APEX CONTROL ORGANIZATION

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP85T00788R000100160016-0
• Release Decision: RIPPUB
• Original Classification: K
• Document Page Count: 5
• Document Creation Date: December 15, 2016
• Document Release Date: November 6, 2003
• Sequence Number: 16
• Publication Date: September 17, 1979
• Content Type: MF

Approved For Release 2004/05/05: CIA-RDP85T00788Rg0A1a016p01d=d
MEMORANDUM FOR: Deputy Director of Central Intellig
Special Assistant to the DCI
SUBJECT : APEX Control Organization
S REGISTRY
ILEg
1. The APEX organization consists of two elements--an APEX
Steering Group, and a small permanent staff (3-4 professionals)
serving the Special Assistant to the DCI for Compartmentation
(SA/DCI/C) who will also serve as the Chairman of the APEX Steering
Group.
2. This organization will have principal responsibility for:
a. Development of common security and access
standards for managing and handling'foreign intel-
ligence systems, information, and products. --
b. The establishment of special access programs
to control access, dissemination, and protection of
particularly sensitive intelligence sources and methods.
3. In carrying out these responsibilities, the SA/DCI will task
those organizations in the Community which currently have responsi-
bilities pertaining to compartmented intelligence programs. These are
the DCI Security Committee, the SIGIN'T Committee, C%IIREX, and the
managers of operational programs. The Steering Group will serve
primarily as the energizer, monitor and arbiter of the various
activities established by the APEX system. The actual formulation
and administration of APEX policies, guidelines, and procedures will
be carried out by the relevant DCI Committee. Formulation and
administration of compartmented security policies, for example, would
be the responsibility of the Compartmented Security Group and the DCI
Security Committee. Tab A provides a listing of the APEX organization's
general responsibilities and the Comunity organizations that will be
tasked to implement them.
APEX Steering Group
4. The APEX Steering Group will be a Co munity organization. Its
core membership should consist of the SA/DCI as Chairman and represen-
tatives from CIA, DIA, NSA, OSD, and NRO. In addition, the Security
STAT
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Committee, CCMIREX, and the SIGIINT Committee should also be repre-
sented. The D/DCIALM may wish to participate because of RMMS
responsibilities for Information Handling Systems and because of
the resource requirements associated with the APEX central registry
and the conversion of computer and communications programs. The
documentation and studies produced under Steering Group auspices
should receive full coordination with other members of the N'FIB.
The APEX Control Staff
5. The APEX Control Staff should be representative of the Intel-
ligence Community and not be dominated by any single agency. Assign-
ments to the Staff should be on a nonrenewable, rotational basis so
that a tenured staff does not develop. During the initial period at
least, the leader of the organization (SA/DCI/C) should be a senior
officer from the production side of the Community.
6. Given the small size of the permanent staff, it should
function very much as a team effort. The responsibilities of the
organization can be divided into four general areas, one of bhich
would be the primary but not necessarily the sole responsibility of
each of the four permanent officers. These areas are:
a. Policies and Procedures
b. Access and Product Standards
C. Co cater and Communications Programs
d. ontrol Projects
The specific activities in each grouping are shown in Tab B.
Staffing Recommendations
7. The Special Assistant to the DCI obviously should be free
to consult with NFIB Principals and to make his own selection of
officers to serve on the permanent staff. For what they are worth,
I would make the following nominations for some of the positions on
the staff. I have not, however, consulted with any of the individuals
named below to determine either their availability or interest in such
an assignment.
8. The SA/DCI for Compartmentation should be a strong and
experienced officer with an ex ellent reputation in the Community.
I believe that meets these requirements very well.
Fred is currentiy ue o 's Requirements and Evaluation Staff.
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STAT
STAT
He has a sound background in intelligence, having served as a career
intelligence officer with the Army, as an Assistant NIO, as a division
chief in the Office of Current Intelligence, and as the head of the
DDI's Center for Policy Support. He is well grounded in the analytical
world and has a good understanding of collection systems. He has
worked closely with the military intelligence community and has very
good relations with NSA.
9. For Policies and Procedures Officer, I recommend STAT
Bob is about to conclude a tour with the Office of the DCI an as you
knew, is the head of the DCI Security component. He has. worked for
many years with the Security Committee and is one of the Community's
best experts on SCI control systems. He was the principal drafter of
ANNEX III of the Working Group report. He is highly motivated toward
the goals of the APEX system and is widely known and respected throughout
the Community.
10. As the Systems Conversion Officer, I put forward two names,
both relatively junior officers but highly skilled in ADP matters.
These are: from DIA and from Information Handling STAT
Staff, R~MiS. Busic chaired the Working Group panel which studied the
conversion problems and, despite the contention about this aspect of
the APEX program, his work was very impressive and highly professional.
He was also one of the leading forces in the development of the 4C
concept. s a young officer working with STAT I and did the principa staff work in the independent assessment requested
by you of the estimates for computer and communications systems conversion.
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APEX CONTROL ORGM ZATION
Responsibilities
1. Overall responsibility for the APEX
security control system and policies.
2. Staff for DCI the reviews and approvals
required for programs contained in the
APEX s stem, including projects approved
STAT for dissemination controls.
3. Oversight of APEX matters in organiza-
tions outside the Intelligence Community
including access certifications, briefings
and indoctrination, and foreign liaison.
Community Action Units
? Community network of APEX
Control Officers
? DCI Security Committee,
COMIREX and SIG]Nr Committee
? Community Senior Intelligence
Officers,
? SAFSS, Navy, NSA
? Special Security Center, Office
of Security, CIA
? DCI Collection Tasking Staff
? CON IBEX and SIGPIT Committee
4. Develop APEX policy and procedural manuals
and coordination of supplementary manuals
or procedures developed by participants
in the APEX system.
S. Develop 4C Control System, the Central
APEX Access Registry, and review and
staffing of APEX access certifications.
? DC I Security, CG4IIREX and
SIGINT Committee
? SAFSS, Navy, NSA
? CIA Office of Security,.
Compartmented Information
Branch, and Office of Data
Processing
? DCI Security Committee
? Senior Intelligence Officers
6. Policy direction and guidance for the
network of APEX Control Officers,
STAT APEX Security Officers and
.Control Officers.
? DCI Security Committee
? CaIIREX
? SIGINT Committee
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APEX CONTROL ORGANIZATION
SA/DCI
FOR
COMPARTMENTATION
Policies & Procedures
- Liaison with DCI
Committees
Security Policy
Manuals
- User Manuals
Deconmpartmentation
and Sanitization
Guidelines
Access and
Product Standards
I
APEX STEERING GROUP
CIA DIA OSD
NSA NRO RMS
SECOM COMIREX
SIGINT Committee
Computer Communications
Systems
ontrol Projects
,- Access CertificationsI
? Operational
Compartments
? Operational
Subcompartments
? Product Compart-
ments
Documentation
Document Control
Procedures
4C Control System
Central Access
Registry
Computer Programs
Communications
Systems
I ? Standards
? Nominations and
Certification
? Control Network
? Annual Review
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ST
ST