ANNEX TO THE REPORT OF THE DI PLANNING AND DEVELOPMENT TASK FORCE 15 MAY 1984

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP86M00886R000700180021-6
• Release Decision: RIPPUB
• Original Classification: S
• Document Page Count: 83
• Document Creation Date: December 22, 2016
• Document Release Date: August 14, 2009
• Sequence Number: 21
• Publication Date: May 15, 1984
• Content Type: REPORT

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Annex t the _eort of the
is Planning D :re opm nt Task Force
15 May 19P,4
COMPENDIUM OF OFFICE SUI '-PIES , -Z-DP APPLIU-TIOt
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Annex to the Report of the
DI Planning and Development Task Force
15 May 1984
COMPENDIUM OF OFFICE SUMMARIES, ADP APPLICATIONS
AND WORKING PAPERS
RECRIFIr
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Annex to the the Report of the
DI Planning and Development Task Force
15 May 1984
This annex provides documentation and additional information
on the findings and recommendations of the Task Force Report. It
is divided into three parts:
o Summaries of Office and staff ADP requirements and
applications as derived from interviews with members 25X1
of the Directorate.
o A Checklist of ADP Applications that were identified
during the interviews.
o Working papers which served to guide questions that were
asked by the Task Force.
Office overviews are listed in alphabetical order by component code.
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OFFICE AND STAFF SUMMARIES
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(Listed in Alphabetical Order by Component Code)
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10 May 1984
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MEMORANDUM FOR THE RECORD
SUBJECT:" Office of African and Latin American Analysis
I met witl _ALA analysts, managers, and ADP support 25X1
specialists between April 17th and April 19th to get their views on
their future computer needs. I was impressed by their keen
interest in the subject and by the amount of thought they had
devoted to it. I was also struck by their concern that we are
falling behind in this area, and that too little is being done in
the Directorate to meet the challenges ahead.
Some analysts, citing difficulties they have encountered with
the present systems, seemed skeptical that we will be able to get
our act together in time. But they were eager to press ahead. One
person commented that we must not make the mistake. of movinq too
slowly, but should take advantage of the momentum that will build
rapidly as more people become familiar with the machines.
In the paragraphs below I have tried to capture the essence of
the meetings I attended, which consisted of sessions with the
Support Staff, political, economic, and military analysts, and SAFE
users.
Sources and Requirements
We are concerned that the increase in intelligence collection
will not be matched by a comparable increase in the number of
people processing it. Ninety percent of the new information will
not be seen. Much of our most important information, moreover,
comes to us only in hard copy. We need to get more such sources
into electronic form so we can merge it with what we get in SAFE.
The CDS system seems to have trouble keeping up with our present,
limited SAFE take, and we worry about its reliability in the
future.
If the information flow increases as predicted, there will be
a pressing need for a computerized monitoring system to help the
PIs avoid missing important developments. We will need better ways
of checking quickly to see whether new information actually
indicates a change. We will need to be sure we have access to all
NPIC reporting through SAFE.
The requirements process right now is so difficult that it is
hard to get requirements out, except when you can take them
directly to the DO. The ITC process has become more cumbersome.
You can't task NSA at all. The system is so politicized as far as
technical collection is concerned that it's doubtful computers can
do much to help.
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particularly helpful.
An ability to participate in the requirements process from the
analyst's terminal would be helpful in many ways, but we would not
want to lose direct contact with the collectors.
-- Such as system might allow us to revise requirements on-
line as new situations arise, and to keep track of
requirements that have already been levied. A computerized
requirements channel to DO desks would be 25X1
-- We would hope the system could be linked more directly to
the collectors
-- Ideally, a computerized requirements system would allow
analysts to find out quickly what requirements have been
levied on a given subject, and the status of their own
requirements. It might also include notices of
intelligence potential issued by collectors.
Databases
We are confident that demand for information from outside
databases will increase. It is hard, however, for most analysts to
know what external databases have information of interest to
them. Maybe we should have a database on databases. Another major
difficulty is the diversity of protocols and languages required to
work with the many different databases from which analysts could
obtain valuable information. Perhaps an artificial intelligence
system could be devised to make this easier.
other US Government data, such as at Treasury and Commerce.
Better access to OB databases is a must. DIA's hard-copy OB
publications are too far out of date to use. The best way to get
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Something like might help, 25X1
but access will pro a y remain too difficult or time-consuming for
many analysts. It would be helpful to have more direct access to
NEXIS, DIALOG, and the New York Times databases.
If we could easily access these databases and pull them into
our own file environment we could create databases that would
relate more closely to our needs and be more accurate. We would
like to be able to compare data from different databases to
identify discrepancies and determine what figures are likely to be
most accurate. We need formats within VM that would make this
easier. Multiple-window terminals would facilitate data 25X1
comparisons. We would also like easier and more direct access to
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This requirement is particularly urgent in areas where we have
too few analysts to build their own OB files. South America
Division, for example, has only Where 25X1
manpower does permit, it is preferable to store the data in ways
that allow us to update it. Our approach to analyzing OB differs
-- Ideally, an OB database would be linked to a graphics
package that would show unit, installation, and equipment
locations.
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Whether more analysts will take the trouble
to
set up and
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maintain their own databases will depend on how
do. Some have tried, but have become frustrated
easy
by
this is to
the
complexities. We need much more training and hand-holding.
Word Processing
The availability of improved word processing capabilities to a
much larger number of people is one of our most pressing needs. We
have a number of word processing options in VM, none of which are
as good as some of the commercially available products used with
PCs. Internetted PCs would provide a more flexible word-processing
situation.
-- Lack of compatibility among word processors is a major
problem. We sometimes find ourselves working on joint
projects with other offices where different systems are in
use.
We could make better use of what we have if the system allowed
us to process our drafts and send them to CPAS electronically. As
it is, we have to transcribe our current intelligence items on the
NBI and send a paper copy upstairs. Longer papers are also sent to
CPAS on paper, even though the graphics are transmitted through
VM. The amount of time spent processing typescripts is incredible.
An editing system should be developed that would simulate
editorial markings, so the author would have no difficulty
identifying proposed changes in his text. In many cases this would
eliminate the need to print a draft before editing it. We should
also be able to coordinate papers electronically--including with
the DO.
Analytical Tools
ALA is looking into the possibility of using PCs to enhance
its ADP capabilities more quickly. There is a large, pent-up
demand for simple applications software that would allow us to do
our calculations and assessments more quickly. A lot of
commercially available software for economic research--database
management, spreadsheets, etc.--could be used right now. Somebody
should also look into what might be available for political and
military analysts. ALA has a contract proposal pending for outside
advice on applications.
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-- Computer modeling has been done for years using contractors
and batch processing. With terminals and the right
software we could run our own simulations. To do so,
however, we will have to be able to develop better
"measures of effectiveness."
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Training, which is not adequate now, will become even more
important as additional analysts get terminals. Most analysts are
not qualified to use the programs already available. There is too
much divergence between computer professionals and analysts. This
gap must be bridged and the systems made more responsive to
analytical requirements. Because of manpower and facilities
constraints, the DI should develop interactive, computerized
training programs that would allow analysts to proceed at their own
pace and without leaving their desks. We should make use of those
in our branches who are proficient in using computers to train
those who are not.
Even with better training, analysts are still going to need
in-house assistance such as that provided by ALA's Support Staff.
Those giving technical assistance must be both ADP-qualified and
either have experience as analysts or a thorough understanding of
what analysts do. In database work they need to know enough about
substance to recognize whether the output makes sense.
Terminals with multiple window and graphics capabilities would
be useful throughout the entire process, from the sorting and
reading of incoming mail through the final stages of production.
Color graphics and a map display capability would allow kinds
of analysis that are difficult with present equipment. in a crisis 25X1
situation a multicolor display would allow the o see
changes over time. By plotting data available and using
different colored overlays to represent different time periods, for
example, we could monitor unit movements. Similar techniques can
be used to follow ship movements.
Hard-copy documents, which we use extensively, pose a special 25X1
problem. Lengthy attachments to DO reports, for example, are often
not included in the version of the report that reaches us. We have
to request them. It would be much easier if we could review images
of them on our terminals first. Ideally, these images should be
convertible to characters so we could do calculations and merge
data with our other files.
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A system of compartmentation should be developed if that is
what is required to make our SAFE take more comprehensive. SAFE
should, for example, include all DO reporting.
Better reliability is essential. We cannot afford to go into
a paperless environment with downtime like we are now experiencing
in SAFE.- There must be enough redundancy to eliminate this
problem, at least in crisis situations. We need 100% reliability;
95% is not good enough.
Production and Dissemination
As mentioned above, the entire production process from the
initial draft to the print shop should be electronic. If this were
the case, a fringe benefit would be easier and more accurate
production reporting. The desired information could be extracted
at the time documents were sent electronically to CPAS. Only a few
entries, such as hours spent, would be required to supplement the
information normally provided when documents are sent forward.
In the long run, we think many of our products will be
disseminated electronically. Perhaps the DESIST system could be
expanded and used for other dissemination. Computerized
dissemination might also prompt more feedback from the customer.
There are obviously security problems to overcome. What we need is
a user-friendly Office of Security.
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29 May 1984
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MEMORANDUM FOR THE RECORD
SUBJECT: CPAS Overview
CPAS has two principal functions: current intelligence
support and publications support. Current support includes
managing a host of functions associated with the Operations
Center, responsibility for the President's Daily Brief (PDB),
briefing policymakers on the PDB and production of the National
Intelligence Daily (NID). Publications support involves
preparing text for printing and providing a wide range of
graphic, video and presentational support for all finished
intelligence.
The Operations Center
The Operations Center carries out many of the functions of
the DI during non-business hours--about 60 percent of the hours
in a week. During normal business hours the Operations Center is
responsible for identifying cables relevant to the day's NID and
PDB publications. Watch officers must know articles that are to
be published in these rports and alert editors and analysts in
the offices of any changes.
The Operations Center has also provided day-to-day support
to the DCI. This is less the case today, but the Center still
has responsibility for tracking all movements of the DCI and for
alerting him whenever an important development occurs.
The Alerting Function
The primary function of the Operations Center is to alert 25X1
policymakers and Agency mana ement of time-urgent events. Center
Watch Officers scan electrical cables and wire service
reports per day as t of this mission. Although the Agency
receives per day, the Center uses a profile in the 25X1
Cable Di semina ion System to weed out technical and operational
traffic (some DO traffic is reviewed separately). If a crisis
develops, the Operations Center will alert the DCI, Deputy
Directors and substantive analysts. Alerting lists vary
according to the substantive problem and region of the world.
Problems sometime occur in trying to reach people at home--they
are out of the house or no one answers. The Operations Center
could use an alert list of phone numbers coupled to an automated
dialing system. If no answer occurred, the electronic system
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t
could continue to dial until an answer was received and an
electronic message could then be relayed. Another problem is the
absence of secure telephone lines to homes of most Agency
employees. The Operations Center must talk around the
substantive problem to alert substantive analysts.
Database Requirements
Among the database requirements and candidates for the
Operations Center, the most important is a file of CIA finished
products. The Operations Center often receives time-urgent
requests from the White House Situation Room for a copy of a
report. In one case, Office directors were called in to search
their safes and office files for hard copies of finished
publications in support of the Vice President's trip to China.
At a minimum. direct access would be useful. A database
F E=
would also be helpful. The most common
in ot queries to which the Operations Center must res
o
d
p
n
are
requests for At present, the Operations Center
must relay sdcn a request o the OCR duty officer. The OCR duty
officer then calls the officer in substantive
responsibility for During non-business
hours, the officer would travel to Headquarters, access the
vault, pull the file and provide it to the Operations Center.
This process typically takes two to three hours. A more timely
retrieval system would be useful. A third source of desired
information (which could be satisfied via SAFE) are recent cables
disseminated over the last 90 to 120 days.
Inter-Directorate Relations
Each Directorate maintains an operation center of one type
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The DS&T maintains an operations center
relationship between the DI Operations Center and the DS&T
center.
The FBIS Wire Room acts as an operations center for that
office. It maintains a direct phone line to the DI Operations
Center and contacts take place on a regular basis. FBIS will
alert the Operations Center of an incoming broadcast on, say, a
major leadership speech prior to putting it out on the FBIS
wire. Only about 10 percent of the material received by FBIS
actually is disseminated via the FBIS wire service. All of the
FBIS incoming material is disseminated on SAFE, however. For
this reason SAFE would be of extraordinary value to the
Operations Center if it could be received on a timely (5 minute)
basis.
In the DDA, the Office of Communications is building an
operations center
on the firgt flnnr-
~There is no established relationship between this
facility and the Operations Center in the DI because the OC
facility is not yet in operation.
Current Intelligence Highlights
The Current Intelligence Highlights (CIH) is published by
the Operations Center at 0600 hours, 1200 and 1700 hours. There
are about 100 customers inside the building (including morning
briefers) for the morning edition and about 20 customers for each
of the later editions. The CIH contains "lower threshold" cables
not referenced in the NID or PDB. PDB and NID briefers review
these to update their presentations to policymakers. The CIH
also flags to DI management articles of interest. The DDI reads
the CIH and circles those items which should be addressed in the
next day's PDB or NID.
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Modernization of the Operations Center
Renovation plans imply a functional change in the
relationship between the Operations Center on the seventh floor
and the Crisis Management Facility on the sixth floor. Under the
current plan, the Operations Center will have the responsibility
not only-for alerting but also for supporting crises through
conferencing facilities in adjacent rooms. These facilities will
be part of the White House MEDUSA system, which will support full.
video TV conferencing as well as secure access to data, voice and
graphic material. Renovation plans also call for a special
console from which displays of TV news, FBIS reporting and other
video information can be controlled for display on large screens
in front of the Watch Officers.
