LETTER TO MR. WATTLES FROM RHW

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP84-00780R005500110005-7
• Release Decision: RIPPUB
• Original Classification: C
• Document Page Count: 6
• Document Creation Date: December 14, 2016
• Document Release Date: January 3, 2003
• Sequence Number: 5
• Publication Date: October 12, 1973
• Content Type: LETTER

Approved For Release 2003/04/29 : CIA-RDP84-0078OR005500110005-7
Adminisiralive - Internal Use Only
12 October 1973
Mr. Wattles:
STAT You asked me to look at the roles of IC/ISAS, and C
C/IPS/OPPB, in terms of the potential for cloudiness between them as
by Chuck Brigs in his activity report of 7 September. I have talked
STAT with Messrs. Briggs, and concluded that, for the moment
at least, this is a non-problem. enerically, the roles may be of the same
family tree, but whether they are siblings or more distantly related is de-
pendent upon whether they continue to function as they are now or have their
roles redefined. If there is to be a redefinition of roles it should be in
the generic context and not for the purpose of attempting to convert distant
cousins to siblings. As long as the distant relatives are on speaking terms
d
an
do, in fact, converse from time to time, the present situation does not
cry out for change. None of us, Briggs, or me, is able to
identify or define a problem to solve. The search for a problem leads im-
mediately into broader philosophical explorations of the whole information
processing bag. Conceptually it is not too hard to get agreement, but re-
finements of the concepts can generate as many different opinions as there
are people expressing them.
One point about which I think there is general agreement is that we do
not have in the Agency, and probably should have, a place where people can
go with a problem and come away with a solution tailored to the need. Too
often in the past the solution likely to be developed has been in terms of
the specialty of the component to which the problem was taken. A problem
taken to OJCS, for example, might have gotten a computer solution or none
at all. Use of the computer might not necessarily have meant it was the
best solution; it may have meant simply that it was a feasible one. If the
computer was not the solution, the one with the problem often was left to
his own devices. It would be nice to have a place to no to net the best
STAT
STAT
STAT
solution regardless of technology to be employed. Reorganization to achieve
such a purpose might have some merit. r question than the
simple one of associating with each other in STAT
a different way.
The IP Staff has been oriented essentially toward ADP hardware and
software in a review, reporting and control mode. The ISAS role, except
for the records management function, is new and expanding into microform
and word-processing technology. These latter interests take them closer
to the ADP field, but their purpose is more problem solution oriented than
the IP Staff's. Problems of interest to the IP Staff are management and
control oriented at the Agency level and in the computer field. Problems
Approved A-0- 14
004/1txu"
 Approved For Release 2003/04/29 : CIA-RDP84-0078OR005500110005-7
Administrative ? It ur l Use Only
of interest to the ISAS are paperwork handling or information system problems
requiring solution at the user or problem level. ISAS is interested also in
management and control of equipment but primarily at the user level with
little or no present emphasis on overall Agency program and budget review.
Extension of ISAS interest into the word processing field not only moves
toward the computer arena of the IP Staff but perhaps comes even closer to
that of OJCS, and begins to butt up against the border of Printing Services
Division responsibility; some features require a communications consideration
as well. Computer output microform has a commonality of interest among the
same components with the possible exception of OC. The point is that IP
Staff/ISAS relationships are only one relatively small piece of a much
broader subject. Before dealing with the broader subject we have to figure
out what questions are the right ones to ask. Formulating and phrasing them
will require a good deal more thought. Until that has been done I see nothing
to be gained by focussing on relationships between ISAS and IP Staff.
RHW
cc: D/PPB
C/ISAS
STAT
Approved For R I -C 3A .- - OOA~500110005-7
 e- I 7r" C7- 41
Approved For Release 203/O F29-'d .
MEMORANDUM FOR: Deputy Director for Management and Services
SUBJECT : Information Processing
1 0 S ~-;' 1973
Chuck Briggs, in his activity report dated
7 Se tember, said in a footnote: "The respective roles of STAT
STAT 7
an d my Information Processing Staff under STAT
are getting cloudier -- particularly when you read Gail's Annual
Report recommendations." Attached is a copy of the last two pages
of Annual Report to which Chuck refers.
X1
As you know, I have become concerned with this
general subject and recently had a meeting with six or eight
people from various components -- individuals who by either
position or reputation I assumed could address the over-all subject
with understanding and, hopefully, objectivity. I plan to have
further meetings with them. Were we ready to move ahead with
reorganization within the Directorate, we perhaps could see a
beginning of some resolution. Pending r organization I would
hate to see an effort to demarcate areaAresponsibility for that
would imply that, in fact, the subject matter is divisible which
it is not. An interim step, which perhaps anticipates a more
fundamental reorganization but certainly would not preclude it,
STAT would be to move the Information Processing Staff out of PPB and
join it with group. My history may be bad but I would
think that the Information Processing Staff is under Briggs because
~,-~' of his earlier identification with the business when he ran the
Office of Computer Services. I'm sure that Chuck would have a lot
of good reasons why this shouldn't be done and he should, of course,
be given full opportunity to present his case. I'm inclined to give
STAT this to the Plans Staff to prepare a recommendation.
