division. The plan is broken down into the following sections:
Staff & Operations Branch
Industrial & Certification Branch
Research Branch
Space, Communications & Equipment
CAPER-OS Program
2. The Clearance Division subcommittee unanimously
endorses the Reorganization Plan for Personnel Security and
Investigations (PSI), and offers the opinion that the Reorganization
Plan will work and will work effectively. The only areas of concern
developed during this review that require further consideration by
the Task Force are listed below:
(a) Clerical staffing of the Industrial and Certi-
fication Branch does not appear adequate.
Two additional slots should be provided for
the present EAB incumbents (GS-7 and GS-9)
involved in the Liaison Approval Program.
CONFIDENTIAL
25X1A
25X1
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 A
Approved F*JMN
(b) The four OS CAPER terminals proposed for the
Clearance Division should have the capability of
gaining access to SANCA. It is suggested that
the Task Force implement a review to determine
how this can be accomplished.
(c) The detailed functional review of SRS (Tab C)
recommends the reassi r itt~ of some current
SRS functions to OS oxpo hts other than the
proposed Reseer(c-~r -ii'ch. The subcommittee
feels that t4e)Pac rhent of SRS functions and/or
the eliminat o of functions should more properly
be consider d by the Task Force.
(d) The Clearance Division has two of the largest
branches in the organizational structure of the
Office of Security. The subcommittee suggests
that the Security Officer slot (GS-14) in the Staff
and Operations Branch and in the Industrial and
Certification Branch be redesignated as the
Deputy Branch Chief.
3. The undersigned would like to acknowledge the excellent
support rendered by IOS and PS personnel during this review. All
participants were enthusiastic and positive in their approach to
implementation problems. A listing of the individuals who assisted
in this review is attached as the last page in this report.
4. The Clearance Division Implementation Plan can be
accomplished in place in X-20 working days, however, complete
implementation which will involve major space alterations will
take much longer, probably from X-100 to 180 working days.
25X1A
Chairman, Clearance Division
Implementation Subcommittee
Attachment:
As stated
CDF~DEJ TIA
L
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control for each of the Sections. Through this system each desk
supervisor will control the case assigned to him from the time the
case is received in the Branch from SRD until such time as the final
clearance is granted. Internal dissemination of case material will
be by the Section control clerk based on alphabetical letter designa-
tion assigned to each desk supervisor in each Section.
It is anticipated that the majority of clearance requests will
continue to be received initially in SRD. Clearance requests received
directly by the Clearance Division or Staff and Operations Branch will
be processed as before, i. e., the case will be forwarded to SRD for
recording and initial processing and then to the appropriate Section
in Staff and Operations Branch for input into the Clearance Division
case control system.
Case Management
The case officer approach will be utilized with each desk
supervisor scheduling and supervising the field investigation,
evaluating the completed case and making an appropriate clearance
recommendation. The desk supervisor responsibility will include
contact with representatives of the requesting office as appropriate.
The desk supervisor will sign off for the Chief, Clearance
Division, in completely clear cases, subject to review by the Branch
Chief or Deputy Branch Chief. In cases involving recommendation
for referral to the Applicant Review Panel, a sign off at the Division
level will be required. If a desk supervisor recommends a security
disapproval and the recommendation is concurred in at either the
Branch or Division level, the case must be forwarded to the DD/PSI
for final determination. All security disapprovals must be concurred
in by DD/PSI. Notification of the final decision on a case will be done
by the Staff and Operations Branch in the name of the Chief, Clearance
Division.
No basic change from that in effect at the present time (See
Tab A).
Implementation
Phase I
Implementation In Place
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CONFIDE TIAI
1. X-20 working days. Indoctrination period for clerical
and professional personnel.
2? X-10 working days. Notification to field of minor changes
in letter of assignment and changes in control designation.
3. X-10 working days. Notification to requestors regarding
new control designations (primarily for covert cases).
4. X-10 working days. Revision of forms - several forms
will immediately be eliminated and other currently used
forms can be annotated to reflect changes.
Phase II
Complete Implementation
Complete implementation (movement of personnel, equip-
ment, etc.) depends entirely upon space availability which
is the subject of a separate paper.
CONFIDENTIAL
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The above designations will be coordinated with Chief, SRD,
in order that he can instruct his personnel on the new designations
to be placed on the control cards.
The control clerks will utilize these cards to control all
cases involving field investigation and/or name checks and will
post all pertinent actions on this card until the case is closed.
The remaining actions of the Branch, which involve file
reviews only, will be controlled by means of a duplicate charge
out card as is presently the case.
Case Management
Desk supervisors will be responsible for the management of
each case assigned to them from its inception to completion. He
will initiate letters of assignment
I, review reports
for content and possible leads, will
initiate any follow-up correspondence to the field as necessary, and
will grant the appropriate approval in completely favorable cases.
Desk supervisors will prepare a memorandum in any case
they consider questionable setting forth appropriate information
pertaining to the approval or clearance involved, the individual's
background, pertinent information developed from the investigation
or polygraph, and his recommendation as to whether the approval/
clearance should be granted or denied. Should the desk supervisor
recommend approval, and this recommendation be concurred in by
the Deputy Branch Chief and the Branch Chief, the latter should
have the authority to grant the approval. However, if the desk super-
visor recommends a security disapproval and the recommendation is
concurred in at either the Branch or Division level, the case must
be forwarded to the DD/PSI for final determination. All security
disapprovals must be concurred in by DD/PSI.