MEDUSA will connect all intelligence agencies with the NSC
Crisis Management Facility located in the Executive Office
Building. The system will use fiber optics to support six
channels of information. Cryptographic equipment will be used to
ensure security between nodes. While the White House will
support the external communications lines, it is up to individual
agencies to install equipment for its own conferencing facility.
The cost for the MEDUSA equipment amounts to about
dollars in FY84. In addition, CPAS has set asi e
to upgrade hardware and software in the Operations Center
and some for rebuilding the Operations Center.
Funding for MEDUSA will be provided by the Agency rather than the
DI. IOC is estimated to be October 1985, but this date is
slipping. Equipment is scheduled to arrive in March 1985.
MEDUSA contracts will be signed this year and the chances are
good that the system will be fully implemented.
If MEDUSA is implemented, it will mean a major shift in the
procedures of the Operations Center. At this time NIDs are
electronically disseminated to the NSC Crisis Management Facility
(CMF) via the White House Situation Room. Many other kinds of
information could be transmitted via the MEDUSA system,
however. How this will be done remains to be determined. The
potential exists, however, for substantial information to be
passed in graphic/video as well as in digital/textual form. In
effect, MEDUSA could act as a "substantive switch" to pass
information from the DI to the White House as well as to other
agencies.
Security implications for MEDUSA are complex. To pass the
current cable NID to the Crisis Management Facility requires
several steps: the electronic version is printed in hardcopy by
CPAS, then passed to the Cable Secretariat via mailing tube. The
Cable Secretariat then scans the hard copy with an optical
character reader and electronically transmits it to the CMF.
Dropping the electronic version to a hard copy is necessary to
ensure that written authorizations for release are available to
the Cable Secretariat.
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The NID and PDB
Tasking of articles for the PDB and NID is handled in a
variety of ways. Each Monday Offices submit candidate articles
for the PDB to the PDB staff. The staff consolidates this list,
and the DDI and Office Directors review the list at the Tuesday
morning staff meeting. Based on their reaction to candidate
articles, the PDB staff lays out a publication list for the
remainder of the week. Subjects that have already been addressed
the asis for requesting articles.
Production of the PDB and NID involves a complex series of
inter-related activities. At 0915 the CPAS Review Panel, chaired
by the Chief of the PDB Staff, receives debriefings from officers
who have returned from their morning briefings of senior
policymakers. At 1000 individual offices hold production
meetings at which they discuss possible candidate articles for
the NID and PDB. Occasionally, CPAS will send representatives to
these meetings and raise subjects of interest to the PDB staff.
At 1030 the CPAS Current Production Group holds a meeting to
identify articles for the NID and PDB. Office production
officers may have draft articles ready for submission at the 1030
meeting. Other articles arrive between one and five in the
afternoon. Representatives from Cartographics group attend the
meeting to be alerted to graphics, maps or charts that will be
required.
While these meetings are under way, analysts are already
drafting candidate articles. They coordinate their articles
within the branches, xerox 10 or 12 copies and distribute these
within the building by hand and to external agencies via
Washfax. Analysts also advise Carto ra hics of any mar) nr 25X1
graphic material that is needed. Coordination is 25X1
nedriy aneous: the Office Director, as well as substantive
analysts in the DI, DO and at DIA land State coordinate and 25X1
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,rne euurrent intelligence Highlights can also be used as
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review at about the same time. While all this is going on, the
NID and PDB editors are modifying the piece. A coordinated paper
is turned in by 1700 hours to the editors for further work.
All the articles which are submitted for the PDB and NID are
edited down to a very short length. This does not mean that the
PDB and NID staffs want analysts to submit short articles. The
staff finds the details that are provided in longer articles help
them edit the papers in a more meaningful way. This context is
also useful for morning briefers who must be in a position to
answer questions posed by policymakers on PDB articles. Face-to-
face contact between the analyst and PDB staff is another
mechanism for gaining perspective on an article. The staff is
able to pose a wide range of questions to the substantive analyst
in order to gain additional background. The NID staff does not
require this same level of contact because no personal deliveries
or briefings of the NID are made. NID articles are also somewhat
longer because each article must stand by itself.
During the day the Operations Center is responsible for
identifying cables relevant to the day's NID and PDB
publications. Watch Officers must know the topics. of articles
that are to be published in these reports and alert editors to
any changes that have occurred. The PDB staff could use more
timely access to cable traffic reviewed by the Operations
Center. Indeed, it would like to get this material as quickly as
the Operations Center.
The CPAS Review Panel selects most PDB articles from the
NID. While the NID is fully coordinated, the PDB is not.
Occasionally, disagreements with other agencies are noted in the
PDB. The CPAS Panel reviews the PDB and NID between 1700 and
1830. Articles are then forwarded to the ADDI (for the NID) and
to the DDI (for the PDB) for review. The DDI sometimes meets
with the CPAS Panel for major changes or comments.
Articles are keyed into a Mini-Edit workstation. The Mini-
Edit workstation is a stand-alone workstation which is owned by
the Office of Logistics and located in the CPAS production
area. As the CPAS Panel makes changes to draft articles, a
secretary immediately keys in changes. Sometimes a member of the
Panel reviews the draft at the Mini-Edit terminal and makes
changes directly. There are four terminals in the production
area. When all changes have been made, the articles are
transferred from the Mini-Edit terminal to the Office of
Logistic's ETECS composing system via a telphone modem. The
formal publication process can then begin. The text is reviewed
in detail, graphics are made up and drafts are passed to
journeymen composers by about 2300 hours. Changes are still
possible after the articles go to composing, but these changes
are limited to a few word or sentence changes. Paragraph changes
can cause delays because of the need to recompose a page. The
publications are ready for printing by 0200 hours (for the NID)
and 0400 hours (for the PDB). About 90 minutes are required for
printing. The publications must be ready for delivery by 0600
hours.
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Archiving the NID and PDB
The PDB is archived on the Mini-Edit system. CPAS has
obtained from OL an 80 Megabyte disk pack for storing one year's
worth of PDB articles. The articles are organized on a regional
basis. This enables the PDB staff to determine what was
published on a particular country yesterday, last week or last
year. The Mini-Edit system is not an archive system, however,
and breaking up the PDB into a country-by-country file takes some
time. For this reason, CPAS does not archive the NIT). Agencies
that receive the NID have archived this periodical, however.
SAC, for example, has a 10-year history of NID articles in a
computer file.
The CPAS Publications Group*
The philosophy of the CPAS Publications Group is to ensure
that publications are clear and readable and that they possess a
corporate image of accuracy and quality. The present publication
system in use in CPAS is supported by systems developed for the
graphic arts industry. This industry has placed great stress on
high quality products. It has been conservative, however, in
terms of developing integrated systems that can connect with the
drafting and review process. In contrast, the typescript memo
production process has typically been supported by computer and
word processing companies which have not had a background in
graphic arts. This is a much more dynamic area but has not
achieved the quality standards of the graphic arts industry.
Publications Center
About 98% of all drafts coming into the Publications Center
arrive on NBI disks (see chart). The only exceptions are from
OSWR, which uses Script. One branch in OGI uses EZPUB to format
its finished drafts. It would be preferable if all offices would
provide drafts to the Publication Center via VM (either in Script
or EZPUB). When an NBI disk arrives, the draft is first reviewed
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Chart
MODERNIZATION OF PUBLICATIONS PROCESS IN CPAS
(Items and numbers in parentheses are proposed improvements)
t
Workdays Text Process Graphics Process
T From VM/Script From VM/Tellagraf
or paper or paper
I I
VM or NBI Disk Systems Center
Office editing
I
Publications Center Cartography Center
Publication processing and/or Design Center
--------(text)-------->
(new composition system)
ETECS
5(2) Composition )-(interface)-ICADDS
I I
I
APS-5 (text printer, or IGI/SCITEX plotters
T esetting page make-up system
in long term)
Galleys (text and graphics
I merged)
Page Make-up I
I I
Page-Proofs I
Analyst Review
V
I
Printing Plant
(interface)--
Laser Plate-maker
DYLUX Copy
Text and graphics
merged and reviewed
10(3) - Total
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by Publication Center editors. The editors look for style,
spelling and punctuation problems. Most of the editing is for
the sake of clarity. Only about 5% of the changes are
substantive.
The Publications Center uses the Electronic Text Editing
Composition System (ETECS). ETECS is a file management and
composing system manufactured by the Atex Corporation. Atex is
owned by Kodak and is considered to be the "IBM" of automated
publishing. ETECS has the capability to produce multi-column
text in a variety of fonts with proportional spacing.
Proportional spacing is used in tables to compress a large amount
of data into a very small area. At present no computer-based
system approaches ETECS in terms of composition quality.
The draft on the NBI disk is passed to ETECS via VM from a
special communicating NBI. Once the draft arrives in ETECS, it
is there to stay. There is no convenient mechanism for
retrieving text from ETECS and sending it back to the VM
system. This is because of the proprietary nature of the
software used in ETECS and the complex nature of the page-layout
commands that are added to the draft in ETECS.
Editorial changes in the draft are keyed into ETECS by
clericals using Mini-Edit or Atex-8000 terminals. Galleys are
created by journeymen composers. The galleys are printed by a
photographic process using the APS-5 film developer located on
the ground floor in the Office of Logistics. The galley is
electronically transferred by the composers from ETECS to the
APS-5 via a function key on the Atex-8000 terminal. The product
of the APS-5 is a high quality galley print which is tubed back
to the Publications Center for page make-up.
Page make-up can be done on the Atex-8000 terminal or
manually, where pieces of the galley are stripped onto plastic
sheets, with appropriate spaces for graphics. This involves
adding page numbers, classification headers and footers and so
forth. While the automatic composing process on the Atex-8000
terminal can be faster, it does not easily permit ad hoc changes.
Once page make-up is complete, a Xerox copy is made for
proofing. Page proofs frequently lack the graphs and charts that
would accompany the text, however. This is because graphs and
charts generally cannot be created as soon as the page proofs can
be composed. As a result, analysts review drafts at the page
proof stage without seeing how graphs would look in context.
Final changes are made after the page proofs have been
reviewed and the page proofs and graphics are then sent to the
printing plant where they are physically merged and
photographed. DYLUX copies are made prior to the actual printing
process. The DYLUX stage is the last stage prior to actual
printing.
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The Publications Center can produce a finished publication
in an average of ten working days from the time an NBI disk
arrives to the time a finished publication is printed and ready
for dissemination. For some publications, such as the IEEW, the
average time is five working days. About four and one-half days
of the ten-day average process time is spent at the printing
plant. Of this amount, about one day is used to create the DYLIJX
copy, one day is required by the DI analyst to proof the copy and
two days are required to print it.
Modernization of the Publications Process
The Publications Center would like to reduce total processing
time from an average of 10 days to three days minimum. It could do
this by going to a faster page make-up system that would eliminate
the manual merger of text and graphics and the DYLUX step. One
solution that is being considered is the use of Cartography's
ICADDS graphics terminal to merge and display text and graphics in
softcopy form. The combined text and graphic softcopy page could
be transferred to hardcopy via some high quality output device.
Analysts could then review the text and graphics in context and the
final approved version could be sent electronically to the printing
plant in one step. At the printing plant the digital stream could
be directly transferred to a laser platemaker.
At the present time two different types of output devices
could be used to transfer the softcopy image from the ICADDS
terminal to hardcopy: the IGI high-speed plotter for high quality
line work and textual material; the Scitex laser/raster plotter for
high quality half-tone color products. While either plotter is
suitable for creating text, both would be very slow if many pages
were required.* A possible solution would be to print only those
pages of text which contain graphics and use a high speed laser
printer or OL's APS-5 printer for pages that only contain text. An
interface between ICADDS and the laser printer or the APS-5 would
be necessary for this concept to work.
To carry out these plans, CPAS must build interfaces between
its graphics equipment and systems run by the Office of
Logistics. An interface already exists between the CPAS IGI
plotter and the CPAS Scitex plotter. It is a neutral language
interface that could serve as a standard interface for other
equipment or systems, such as between the ICADD system and OL's
laser platemaker. CPAS must also acquire a suitable word
processor/composition software system to run on the Interqraph
system. In the long term, CPAS would like to move toward an
automated page make-up system that integrates text and graphics.
*The Scitex Super-scanner can scan any hardcopy image at resolutions
of one mil, two mils, four mils or eight mils. (One mil equals one
one-thousandth of an inch.) A 30 x 40 inch image could be scanned to
a resolution of four mils in about one hour.
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An interface between the ICADDS terminal and the
Genigraphics system would also be desirable. This interface
would make it possible to use the film recorder of the
Genigraphics device to produce charts and viewgraphs that are
viewed and produced on ICADDS.
Video Production in the Carto ra hics Group
The TV Center in the Cartoctraphics Group has recently been
1
tape) facility has been established on the first floor to support
a wide variety of production. No live TV studio is available but
narration and graphics can be filmed at the Center. CPAS is
responsible for production of videos while OCR is responsible for
recording TV off the air and for monitoring and collecting
special television broadcasts. OCR controls the satellite dish
in the North parking lot. The Agency is apparently precluded
from monitoring broadcasts for which we do not pay. This limits
the kind of information which can be received via the dish. CPAS
would like a wide range of programs piped into its TV Center,
however, to support its alerting and DI support functions.
In addition to the video capabilities in CPAS and OCR, the
Office of Logistics is responsible for duplication of tapes and
also has a video taping capability (3/4-inch). The Office of
Training and Education in the DDA also has responsibilities for
taping training courses and has its own video facility (3/4-
inch). Finally, FBIS plans to collect TV programs broadcast
overseas for translation and dissemination.
