DEPUTIES MEETING MINUTES OF 15 APRIL 1971: AUTOMATIC DISSEMINATION ACTIVITIES

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP84-00780R004600150004-4
• Release Decision: RIPPUB
• Original Classification: S
• Document Page Count: 33
• Document Creation Date: December 14, 2016
• Document Release Date: December 3, 2002
• Sequence Number: 4
• Publication Date: April 26, 1971
• Content Type: MFR

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26 April 1971
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MEMORANDUM FOR THE RECORD
SUBJECT: Deputies' Meeting Minutes of 15 April 1971:
Automatic Dissemination Activities
Present: Executive Director, DD/I, DD/P, DD/S, Mr.
for DD/S&T Mr. Houston Mr. Stewart. Mr
Messrs.
1. Mr. 0 gave about a 1/2-hour flipchart briefing on the
current hardcopy manual and electrically transmitted document receipt
picture in the Agency, plus a runthrough on automatic and semi-
automatic dissemination efforts underway or planned. He noted that
the Cable Secretariat handles 50% of the electrical traffic received (of
which half is CIA Staff and the balance splits almost evenly between
State and Military cables); Central Reference Service (CRS/DDI) gets
38% (all of the Special Intelligence: NSA and CIA); OSP's I
receipts constitute 7% of the total; and the CS telepouch and Restricted
Handling total is 4. 5%.
standardization be applied to dissemination reading requirements.
The advantages of these recommendations were said to include: one
focal point for substantive reading requirements; integration of
dissemination planning; increased flexibility; personnel savings. Mr.
2, Recommendations were made concerning (a) organization
and management; (b) future automatic dissemination efforts. With
respect to (a), it was suggested that: substantive intelligence report
dissemination (e. g. , COMINT, State, military, CIA intelligence
traffic) be centralized; CIA operational/ administrative traffic options
include: (1) retention under ExDir; (2) transfer to DD/P; (3) transfer
to Commo. It was also recommended that more precision and
that: a single system be developed; the same computer equipment and
acknowledged that the suggested split between the substantive
and operational cable handling was political; from a technical stand-
point, one organization could handle both.
3. As for future automatic dissemination,. it was recommended
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programs be utilized; efforts be devoted also to automatic distribu-
tion development; CIA_ take the leadership in developing a message
content code; experimental application of the content, code be
conducted in one or two field stations.
4. In the general discussion that followed, the historical rationale
for the present organizational diffusion was recounted by ExDir and
others. Colonel White questioned the current need to compartment
dissemination; he also noted that he is opposed to retaining
any unit or activity as a function of the Office of the Executive Director
which does not need to be there. The DD/S stated his strong conviction
that there should be a single dissemination organization, and that in
his view, Cable Sec and the CRS dissemination role should go to Commo.
Or, he acknowledged in response to a question from the DD/I, to CRS--
noting, however, the affinity of the function with the communication
process.
5. The DD/I and ExDir were answered affirmatively when they
asked about the technical feasibility of including and protecting sensitive
materials, includingi The DD/P made specific mention of
the excellent rapport between the Cable Sec analysts and his people
and would not want to see that relationship impaired. He said that live
analyst' involvement was critical to operational support.. He was not
inclined to favor putting content codes on CS reports in the field; the
IG felt that placing a content code on the reports in the field need not
necessarily be so involved as to tie down the operations people. The
DD/S expressed skepticism about the feasibility of automatic distribution,
saying that this needs further study.
6. ExDir said that he had not looked for a specific course of
action to come from this meeting but had wanted general consideration
of the subject. The IG suggested that we start with logic, even if
we end up with politics. ExDir said of the three options mentioned
for organizational location of the CIA operational/administrative traffic,
he does not favor retention of that function under the ExDir. The DDP
suggested that an outline of the briefing be distributed for the involved
echelons in each directorate to consider [distributed separately]. It
was also noted that the same briefing had been given separately to CRS,
OCS, Cable Sec, Commo, RID.nd that each directorate Information
Processing Coordinator had heard it.
Chairman, Information Processing Board
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DISSEMINATION STUDY OUTLINE
1. Study Objective - To examine the several independent automatic
and machine-assisted dissemination projects underway in CIA and to
present recommendations /options for a coordinated development effort.