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No basic change from that in effect at the present time (See
Tab B attached).
Implementation
Phase I
Implementation In Place
1. X-20 working days. Cross-orientation of professionals
and clerical personnel in the Special Clearance Branch
and the Clearance Support Branch on work involved in
each Branch.
2. X>10 working days. Consolidation of control cards
presently utilized in Special Clearance Branch and
Clearance Support Branch and establishment of one
control system.
3. X-?10 working days. Notification f any
changes in procedures that would affect them.
4. X-10 working days. Notification to interested com-
ponents of the Agency of any change in procedures
which would affect them.
Complete Implementation-
Complete implementation (movement of personnel,
equipment, etc.) depends entirely upon space avail-
ability, which is the subject of a separate paper.
CONFIDENTIAL
25X1
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CONFIDENTIAL
CLEARANCE DIVISION
SPACE, COMMUNICATIONS AND EQUIPMENT
Space
In accordance with guidance received, we considered all
space currently occupied by Office of Security components. - In
order to achieve the objectives of an orderly realignment of assigned
functions with the least disruption of existing activities and personnel
and the best utilization of available space, it was concluded that the
Clearance Division should be located on the third floor. Recommended
space allocations are as follows:
Office of Chief
Would be located in 3E-54. Space for the Chief and
Deputy Chief would consist of private offices and space
for two (2) secretaries and an additional room to store
200 sq. ft. of personnel files; total space equals 815 sq.
ft. This area now is a secure area which would be
modified by the allocation of the remaining 292 sq. ft.
of the present room to the Staff and Operations Branch
as shown on the attached floor plan (See Tab D).
Staff and Operations Branch
sq. ft. per person. Room 3E-44 is a secure area.
space allocated to the Branch consists of
The 292 feet area referred to above would be utilized
as office space for the Branch Chief, the GS-14 Security
Officer, and a secretary. The remainder of the Branch
would be located in Rooms 3E-44 and 3E-47. The total
Industrial and Certification Branch
This Branch would be located in Rooms 3E-36 and
3E-29. The total space allocated to the Branch is
CO~NFIEN TIA L
IStaff
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 CONFIDENTIAL
Research Branch
25X9
Communications
A gray phone line will be required by the Research Branch
the gray phone line in 4E>13 or GE-79 could be moved to the
designated area on the third floor.
private office space for the CI Specialist. The total
area consists of per person. 25X9
It is recommended that the entire area be made into a
secure area. As an interim measure, it is recommended
that the secure area located in Room GE-42 be utilized
(if required) for storage of sensitive Research Branch
files.
25X1
A green phone line will be required by the Industrial and
Certification Branch. The green phone line currently utilized by
the Support Division on the first floor could be reassigned to the
designated third floor location.
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This Branch would be located in Room 3E-49 and would
consist of space for Staff personnel, including
The sterile ID telephone line for communication with IOS
could be moved over the weekend to the Office of the
DD/PSI with extensions in the Office of the Chief and Deputy Chief,
Clearance Division, and in the Offices of the Chiefs of the Staff
and Operations Branch and the Industrial and Certification Branch.
The sterile line currently utilized by SRS could be moved
over a weekend into space designated for the Research Branch.
Equipment
Existing copying equipment currently utilized by nd 25X1
SRS will be required and moved to designated space for e aff
and Operations Branch and Research Branch, respectively.
A separate report is being submitted covering requirements
for implementation of the CAPER Program.
CONFIDENTIAL
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COIETIAL
Minimum requirements for secure areas for storage of
classified files is covered above under Space. The safes used by
the Overt Branch that are currently used for temporary files would
be surplus in Phase II, Complete Implementation, and could be
used if additional classified storage is required pending completion
of recommended construction of secure areas (see comment under
Phase II below).
Implementation
Phase I
Implementation In Place
Implementation in place could be accomplished in X-20
working days inasmuch as all components of the Clearance
Division have adequate space (including secure areas),
communications, and equipment.
Complete Implementation
Complete implementation, without major alterations of
space as recommended above, assuming facilities are
available for the movement of personnel and equipment
could probably be implemented in X-30 working days.
Complete implementation with recommended alterations
consisting of making Rooms 3E-36, 3E-29, 3E..44, and
3E-49 into secure areas would be difficult to estimate;
however, based on priorities assigned, it would probably
take from X-100 to X-180 working days.
CO NH E TIAL
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CLEARANCE DIVISION
CAPER-OS Program
The Clearance Division should plan for two terminals each
within the working areas of (1) the Staff and Operations Branch, and
(2) the Industrial and Certification Branch. Two terminals should
be in juxtaposition near the point where case processing papers and
files are received and sent from each Branch.
At this time, there are lines and outlets for two terminals
near the dumbwaiter on the third floor. The outlets are in Room
3E-29 in the space presently occupied by the
of the Clearance Support Branch. Other lines and outlets are presently
located on the fourth floor as follows: one (1) set is near the dumb-
waiter in Room 4E-33 in the area presently occupied by the Overt
Branch; and two (2) sets are located about fifteen feet from the hall-
way and separated by the partition which divides the Covert Branch
from the Special Clearance. Thus, there is presently one (1) outlet
in the present Covert Branch area (Room 4E-27) and one (1) in the
present Special Clearance Branch area (Room 4E-25). If it should
be decided that the two Branches will be located on one floor, lines
and outlets can be requested as a part of overall work order for such
an arrangement. Since CAPER terminals will operate from the grid
system, it is not a major operation to change the number or location
of terminal lines.