There apparently is great potential for video to cony
intelli ence information
If an analyst desires to produce a video, he first
approaches CPAS with a conceptual approach. CPAS helps the
analyst outline a script, giving due consideration for the
audience. CPAS may send an individual to collect footage from
the Visnews archives or may turn to the considerable holdings of
OCR tapes. This service provides news footage to a number of
networks and is reasonably cheap service to use. A third source
of information is Vanderbilt University which maint-ainc n
The current video production system could be aided
considerably by a broader understanding of the potential of video
productions within the DI and by a greater awareness of the
material that could be used in video productions. To solve this
problem may require changes in the process by which textual
summaries of available video footage is provided to analysts. At
the present time computer printouts of news gists are provided by
OCR to the regional offices. Unless analysts specify otherwise,
some of this material is automatically erased. This is not due
to storage constraints but to judgments about the news worthiness
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of the item. Frequently analysts do not have a particular use in
mind for news gists when they cross their desks. As issues
develop, however, analysts may wish to refer back to these
gists.
Other Comments
The DDI will need a central maintenance point for the
growing amount of electronic equipment in CPAS.
The current Washfax system appears to be functioning well
and within its intended capacity. The need for a two-tier
transmission system may surface soon, however. Such a system
will ensure that longer publications are made available or can be
transmitted via the system in addition to shorter, time-urgent
memos in support of NID and PDBs.
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23 May 1984
MEMORANDUM FOR THE RECORD
SUBJECT: Modernization Views of Collection Requirements
and Evaluation Staff (CRES) Personnel
Mission
The Collection Requirements and Evaluation Staff (CRES)
comprises six groups and the Imagery Tasking Center which is a
subcomponent of the Imagery Group. The groups are the Imagery
Group, the SIGINT Group, the Requirements and Services Group, the
Advanced Systems Planning Group, the SEEK Analysis Group, and the
Foreign Intelligence Capabilities Group. As a staff element of the
Office of the Deputy Director for Intelligence, CRES has a mixed bag
of responsibilities. Its major responsibilities are (1) to assist
the production offices in developing intelligence. information
requirements and collection guidance and to evaluate collection
response to these requirements, (2) to evaluate the utility of
present and proposed major collection systems and programs, (3) to 25X1
develo
p, represent, and support CIA positions on the various
collection committees and (4) to represent the DDI on collecti
Collection Management
CRES is the DDI's principal collection requirements agent and
represents the DDI and CIA in the Community on most collection
matters. This is a highly competitive arena, requiring an
aggressive, continuing effort to insure that our collection ne d
e
s
are met satisfactorily. In addition, the collection environment has
become even more competitive recently with increased emphasis in the
Community on tactical uses of overhead national assets, especially 25X1
imagery assets. CRES expends a great deal of effort in monitoring
new technology in the Community and in developing advanced
collection and exploitation requirements.
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The scheduled
improvements in collection capabilities, and in collection
management in the Community, will make the preparation and
submission of requirements a more complex and time-sensitive
process. To meet such needs, CRES is planning to build a multi-
source, automated management system and requirements database for
use by tasking officers and analysts. Data available at various
points in the Community will be brought into CRES and processed to
provide timely requirements feedback to analysts and information on
collection opportunities. This also will serve to involve analysts
more directly in collection and tend to centralize collection
matters at a single point of contact, simplifying the requirements
process for analysts. While interactive, synergistic use of assets
is realistically not obtainable any time in the foreseeable future
in the Community, it is attainable at the Agency level where precise
objectives can be formulated and the Community mechanisms pulsed in
the most organized, effective manner possible by highly trained,
experienced, and knowledgeable tasking officers.
Databases
CRES maintains several databases, the NEDS, REQUINT. and some
administrative databases It uses a nu of ni-har 25X1
databases such as CAMS
R sees a future 25X1
neea r re a ive y small, specialized databases; for example,
databases of group files, committee minutes, 25X1
control of access to special material, administrative
matters, etc. Its FICG also has a current need for SAFE access. 25X1
The largest, most complex CRES database probably will he that
supporting an improved DI requirements management system. An
optical character reader will be needed to input certain hardcopy
material into group project files.
Communications
CRES functions could be facilitated significantly by easy
access to certain Community databases, although in general the
timelines are not urgent. CRES management feels that the Staff will
make rather extensive use of VM and AIM as soon as the terminals are
available; limited use is now made of these capabilities. The view
was expressed that most of the paperwork now associated with
requirements should be automated, so the need for paper would almost
disappear. Electronic coordination of drafts also would
significantly benefit CRES. A great deal of draft coordination is
often necessary on such issues as foreign disclosure, risk
assessment, counterintelligence appraisal, development of DI-wide
and Agency-wide positions on Community matters, etc.
Word Processors
Currently, the majority of CRES uses NBIs. CRES management
feels that interconnected word processing capability would enhance
Staff productivity, speed up operations, and be embraced
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Analytic and Methodological Support
FICG is a research production organization and is interested,
therefore, in development of methodologies that would afford better
understanding of Soviet capabilities and of potential Soviet
reaction-to US initiatives. ASPG and SG are in the business of
analyzing and describing the utility of current and future
collection systems and system mixes. While some contractual effort
is going on in this area, the problem is difficult. Additional work
will be required before totally acceptable data will be produced on
which to base DI positions on collection system use and
development. There also are certain methodological "packages" that
will need to be imbedded in the proposed requirements management and
tasking system to aid in target selection and evaluation of
collection results.
Presentation and Dissemination
FICG research products would benefit from the same improved
production and dissemination capabilities that the Offices have
identified to meet their needs. Electronic coordination and
dissemination of DI and CIA position papers, responses to committee
business, and documents requiring official coordination would be
valuable. In this regard, "electronic signature", mentioned
elsewhere in the Modernization Program documentation, would be
needed.
Management Support
CRES does have a need for feedback on various aspects of the
requirements processes to judge such things as effectiveness of
sources, status of collection satisfaction, collection shortfalls
and gaps, etc., so that it can take corrective action or, perhaps,
obtain better information for analysts. This feedback should, of
course, pose as minor a burden as possible on analysts if the
necessary information cannot be gleaned from routine data flows
(e.g., CAMS data). Availability on terminals of certain other
routine management data, such as the personnel data, would be
helpful.
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3 May 1984
MEMORANDUM FOR THE RECORD
SUBJECT: Views on DI ADP Modernization by the Office of European
Analysis and the Office of East Asian Analysis
PURPOSE OF SURVEY
The purpose of this survey was to determine the functional
duties of the DI analyst now and anticipated that can be made more
efficient with ADP support.
PARTICIPANTS
During a two-week period, I talked with=persons in 13
interviews that covered all divisions and staffs of EURA and
OEA. The interviewees included division and branch management,
analysts from all disciplines, production officers and
secretaries.
ISSUES
I. MANAGING REQUIREMENTS
A. Problem
The primary sources of information for ORA and VTTPA
e current tasking method is characterized 25X1
as being very cumbersome, non-responsive and similar to dealing
with a black box. It is difficult to determine what
requirements exist for a target or to quickly task
collection.
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B. Proposed Solutions
1. Data Bank of Requirements: The analysts believe a data
bank of all requirements should be established and searchable
by collector, target, subject and system. Perhaps some
indication of the response to each requirement should be
included.
Benefit: Such a data bank would allow the analyst to
quickly review requirements that exist on any given subject
or target; it would allow requirements to be updated
regularly and help focus specific targets on most productive
sources. A data bank would also allow the collectors quick
review of all requirements, updates and refinements
regularly on any subject.
2. Direct Communication with the collectors: The analyst
would like to have more direct, secure communications with the
collectors. This could
does not have to be available at every analyst's 1- rminal.
with the new computer link via satellite that is being
installed or by a better secure voice connection. The link
Benefits: The analyst could benefit in several ways: he
would be better able to formulate requirements quickly and
to elaborate on existing requirements; he could get
tollowing meetings or other developments yand lreceive direct
responses--much the same as State and Treasury dnacF
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e ec , it would create a much closer working relationshir)
between the collector and the anal
II. ACCESS TO OVERT FOREIGN SOURCES 25X1
A. Problem
The Agency has hardly moved beyond the capability to
service the requirements as they were established in the
1950s. Most of the unclassified foreign information collected
is by acquisition of written material, through FBIS collection
and translation, or periodicals according to some vague
understanding of what the analyst needs. The resources are
wholly inadequate for the analyst that must know and evaluate
developments in near-real time.
B. Proposed Solution
1. Direct TV and Shortwave radio reception: During fast
breaking situations the analyst should be able to tune into
foreign TV and radio coverage. He should have the capability
to receive and record on a regular basis TV news and political
debate shows.
Benefits: Actually watching the TV coverage is
significantly preferable to reading a transcript of
broadcasts. The analyst can better evaluate strengths and
weaknesses of political candidates, measure the power of
demonstrations and sense the mood of the people during
special developments with voice and visual aids rather than
be limited to the written word.
2. Direct Access to Foreign Databases and News Services:
Europe is awash with computer searchable and accessible data
banks of all types, including economic and oolitical data_
All e analysts want the capability
to access these sources from their workstations.
Benefits: Other specialized services would give the analyst
a much wider access to text searchable data, specialized
economic data and lists of bibliographies, access to foreign
data bases, particularly specialized ones should offer a
much broader array of information to the analyst and in a
much more useable form.
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III. PROCESSING AND ANALYSIS
A. Problem
The Agency computer system--VM--is characterized as a very
powerful tool, it is just not useable by most mortals. The
computer manuals are incomprehensible and far too complicated
for most people to take the time to learn. An example is the
four-inch thick manual for TELLAGRAF. Very few analysts can
use it or are willing to learn to use it. There are no guides
to what the computer can do for the analyst, much less an easy
users guide. Databases have no common language; methodological
packages are available by word-of-mouth. If the analyst that
constructed the database dies, the database is sure to shortly
follow. In short, the system is for computer experts, not
analysts.
B. Proposed Solutions
1. Personal Computers connected with VM: The current system
which operates with Delta Data terminals and a single mainframe
computer center is too inflexible to satisfy the current
analytic needs or to allow the analyst to keep up with state-
of-the-art technological developments of analytic tools. The
commercial software market is passing by the Agency. ODP
should either allow the use of a number of commercially
available PCs or make the mainframe accept various PC
languages. Only in that way can the analyst tailor his support
capabilities to his specific needs and do it with considerable
ease. The PCs should also be detachable from the workstation
and be transferable at a central depot in the Agency for those
who want to switch capabilities or who change locations.
2. Simplified Software Packages: Software available with PCs
will satisfy some of the needs for being able to do graphics in
color and to conduct spreadsheet analysis. Other
simplifications are necessary, however, to make the computer a
tool rather than a chore. Some capabilities emphasized are:
o A map library that an analyst can draw up and annotate
for analytical uses. This would be particularly useful
when following military developments.
o Common languages to access all data banks and
methodological packages in the system. This language
should be easily used and compatible with a common
language developed for external data banks. (This
software capability is beyond the current state-of-the-
art; it is being worked by commercial interest, however,
and rather than develop our own, we should wait until a
language is commercially available to assure that it is
compatible with outside languages).
o An index of all data banks and methodological packages in
the computer should be developed along with a very simple
menu for accessing and using the packages.
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3. Word Processors: No one is satisfied with the word
processing capabilities. The most frequent request is to have
a system built into the computer that is as simple as the NBI;
there should be only one system, not several, so everyone
including the secretaries are working with the same WP.
Alternatively, at least an interface language should be built
that will convert any WP program to any other program. Another
suggestion is that the DI style manual be built into the
computer WP to function much the same as the current misspelled
words program works.
4. Training: A completely self-taught computer/TV program for
all computer systems, methodological packages, common data
bases, typing, WP, etc. should be developed. It should be
computer-based and very easy to learn.
A workstation should be of modular design so a terminal can
be plugged in and removed for repair or adapted to a different
use. The computer should be a PC coupled with the VM. The PC is
necessary to reduce the load on the mainframe and to give the
analyst confidence that a computer capability is there when he
needs it. If not, he will continue to maintain hardcopy files of
important papers and will need a stand-alone WP for emergencies.
There should only be one terminal at the desk; all functions
should be done from this terminal including--and especially--
accessing external data banks as well as the VM system. The
workstation should have a TV capability, ideally as part of the
computer screen. It should have a split-screen capability for
taking notes, writing while reviewing a document and for editing
or reviewing production. Each branch should have quality
printers, including a printing capability for color graphics. In
order to save space and to allow quicker, more efficient telephone
dialing, the phone should be a part of the computer with a
preselected dialing capability. The terminal should be capable of
interfacing and communicating with other Agencies' data banks.
The PC should have hard disk storage for the construction of an
analyst's own files, independent of the VM. It should have a
light pencil--or mouse--for editing and notetaking.
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9 May 1984
MEMORANDUM FOR THE RECORD
1
SUBJECT: Office of Near Eastern and South Asian Analysis
Views on ADP Modernization
Between 10 and 16 April I interviewed rou s of SA
secretaries, IAs analysts, and m The with 25X1
whom I talked ons i u e a crossection
of NESA personnel. They were grouped to represent interests common
to all NESA components, as well as those more particularly relevant
to political, economic, and military analysis and crisis support.
In addition to the specific subjects discussed below, several
themes seemed to recur throughout the interviews:
-- A positive view of ADP potential, but frustration with the
slow pace of its introduction, with the complexity of the
systems that are available, and with the impenetrable jargon
in which most instruction manuals are written.
-- A concern that we are at the mercy of remote staffs whose
priorities differ from our own.