2. Current Dissemination Scene
a. Dissemination Organizations
1) Central Reference (CRS), DDI
T/O - 51
Volume - 900, 000 messages per annum (Average
dissemination - 10 copies per message)
Number of dissemination points - 300
Nature of traffic - Manually received collateral
intelligence reporting, e. g. , State Airgrams,
CS Reports, etc, plus NSA and CIA COMINT
received in electrical and hard copy form.
2) Cable Secretariat, Ex Dir
T/O - 100
Volume - 750, 000 messages per annum
Number of dissemination points - 125
Nature of traffic - Electrically received State,
military, and CIA cables. State and military
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cables contain primarily substantive intelli-
gence reporting. CIA cables (Staff Traffic)
contain primarily CIA operational/administrative
business.
3) OSP Registry, DDS&T
T/O - 4
Volume - 90, 000 messages per annum (Average
dissemination - 18 copies per message)
Number of dissemination points - 25
1) Compartmented
2) Multiple Reading Requirements - Partly the result
of different requirements for different sources.
messages. This channel
is to DDS&T somewhat comparable to Staff Traffic
for DDP and DDS. 20% of messages transmitted by
utilizing this channel contain substantive intelligence.
b. Current Dissemination Characteristics
Largely the result of having to deal with several
dissemination organizations who disseminate to
different levels of depth.
3) Multiple Secondary Reading Panels - When primary
dissemination is made only to the office or division
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level, someone at that level must determine which
branch or individual is the final recipient.
4) No Flexibility - CRS not trained to aid Cable Secretariat
or, vice versa..
5) It Works - Users are generally satisfied with dissemina-
tion service.
6) Uncoordinated Automation Efforts - The lack of a single,
systematic approach to dissemination inhibits coordina-
tion.
3. Why Automatic Dissemination?
a. It works.
b. It effects personnel savings.
c. It retains materials in electrical (machine) form providing
capability to:
1) Distribute messages electrically - Saves time.
2) Reduce paper flow - If analysts view their mail on a
television-like device, they will require hard copy
only of those documents they wish to retain (currently
30%6 of receipts).
3) Automatically index and store documents
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4. Automation Developments /Plans
a. FMSAC - Has operational automated system which dissem-
inates electrically received COMINT to internal divisions/
branches. System compares stored keyword lists of
FMSAC interests against the keywords contained in text
of incoming messages. Processed on OCS computers.
FMSAC has expressed willingness to allow CRS to run
FMSAC system.
b. Commo/Cable Sec. - Automated Communications Terminal
(ACT)
ACT I - Automates Commo Center functions. No effect
on Cable Sec. implementation this year. Cost 1. 5
ACT II - Machine-assisted dissemination in Cable Sec.
Documents would be read on a viewing device (Cathode
Ray Tube) and dissemination would be keyed into a
computer. The claim made for this system is that it
will allow Cable Sec. to handle expected increases in
traffic with no additions in T/O. Specifications for
system set but Cable Sec. has been denied funds thus
far to implement. Cost 1. 5 million.
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ACT III - Would automate printing and/or distribution
of cables. Cost 1. 5 million.
c. CRS - "EIas experimented with various automated and machine-
assisted dissemination systems, including FM.SAC`s. Has
concluded that a full automated system appears feasible
if report producers will add a simple content/area code to
their messages. This code plus keywords in text matched
against requirements similarly coded and keyworded has
in testing, disseminated documents as well as the CRS
manual system. Without such a code, CRS expects to
disseminate 50% of COMINT automatically and 50ojo utilizing
a system like ACT II above. CRS plans to experimentally/
operationally implement this latter system in June/July of
this year. Cost of development of this system over past
several years - $100, 000.
5. Characteristics of Auto Dissemination Developments thus far
a. Independent, uncoordinated system designs
b. Separate hardware /programming development
c. Differing philosophy. regarding automatic and machine-
assisted dissemination and distribution
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6. Major Problems Identified by Study
a. Current dissemination function is irrationally organized,
i. e. , several organizations are doing essentially the
same thing, but utilizing different rules and procedures.
b. As a result of above problem, we have no systematic
approach to automatic dissemination, i. e. , our efforts
have been diffused. Continuation of current approaches
will prove more costly and ineffective than a coordinated
development effort.
7. Options /Recommendations
a. Organization/Management Options
1) Maintain status quo
a) Advantages
--Current system works, why disrupt it?
b) Disadvantages
--Systematic/coordinated approach to automation
difficult to obtain
--Users must continue to relate to several reading
panels
--No flexibility among panels
--Multiple secondary reading panels required
for substantive intelligence
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Centralize the dissemination of substantive intelli.-
Bence reporting in one organization. Utilize a
separate reading panel for CIA operational/adminis-
trative traffic (Staff Traffic,
a) Advantages
Operational/ administrative traffic is sensitive;
historic arguments for treating it separately.