The concept that CAPER-OS terminals may be used to query
SANCA may, or may not, be valid. Certain software changes must
be made before the Delta Data terminals (which will be used for
CAPER-OS) can be used to query SANCA. Whether SANCA access
can best be provided through the use of special SANCA terminals
or through part-time use of the CAPER-OS terminals, will be a
decision in which OJCS technicians would participate.
SANCA access can be provided. At this time, it can not be
determined whether special lines and terminals would be required.
At any rate, the provision of lines and outlets would not be a major
problem if it is decided that access to SANCA is desired.
CONHIDIEM T I A L
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CON FIOElTIAL
The Reorganization's biggest impact on CAPER.-OS is in
the area of the program logic and the architecture of design.
Changes in paper flow, in control listings, in component names
and in report formats will require some re-examination. Mean-
ingful re-examination of the CAPER-OS design, however, must
await decisions by the Reorganization Implementation Committee
which will establish the types of cases and the functions which are
to be handled by the new components.
CO FWWENTiAL
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13 JU" 9 3
MEMORANDUM FOR: TASK FORCE
SUBJECT : Security Support Division, Implementation Plan,
Sub-committee Report
REFERENCE : Memorandum to Director of Security,-
"Reorganization of the Office of Security,
with attachments from Task Force
PURPOSE
The sub-committee for the implementation of the Security
Support Division/DD/PSI, has considered the reorganization plan and
pursuant to its charge, submits this report for your review and con-
currence.
SUMMARY OF FINDINGS
The implementation of the SSD/DD/PSI as conceptually
established in the reference document can be accomplished with a
minimum of difficulty and/or downtime. Operational Support Branch
and External Activities Branch can be ;implemented in X plus 10 days.
Interrogation Research Branch can be implemented on X date. The s major stumbling block which
is t that which relates to space, the
in the implementation schedule
preparation of it for utilization by Ddof its the Brreorganizat on plan The
space need is basic to the implementation
to enable the Division to become an operating entity, in terms of the
handling of the combined workload without loss of effectiveness, and
in those early steps necessary to fulfill the concept of combination
of functions, and integration of personnel into the total responsibility
area. This cross fertilization of personnel abilities and capabilities
with its training needs is essential to the implementation, and it is
necessary that for these total purposes the new organization be estab-
lished in as cohesive a unit space environment as possible.
25X1
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 CONFIDENTIAL
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25X1
25X1
SSD Offices, Ops Support Branch Offices, and EAB
Offices will be located in 4-E-27 and 4-E-33 areas in that hider.
Additional space for the
Security Assistant, GS-08, is located in 3-Y-/_8 under the plan.
will continue to be
The activities of the
carried out in GE-73. Interrogation Research Branch will continue
to occupy space in its present location. Adequate space will be avail-
able under the above arrangement. This space allocation is considered
minimal though sufficient for current workloads and the implementation
plan. In both Operational Support Branch and EAB, briefing areas
affording necessary privacy for sensitive conferences can be provided.
Personnel allotment under the furnished Table of Organization
is generally adequate for present workloads. It is quite possible that
minor adjustments may have to be made in both the Operational Support
Branch and External Activities Branch in both professional and clerical
ranks based on actual workload requirements and functional operating
experience.
super- 25X1A
The sub-committee has located th
visor with the External Activities Branch in Room 4-E-33 -where he
will continue these .duties and perform additional EAB duties as his
time permits. As the Table of Organization did not identify a slot for
this officer, it will have to be taken out of the EA.B T. O. This action
may require later adjustment in personnel staffing.
In general it was found that the organizational structure is
excellent from the standpoint of management and operation; is a
good organizational framework to build on; however, it must be
highlighted that both present space allocation and personnel staffing
is only adequate for present
that the workload
clevels. ohesive attitthe ude of the organization
be required so as to assure
is not broken by fragmentation of office space and activities.
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ORGANIZATIONAL CONCEPT
Pursuant to referent basic documents and subsequent
meeting with Task Force cognizant officers, the sub-committee
proceeded in their deliberations in basic agreement that the
new organization, to be most effective, must in fact result in
a true combination of functions, and a total integration of the
several professional capabilities areas. The cross fertilization
of capabilities and skills, in both professional and clerical ranks,
into a united, cohesive, and one faced organization is the aim
of the operating Division and its Branches. This concept requires
the impact of personnel assignment strategy dedicated to the
placement of the most capable and most productive personnel in
the T. O. structure, together with senior level supervision with
strong leadership qualities, motivation, professional ability,
and objective supervisory vision. This new organization bespeaks
the requirement for action orientated personnel with professional
quality in all areas.