-- A conviction that life would be a lot easier with better
training and training aids, and with more specialists within
the office who could help set up ADP programs, troubleshoot,
and provide on-the-job training.
The sections that follow reflect the views of those
interviewed as they considered specific elements of the analytical
and production process.
Sources and Requirements
NESA uses virtually the whole range of intelligence and open
sources--with the mix varying a bit from one region or discipline
to another. A common characteristic is that we never have enough
reliable information. Economists, for example, cannot use official
statistics from most NESA countries without major allowances for
deliberate distortions and plain incompetence. Media sources tend
to be too controlled or too irresponsible. Human sources lie.
The quality of information is not likely to improve even with
geometric increases in volume. The general expectation, in fact,
is that such an explosion will make it harder to find the
nuggets. A priority NESA requirement will be to find better ways
to pre-sort, index, file, and retrieve relevant materials.
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NESA analysts tend to take their requirements directly to the
collecting organizations if possible, because they find the
Databases
NESA analysts have not made extensive use of external
databases, other than those we are able to search with the help of
library personnel. Some would like to make greater use of these
resources, but know little about what is available or how to get at
it. Being able to do text searches of the New York Times from our
work stations would be highly useful, for example, as would the
ability to search several years of wire service files. We would
like to be able to do our own searches of bibilographic data bases
such as DIALOG. We would welcome an eletronic "card catalogue" of
the library's holdings.
Analysts would like to be able to do a lot more database
building on their own. For example:
-- While doing research in books and other hard-copy sources,
it would be quite useful to be able to write electronic
"notecards" to a file that could be both indexed and
searched. This would facilitate the project at hand and
also be available for future use when we address the same or
a similar topic.
-- In a broader sense, it would be better to store information
than documents. In many cases only relatively small
portions of a cable are of any lasting interest. We need
.better ways of extracting that material and perhaps
combining it with material from other sources in a body of
pre-processed information that can be rapidly recovered and
used for further analysis and reporting. Policymakers will
be served by their own speedier communications in the
future, and we must be able to provide quick background and
analysis.
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-- Such a system might also accommodate selected extracts from
non-electronic sources--entered manually if necessary but
optical character readers would be a big help.
-- We should be able to do text searches of all such
databases. All DI finished intelligence production should
bd stored electronically and available for search.
Better information on the availability of data internal bases
and on procedures for accessing them would enable analysts to
profit from work already done elsewhere in the building. This will
be even more the case in the future as analysts develop new
databases.
? I_v"
files and databases is' major an .cap, and the directorate should
try to negotiate a solution to this problem. We would be content
with separate, encrypted files--even a separate terminal if
necessary--but when high-level customers ask for an exhaustive,
all-source study of a question we do not feel comfortable about the
possibility of missing pertinent clandestine reporting.
Some analysts expressed concern about the lack of time and of
encouragement by management to build databases. The front-end
workload is quite extensive, even though databases may save work in
the long run. They nonetheless believe that analysts will be
building more databases in the future. NOMAD is a good tool for
doing so, but it is doubtful that many analysts will be able to
free up the time or develop the expertise to set up new databases
on their own. They will continue to need the help of ADP
specialists assigned to NESA.
As databases grow in size and sophistication, analysts should
be able to work out methodologies that are now difficult or
impossible, such as identifying patterns of political and
diplomatic behavior, tracing associations among individuals over a
period of time, looking for correlations between voting patterns at
the local and national levels, etc. Many of these techniques
require the ability to do text searches.
One problem we need to overcome, given our limited analytical
resources, is that of ensuring that we have on file an adequate
body of information on countries that are not normally of much
intelligence interest. We cannot ignore these countries, but we
cannot spend much time on them. In such cases we need less labor-
intensive ways to screen mail on these countries and put it into
databases or files--perhaps with the help of an IA--so it can be
speedily recovered if the account suddenly gets hot.
Analytical Tools and Word Processing
Word processors have become indispensable when deadlines are
short. We are frequently called upon to produce talking points for
the DCI and other key Agency officials within an hour or two. We
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would never make it if we did not draft the texts on the NBI so
that changes ordered in the review process could be entered with
little delay.
With the arrival of SAFE terminals, we need a word-processing
system at least as good as the NBI. HBWP is a step forward,
although-it can be balky, clumsy, and prone to crashes. It needs
work. Adding EZPUB features would be a boon. The main problem,
however, is training and support. There are lots of features that
would be handy, but it is hard for a busy analyst to learn how to
use them. A capability to produce documents 132 characters wide
would be valuable for some research papers. There is an urgent
requirement for more printers.
But we really should go beyond simple word processing. We
need to be able to incorporate graphics, especially maps, in the
typescripts and situation reports we issue. These graphics can be
in black-and white if necessary, although color tells the story
better.
Multiple windows and the ability to view both graphics
(in color) and text on the screen will be quite important. A
graphics capability is important not only for presentation, but for
the analysis itself. We sometimes need to enter data into a
graphics program in order to examine trends. We also need to have
a reasonably standard way of sending our drafts to CPAS
electronically. In our mid- and long-term work we would like to be
able to include at least rough graphics with the texts to CPAS for
processing. CPAS could refine the graphics if necessary and work 25X1
out with us improvements in the layout.
We should be able to take advantage of commercially available
software for specialized needs. This would simplify the process of
extrapolating from the raw data and working up estimates of
economic performance. A PC-based system would give us greater
flexibility. In fact, NESA should invest in some PCs right now.
We could do a lot with commercially available software.
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Presentation and Dissemination
Maps are an inseparable part of military analysis, and other
graphics are also important. We should be able to generate at
least rough maps on our terminals and print them out, especially
when time is a factor. In situations like the Iran-Iraq war, we
tend to use the same base map repeatedly in the daily
publications. If there were a quick and easy way to update these
we would save valuable time. A computerized file of NID base maps
would meet most of our requirements.
Electronic dissemination of memos might help solve the problem
of getting intelligence to policymakers who must now go to special
secure areas to read our products. There is overwhelming evidence
that these people simply do without. Recognizing that the security
problems are still formidable, the possibility warrants study
because these problems should be easier to solve than with hard-
copy dissemination.
Why not a capability for on-line updating of dissemination
lists? Regional offices are usually in a better position to know
about personnel changes downtown than are the CPAS registry
people. Ad hoc changes in the standard dissem list could be made
more easily when we want to send an item to a selected audience.
Crisis Support
Properly functioning ADP systems, including SAFE, would be a
boon to those involved in task-force work, enabling them to:
-- Reduce duplication of incoming material.
-- Rapidly change reading profiles.
-- File incoming infomation in ways that allow text searches.
(A task force relying on paper quickly finds it has
unmanagable stacks of it scattered across desks and filling
inboxes to overflowing. Nobody has time to file.)
Several hardware and software improvements come to mind,
particularly in the context of task-force work. Some are probably
fairly simple in terms of programming, but they need to be
established and tested in advance. Those involving procedures not
followed in our normal work must be easily used and well-documented
so they can be put in operation instantly.
-- To facilitate the preparation of situation reports, several
of which are usually produced each day, analysts should be
able write up developments and comment on them as the
information comes in. These topical segments could be
stored in a file until shortly before the sitrep deadline.
The task force shift chief could review, rearrange, and edit
the file, which would then be formatted as a sitrep and
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printed (or sent electronically to CPAS for
dissemination).
-- There should be a way of arranging incoming information
according to the date and time of the event discussed,
rather than the date-time group of the message. This would
be particularly useful to military analysts trying to make
sense of the mass of fragmentary information they receive.
At present, this kind of analysis cannot be done until days
after the event--if then.
-- We need a quick way of compiling chronologies and assembling
extracts of all the evidence we have on a given subject. We
are often asked for such compilations, and find it very
difficult to respond with our present methods.
-- A task force "outbox" in which all task-force production
would be retained throughout the crisis and be available for
text search.
NESA is working on programs that will help accomplish some of
the above, but satisfactory solutions would require:
-- Terminals with multiple windows so that the analyst could
have sources displayed while drafting, and be able to screen
relevant incoming mail at the same time.
-- An ability to extract portions of cables, which could then
be edited, filed chronologically, or incorporated in texts.
-- Fast, reliable printers with redundancy. A task force
cannot afford to have its printer go down.
If the technology is available, a large, multiple-window
terminal on which several consecutive pages of text could be
displayed would be a big help in compiling sitreps.
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I
16 April 1984
SUBJECT: ADP Capabilities and Needs of National
Intelligence Council
FROM:
in the Analytic Group.
Current Situation
2. Most NIC/NIO secretaries have Wang machines, and some of
the NIO's have them in their offices. The shops of the NIO/SP,
NIO/GPF and the AG, on the other hand, are outfitted with NBI's,
but not enough of these are available to allow the professionals
in these groups to use word processors regularly. The VM
terminals around are too few in number to support the regular use
of WP/HB, and access to SAFE is available to few or none of the
people. The NIC has no capability to develop graphics or, even,
to furnish electronic input to the graphics shop in CPAS.
3. A recent suggestion to buy more Wangs and tie them into
an Alliance network brought to the surface the strengths and
weaknesses of the present arrangement and the range of
requirements and perspectives in the NIC. On the one hand,
Alliance could free secretaries from considerable re-typing, an
electronic mail arrangement could be developed, and major
documents could be stored and retrieved at will. Alliance,
further, is compatible with the electronic dissemination system
run out of the NFIB secretariat so could be made part of a system
for transmitting short memos to senior officials around town.
But the NIO's for SP and GPF and AG personnel judge Alliance to
have serious shortcomings. It provides no access to VM and SAFE
and the benefits such access furnishes, and as a word processer
it offers no advantages over the NBI's already in place in these
shops. It is incompatible with the NBI's the DI and parts of the
DoD use to produce draft inputs and with the equipment CPAS uses
to transform coordinated text into finished memos. The big
estimates, in addition, are too long to be transmitted through
the NFIB net, and Wang offers even less promise than NBI and/or
What follows reflects the results of discussions with
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VM of being.hookable to a communications network providing
electronic transmission of long drafts around town, out of town,
and overseas.
What the NIC Really Needs
4. Nothing that the NIC needs appears to be challenging
technically, nor are any of its requirements uniquely its own.
Word processing: The capabilities required for NIC
analysts would seem to be those required for DI
analysts. The system is adopted should be compatible
with that of the DI, since the DI is a major source of
input drafts. If possible, the NIC system should be
able to convert text produced on other major systems
into the format used by its own.
SAFE and AIM: Parts of the NIC could make good use of
SAFE's capabilities and of AIM; the NIC's needs
relative to search, storage, and retrieval do not
appear to have any unique features.
Graphics development--Were I in the NIC, I would want
access to a charts-and-maps-development capability,
because I believe graphics are as much purveyors of
thrust and judgment as displayers of facts. To me,
developing graphics is as important--and as hard and
full of false starts--as generating text, and the two
cannot be conducted independently of one another in
time or space. Whether anybody in the NIC shares this
view is unknown to me.
Electronic aids for coordination process: Just about
everybody agrees on the need for and value of
electronic help in managing the reps meetings. The
NIC's requirements are not unique, but the payoff with
such a system probably is greater for them than for
anybody else. Their thoughts run along the lines of a
large display screen for showing text, a single
keyboard that, hopefully, would be detachable "and
could be passed around the table", an on-site printer,
and a capability for showing and manipulating graphics.
In my opinion, squinting at fuzzy text on a large
screen at the other end of the room for several hours
will make an already arduous process close to
non-survivable and, come to think of it, getting a life
expectancy greater than one day for the keyboard might
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t
be beyond the state-of-the-art. That passing around a
keyboard can yield product recognizable as being in the
English language is an uncertainty that should be
subjected to extensive testing before adoption, and
these tests should embrace both the presence and the
absence of a Delete key.
My druthers are for a system consisting of
Grid-type computers at each place at the table, with
control of adopted text changes being kept in the hands
of the meeting chairman. Each terminal would show the
"official" version of the section of text being worked
on and would, in addition, have a blank scratch-pad
segment on which its user could work up recommended
changes. Accepted changes would be keyed in at the
chairman's station and then show up on everybody's
screen. It probably would be possible to show at least
some types of graphics, too, and maybe, even, to make
changes to them on the spot.
The requirement for paper-copy duplication in the
room should be treated as symbolic rather than hard,
lest we wind up with a system in which the Xerox
repairman winds up as the country's best-informed
citizen. What is really needed is a capability to give
the reps paper copies of the newly-negotiated text at
the close of each meeting, an easy-do. Another, and
probably more useful, easy-do is the capability to
electronically transmit the new text to each rep's
homebase.
Document search and retrieval: NIO's often are called
on to draft memos or brief senior officials on short
notice. There is a requirement for on-line electronic
storage, keyword search, and retrieval of finished
intelligence publications of CIA and other intelligence
agencies. The ability to call up charts, maps, and
pictures would be helpful, as would a capability to
print out this visual material in a quality good enough
for inclusion in typewritten memos. The technology
required to do this is at hand, I believe.
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30 May 1984
MEMORANDUM FOR THE RECORD
SUBJECT: Overview of OCR
OCR has a broad range of production, reference, database and
dissemination responsibilities. Among thPsP arA?
subject file
inaex , re erence support or its document and library archives, 25X1
collection and distribution of video material and development and
maintenance of automated file systems.
In its capacity as a service organization, OCR tries to
minimize analysts' complaints. While this may seem a somewhat
negative mission, it ensures that the Office functions
efficiently. OCR would like to improve awareness about the kinds
of services it can offer. In this respect, the Office is moving
toward greater coordination of reference services.