--Different requirements apply to the two classes
of material; some strong feeling that there are
no real advantages in placing them under the
same management.
b) Disadvantages
--Systematic/coordinated approach to automation
difficult to obtain.
--All dissemination has basic similarities; it would
be efficiently handled under a single management.
--More flexibility obtainable in further centraliza-
tion of dissemination.
3) Centralize all dissemination in one organization
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a) Advantages
--Provides proper management setting for
development of automated systems and for
overall dissemination planning.
--Increases dissemination flexibility.
--One dissemination focal point for users.
--Saves most money/manpower of several
options.
b) Disadvantages
--Increases non-DDP exposure to sensitive
operational /administrative traffic.
--Different requirements apply to substantive
intelligence as opposed to operational/
administrative traffic; some strong feeling
that there is no real advantage in placing
them under the same management.
b. Recommendations - Automatic, Machine-Assisted
Dissemination (These recommendations are appropriate
regardless of which of above organizational options is
chosen)
1) Organize a systems team from appropriate dissemina-
tion and electronic data processing (EDP) organizations
to examine the feasibility of:
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a) Developing a single systems approach, which will
b) Utilize same computer equipment/programs.
2) Initiate a development effort on the feasibility of
electrical distribution of machine-disseminated
messages..
3) Involve CIA Field Stations in an experiment to
determine if content coding by report originators
is feasible for substantive intelligence reporting.
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MEMORANDUM FOR: Director of Communications
FROM Chief,
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SUBJECT Comments and Recommendations on Information Handling
1. There are two main options for structuring the information
handling system in the Agency. The easier path to follow would be
to allow each Directorate to manage its own ADP systems, interfacing
with each other as desired. The advantages are:
a. Avoids controversial problems concerning reorganization,
changes in space, personnel ceilings, etc.
b. Decentralized ADP services are closer to and more
responsive to users needs.
The disadvantages are;
a. ADP services continue with inequalities in service,
standards, careers of people.
b. Management is less able to police abuses in decentralized
system.
C. Higher total costs in funds, personnel and space.
d. Difficulty of DDS elements providing support and
interfacing with a variety of systems and organizations.
2. The other option is to centralize the management and control
of ADP services. The advantages are:
a. Collects ADP expertise and skills together -- permits
establishing truly professional, specialized staffs for R&D,
liaison, planning,
b. Provides more flexibility in assignment of personnel to
tasks, and creates a better structure for career management of
personnel.
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c. Permits optimum scheduling of machines and people. Does
not preclude, but could control, dedication of machines for
unique applications.
d. Will make it easier for OC and other Support Offices to
interface with and support the ADP services.
e. Provides a solid foundation for tackling one of CIA's
biggest problems, and one which is a major user of personnel.
Most importantly, CIA would be structured to cope effectively
with the change to electronic processing of data from the
traditional methods of sorting, filing and retrieving information.
The disadvantages are:
a. Requires in-depth study of total problem -- which is
huge, complex and locked-in with vested interests and tradition.
b. Requires changes in organization.
c. The choices will not be self-evident, there are no good
precedents to follow, the conclusions and decisions will be
gut-wrenching and replete with calculated risks.
3. The advantages of centralizing information handling outweigh
the disadvantages. In the '40s, 150s and early '60s, information
screening, indexing, storing and retrieving was largely a manual
process. Although there was an increasing use of machines, the
process was one which lent itself to decentralization and each
activity could implement its own system. There were no major pro-
blems in transferring information from one activity to another, and
the use of common but simple formats and procedures made inter-action
and transferring feasible.
4. In the late '70s, and certainly in the '80s, the great bulk
of our information will be processed by machines, often automatically,
which will require standardization of languages, formats, and
procedures. In the past the main concern of each activity was to
have its files efficiently managed, and the efficiency of each semi-
autonomous system was little affected by the manner in which others
did their job. Convers~:y, the total information system of the future
will resemble the classic communications network; one which will
demand systems planning, one so complex that it will need skilled
professionals to plan and operate, and one where inter-action will
be continuous. It is predicted that the information handling system
development will closely parallel the past development of our commo
network.