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EXTERNAL ACTIVITIES BRANCH (EAB)
25X1A
25X1
to MISSION AND OBJECTIVES
The External Activities Branch is responsible for the nel
combined functions of the Employee Activities
ated to
Security Division (less liaison approvals Special ActivitieslBranch
the new Clearance Di
(SAB)/IOS, to include
The EAB/SSD has responsibility for these specific
functions areas:
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(8) Renders miscellaneous services mainly resulting from
Cover situations. In addition, handles related requests requiring
guidance, handling of inquiries, development of regulations or
policy, external training matters, and other miscellaneous matters.
25X1 C
25X1
(10) Responsibility for matters established by Agency
25X1A Regulations hich are prescribed as requirements
for Agency employees in their employment situation and fall within
the broad categories of official actions, outside activities, and
code of conduct briefings. Included are those of a private nature
which can be construed to affect Agency security such as:
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(12) Records and replies, where desirable, to nonspecific
and crank correspondence from the general public; conducts
liaison with other Agency components and offices as necessary
in these matters.
(13) Provides security advice and guidance to individual
offices, Agency officials, Boards, and organizations on the
following:
(a) Honor and Merit Award Board
(b) Suggestion Award Board
(c) Employee Activity Association
(14) Provides official security office response for:
(a) Processing of Bureau of Employment Compensation
Claims (BEC)
(b) Processing of retirement actions (letters, resumes'
and exit interviews)
(c) Processing of problems or questions concerning
disclosure of Agency affiliations
25X1A
25X1A
25X1A
(15) EAB will supervise the operational and administrative
requirements of the very sensitive Project. This
involves day to day contact wit
supervisor administers this Project in terms of budgeting, funding,
billing, and in the many areas of liaison required of this sensitive
activity. In addition, the paper work administration for some 15
covert personnel for Credit Union, Insurance, T&A Cards, adjustment
in pay, on the job injuries, training, PCS transfers, and the like,
is an integral part of this upervisory function.
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(a) Contacts with representatives of foreign countries
(b) Clearance of speeches and publications
(c) Outside employment
(d) Non-official courses as Instructor
(e) Court procedures - appearing as witnesses or arrests
25X1
(g) Joining clubs or organizations
(h) Completing questionnaires on applications
(i) Involvement in publicity
(j) Attending conventions
(11) Responsibility for briefing programs related to sub-
paragraph (10) above, and in formal briefings covering the
following'
(a) Travel
(b) Hi-jacking
(c) Separation and exit interviews
Denied area briefings to Agency personnel, consultants,
(d)
and persons of interest to the Domestic Contact Service
(e) Overseas returnee briefings and debriefings
CONE IDENTIAL
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2. UTILIZATION OF PERSONNEL
The Table of Organization for the External Activities
Branch as set forth in the referent reorganization plan is
considered minimal, however, adequate for the implementation
25X1A of the reorganization. Of major significance and concern is
the requirement that the upervisor be.
integrated into the assigned T. O. without augmentation of that
T. O. In short, it may be necessary to make suitable adjustment
to the External Activities Branch T. O. once the reorganization
plan is in operation and workload projections can be evaluated.
It was decided by the sub-committee that the
25X1A =office will have spare time to work in other duty areas, and
that the nature of the External Activities Branch operation and
25X1A function best afford a duty area for the utilization of these services
outside of his responsibilities.
25X1A
In addition to the lean professional staffing indicated,
the clerical T. 0. may regaire augmentation or adjustment as
the Branch gets into operation. Due to the large volume of
activity in External Activities Branch, particularly in the number
of Agency personnel processing through on a daily basis for
travel, cover, Code of Conduct, outside activity, briefings, etc. ,
the time of one secretary is almost fully taken up in making
appointments, keeping controls, receptionist duties, and clerical
work directly related to these functions. At peak periods,
augmentation from within the Branch/Division is most probable.
External Activities Branch will handle an approximate 25X1
separate actions only as carryover from PSD/DDS/PS; thus, the
combination of these actions with the SAB/SFD actions place a
premium and heavy workload on clerical support, and of course
the professional cadre.
The following utilization of personnel can be expected
once the reorganization plan is implemented:
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25X1
Branch Chief : Responsible for overall supervision of
the Branch activities and personnel.
Responsible for the development
dedi-
procedure, plans, and programs
cated to the most efficient and effective
conduct of the office responsibility. Will
be action officer in the Branch activities,
including overall supervision of
External Activities
ranch.
Primar supervisory
other B duties
One security officer officer who
will basis.
on part-time
Two Security Officers : Engaged in combined Branch mission-
and functions.
t
One Security Officer : Engaged in the fond he of rB1ra y h mission
super-
visor of th
One Security Assistant: Action officer,
One Courier
Secretary to Chief/EAB, EAB office
secretary handling T&A's, 25X1
bookkeeping, cover, card controls,
statistical reports, receptionist duties,
appointments, etc.
mail receipts, 25X1
One Clerk Steno : Control Clerk, p e ing rep p-
crank mail, 00 e 25X1
tionist duties, making appointments for
briefings, shorthand and typing.
One Secretary Steno
One Security Clerk
duties, typing and 25X1
filing, handling of overall duties with
precedence to= duties.
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3. SPACE REQUIREMENTS
25X1
Space requirements for the operation of the External
Activities Branch are adequate and afford no major problems to the
implementation of the reorganization plan. The EAB office will be
located in space in 4 E 33, for the major portion of the EAB function.
Space for thel operation is available in GE 73.