Office Structure
OCR is comprised of the Information Services Group and the
Support Services Group. Prior to 1967 the Information Services
Group was actually five different registries. A Ground Photo
Registry, Biographic Registry, Special Registry for Codeword
Material, Industrial Facilities Registry, and a Document Services
Registry. In 1967 it was believed that the Directorate would
benefit by combining these five registries and organizing them into
five geographic divisions. All substantive functions (military,
biographic, economic) are carried out within each regional
division. Reference analysts are expected to be able to support
each of these disciplines within their region.
The mission of the Support Services Group is to provide a
range of technical.and reference support for the Directorate. SSG
includes the main Library and Map Library, Library Acquisitions,
document storage and retrieval functions, as well as computer
support.
OCR Files and Indexes
The volume of material that OCR reviews, indexes and
disseminates has increased several-fold over the last seven years
(see table 1).
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TABLE 1
TRENDS IN DOCUMENT VOLUME
(in thousands)
1977
1984
No. Of Doc. No. of Pages
No. Of Doc.
No. of Pages
Paper
260
2,260
300
3,000
Electrical
130
340
1,300
3,400
Totals
490
2,600
1,600
6,400
As the table shows, total number of documents has tripled since
1977. The number of electrical cables has increased by an order-of-
magnitude and now comprises 80 percent of all documents and about 50
percent of the total volume of information.
Despite a dramatic increase in electrical cables, paper volume
has not diminished. It is, in fact, 15 percent greater today than
seven years ago. Table 2 shows the relative proportion of documents
that arrive in OCR in electrical and in paper form by reporting
source.
TABLE 2
PROPORTION OF SOFTCOPY
AND HARDCOPY DOCUMENTS
Source
Hardcopy Softcopy
22% 78%
all
45% 55%
FBI all
State Airgram all
State EXDIS all
Restricted Data nearly all
SI nearly all
TK nearly all
NSA Unknown
OCR maintains very large files to manage all this
information. These are summarized in Table 3 and will be discussed
in detail later in the memo.
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TABLE 3
OCR FILE SUMMARY
Subject File:
Ten million documents on microfiche from 1950s to date.
ADSTAR:
Six hundred thousand documents in film cartridges from October
1982 to date. Growing at a rate of 400,000 per year, including
some 100,000 electrical cables.
Subject Index (in millions):
Additions/yr
Total
Timeframe
AEGIS offline index
0.320
2.0
68-73
RECON online index
0.320
3.5
74-84
Total documents indexed
.5.5
68-84
At present, about 10 percent of the incoming electrical cables
and 70 percent of paper documents are indexed each year.
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RECON and AEGIS
The OCR Subject Index File is commonly known by the names of
the database management systems that support it: RECON (an online
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system for references less than ten years old) and AEGIS (an
offline system for older material through 1968). Together these
systems contain references to about 5.5 million documents see
table 3),
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File. A document reference includes a document number, an expanded
title line, up to 20 numeric codes (out of a possible 320) that 25X1
identify subject area and some 10 or more keywords (in free-text
form). 25X1
RECON file is querie 7,0 times per year.
OCR adds about 320,000 citations per year to its Subject
Indexin is done throughout ISG's five divisions by ufull-
time and art-time indexers, including supervisors (who
do a limite amount of indexing). Most electrical documents are
indexed within 24 hours of arrival in OCR, although a backlog of up
to six days can develop. Paper documents take eight to 10 working
days. CIA finished intelligence is indexed within two days. As
more key documents arrive in electrical form, reference analysts
must select those that deserve indexing (such as the annual
narcotics report), otherwise these documents might only be
retrievable by text search, which is prone to error. This
underscores the value of the RECON/AEGIS system--it is an
intelligent indexing system that has been built by skilled
indexers.
RECON uses two computer programs called OLDE-2 and OLDE-3 for
input of index data. Data entry is by means of softcopy menus that
are filled out by indexing analysts and transmitted to the RECON
file. The OLDE-2 menu was created in the late 70's as an initial
step to assist indexing of hardcopy documents. The improved OLDE-3
system was devised to permit more efficient indexing of electrical
documents. The advantage of OLDE-3 is that an electrical document
is automatically scanned for date, classification, title and
document number. These are extracted and preprinted on the
softcopy menu. Using a split-screen technique, the indexer adds
keywords plus a set of standard indexing codes. Data on the upper
and lower screens are then combined and added to RECON--a more
efficient process than the OLDE-2 system. Another advantage of
OLDE-3 is that it can use SAFE to greatly speed the indexing
process. Reference analysts can select those cables for indexing
and electronically pass these to OLDE-3 for indexing. Problems
currently exist in this concept because sometimes documents are
lost during transmission. ODP is working on this problem.
Segmented cables have recently become more difficult to index
because of changes in procedures by the Office of Communications.
Segmented cables are cables transmitted in parts because of
communication priorities and protocols. Prior to September 1983,
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cable segments were collated by OC before disseminating them
through the Cable Dissemination System. OC stopped collating
cables because of resource constraints, however, and now OCR finds
that it cannot index segmented cables until they have been printed
by OC and the segments collated in OCR. This not only takes time,
but indexing paper cables with OLDE-2 is less efficient than
indexing-electrical cables with OLDE-3. OCR has been trying to
convert the collated paper cables to electrical form with an
optical character reader, but OC's printing device (a customized
Xerox 9700, called an Automated Printing and Reproduction System)
produces type that is not readable by any known optical character
reader.
Support Services Group
SSG's mission includes dissemination of paper and electrical
documents and video material. It is also responsible for
maintenance of the Rapid Search Machine, the map cataloging system,
the RECON/AEGIS index systems, the ADSTAR system and the Compuscan
optical character reader.
Dissemination
SSG's Dissemination Branch disseminates paper documents to
every Directorate in the Agency and to some 30 non-Agency
components--a total of 440 addressees in all. Twelve document
analysts identify appropriate components to receive the material
and order the number copies to be reproduced by OL/P&PD.
The goal of the Dissemination Branch is to distribute paper
documents to consumers within a week; the reality is two to four
weeks. There are several reasons for delay:
o The branch has no control over the flow of documents. If
P&PD works overtime or on weekends, a large number of
documents can arrive at the same time as material from DIA.
o External agencies frequently send an insufficient number of
copies. Reproduction takes time. Moreover, many reports
have enclosures which must be reproduced. This
has taken up to two months.
o Logging and receipting controlled documents takes a
substantial amount of time of the branch's information 25X1
control clerks.
o Sheer volume. The branch handles 23 to 27 thousand documents
per month, with an average of ten copies per document. This
includes about 2,000 documents that are periodicals addressed
with pre-printed labels. It excludes CIA's finished
publications, which are distributed to the Agency by CPAS.
(OCR disseminates JPRS reports with automated assistance, but
FBIS will pick up this responsibility in the near future).
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In the long term, the branch would like to see all paper
documents converted to electronic form. A SAFE-type profile system
could then be used to disseminate material. In the near term,
something must be done to assist the document analysts; they simply
cannot memorize seven volumes of reading requirements. One
improvement would be to put reading requirements in a database on
VM where-they could be used to generate an area/keyword list for
dissemination. Document analysts could use this list to improve
their own knowledge of customer requirements.
Steps could also be taken to improve customer feedback. The
branch needs to know what customers do not want or what they did
not get. Document analysts must become familiar with the mission
and function of branches in the Directorate. AIM could be very
useful for this type of feedback, but its utility is limited by the
number of Delta Data terminals in the branch--just three.
Library Services
The Library Services Division contains the Library Branch, the
Acquisitions Branch and the Graphics Services Branch. Within the
Library Branch are the Selection and Cataloging Section, the Loan
Services Section and the Information Services Section.
Requirements exist for an Integrated Library System which
would provide support for both cataloging and circulation of books
in the Library. The integrated library system, developed by the
Listerhill Medical Library in 1980, appears to be a satisfactory
solution to these requirements. Through ILS, analysts will be able
to go the the library and query the catalog for books of
interest. It will also be possible to generate a bibliography of
books on a particular subject. Because titles of most of the
120,000 books in the Library have been stored on magnetic tape,
loading this information into the ILS system should be a relatively
straightforward process. ILS goes by the company name of LS-2000
and runs on Data General computers. OCR intends to evaluate this
system in the near future. There are no plans to link such a
system to VM, however.
Library Databases
OCR recently sponsored a trip to Europe to investigate the
availability of scientific and technical databases that could be
accessed by the Library. The major network for databases in Europe
is Euronet Diane, established by the Commission of European
Communities in 1980. It stores about 16 million items of
information on 450 different databases which can be accessed from
47 different host computers. CEC is sponsoring the network because
it recognizes that Western Europe is behind the United States in
database development and that European postal telecommunications
systems (PTTs) cannot support the communication requirements
necessary for a data-sharing network. In 1985, Euronet Diane will
cease operations and transfer its networks to individual country
PTTs.
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The substantive utility of the databases on Euronet Diane is
not much different from those obtained from US database networks,
such as DIALOG and NEXIS. Some of Euronet Diane's databases are
found on DIALOG. There are many databases on Euronet Diane which
are unique, however. These are databases that cover country-
specific legislation, politics or economic developments. In
addition; there is a database on nuclear technology in French which
might be of interest. The French Press Agency also put its wire
service (AFP-AGORA) on Euronet Diane which provide excellent
coverage of Third World issues.
It is possible that some of the databases that run on
individual hosts within Euronet Diane could be accessed from the
Library. To route these databases directly to analyst terminals
would be difficult because analysts would need to know too many
things about too many databases to be able to use them
efficiently. Analysts do not want to sit at a machine and ponder
the query language. They are simply after information. It is the
job of the OCR reference analyst to know the techniques for
obtaining that information.
Replacement of the RSM
SSG's Document Library Branch operates a Rapid Search Machine
(RSM) built by GE for scanning free text. The system is used to
information is also available. Usage of the-RSM runs at 500
requestors per month. In November 1983, for example, there were
150 subject search requests and 300 searches by document number.
This is the only Agency computer system that can search and
retrieve documents over a five-year peri ared to 90-day SAFE
coverage
25X1
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SSG is in the process of ordering a new off-the-shelf scanning
system called GE-Scan. This system ties into a VAX processor and
incorporates the latest disk drive technology. The system will
have five workstations and will cost There are no plans 25X1
to provide in-Office access to the system, nor will it support word
processing or analytical functions.
Pictorial Services
The function of the Pictorial Services Branch encompasses all
activities associated with procurement, review, indexing, retrieval
and distribution of pictorial information obtained from asts
of film and video In 25X11
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training or information, such as "how to improve your golf swing"
or educational material from Public Broadcasting. It obtains 25X1
current news reporting from all the networks and it records every
evening news broadcast and current events news program received in
The video news broadcasts recorded by OCR are transcribed by a
media service called Media-Scan. This service provides
transcriptions on hardcopy and on magnetic tape of evening
COLTS but no available on SAFE because the format of the material
is difficult to read.
The Graphics Services Branch is involved not in obtaining
video broadcasts from which is the
responsibility of FBIS. The Branch is responsible for the
dissemination of this material, however. FBIS publishes video
selection lists of material collected which Graphic Services makes
available on COLTS. This material is not available on SAFE,
however.
Compuscan
OCR is testing the Compuscan optical character reader as a
production system for assisting the indexing of hardcopy
documents. It hopes to convert some 7,000 hardcopy documents per
year into electrical format using the device in order to take
advantage of RECON's OLDE-3 electronic indexing system. If OCR is
able to successfully convert a number of hardcopy documents, this
would also be of benefit to SAFE. The electrical version of the
hardcopy document could be transferred to SAFE for analyst text
search and review.
The Compuscan has a number of problems. The transmission link
between the Compuscan and the Wang word processor has failed a
number of times. In addition, the speed of the Compuscan is rather
slow--some 20 to 40 seconds per page. Finally, it is not able to
read proportionally spaced material text, right justified text, or
different fonts on the same line.
Scanning problems could be reduced through administrative
changes. For example, the DO issues hardcopy reports on forms
preprinted in proportional font. If the forms were changed to
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Courier 10-font or if forms were generated by some other means,
these reports could be read by an optical character reader. DIA
has been issuing IR's using Xerox reduction techniques which make
these reports unreadable by an optical character reader. If the
IR's were issued in standard size type, this problem might also be
solved.
ADSTAR
ADSTAR was conceived in 1976 as a way to provide rapid in-
branch access to OCR's paper document files. At that time, non-
electrical documents were stored on microfiche in OCR. To obtain a
document, analysts first reviewed a list of document titles from a
RECON query and then ordered the desired documents from the list.
Delivery of paper documents normally required five business days.
While ADSTAR was to reduce this delivery time to minutes, it
currently provides slower service than the original microfiche
system.
ADSTAR uses a film cartridge carousel. called a GAR (fnr
t
1
Document images are st6rea in ti lm cartridges (4,0.00 images to a
cartridge) and are accessed via a SAR (300 cartridges per SAR).
The entire system is capable of storing up to 24 million images or
some 2.4 million documents.
storage and retrieval)
Retrieval is accomplished by a special workstation, which
includes a terminal to order documents from the carousel system. A
document image is scanned within the SAR and the digital image
transmitted to the workstation, where a xerox-like device recreates
a paper copy of the document image. There are currently 16
stations--one in each division of ISG, ten in the Document Library
Branch and one for library intervention. Image resolution of the
system is 203 lines per inch.
System specifications called for viewing the first page of a
document within 30 seconds and subsequent pages in 1 to 2
seconds. The entire system was to be capable of servicing about
1,200 pages per hour. During tests with 10 workstations in
operation, the system achieved 2,000 pages per hour.
Real world demands varied from these tests, however. About 20
percent of documents in OCR's Subject File are required 80 percent
of the time. This demand has created contention problems for film
cartridges which the present software cannot resolve efficiently.