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5. The need for a change is dictated not because there were
failures in the past, but because we are moving into a new era
wherein old methods and organizations will not be efficient. Many
of our information handling processes grew up like Topsy; some roots
go back to OSS. They have been influenced more by personalities
than by systems planning. Perhaps as many as one-third of the people
in the Agency are directly engaged in information processing, and the
effectiveness of the other two-thirds is directly related to the
efficiency of the system. Also we are in the midst of a transition
from manual to electronic processing methods, from the King's English
to machine language. All these considerations spell out a justifica-
tion, almost a mandate, to tackle the problems and plan a suitable
system for the '70s.
6. One approach which would insure inaction would be to establish
an inter-directorate task force, especially if it is on a part time
basis. Members would inevitably owe allegiance to their own directorate,
placing each member in a protective role. Further it makes a member
relunctant to tackle another's domain because of a quid pro quo
relationship.
7. The approach most likely to insure progress is to establish
a standing task force, removed from any directorate, staffed with
officers possessing stature, skills and imagination, arm them with
the backing of top management, provide them with money to obtain
consultants., and give them a year to study the problem and submit
conclusions and recommendations. The final decisions should be made
collectively by top management, but the study must be done in an
environment of objectivity, by qualified people, and on a scale
commensurate with the problem.
8. Meanwhile, there is one aspect of the problem which demands
immediate attention. This is the dissemination of cables. The
urgency stems from the concurrent, parallel development of two
automated systems (ACT and CRS), plus differences in concepts and
procedures and standards throughout the Agency in disseminating
cables. One solution (generally in line with the ]report)
would be to transfer State and Military cables to URS since these
cables have much in common with NSA cables -- i.e., they are
informational reports, all non-Agency, with commonality in reading
requirements and customers. Internal Agency cables, largely command
and control, could continue to be disseminated by Cable Sec, OSP
Registry, FI/D, CRS, and FMSAC until the longer range study on
information handling is completed. This course of action would cause
the least disruption, solve a problem of immediate concern, yet avoid
precipitous action which might make a long range solution more
difficult. CRS should be authorized to continue their efforts to
automate the distribution of cables. They have already made
considerable progress in this field and, without much more investment
in dollars and time, the feasibility of their system should be evident.
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The ACT II and III should be postponed until the results of the CRS
experiment are available, a determination is made as to how much of
the process can be applied to command and control cables, and there
is a decision as to how the Agency is going to handle the total
information handling problem. A small group, consisting of senior
representatives from Cable Secretariat, OC and CRS could resolve
the problems associated with the transfer of non-Agency cables to
CRS.
9. While the small group is studying cable dissemination the
larger, semi-permanent task force would study the whole problem.
Conceptually it might be comprised of a steering group of 3 to 5
senior officers of varied backgrounds, and perhaps a half-dozen
working groups each concentrating on selected problem areas --
intelligence production, inter-Agency problems, collection, support,
etc. The steering group would define problems, direct and coordinate
the working groups, and routinely keep management advised of problems
and recommendations. Hopefully a master plan could be devised and,
after approval, could be logically and sequentially implemented.
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17 March 1971
MEMORANDUM FOR: Executive Director-Comptroller
SUBJECT : Information Processing--Selected
Organizational Options
1. As a follow-on to the 24 February Deputies' meeting,
and possible springboard for the next move on the information
processing front, I have pulled together the attached 10 organi-
zational options, plus a brief indication (last page) of how
the five major Management Issues discussed in the ASPIN Report
relate to the question of centralized vs. decentralized ADP
organization.
2. The differences in the attached from that which was
presented orally to the Deputies include: a) a more extensive list
of pros and cons for each; b) more options than time permitted
noting orally; c) three alternatives (second last page) addressed
exclusively to ADP professional personnel. The Pros and Cons
statements by themselves sound a little too dogmatic; they do
require some discussion.