Inasmuch as the EAB will conduct a continuing volume of
travel, defensive, exit, cover, and other debriefings there is a
major requirement for a secure briefing area for use by Branch
personnel. While some of these briefing activities can be carried
out in the individual office space which have partial partioning, those
sensitive defensive and exit interview debriefing and discussions re-
quire more security. Under the space plan this area is afforded in
the square footage adjacent to the C/EAB office, and should be pro-
tected for these purposes.
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4. IMPLEMENTATION
The sub-committee foresees no major problems in the
implementation of the External Activities Branch operation under
the reorganization plan. Again, the timely action in refurbishing
the office space will be a key in the implementation schedule. It
is considered that, on the assumption that the personnel to be
assigned to EAB will bring in a major body of current expertise
in the combined function areas, the implementation may be effected
on a solid production footing within 10 days of the implementation date.
As will be set forth in the implementation wrap up, there will be
consideration necessary to the transfer of policy and work files and
control documents from Chamber of Commerce and other current
office sites to the new space, which logistics effort will require
time and effort prior to Branch operation.
_8-
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CON ADEN.
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 j f IN rj_ 1! 1 Ii
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Deputy Branch Chief: Is engaged in day to day supervision
of case load, report review and release,
case supervision, housekeeping statistics
and reports,
Officer
Training & Research
Is engaged in training and research
activities, including training of new
men, training plans for employees,
and participation in and support- of
operational courses ;liven by OTR in
n 25X1
25X1 C
contributions to the research program.
Overt Desk Chief : Is engaged full time in the scheduling of
overt or departmental cases, the selection
of examiners for these cases, and the direct
supervision of examiners handling such cases.
for research program and in planning,
implementing, and supervising IRB
qu r ers schedules. He is en-
gaged in data collection and processing
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25X9
25X1 C
Serves as secretary to the Chief,
performs secretarial duties for the
Deputy Chief, and collects and scores
research data for the Research Officer.
Serves as the control point for flow of
case files in and out and for flow of
polygraph examination reports in and
out of the office. Supervises file
maintenance and file retirement
programs. Assists other secretaries
in taking dictation and transcribing
reports of polygraph examinations.
Serve as scheduling points of contact,
set up files and records on overt cases,
and take dictation and transcribe reports
of polygraph examinations on overt cases.
25X1 C
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3. SPACE REQUIREMENTS
The Interrogation Research Branch will continue to occupy
and operate from its current space in the 1 F 16 area. There is
no requirement for additional space.
4. IMPLEMENTATION
The Interrogation Research Branch can begin to operate
under the reorganization plan at such time as the in operation
implementation date is established.
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OPERATIONAL SUPPORT BRANCH
1. MISSION AND OBJECTIVES
The Operational Support Branch, is responsible for the
combined functions of the Operational Support Division/IOS and
the Special Assistants, Personnel Security Division res onsibilities,
and the overall supervision of the 25X1
The Operational Support Branch has responsibility in these
specific function areas:
(1) Is available on a 24 hour basis to respond to personal
security problems of Agency employees and their dependents to
provide counseling and guidance,
instruction on the Agency Code
and other 25X1
Office of
ersonne an ice o Medical Services.
senior Agency officials as necessary in these sensitive matters. When
the personal problem seriously threatens Agency security, the Operational
Support Branch recommends disposition of the case e. g. , transfer, termi-
nation, and/or referral to the Personnel Evaluation Board.
(2) Establishes, conducts, and maintains direct liaison with
U. S.
Security and Intelligence Units of the U. S. Government as necessary
to the accomplishment of the office mission.
25X1A
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25X1 C
25X1 C
(6) Conducts special inquiries, usually sensitive and limited
in nature, to obtain information not related to the clearance program.
(7) Provides support to special projects utilizing, in a
coordinated manner, the types of activities listed above.
The review of the scope and functions of this Branch can only
bring focus on the fact that the Operational Support Branch is the
No. 1 action office within the Office of Security. The combination of
the special support responsibilities which service the most sensitive
operational requirements of the Deputy Directorate for Operations
and other Agency components and the very sensitive personnel re-
lated action problem cases of the Agency make it of high priority
front office Office of Security interest, In this Branch there must
be highly proficient professional staffing, to meet these quick reaction
and/or complex situations with a finality of dispatch, discretion, and
with a judicious approach and follow through. Verbal and written re-
porting capability must be on a significantly high plane, thus this need
bespeaks the caliber of personnel assignments to these positions. Dedi-
cation and motivation is also a high priority items in this assignment,
as after hours and week-end duty is the norm rather than the exception.
iL
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The Table of organization staffing of the Operational
Support Branch as set forth in the referent reorganization plan
is deemed a minimum one although adequate to enable the
implementation of the Branch operation. Once underway, the
workload activity of the Branch, in terms of available personnel,
must be closely monitored so as to enable any adjustments in
staffing to be made on a timely basis.
Conceptually, the professional personnel of the Operational
Support Branch will, after an initial period of orientation and
cross-training, operate as responsible officers in a function
integrated environment. These professional Security Officers
will be expected to conduct operations in the broad spectrum of
the Branch mission responsibility areas, with a minimum of
emphasis on specialization.