As a result the system can deliver only about 500 pages per hour
maximum. This would impose delays in retrieval which would be
unacceptable if the system were installed throughout the DI.
ADSTAR is therefore restricted to OCR use only. Additional delays
can occur from library intervention, which is required whenever a
requested document lacks a security code.
ODP was the COTR for the project. The RFP for ADSTAR was
released in May 1977.
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(Because of its performance
prODms; OCR as not ormally accepted the system and ODP is
continuing to work the problem.
Document input to the system is proceeding smoothly. At
present some 600,000 documents dating from October 1982 onwards are
stored in ADSTAR. (Documents from 1981 through 1982 are now being
filmed for input). Documents are being added at the rate of
400,000 per year, which probably includes some 100,000 electrical
cables. Documents are stored in duplicate in separate SARs to
reduce retrieval contention problems. This procedure could reduce
system storage capacity by half, however.
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Future Requirements for SSG
Looking toward the future, SSG will need a variety of new
databases. Among them are a centralized list of all overseas
publications, an index to all open-source material and an expanded
collection of TV broadcasts, including foreign TV from satellites.
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The summary of the Office of East Asian Analysis is combined with
the Office of European Analysis.
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4 May 1984
SUBJECT: Results of Interviews with OGI
reporting they want.
1. intelligence assistants, analysts and
managers participated in interviews. They represented all
OGI Divisions and all but 3 branches. Their personal
experience with ADP equipment and methodologies ranged from
sophisticated to nil. If I found one central theme it was
that OGI people have had enough exposure to ADP potential to
want access to it as soon as possible.
2. Collection and Tasking. OGI analysts generally use
a broad spectrum of sources and share the common problem of
drawing information on functional issues from a regionally
based reporting structure. Most participants express
frustration with the existing collection tasking system.
They find it cumbersome and unresponsive. They write and
review standing requirements but rely on ad hoc requirements
and personal relationships to get the
3. Exploitation and Processin . Because most OGI
participants were utilizing multiple sources and large
volumes of data, exploitation and processing of information
were key problems. One branch has already developed a
system incorporating artificial intelligence to assist in
data exploitation and processing data from multiple sources.
Another branch has applied artificial intelligence on a much
more modest scale. A central theme of the interviews was
the participants' recognition that ADP technologies and
applications were available to address their specific tasks.
In particular, those branches without access to SAFE, wanted
access as soon as possible. Few participants had thought
about the potential for accessing outside databases on line
but expressed interest in developing that capability. They
consistently made the point that while they may not need
immediate access to a database to fulfill current
intelligence or other time-sensitive needs, the existing
barriers to using databases located outside their office
meant that these sources of information are not used as
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effectively as they should be. I believe this is an
important point. We should not judge the need for on line
access to any data base by the need for timely access to
meet current intelligence needs. Rather, we should consider
the value of the data itself to our mission and recognize
that the more barriers the less likely analysts will be to
use the information.
4. Analysis. While most OGI participants wanted to use
ADP technologies, fewer had thought about the analytical
potential of these powerful tools or about new approaches to
analysis. One branch is using the NOMAD2 software package
for analytical purposes with good results. Another has
developed sophisticated modeling techniques relating to
energy production. These efforts were the exceptions rather
than the rule. In my judgment, considerable thought will
have to be given to introduction of new analytical
techniques and methodologies or we will risk
underutilization of ADP potential. At the same time, we
have seen examples of the entrepreneurial spirit at work and
we should be sure to foster and reward it.
5. Drafting and Review. As with SAFE, participants had
heard enough about the value of word processing and the
ability to move drafts around electronically to want access
as soon as possible. Most participants expressed the need
to incorporate graphics and some to incorporate imagery into
their drafts at their terminals. In all of the interviews,
only one person indicated a preference to stay with a paper
and pencil hoping to retire before word processing caught up
with him.
6. Presentation, Publication and Dissemination. Few
participants had thought much about the presentation,
publication or dissemination aspects of ADP technology. My
judgment is that those branches responsible for current
intelligence and other time sensitive support--conferences,
negotiations, VIP travel--would utilize effectively the
ability to transmit products to consumers quickly and to
interact with Agency officers at the site of events outside
the Washington area.
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MEMORANDUM FOR THE RECORD
SUBJECT: OIA Views on DI Modernization Needs
Staff personnel. Plans are to increase OIA staffing
1. During the week of 16 April 1984, I interviewed analysts 25X1
and support persons in the office of Imagery Analysis, including 25X1
analysts from each of the five OIA line divisions and Executive
in FY89. The OIA organization will remain 2DAI
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approximately as it is today with adjustments perhaps being
necessitated by the 24-hour imaging capability and augmented current
support responsibilities after the move to Headquarters. OIA's
major functions are to:
o Produce in-depth militar Scientific. and indust-ria
intelligence reports
as part of CIA and Intelligence
community research and production programs.
o Provide military intelligence to the DDI in support of arms
control negotiations.
o Provide quick-response intelligence support to CIA crisis task
forces.
o Produce intelligence for and assist in the planning of CIA
clandestine collection and operational programs.
o Develop new research techniques and methodologies to answer
critical intelligence issues and to improve the use of imagery
analysis resources throughout the Intelligence Community.
The interviews began with a kickoff meeting on Monday, 16
April, in which the objectives of the interviews were explained.
Two general impressions gained from this initial meeting were:
o OIA personnel feel that the DI needs ADP modernization because
we have ADP shortfalls, and
o After the move to Headquarters, OIA may be drawn heavily into
current support functions, to the detriment of its primary
mission of in-depth military, scientific, and
economic/industrial intelligence.
Collection Management
2. In general, the OIA line divisions feel that the
requirements systems are not as timely or responsive as needed.
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Concern was expressed that the requirements systems are run by
engineers and staffers, not intelligence officers, and that their
primary focus is on "bean counting" rather than intelligence
value. A requirements database must be available at each analyst's
terminal, along with the capability to submit requirements
electronically, since OIA is becoming and will have to become even
more active in tasking. Feedback on the status of requirements
should be provided routinely to analysts. The DI's Imagery Tasking
Center was criticized for not being as helpful as possible to
analysts in defining imagery requirements and marketing them in the
Community. For example, "The ITC works for COMIREX, not the CIA,"
and the ITC "tail is wagging the dog." Some OIA analysts attempt to
obtain satisfaction of imagery requirements tting other
Community elements, to submit them,
since they seem to have greater success in obtaining satisfaction.
The comment was made that a single CAMS terminal in an office wag
"ludicrous",
(Even so, according to 25X1
one analyst, the imagery requirements system will not improve
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significantly until there are "fundamental changes" in COMIREX
operations, which probably isn't likely.
in handling requirements. In the future, DI analysts have to become
more involved in the requirements systems; rotational tours by
senior analysts on requirements staffs, such as CRES, are useful.
Databases
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was criticized as being "almost as bad as CRES"
3. OIA uses a number of major databases regularly, such as
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SAFE, CAMS VM and AIM. OIA analysts have 25X1
database technology, adequate ADP resources to design and implement
databases, and analyst's time to focus on database needs and
possibilities, inhibit database development and use. Advanced
terminals will be required to capitalize on specialized databases,
such as softcopy conventional and multi-spectral imagery, spatial
and temporal display of force deployment, 3-D graphics, contour
plotting of maps, etc. Databases access timeliness varies from
near-immediate for current support work to several weeks for long-
term research projects. A good guide to databases is needed, as
well as stand-alone systems for compartmented data.
developed a number of specialized databases on VM such as NARCPRO
and GUNPRO/COLLAT. A major problem in OIA databas lack of
terminals to access databases such as CAMS, COINS, t~sP and other 25X1
government databases, and lack of access to certain commercial
databases such as Lloyds and DIALOG. Lack of terminal availability,
as well as lack of adequate knowledge of existing databases and
Effects of New Technology and Enhanced Collection
4. The new/enhanced collection systems will demand more
sophisticated processing capabilities, including graphics; better
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databases; better fusion of different sources of data along with
more selective acquisition of information and better planning of
overhead collection resource use. Concern was expressed that the
increase in available information will overwhelm analysts and result
in less time for analysis. If automation and augmented personnel
resource are made available, however, technology advances will be a
positive influence and result in improved, more timely
intelligence. More intelligence assistants and editors will be
needed, along with the capability to disseminate intelligence
electronically. The pace of automation is too slow in the DI, and
its value not sufficiently appreciated by management. PCs would be
valuable assets for analysts.
Word Processors
6. Complete word processing capability needs to be available
to each analyst. WPs should all be linked and compatible with other
terminals. On-screen edit, graphics capability, and electronic
transmittal to publications are required. More printers also are
needed.
Methodological Support
7. Analytic and methodological support needs to be improved,
for example: improved methodologies to expand imagery applications
beyond equipment counts to force capabilities, trends, dynamics;
trained personnel to help apply statistical and informational tools;
computer graphics and light table mensuration capability; automated
sampling algorithms for imagery collection targetting; PCs with
local storage; sophisticated process models with short run times;
better training in ADP use and statistics, among others.
Presentation and Dissemination
8. Intelligence reports, including maps and grahics, should be
composed and forwarded to publications electronically. The
editorial review process is a problem. Electrical dissemination of
products also should be utilized, perhaps with links to key
policymakers. DI representatives in consumer organizations would
help bypass the bureaucracy and get intelligence to those who need
it.
Management and Support
9. The most pressing needs for OIA are: 1) improved training
to better utilize ADP and analytic methodologies; 2) more
intelligence assistants and editors, 3) complete word processing
capability, 4) an advanced terminal on every desk, and 5) better
access to databases. The biggest problem with ADP in the DI is lack
of centralized management. Analyst's time should not be diluted in
support work, such as input to management systems that do not help
the production process.
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MEMORANDUM FOR THE RECORD
SUBJECT: Office of Scientific and Weapons Research
Overview of DI Modernization
1. Between 12 April and 27 April members of OSWR were interviewed
either singly or in groups to determine --their views on and requirements for
modernization of Directorate ADP capabilities. These people were not
chosen at random, however. Individuals were selected w o had some
experience using the currently available ADP systems based on the feeling that
these people could best define requirements for the future --:requirements
which go beyond our current plans, particularly, current plans for SAFE. One
division, the Advanced Vehicle Analysis Division, was not included in these
interviews since it was felt that their particular computer problems are
reasonably well in hand with TADS. In any event, they are far more
"modernized" than the rest of the office and, therefore, the requirements of
the remainder of the office are most in-need of identification.
2. The response in these interviews was enthusiastic. Interviewees
seemed anxious to discuss the problems and to offer suggestions for change.
They readily agreed that we have problems in our efficient use of ADP systems
and that solutions are urgently required. There was a very strong feeling
that the Directorate is: (1) behind technologically and not now tracking with
advances in technology available, for example, in the personal computer
market; (2) not making the technology it has in hand sufficiently wide-spread
in the office -- there are a large number of people who still do not have
access to terminals or to SAFE; and (3) that the training level in the office
is far short of that required to make the best use of these systems even for
those people who have terminal or SAFE access. There was a considerable
unhappiness with the way things exist today and concern that if we cannot fix
the problems that exist today by making today's technology available today, we
should not even be considering long-term plans. Moreover, there was feeling
that until people have readily available to them, and have experience using on
analytical problems, the current ADP systems, they cannot be expected to
develop long-term requirements. Nearly all the interviews tended to
concentrate more on what is wrong with the current system, or to suggest near
term solutions to current problems, than to offer long-term requirements --
particularly requirements addressing the vastly increased amounts of
information from an increased variety of collection sources.
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General:
3. A number of comments of a general nature were made. Among the more
important are:
a. Future ADP systems adopted by the Directorate must
maintain maximum flexibility so that advancing
technology can be incorporated quickly as it becomes
available, and so that a variety of tools can be
provided to the analysts. This means having access
to the large files, databases, storage capacity, and
processing power available on a central computer
while at the same time having available at the
terminal the local storage, local word processing,
and commercially available software such as spread
sheets, management information systems, etc.,
available on personal computers.
b. There was a concern for continuing changes being made
in our current computer support operations. The
complaint is that the computer people are making
continual upgrades or changes which impact on the
analyst's use of the system, but which the analyst,
for various reasons, simply cannot keep up with.
c. The whole process of ADP planning, utilization and
training needs to be more formalized. In particular,
each division should designate an ADP coordinator.
This coordinator position should be formalized with a
specific job description and specific set of
performance requirements. Training should be given
to people occupying the positions and these people
should be freed, as required, from normal duties to
perform the coordinator tasks.
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Collection Management:
4. There is a general feeling that collection management problems are
not technology problems or ADP problems, but rather are bureaucratic
problems. Hence, these problems are not likely to be overcome with advanced
technology, improved computer systems, or improved communication systems.
Moreover, there is a feeling that, while analysts are encouraged to get out
and talk with consumers, the system operates in such a way as to discourage as
much as possible analysts talking directly to collectors. Additionally, there
is the perception that the normal tasking system for collection doesn't really
work, that in order to get requirements filled, an analyst must go outside the
normal system. While one may argue that these perceptions do not reflect the
truth, the perception still exists and as such discourages the analyst from
participating in and initiating more effective collection tasking. (This same
2
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observation can be made about a number of other items which follow in this
memorandum. A perception exists. While it may be argued that the perception
is wrong, the fact that it exists discourages analysts from using the system,
whether the system is a word processing system, a communication system, a
computerized database system, or any other ADP tool.) There were, however,
two particular thoughts from the various interviews which are worth specific
mention:
a. The DDS&T must go beyond hardware development;
hardware capability alone is the wrong measurement of
productivity. More emphasis must be given to the way
the data is processed by the collector before being
given to the analyst. This processing must keep in
mind the kinds of databases, database management
systems, modes of retrieval, and analytical tools
that the data will be subjected to. Increased and
standardized processing at the collection end is
required so that less time is needed for formatting
by the analyst.
b. If we are successful in developing an efficient ADP
supported collection management system, we ought to
be able to develop a similar system for the customers
of finished intelligence so that they can better
provide their requirements to the production elements
of the community.