3. The range of options still goes from the most compre-
hensive (Option I - New Processing Directorate) to Option 3
(Status Quo). There are more options concerning ADP-focused
changes, as there were in the Deputies' session. This is not
only because there are many combinations if one focuses only on
ADP, but because it is the computer growth which has seemed to
cause the greatest management unease. Nevertheless, I urge top
management focus on the whole problem, which includes communi-
cations interaction with computers in what they're calling tele-
processing, when considering not only what changes, if any, should
be made now, but what the longer range goal ought to be,
4. Obviously, IP&lEE organizational changes must be considered
in context with other possible changes. It may be that incremental
steps, focusing first on would be the most logical course to
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SELECTED
INFORMATION PROCESSING ORGANIZATION AND
MANAGEMENT OPTIONS
OPTION 1 - New Processing Directorate
o Groups like activities - single management
o Groups increasingly interacting technologies
o Answers ADP organization question - promotes ADP
management solution issues*
o Achieves fullest ADP resource savings
o Most logical in an overall Agency reorganization
o Dislocations major in every directorate
'o Removes processing support services from direct
control of present parent
o No real proof we have management skill for consolidation
if ability re the pieces is suspect '
o How best organize ADP resources, minimize costs
o How develop skills
o How most effectively operate centers
o How minimize hardware redundancy, software duplication
o How assure adequate security
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OPTION 2 - Partial Transfer to DD/S (OCS, CRS, Cable Sec)
o Facilitates Commo/ADP interface
o Can resolve intelligence file roles between CRS and OCS
o Gives some resource advantage through partial ADP
consolidation potential
o Somewhat arbitrary (why not RID?)
o Possible exaggeration of Commo/ADP interface issue
o Is neither fish nor fowl in full consolidation of "processing"
or ADP components
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OPTION 3 - Status Quo
Centralization/decentralization compromise
o Politically acceptable
o OCS is highly centralized with:
a) High recruitmei t/training standards and work
variety, therefore represents a superior
skills bank
b) Centralized computing saves money
c) Space savings
? CRS, RID, NPIC under direct control of parents
o Multiple centers provide some backup insurance
o Costs addiI:' ..', money/space/people
o Some duplication in software. development
o Complexity of current organization makes central
management difficult
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OPTION 4: ADP Decentralization
A. TOTAL
PRO
o Ideal political solution
o Directorates concerned re cost/benefit analysis
and alternatives
a Most responsive to parent
o Multiple center backup
o Considerably more expensive
o Fairly extensive duplication in software development
probable
* More complex to manage than status quo
o Requires new center construction for DD/S and
enlargement of CRS and RID centers
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OPTION 4: ADP Decentralization, cont'd
B. PA.R.TIAL: OCS keep DD/S support role--others upgrade
PRO
o Does ?.ot require new DD/S Center as 4. A. does
c Other advantages essentially same as 4. A.
o Two Directorates (DD/S&T and DD/S) vie for
OCS service /priority
o Increased cost, space, duplication, complexity as
in 4. A.
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OPTION 5: ADP Centralization
A. ASPL,I Recommendations: Stronger OCS, stronger centralized
management
a OCS do all on-line development
4 Full-time Advisor to ExDir and full-time staff
o ADP Career Service
o Limit CRS, RID, NPIC
o More centralized control without organizational
upheaval
a Some centralization advantages: space and hardware
costs; elite cadre in OCS
o Priority attention in CRS, NPIC and RID to DD/I
and DD/P parents
o Multiple center backup
o User office budgeting- -leads to more cost/benefit
analysis
o Agency top management more involved in ADP affairs
o Not as politically acceptable
o More centralization would mean more resource savings
o Still some software duplication probable
o Almost as difficult to manage as status quo
o Additional management mechanisms are necessary
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OPTION 5: ADP Centralization, cont'd
B. Recommendation to ASPIN Report
o CRS to OCS; RID and NPIC continue
o Limit RID to namecheck and document finding
o Adopt same/all of the management choices in ASPIN
(ADP Career Service, user budgeting, etc. )
o Same as C?tion 5. A. except abolition of CRS
center is fairly major upheaval
o Probably politically unacceptable to DD/I
o Otherwise, same disadvantages as Option 5. A.
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OPTION 5: ADP Centralization, cont'd
C. TOTAL (Headquarters) in OCS
o Abolish RID, CRS; keep NPIC for transfer its ADP
component and provide communication link]
o Adopt ASPIN Management choices (user budgeting, etc)
o Significant savings in space/people/dollars
o Duplication of software development would cease
o Professional status of ADP personnel would rise
o Single center is more visible--easier to manage/control
o User budgeting tends to counter potential centralization
weakness, i. e. , inadequate project approval
evaluation
o Terminal "personalizes" computer for user--not,
necessary to put computer itself under user
management
:: tally unacceptable
0 Directorates compete for OCS support
o Less backup insurance
o Possible difficulty in understanding the problem
potential vis-a-vis the user
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OPTION 5: ADP Centralization, cont'd
D. Centralize Hardware - Decentralize People
o Abolish CRS and RID centers - add to OCS
o NPIC as above in Option 5. C.