The sub-committee, membershi considers that the
25X1 assignment of the to additional duty as the
Deputy Branch Chief to be unrealistic from the workload stand-
25X1 point. It is felt that the requirement, which also
includes the GS-08 Security Assistant position, is currently a
full-time responsibility; thus, the ability to undertake additional
supervisory duties for the foreseeable future to be doubtful. For
that reason, and because of the special technical requirements
25X1 of th Iwork and the lack of opportunity or desire to
cross -train other Branch personnel in the functions of this position,
this function could realistically operate outside of the main
Operational Support Branch space area; thus, the decision to
house this portion of the Branch activity to 3 F 28.
The following basic utilization of personnel can be expected
once the plan is implemented:
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Branch Chief : Is responsible for overall supervision
25X9
of Branch activities and personnel. Is
a major coordinator of Branch activities
at that level, and responsible for develop-
ment of plans, procedures, and programs
for most effective operation of the Branch.
Is responsible forl
and related activities. As able, ,assists
Branch Chief in other Branch duties.
Are engaged full-time in conduct and
supervision of Branch mission and functions.
Operate on scheduled basis as after hours
SSD/OS Duty Officers.
Is secretary to Branch Chief and respon-
sible for overall Branch secretarial duties.
Primarily responsible to provide steno-
graphic and other clerical support to the
Branch professional office staff.
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25X1
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3. SPACE REQUIREMENTS
The Operational Support Branch will be located in available
space in the 4E27 area as provided in the Reorganization Space
Summar . Exce tion is the aforementioned utilization of space
in 3F28 his Security Assistant.
Space needs for the Operational Support Branch are not
only based on square footage consideration for assigned personnel.
The nature of the action-orientated activities performed by this
Branch and the extremely sensitive nature of its every day
requirements dictates that adequate space be available for purposes
of sensitive briefings and interviews. Operational Support Branch
Security Officers are deeply involved with the investigation and
resolution of very sensitive personal problems of Agency Staff
personnel, requiring in most cases interviews with those
employees involved, at which time the most personal and intimate
personal activities and relationships must be discussed. As the
Office of Security, as a matter of policy, is bound to the protection
of the information regarding the personal affairs of Agency employees,
such confidential disclosures must receive the highest possible
protection. In like manner the sensitive operational support services
performed by this Branch for the Deputy Directorate for Operations
and other Agency Directorates must also receive security of informa-
tion protection. The availability of a secure briefing interview area
is, therefore, a major requirement in the Branch space plan. This
security can be afforded in this area and is essentially available
in the plan due to the positioning of the o the
3F28 space.
25X1
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4. IMPLEMENTATION
The sub-committee considers that the implementation
of the Operational Support Branch can be accomplished with a
minimum of difficulty and/or downtime. This position is
under the assumption that the personnel assigned to the Branch
will, for the most part, have current expertise in one of the
several major function responsibility areas of the new Branch.
It was agreed that space preparation for utilization by the
Branch would be most significant in terms of the implementation
date. It was felt that operation of the Branch can be on a
reasonably solid footage within ten days after the implementation
date.
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SUMMARY OF IMPLEMENTATION
DETERMINATION AND SCHEDULES
Implementation will require phased actions in a number
of important areas. Those agreed upon or is evidence include
the following:
(a) Space availability and basic plan.
(b) Implementation for SSD, DD /PSI may proceed
within 10 days of date set.
Among actions indicated as necessary prior to the
implementation date:
(a) Assignment of key personnel to the SSD/DD/PSI
offices and Branches to facilitate direct manage-
ment impact and interest of those who will supervise
and conduct the affairs of SSD within the DD/PSI.
(b) Consistent with (a), briefings and other distribution
of information can begin so as to initiate orientation
and knowledgeability in all areas of the new office
functions and duties.
(c) Initiate action to inventory and transfer accountability
of files, policy and otherwise, documentation, etc.,
to the offices under the reorganization which have
action responsibility. It is suggested that those offices
having permanently charged files return them to SR&CD for
recharge purposes.
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(d) Once space planning is confirmed, an evaluation
be made of safe cabinet file equipment needs, so
as to enable its availability as a coordinated effort
with the completion of the space refurbishment,
(e) As in (d) above, determine telephone extension
availability and identify new line needs for the
new offices, and include these requirements in
the overall space availability plan.
(f)
Draw up an overall Office of Security reorganization
digest, to include the organizational format, room
designations, and telephone numbers for distribution
to Agency wide customer interests. Appropriate
revisions in Agency telephone directories will be
required.
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IMPLEMENTATION SCHEDULE
For purposes of this schedule "X" date is considered to be
the availability date of the physical space configured for office
utilization. Implementation date is the date on which the Branch
personnel can be expected to be functionally operating on a reason-
ably average productive level.
Branch
Space-Date
Productive Functional O eration
OSB
X
,
+10
RB
X
X
EAB
X
+10
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CAPER SYSTEM AND FILE AND DOCUMENT
DISTRIBUTION LOGISTICS
(1) The sub-committee does not foresee a valid requirement
for a remote terminal in SSD office space. Actions within the Opera-
tional Support Branch are not deemed to represent a volume activity
demanding computer controls. Although at peak periods actions are
heavy in External Activities Branch, these actions for the most
part represent one time actions and are thus inconsistent with the
major application of computer controls. In short, the possible
saving, yet unconfirmed, of computer support to SSD activities, would
not be consistent with the larger expense of the terminal installations
and operations.