Databases:
5. OSWR has underway a study by an external contractor of its current
database situation. The study covers the kinds of databases which exist in
OSWR and also those external databases which OSWR analysts are using. The
goal is to identify and describe all the databases currently in use or under
development, to assess the database environment and the users perception of
database needs, and to formulate a strategy for office database development
and use. A final report on this study is due in September, 1984. 134
internal databases were identified of which 103 were in direct access storage
devices.
6. OSWR analysts use a large number of eternal databases. These range
from openly available databases such as those in the DIALOG system; to other
government databases such as those from Defense Technical Information Center,
NASA, Department of Energy, U.S. Geological Survey, Foreign Technology
Division CIRC system. They also have a requirement for accessing databases in
the non-intelligence community areas having to do with nuclear weapons,
seismic activity, technology, technology transfer and sales of items to
foreign countries.
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7. A number of specific requirements related to databases can be
enumerated:
a. Analysts want to be able to access the various
-databases from their terminals. These include not
-only internal databases such as RECON but other
community databases such as those accessible through
the COINS network, the FTD CIRC database, and
commercial databases such as are available through
DIALOG.
b. Analysts want to be able to download information
obtained from these databases into a single
consolidated in-house file which they can then
search, manipulate, and analyze once they have the
computer power to do so. In order to do all these
things, they need to have considerable amounts of
user support and customer service.
c. JPRS and FBIS material should be stored
electronically and be full-text searchable in a
database which already exists -- such as RECON -not
a new database.
d. Indexing for the RECON system should be improved
significantly. Current indexing is very shallow
substantively and, more importantly, does not contain
location information --
in orma ion very useful in intelligence analysis.
e. Additional information should be readil available to
escription t of
important organ iza ions
geographic coordinates of various parts of the world,
databases of Soviet equipment,
demographic data for various
f. The analyst needs better control of his in-box. He
needs a method to be able to change the threshold for
information flowing into his in box and do this
automatically and incrementally. That is, he ought
not to have to totally rewrite a profile to make a
small adjustment.
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g. Some external database information should be brought
into the building through a central entity. Instead
of having, for example, many people access external
-databases independently, a central operation could
run large numbers of standing profiles, like the SAFE
profiles, against multiple external databases and put
the results directly into an analyst on-line file.
h. Additional support for database maintenance is
required. Data entry often takes analysts away from
their more important interpretive tasks and ensures
that databases once created will not be adequately
maintained.
i. Additional training is required for analysts in terms
of knowing of the availability of databases, what the
databases are good for, how to access the databases,
and how to make best use of the database information
once it is incorporated into their central file.
Analytical Support:
8. Analytical support as used here means ADP tools to assist the analyst
in actually performing intelligence analysis and evaluation, tools which go
"beyond storage and retrieval". No matter how large, well indexed, or well
formatted our databases become; regardless of what advanced, high density
storage capability we may obtain; and no matter how sophisticated our search
strategies or queries are made, the end result is that we are still basically
getting information back out of our databases in much the same form as we have
put it in. We are not actually doing anything -- analytical, statistical,
correlative -- with the information while it is in the computer. With the
capability to store and manipulate large quantities of data in computerized
databases, we have an opportunity to do many more kinds of analysis to compare
and evaluate larger amounts of data than we ever had before. We must begin to
develop the computer-based tools to do this.
9. Analysts will drive the Directorate into the future if they are given
a few good tools to use. Experience in using these analytical tools will
promote creativity, and analysts will then demand better tools. For example,
a reasonable number of personal computers, e.g., one per branch, available to
analysts will make them better aware of what is generally available
commercially in word processing, spread sheets and other such software with
the result that they will begin to demand these kinds of tools from the Office
of Data Processing for use with their large databases. Some primitive tools
are available today and some form of analytical tool selector or menu listing
of these tools should be available to the analysts, along with some discussion
of their applicability. Additionally, these tools which are developed in the
future need to be easy to use and the analysts need to be provided training in
their use. Better customer service and user support are required if use of
these tools is going to be widespread and effective.
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Word Processing:
9. Most of the individuals interviewed expressed unhappiness with
current word-processing capabilities. This unhappiness stems primarily from
the centralized computer through which word processing now must occur. This
unhappiness arises from undependability of the system (a feeling that the
system is down often when an important paper needs to be produced), long waits
involved in obtaining copies of papers that are written (an important two-page
memo in a long que behind many multiple page, multiple copy documents), a need
to go to other parts of the building (often the Ruffing Center itself) to
obtain a copy of a document, poorly written manuals, limited and poor
instruction, inadequate or unavailable user support/customer service, and
finally, continuing changes in the systems, changes which analysts simply
cannot keep up with. There is a perception that all these problems would be
solved with the acquistion of stand alone word processors or personal
computers with printers.
Communications:
10. There is a significant requirement for improved secure
communications with organizations outside of the headquarters building and
outside of the Washington area. OSWR personnel more than most need to work
with other technical intelligence organizations such as FTD, FSTC, MIA, NISC,
AFMIC. OSWR personnel also need to maintain communications with Department of
Defense, Department of Energy, and NASA research laboratories and
organizations, such as Los Alamos, Livermore, Sandia, Naval Research
Laboratory, Air Force Weapons Laboratory, Air Force Materials Laboratory, and
with U.S. Weapons Test Range personnel. OSWR tends to have more external
contracts than other parts of the DI. hence- ments for secure
communications In its Technology
Transfer Assessment Center, for example, communication is required with
Department of Commerce, Customs Department and the non-intelligence portions
of the Department of State and the Department of Treasury. These
communication requirements are at several levels:
a. Improved voice telephone communiiations -- more
reliable, more dependable and, most importantly, more
available to people outside the Agency. Secure
telephones are generally available in the
Headquarters building, but are very limited by
number, by line capacity, and not readily accessible
to the people in other organizations, particularly
outside the Washington area.
b. An electronic mail system with other personnel in the
intelligence community, in the other departments of
government, and with contractors.
c. Access to wide area nets such as ARPANET (or MILNET)
which would enable analysts to maintain unclassified
electronic mail correspondence throughout the country
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personnel.
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d. Capability for secure distribution of drafts of
papers and other intelligence documents as well as a
'mechanism for accessing directly classified databases
in other organizations.
Customer Relations/Presentational Means:
11. This area covers such topics as determining the requirements of
customers, providing the customers with finished intelligence, and the various
mechanisms for providing this finished intelligence. Several ideas were
suggested:
a. Develop a new database containing standing
intelligence opinions which could be updated
periodically by the analyst, and which would be
accessible by customers. This database could also
contain the latest information comparing state of the
art of U.S. and Soviet technologies so that customers
could, for example, determine the possible impact. of
technology transfers.
b. Improved mechanisms such large-scale wall displays
for NIE coordination, electronic conferencing and
presentation to consumers of finished intelligence.
c. As stated above, if an automated collection
management system is developed, such as system ought
to be adapted so that consumers of intelligence can
task the intelligence producing agencies.
Management Support:
12. The discussions of management support or management information
systems ranged from "we don't need any", "we already have too many", to "this
is the least important of our problems". The discussions tended to focus on
administrative support rather than management support; that is, on how to
reduce or improve the flow of paperwork or how to retrieve administrative
information rather than on how to provide or evaluate information which will
impact on management decisionmaking, resource allocation, priority setting,
redirection of effort, etc.
13. It is generally agreed that any management information system must
be useful to all levels of management. Every level of management,
particularly the first-line manager, must benefit from this system. The
current perception of systems that we have, e.g., DIPMIS or DIHRMIS, is that
these provide no benefit to the first-line manager, the branch chief, who is
really responsible for producing finished intelligence and getting it out. In
fact, these systems, if anything, are a hindrance; the first-line managers are
required to spend time feeding them yet get no management help from them.
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14. Management information systems should be designed so that the input
to them is almost automatic -- one should not have to input data specifically
to the MIS. -The system should collect and organize its data from other
information that is being input into the system in the normal course of
business.
15. Several items are worthy of specific mention:
a. Develop some mechanism which can show the impact of
changes in tasking, i.e., where interactions with
other people will be affected by the changes.
b. Maintain a database of the past and current
experience and training of people in the Agency, not
just what they are now doing -- such as the DIHRMIS
system provides. There are many people with high
levels of experience and training in topic areas of
interest to OSWR in, for example, ORD, OTS, OD&E.
These people could provide expert help to analysts in
technical analytical problems. Moreover, many
managers were, and often still are, experts in areas
where they are not now working.
c. Additional management tools need to be developed or
brought in house so that information contained in
administrative or management databases can be used
effectively. These tools and their use should be
standardized throughout the office so that both the
office director and the branch chief can get the
information, properly aggregated, needed to make
decisions appropriate to his level of responsibility,
and get the information from the same system.
d. Other kinds of information which should be
maintained, and accessible on line, in addition to
professional experience, are: training history,
publications history, information on applicants in
the hiring pipeline, planning tools, contract
monitoring, training and travel scheduling.
e. All administrative forms should be computerized. No
requirements should exist for filling out paper
forms. Moreover, the system should retrieve
automatically information required for many forms.
For example, once a person's name is typed into the
"electronic" form, the system should retrieve most
other information required, such as employee
identification number, date of birth, EOD date, etc.
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SUBJECT: SOVA Views on DI ADP Future
1. In SOVA,I (people ranging from senior analysts to the
office director were interviewed. The majority reaction to the
task force's mission was cynicism coupled with the faint hope that
something might be done about what is widely seen as one of our
most serious problems. It was felt that our ability to look ahead
was sharply limited by preoccupation with our current predicament.
The general reaction was that we might be able to focus on
tommorrow's technology if we had today's. All respondents
emphasized the need for reliable, fast, flexible, and more user-
friendly ADP capabilities.
2. Collection Management and Tasking. In general, SOVA does
not see this as a problem susceptible to solution by ADP, although
aspects of collection tasking can be made more convenient.
Automated systems to help maintain and update requirements would
be useful administratively. Few, however, have confidence in the
ability of the formal collection tasking structure to be more than
a marginal influence.
3. Data Bases. SOVA is an heavy user of data bases of all
types. We expect our use to grow as rapidly as resources can be
made available. Our major growth contraints are hardware and
software availability and inadequate programming support. Our
potential use of commercial data bases is limited. We already
have access to most of those data bases now needed and see few
problems procuring the few left that we need given the
availability of funding. Access to other governmental data bases
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would be desirable but was not seen to be a pressing need.
4. Word Processing. SOVA is an enthusiastic user of word
processors and is eager to expand our use. AIM based word
processing (including the HBWP and the various renditions of
SCRIPT) are highly regarded by its users. In general, we prefer
function key processors like the NBI but wish to retain the
flexibility of VM based systems. We would prefer that word
processors be available on each analyst's SAFE terminal but have
the capability to work off-line to reduce the potential load on
the common user system. We will need computer resident
instructional programs for such things as touch typing which we
believe would significantly improve our efficiency.
5. New Technology. Most felt there was little point in
concerning ourselves about future technologies while we lacked
today's. Specific requests however were:
--Rapid Search Machines. SOVA has an urgent need for a
powerful interactive text storage, search,.. and retrieval
capability to improve our exploitation of compartmented
data. We also see it as a powerful tool to improve the
rigid sophistication of our analysis) 25X1
We are working with ORD to solve this need but
will face unprogrammed resource needs in the near future 25X1
if the technology proves out.
--Artificial Intelligence. We see many applications
especially in the fields of pattern recognition,
advanced document sorting, and concept branching theory.
--Laser Storage Media. We hope the space savings to be
gained from the use of more efficient storage media
would speed our response time for information from
historical data collections. At present, our scratch
SCAM tapes are dispatched each six months whether 25X1
we need them or not.
--Real-time TVI (display.
Specifically, the capability to access Soviet and
European TV programs
would help us improve the speed at which
we could monitor and report on fast-breaking events.
6. What Can Be Done Now.
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--Terminals. The DI should expend all possible efforts to
provide all analysts full SAFE by mid-1985. All
managers and secretaries do not necessarily need SAFE
but should have AIM. Better terminals are also needed.
There is strong dissatisfaction with the present and
projected Delta Datas on the grounds they are obsolete
technology without features (horizontal scrolling,
multi-processing capabilities, large local memory, off-
line capability, and off-screen read cability with mouse
light pen, etc.) found in many commercial micro-
computers.
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--Programmers. Each office should have an appropriate
complement of programmers that know the office's needs
and can respond to requirements on the office's terms
and within its time need. ODP n ASG, with some
exceptions the SURE Staff) are
generally considered unresponsive to the line office's
needs.
--Training. We believe more productive use could be made
of our present capabilities if there was adequate
training. Adequate being defined as sufficient, quality
courses conducted within the analyst's branch.
--IAs. There are too few IA slots as well as IAs to fully
exploit existing opportunites.
--Production Technology. The two largest obstacles to the
rapid production and dissemination of intelligence are
Graphics/Cartography and the Printing Plant. Laser
Printers--optimum of one per branch; minimum one per
division--and office-level advanced graphics and
composition technology could both speed-up our own
production but would also help reduce the load on a
hard-pressed OCPAS. In the interim, OCPAS should be
given priority in building itself to support our
projected increases in the quantity and sophistication
of our publications.
7. Management Support. Most managers felt we already spent
too much time and energy managing management and not intelligence.