o Keep small systems development staff in OCS (in
addition to S&T); reassign the others to appropriate
Directorate
e Space/hardware cost savings
o Possibly politically acceptable to all [People more
important than machines]
o More attention given to cost/benefit analysis since
design and programming would be done in
Directorates
o Centralized management almost as difficult as now
o Some duplication of software probable
o ADP professionalism would tend to decline
o Directorates would all vie for computer time
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 Approved For Release 2003/04/29 CIA-RDP84-00780R004600150004-4
ADP PERSONNEL OPTIONS:
Systems Designers and Applications Programmers
Centralize in offices with the computers
o This is the present arrangement
? Greater machine centralization would mean greater
designer/programmer centralization
o This is the ASPIN recommendation
Assign designers /programmers to offices with computers, but
detail them for. 1-2 year tours in user components
recommendation to DD/S
25X1
3 : Assign designers /programmers outright' to Directorates
they are to serve
N. B. Little resource implication difference in the above, except
3 potentially leads to recruitment competition; less
controlled growth; more complex training/career develop-
ment planning.
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 Approved For Release 2003/04/29- ?GIA-RDP84-00780R004600150004-4
ASPIN Management Issues
Related to Centralization/Decentralization
User Office Budgeting - more important when computers are
centralized
2. Central Project Review - important in either situation, but
critical in decentralized world
3. ADP Career Service * possible need in a decentralized
environment
4. Agency-Wide Technical Standards - greatest need in decentralized
world
5. Full-time ADP Advisor & Staff - a requirement in a decentralized
organization
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 Approved .For Release 200 I -RDP84-007808004600150004-4
1. Information Management - IG Survey - Organization of Information
Processing - Information Processing Career Service -
briefing of
25X1
Deputies. 10 options.
2. Dissemination - ACT vs. CRS
3. Space - Must be ever-mindful that computers take great deal of
space. Adequate planning avoiding redundancy.'
4. Computer Security - Consideration of EMSEC as well as active
hostility against computers in present installations and in constructing new
buildings housing computers.
5. -Security - Must be ever-mindful of security in our effort to spread
the word among the remainder of Intelligence Community, e. g. computer links
with Ft. Holabird to pass clearance data. OS geared up to keep pacing with new
developments - should not be pacing item or allowed to drag feet.
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 Approved For Release 2003/09CRE-I
DP84-007808004600150004-4
6. Records Staff - Whether records management should be centralized
or dispersed - staff in each component (very often a part-timer).
7. Reports Management - Fertile field for vast improvement - great
many non-approved, locally produced forms in use.
8. Emergency Planning - Consideration of emergency records essential
to operation, records to protect rights of individuals and their employers, and
records essential to reconstruct normal functions after loss or disaster.
9. Vital Records - More emphasis on program.
10. Reconstitution - The question of how to reconstitute old paperwork -
hard copy or microfiche. What records are necessary?
R ET
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 Approved For Release 2003/OS R DP84-00780R004600150004-4
11. Archives - A special facility to house the inactive 25X1
and archival records not needed in offices for current operations but which
must be kept for legal, administrative, or historical values. Contrast present
archival volume to present total capacity. Alternative solutions. Legal implications.
12. Historical Records -(Historical program of DDS lagging) Histories
to be written by knowledgeable persons before retirement - planning for.
13. Presidential Libraries - Each President has established a Presidential
Library after retirement. Suspect someone ought to be collecting, collating
material for future Nixon Library - rather than wait for formal announcement
and have everyone in a tizzy later.
14. Records Center Space - Before long Agency will have to face problem
again. Temporary solution achieved several years ago by borrowing space in
Federal Records Center at Suitland.
SECRET
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 Approved,For Release 2003 R,iRDP84-00780R004600150004-4
15. Microfilm/Microfiche - New technological development involving
miniaturizing paperwork. Key here will be to make sure future efforts are
standardized.
16. Increasing Cable Volumes - Cable volumes are increasing in every
Agency signal center. Data Comm traffic has tremendous increase. Personnel
T/O's down due to budget cuts. Technology trying to fill the gap. (MAX, ACT)
17. Xerox - Entire reproduction capability of Agency unknown - lack
of planning/system. Paperwork proliferates due to ease of reproduction via the
xerox machine.
SECRET
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