(2) The logistics of file request requirements botween SSD
and SR&CD and other Office of Security areas is favorable from the
service standpoint, inasmuch as the SSD/EAB area contains a dumb-
waiter capability and is a control point for file distribution for the
fourth floor of the Office of Security.
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,iaF i~~f_1V
3 JUN 1973
MEMORANDUM FOR: Office of Security Reorganization Task Force
SUBJECT : DD/PTOS Reorganization
1. A.ttached are two statements suggesting name changes,
slotting arrangements and functional responsibilities for the
Physical Security Division and the Technical Division respectively.
2. In the matter of space accommodations, these points
can be made:
25X1A
a. The Technical Division can operate effectively
sing its current space
plus t at now held by the current Physical Security
Technology Branch.
b. The Headquarters Security Branch space
situation in the Headquarters Building can and should
remain unchanged.
c. The remaining elements of the Physical
Security Division can effectively function from the
fifth floor of the Chamber of Commerce Building in
space running from Room 512 to Room 522 inclusive
(as already suggested by the Logistics Branch).
3. In the area of intra-PTOS relationships, these points
can be made:
a. All tasking for technical support to Headquarters,
e. g. , Headquarters alarm installations, maintenance,
and repairs; closed circuit TV; etc. will be made via
25X1
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direct liaison between the Chief, Headquarters Security
Branch (PSD) and the
(TD).
b. All tasking for technical support to survey
operations, e. g. , overseas alarm problems; safe and
lock maintenance and repair; etc. will be made via
direct liaison between the Chief, Overseas Security
Branch (PSD) and the Chief, Overseas Activities
Branch (TD).
c. The liaison noted in 3a and 3b above may with
time and experience be delegated to lower levels
within the respective units.
25X1A
4. It is felt that PTOS could begin functioning on the basis
of the reorganization as early as 1 July 1973 and such an early
implementation is heartily encouraged.
25X1A
PTOS Reorganization Task Force
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MEMORANDUM FOR THE RECORD
SUBJECT: DD/PTOS Reorganization
13 JUN 1973
1. In accordance with the writer's oral presentation to
members of the Task Force on 6 June 1973, it is proposed that
the Physical Security Division's Branch names and slot structures
as appearing on the "Proposed Office of Security Organization
chart (dated 15 May 1973) be changed (marked by a.stericks) as
follows:
OVERSEAS SECURITY BRANCH --
Chief
Sec Off
Sec Off
Sec Off
Steno
Steno
DOMESTIC SECURITY
Chief
Sec Off
Sec Off
Steno
Steno
25X9
25X9
SAFETY BRANCH
Chief
Sec Off
Sec Off
Steno
25X1
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C n.
NF.HDENTIf'L
HEADQUARTERS SECURITY BRANCH
Chief
Sec Off
Sec Off
Sec Off
Sec Off
Sec Off
Receptionists
Clericals
2. The essential functions planned for the Branches
identified in the previous paragraph are:
a. OVERSEAS SECURITY BRANCH
(1) Conduct of security surveys
overseas
(2) Monitoring of survey followup
activities
(3) Internal and external liaison
pertaining to Agency security
overseas
b. DOMESTIC SECURITY BRANCH
(2) Monitoring of survey followup
activities
(3) Investigation of physical security
incidents, e. g. , missing classified
materials, thefts
25X9
25X1A
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(4) Security violation program
(5) Physical security education
program
c. SAFETY BRANCH
Unchanged
d. HEADQUARTERS SECURITY BRANCH
Unchanged
25X1A
Chief, Physical Security Division
1 tJ 1 9 uLH 9 Ii111L.
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 8 June 1973
25X1
25X1
25X1
SUBJECT: DD/PTOS Reorganization
1. In accordance with the writer's oral presentation
to members of the Task Force on 6 June 1973 it is proposed that
individual Branch names and slot structures appearing on the
"Proposed Office of Security Organization" Chart, dated 15 May
1973, be changed as follows to better accommodate the functional
responsibilities planned for the four Headquarters Branches:
Approved FooleARU00AMI
Overseas Activities Branch
AALP83B0084D000700010'016-3
Chief
Sec Off
Sec Off
Sec Off
Steno
Clk. Steno
Engineering and Planning Branch
Chief
Sec Off
Sec Off
Clk Steno
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d. Services Branch
(1) Briefing Program
(2) Training Program
(3) Logistics Support and Control
(4) Equipment Maintenance and Repair
25X1A
Chief, Technical Division
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 Q1/27 ;IR?P8i3
Approved.
SSC-0177-73
6 June 1973
MEMORANDUM FOR: Cognizant Officers
SUBJECT : Subcommittee Interim Report
Policy and Management
Implementation Plan
1. The following information with its attachments is provided
for incorporation into the Policy and Management Reorganization
Implementation Plan. General descriptions of implementation actions
relevant to the reorganization as well as a time table are presented.
2. The offerings have been structured with two basic concepts
acknowledged:
a. Staffing will be done later at the discretion of the
Director.
b. Space allocations will require coordinated action
STATINTL b and approval of management.