There was hostility to DIPMIS and other programs which may have
caused some of the unwillingness to consider other tools. OP's
efforts to more fully automate the applicant and hiring system and
allow offices to query its data base was met with strong approval.
The value of AIM as a managerial tool to speed-up our
communications and, through the use of pre-formatted forms
programmed into SOVA AIM, was recognized by its users. But in
general, our managerial problems are not seen as being soluble by
ADP solutions.
8. Final Thoughts. There was a stong current of thought that
the DI's problems are not technological but bureaucratic. There
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was confidence that any problems that arose could be solved given
flexibility in procurement authority and sufficient external
research funds. OS was seen by some as a major obstacle because
of their uniformly negative and rejectionist response to ADP
modernization requirements. One example is their refusal to allow
DIA analysts access to our computers even though they may be
working on problems of common concern under our direct
supervision. ODP's planning cycle is seen as having a longer
half-life than our requirements. Their idea of user-friendly is
too often that it be friendly to them not the average or even
above average analyst. A comparison of nearly any ODP users'
manual with a commercial counterpart demonstrates this clearly.
Customer support rarely sees the line analyst and manager as a
customer. Both ODP and ASG are thought to be too far removed from
the operational realities of the DI offices and often lacking the
exposure to the substance of our work to comprehend our needs.
There is a perception that no one seems to want to work on small,
cheap projects that would meet our needs but seem, because of
bureaucratic imperatives, to concentrate on expensive, systems
approaches that only reach fruition after our need has passed or
been met by locally created solutions. We would not argue that
all these criticisms are necessarily well-founded but would note
that the perception is counterproductive to the DI's progress.
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CHECKLIST OF ADP APPLICATIONS
in interviews with analysts, managers and secretaries, the
Task Force encountered many ideas on how ADP could be used to
improve the operations of the Directorate. A number of these
ideas are incorporated in summary form in recommendations in the
report. Others are included here for reference. The Task Force
notes that some items are already part of future SAFE
requirements while others could be implemented independently of
SAFE. The ideas are grouped according to the functional
categories outlined in the Task Force report.
Collection Requirements Management
o Develop a methodology to use SAFE profiles for general
collection requirements for the Community.
o Evaluate sources of information by matching Information
Reports against SAFE profiles.
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o Develop software to analyze how changes in collection
tasking would affect collection in other target areas.
Show range of administrative and technical leadtimes
necessary to implement changes in collection and how these
leadtimes could be modified according to priority of the
requirement.
o Develop a SAFE profile system that permits analysts to
assess how incremental changes in their profiles would
affect the volume of formation which they receive. For
example, ___military analyst should be able to
quickly determine how many more cables would be received
per week if the profile were expanded to include a new
subject area, on say, trade with the USSR.
o A multi-tiered SAFE profile system that permits analysts to
accumulate in separate "mailboxes" subjects of high
priority for immediate review and subjects of longer-term
interest that can be reviewed over several weeks.
o Access from analysts' terminals to an electronic card
catalog of library holdings.
o Capability to view and obtain in real time copies of
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o Access to governmental databases including the
Congressional Record, the Public Affairs Information
Service, arms control negotiating records from the Arms
Control and Disarmament Agency, information held by 25X1
the Air Force and the US Geological Survey and other DoD
databases.
o Capability to retrieve wire service stories using the SAFE
profile system.
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o On-line access to the OCR leadership directory and
leadership appearance databases.
o Capability to search and review all DO reporting 25X1
o Contractor reports delivered in electronic form for full-
text search and display at analysts' terminals.
Data Input of Hardcopy Material
o Provide an on-call stenographic service to record
conferences and meetings. Use existing software to
transfer stenographic tapes directly to the VM system for
editing, text search and retrieval.
o Use a hand-held optical scanning "pen" to select keywords
for indexing a document.
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o Request the Office of Communications to resume its practice
of assembling segmented cables prior to disseminating them
to SAFE via the Cable Dissemination System. Alternatively,
request the Office of Communications to modify the APARS
printing system so that hardcopy reports printed by APARS
are scannable by optical character readers. This would
enable OCR to use a computer program to assist indexing
these documents for RECON.
o Input JPRS textual material into the SAFE system via
optical character readers.
o Develop a program to convert all or parts of
docuemnt images to encoded text
so that they can be searched.
o Provide all DO reports on-line. Alternatively,
publish har copy reports in a form that is scannable by
optical character readers.
Database Development
o Adopt a common query language to access Agency databases.
Build interfaces to permit a range of internal (and
external) databases to be queried via this common language.
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o Provide an on-line index to available analytic tools,
methodologies and databases along with descriptions and
examples of each.
o Write a manual for NOMAD-II that can be understood by
novice users.
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o Develop an electronic "note card" system that permits
analysts to record notes while reading hardcopy material.
Database Processing Support
o Develop a cross index between the OCR subject file (RECON)
so that a query of one system can
obtain records in the other system.
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o Develop a system that orders SAFE cables or other
electronic date by the date and time of an event rather
than the date the information is acquired. This tool would
be particularly useful for quickly compiling event
chronologies or for describing events during a crisis.
o Develop a standard software package that would permit
analysts to examine interrelationships among individuals,
organizations, and research programs. For example, OGI's
Third World Issues Branch uses a NOMAD database to anal ze
o Devise a comparative database of US technology and Soviet
technology to support assessments of technology advantage.
Video Databases and Support
o Provide Media-Scan notes of television news programs and
the FLICS film index on SAFE.
o Equip every branch with a television linked to the internal
Agency cable network. Use it to:
-- Advertise OCR and CPAS services that are available to
the analyst.
-- Present courses on how to use the computer, inform
analysts of reference aids.
-- Teach the application of statistical methodologies and
how to levy collection requirements.
o Provide unclassified courses on analytic techniques that
analyst and managers can view on VCRs at home.
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Crisis and Time-Sensitive Support
o Store alert lists on-line for quick retrieval. Use
automatic dialing systems to contact individuals in a
crisis.
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o Provide a capability for analysts to highlight portions of
a SAFE cable so that managers can read relevant portions of
the highlighted text quickly.
o Provide the Operations Center with the capability to
designate incoming cables for immediate input to SAFE and
RECON.
o Create a task force production file or "outbox" in which
all production of the task force could be retained during a
crisis for retrieval and text search.
o Provide a way to quickly compile chronologies that pertain
to a crisis. This could include a software package that
would search the SAFE text online and offline files for
relevant cables, sort them in chronological order and
highlight events of particular interest on each cable.
o Develop an electronic cable delivery service to enable the
Operations Center to deliver hot items to the President's
Daily Brief Staff.
o Link Order-of-Battle databases to a graphic package to
display unit hierarchies and associated equipment.
o Design an on-line map library, simple enough for novice
users, that would permit maps to be retrieved, displayed,
annotated and printed.
Production Support
o Establish secure voice and electronic mail links with
government contractors, National Laboratories, and other
intelligence organizations located outside the Washington,
D.C. area.
o Provide analyst access to ARPANET or MILNET so that
analysts can maintain unclassified electronic
correspondence with other parts of the government as well
as with contractors.
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o Establish combined telephone and television communications
links with imagery analysts to enable all-source analysts
to view and discuss imagery with imagery analysts.
o Improve the VM-to-Wang and VM-to-NBI links so that Script
files can be transmitted without loss of data.
o Incorporate the features of EZPUB into Host-Based Word
Processing.
o Devise an editing system that would simulate editorial
markings on an electronic draft so that the author would
have no difficulty identifying proposed text changes.
o Develop an interface between the Office of Logistics laser
plate-maker and the ICAD system in CPAS to simplify the
publication process.
o Design electronic forms for drafting NIDs and PDBs and
other regularly produced intelligence production.
o Develop software to produce a CIA letterhead via the laser
printer for finished typescripts and memos.
o Design a standard format for typescript memos using a
standard word processing language.
o Provide a style manual and writer's guide for intelligence
publications available at analysts' terminals. Equip the
manual with electronic models of forms of proper memos and
cover notes.
o Add the capability to annotate mail received on AIM and to
search on the annotations.
o Use AIM to obtain document registration numbers.
o Use bar-codes on NIDs and other documents for maintaining
logs of controlled documents.
o Convert branch reading requirements to a VM file where they
can be reviewed and updated regularly.
o Provide the capability to review and update dissemination
lists electronically. Use an electronic version to
coordinate dissemination with DO and other agencies.
o Maintain distribution lists for publications on-line so
that they can be searched by recipient and by product.
o Keep the sourced draft of a finished publication in a VM
Script file rather than in hardcopy.
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Dissemination and Presentation
o Use MEDUSA for dissemination of DI products.
o Install display devices near policymakers who must now go to
special secure areas to read codeword products.
o Provide policymakers with direct access to
system.
o Develop an intelligence requirements system through which our
customers can communicate short-term needs to production
elements in the Agency.
o Equip all DI conference rooms with electronic display screens
and computer terminals to coordinate drafts stored on VM and
to display vu-graphs for a briefing.
o Develop a portable electronic display system that could be
taken outside the building for briefing purposes. The system
could access classified vu-graphs stored via a local Agency
computer. Alternatively, vu-graphs could be. stored on video
disks or floppy disks and displayed on video systems pre-
positioned in conference rooms of other agencies.
o Provide terminals with the option to display large type for
briefing purposes and for people with poor vision.
o Establish an electronic maintenance facility to repair DI
equipment.
Management Support
o Develop a scheduling system for managers keyed to and
searchable by kinds of activities rather than by date.
o Develop a standard transaction format so that information on
personnel, training, resumes and other administrative
information can be conveyed to a central database of
management information. This would ensure that information
currently being input to automated databases could be
retrieved centrally through a standard query language.
o Develop a computerized DI telephone book.
o Develop on-line organizational charts.
o Provide a package of management planning tools such as
production tracking, contract monitoring, training, travel
scheduling, document control, etc.
o Provide standard notification via AIM of changes and upgrades
in ODP operations.
o Provide a terminal display 132 characters wide for charts and
tables.
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Training
o Provide self-teaching, computer based training packages for
computer systems, methodologies, databases, typing, and
word processing.
o Provide noontime or after hours training in the
Headquarters Auditorium.
o Task contractors to develop VM or AIM computer-based
training packages for personal computers.
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10 April 1984
MEMORANDUM FOR THE RECORD
FROM: DI Planning and Development Task Force
SUBJECT: Purpose of Interview
1. The Planning and Development Task Force is attempting to
define the long-term information processing needs of the
Directorate. A long-term modernization plan will require both a
substantive evaluation of how ADP technologies can support and
enhance future intelligence analysis and a technical study that
relates identified analytic needs to specific system concepts and
programs. The goal of the Task Force is to complete the
substantive study by 1 June and the technical study by 1 November.
2. The substantive study will be the more important of the
two. It will determine basic analytic requirements and priorities
and will ultimately determine the utility and success of any
programs that are implemented. Its conclusions will be used to
establish requirements for DI display, communications, storage and
processing requirements, both for SAFE and for other systems. The
substantive study will encompass an examination of current
research activity in the Directorate, estimates of future trends
in intelligence issues and potential ADP technologies that could
provide analytic and staff support. Interview reports will become
the conceptual basis for the substantive study and serve to
document its conclusions.
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Interview Questions:
1. What are the principal sources of information you use in your
component--by mission?
2. How do you use the current collection requirements system? Do
you rely on standing requirements for most collection or do you
modify collection requirements frequently? How frequently? What
collection requirments management system would be of benefit to
the DI and how would it improve the DI's effectiveness?
3. What are the principal databases used in your work? Are you
thinking of using or developing other databases? What degree of
access to external databases or systems (such as commercially
available unclassified databases) would be useful? What would you
require in terms timeliness or scope? What would be the
substantive utility of these databases?
4. Does your work require immediate access to databases or can
you wait for a few hours or days without substantial impact on
your work? What benefits would more timely information have on DI
productivity?
5. As you look ahead, what ways do you see new technology
influencing the DI's capability to cover new issues, improve its
analysis or expand the range of its products?
6. How will these changes affect the intelligence sources you use
in your work?
7. To what extent do you use word processors in your work? What
changes would you like to see and what benefits do you see from
these changes?
8. What analytic tools/methodologies/systems would be of benefit
to the DI and how would they improve its effectiveness? What are
your most pressing ADP needs?
9. How could the DI improve the quality, timeliness and
effectiveness of the presentation and dissemination of its
products--both in terms of ad hoc typescript memos and finished
products?
10. What management and production support systems would you like
to see established and how would they improve the efficiency of
the DI?
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9 April 1984
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FROM:
SUBJECT:
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Problem Definition for Task Force
I have outlined here the thoughts from this morning on our
approach to interviews and follow-up discussions. The basic
approach is predicated on the schematic of the analytic process
that is known to all:
Collection < ----------- Tasking
I I
Exploitation I
----------- >I
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I Collection Requirements
Processing
Analysis
Drafting and Review
Presentation and Publication
Dissemination
This schematic describes the overall process which the Task Force
is trying to examine. Our examination of this process should be
considered in four parts:
-- Substantive and functional needs. This covers the definition
of the data and range of analytic and presentational support
requirements which the Directorate requires to do its work.
These requirements would be identified by members of the Task
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Force through interviews with key members of the offices and
through the experience and ideas of Task Force members.
-- Constraints. Security and organizational considerations
which will circumscribe a modernization effort.
-- Modernization Program Attributes. The elements of a program
that reflect the substantive requirements. To be defined by
the task force following the interview segment.
-- Technical System Requirements. Following the development of
Modernization Program Attributes, characteristics of the
communications architecture, processing speed, local and
central storage requirements would be developed with the
support of ODP, OC, OD&E and contractors.
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