If you agree, I 11 advise both Chuck and Gail that we are taking a look
at the two shops and then meet with to discuss in
general terms what I have in mind.
STAT
Ro ert S. Wattles
Atts ,
-Cys.of'Pages 39 $ 40 of SAIC Annual Report - FY 1973
Approved For Release 2003/04/29: CIA-RDP84 p? rad oah~wg-gve
ved.
STAT
 Approved For Release 2003/04/29: CIA-RDP84-00780R005500110005-7
SECTION V. RECOMMENDATIONS
The primary objective of the Special Assistant for Information
Control (subsequently renamed the Information Systems Analysis Staff)
will be to begin the task of rationalization of the Agency's infor-
mation management resources and techniques. Each component has de-
veloped an information management system geared to its own peculiar
requirements; its interaction or meshing with any other Agency infor-
mation management system is therefore coincidental or fortuitous.
This situation appears anomalous in an Agency which is concerned al-
most exclusively with the information processing chain, from the
framing of collection requirements to the final product. The dy-
namics of management change in the Agency, coupled with increased
competition for resources, call for a new look at the way in which
we deal with information. This new look should seek to achieve the
maximum Agency manipulative capability for the least amount of money.
In seeking this end, the good of the Agency as a whole is to be con-
sidered uppermost. This will require a modification in the way in
which each Directorate views itself in relation to the Agency and
the other Directorates.
The approach will be to collect information relative to the
processes of information management, to analyze such data, and to
propose new ways of doing things. These "new" ways of doing things
may be new to the Agency but already tried and tested in other
Government agencies or in the private sector. Experiments will be
made in the feasibility of copying/reproduction centers. Conceiv-
ably, experiments will also..be.-ccnnducted-with word processing cen-
ters. In view of the very limited resources of this office, it
will still be necessary to rely upon negotiation and good works to
convince Agency operating components that they should devote their
own resources to such innovations.
Advances in the techniques of source data automation will soon
enable the Agency to move toward a paperless system, capturing in-
formation in machine-readable form at time of origin, manipulating
it by electronic means, storing it in magnetic media, displaying
it via cathod ray tube or film, and reproducing it in hard copy
form only when such action is mandatory. This implies new con-
cepts, new methodologies, and open and receptive minds.
A major problem which will be encountered is that of human
inertia, or even active resistance to change. Individuals will
continue to want to do things in the safe and familiar ways to
which they have grown accustomed. Organizational components will
want to continue as satrapies, concerned with prestige and fiercely
defensive with respect to their territorial rights and perquisites.
Approved For Release 200 CO3/0??N1 4/29 : CIA-R ~Y. t 4-007808005500110005-7
f E1 T
 Approved For Release 2003/04/29 : CIA-RDP84-00780R005500110005-7
The decades-old tradition of decentralization and near autonomy will
be a most formidable obstacle to overcome in introducing common in-
formation practices throughout the Agency in the area of information.
management.
Obviously, there will be a need'to educate the manager and the
user in what is available and how to select from among the options
open. This may necessitate the development, perhaps in conjunction
with the Information Science Training Program, of new training courses.
It will require the preparation of guidelines for the selection and
use of word processing, copy/duplicating, microform, and video equip-
ment. It will also make mandatory a very close working relationship
among the information management and processing elements of the
Agency, and especially so within the Management and Services Direc-
torate.
The 26 May 1972 memorandum from the Executive Director-Comptroller
established an Agency Records Management Board-consisting of senior
representatives from each Directorate, the Chief of the Historical
Staff, and, as its Chairman, the Agency Records Management Officer.
The Board, which was to serve as the principal mechanism for the
development of Agency-wide policies relative to information handling
and management, met on three occasions. Frankly, it did not prove
to be of great value as a policymaking body; the membership, however,
functioned well as a channel for communicating with the various Direc-
torates. In other words, the Board worked best when it was not a
Board. It became inactive and its revival is not recommended.
In terms of resource requirements, the Special Assistant for
Information Control has foreseeable needs in the areas of money,
mane awar. and s Dace. The various improvements to 25X1
25X1 and and these are essential if the Agency-is to
utilize these facilities over the long haul--will cost in'.the
X1 neighborhood of The cost of the alternative of con-
structing a new Records Center and Archives Building 25X1
X1 has been estimated at The Classification Programs
Branch will require five slots and appropriate office space. And
finally, there is a clear need to provide Headquarters space to
the Microfilm Programs Branch for offices and to accommodate the
static display of microfilm equipment.
Approved For Release 2003/04/29 -CIA-RDP84-00780R005500110005-7
CONFIDENTIAL
 Approved For Release 2003/04/29 : CIA-RDP84-0078OR005500110005-7
Approved For Release 2003/04/29 : CIA-RDP84-0078OR005500110005-7