3. It is estimated that the reorganization of the various branches
of the Plans, Program, and Administration Division will require no time
and no relocation with the exception of Plans and Program Branch which
should be moved to Room 4E 71. The move is anticipated to require one
day. Transfer of the Secretary, Security Committee and Records Admin-
istration Officer as well as three secretaries will take place on the same
day.
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 Approved
4. The proposal for the Special Security Center can be imple-
mented at any given moment.
5. The plan for the Information Handling Security Group has
been carefully designed and requires attention to the decision to move
STATINTIor not to move the group to the Headquarters Building. There is also
uestion raised b as to the timing on personnel adjustments
STATITL
_
and the name of the group. I proposes that it be redesignated
STATINTL
as a Division. stimates that a total time requirement of
12 weeks would be required for implementation. Details of his plan
are contained in the attachment.
6. Attachment at TAB B is a PERT chart which reflects the
major issue mentioned above and which considers some of
proposals.
STATINT
STATINT
Chief, Special Security Center
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GO['E!DE NTLAL
Plans and Programs Branch,
Plans, Programs and Administration Division
The Executive and Planning Division upon abolishment will
become the Plans and Programs Branch of the Plans, Programs
and Administration Division. Its personnel will be reduced from
four professionals and three clericals to two professionals and
one clerical. Two functions will be lost; one, the records admin-
istration function which will be transferred to the Security Records
Division, and two, the Secretary of the Security Committee function
which may be transferred to External Activities Branch.
Proposed Reorganization Plan
Transfer of o EAB/
PS&I along with his Secretary, Security
Committee function.
15 July 1973 Transfer of the Records Administration
Officer to the Security Records Division.
1 September 1973 Reassignment, one Secretary-Steno,
GS-07, and one Secretary-Steno, GS-06,
outside the Plans and Programs Branch.
1 September 1973 Appointment of the Chief, Plans and Pro-
grams Branch, Planning Officer and
Secretary-Steno and their move to Room
4 E-71, at which time the Branch will be
activated and report to the Chief, Plans,
Programs and Administration Division.
CONFIDENTIAL
25X1A
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4 June 1973
MEMORANDUM FOR: Chairman, Policy and Management-
Sub-committee, Reorganization Task Force
SUBJECT . Reorganization Implementation Plan for
Information Handling Security Group
1. Attached for incorporation into the Policy and Manage-
ment Reorganization Implementation Plan is a timetable and detailed
description of implementation actions relevant to the establishment
of the Information Handling Security Group under the Office of
Security's reorganization plan.
2. Of significance is the need for a determination whether
the Information Handling Security Group will be moved to the Head-
quarters Building prior to or concurrent with the implementation
of the reorganization. As you are aware, proposals to accomplish
this move have been discussed and approved in concept by the
Director of Security over the past year, since almost all of the
groups activities are centered in the Headquarters Building. The
IHSG plan, therefore, calls for a decision on this matter and
shows optional routes in its implementation PERT chart.
3. Personnel adjustments will be required by the proposed
table of organization for the Information Handling Security Group;
in fact, with the recent departure of three professional assignees
to our computer security program such personnel adjustments
would be required in any event. While the implementation plan
is not specifically addressing this issue, it is important to
recognize the need for designating incumbents for the proposed
positions at some point in the implementation schedule.
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4. In the preliminary meetings which members of the
Implementation Subcommittee's held with the Task Force, it
was indicated that recommendations for changes in the proposed
names of divisions and branches would be entertained. In order
to avoid the uniqueness of the title "Group" as well as to avoid
possible derision of such a title, I would recommend that the
Information Handling Security Group be redesignated as the
Information Handling Security Division.
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S-11 ! 1 61
INFORMATION HANDLING SECURITY GROUP
Reorganization Implementation Plan
1. The Reorganization Implementation Plan for the Information
Handling Security Group involves two parallel sets of action: the refine-
ment of Group responsibilities and functions and the selection of
personnel; and the determination and follow-up actions concerning the
moving of Information Handling Security assets to the Headquarters
Building.
2. The first group of actions consists of three basic steps:
a. Defining more precisely the
responsibilities and functions of the Informa-
tion Handling Security Group;
b. Identifying the functional respon-
sibilities with specific positions on the new
table of organization and preparing revised
job descriptions;
c. Selecting by designation or recruit-
ment personnel to fill the various positions.
3. The second group of actions related to the possible move of
the Group from Chamber of Commerce Building to Headquarters is
dependent on a decision whether this long delayed geographical change
can and shall be implemented concurrent with the implementation of
the reorganization. In the event that the decision is negative, plans
detailed in anticipation of such a move should be carried out with
deliberate speed to install a remote computer terminal device in
Chamber of Commerce Building.
4. Should a positive decision on the move question be decided,
this will entail the additional steps of defining Headquarters space
requirements, selecting such space, installing a computer terminal
in the Headquarters location, refurbishing the space and the eventual
physical move.
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5. A schedule outlining all of these actions is attached in
the form of a PERT Chart which reflects a critical path under the
Headquarters move option of 12 weeks. Under this schedule,
implementation would begin at least at X-12 weeks.
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INFORMATION HANDLING SECURITY GROUP
Reorganization Implementation Schedule
0
Define Group W rite Job
Responsibilities Descriptions
10 Weeks
Is Group To Define Select
Move To HDQS. Space Space
Requirements
Critical Path
Select
Personnel
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