PHASE IV, LONG-RANGE PLAN ACTION ITEMS

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP87-01146R000200050014-2
• Release Decision: RIPPUB
• Original Classification: S
• Document Page Count: 57
• Document Creation Date: December 16, 2016
• Document Release Date: July 19, 2005
• Sequence Number: 14
• Publication Date: May 26, 1983
• Content Type: FORM

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ROUTING AND RECORD SHEET
SUBJECT: (Optional)
Phase IV, Long-Range Plan Action Items
FRO
EXTENSION
NO.
OL 4090-83
Mans anrograms Staff, OL
DATE
26 May 1983
TO: (Officer designation, room number, and
building)
DATE
OFFICER'S
COMMENTS (Number each comment to show from whom
RECEIVED
FORWARDED
INITIALS
to whom. Draw a line across column after each comment.)
Chief, PMS/OL
-
- -
2 _---- --
Attached is an info
Chief, LSD/OL
-- -
copy of OL's response
to the DDA's request
- -
re Agency Long-Range
s
Planning.
Chief, P&PD/OL
4
Thank you for your
.
support in getting this
Chief, PD/OL
paper together.
Chief, RECD/0L
6.
Chief, SD/OL
7.
10.
12.
13.
14.
15.
FORM 61 0 USE PREVIOUS
1-79 EDITIONS
TAT
TAT
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ROUTING AND RECORD SHEET
SUBJECT: (Optional)
Phase IV, Long-Range Plan Action Items
FRO -- --- ------- _TEXTENSION NO. ------
OL 4090-83
r_Leul_'~ CU ograms Staff, OL DATE
26 May 1983
TO: (Officer designation, room number, and
DA
TE
building)
-- --
1.
RECEIVED
FORWARDED
ti
OFFICER'S
INITIALS
COMMENTS (Number each comment to show from whom
to whom. Draw a line across column after each comment.)
- -
Chief, BPS/OL
Attached is an FYI copy of
Chief, POTS/OL
-rr
I
OL's response to the DDA's
request re Agency Long-Range
3
Chief, SS/OL
Planning.
4.
6.
9.
10.
12
13.
14.
15.
FORM 61 USE PREVIOUS
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NOTE FOR: Director of Logistics
SUBJECT: Phase IV Paper - Support Capabilities 1982-1992
We hurriedly reviewed the final draft of the DA Su ort
Capabilities Paper and provided comments to DDA/MS. STAT
Our comments were mainly limited to structure an c ari y except
for the following requested addition to Galley 1.12, first
paragraph under Logistics:
OL strategy is to increase the capacity and efficiency
of a centralized support system via automation.
Development of the Logistics Integrated Management System
(LIMS) is underway to increase the timeliness and respon-
siveness of the Agency procurement, contracting and supply
systems. The capability to meet decentralized requirements
is being increased via cross-training for career personnel
and through the development of proprietaries to provide a
mix of skilled personnel to meet the potential shortfall
between requirements and onboard capabilities. OL is
taking action to expand capability in the areas of
transportation, storage and space acquisition.
We think the major issue of the planning papers that impact
OL is the projected growth in Agency personnel and the associated
need for space. We have placed paper clips at those pa es of the
subject paper which address this issue. ,,-~? ;',1? ,F
La-0L initiatives for bim future afire contained in Section VII of
the paper, which are also paper-clipped.
STAT
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STAT
~y~,~C.G i'Lis-d?i/~'; 1 ~ ,l~`_: ,nitum. Technology will have
provided the potential for increased productivity through the development of
powerful, intelligent systems for collection, distribution, analysis and production of
intelligence. To be effective, this technology, such as Office Automation Systems, will
have to be implemented and operated by personnel who are equally skilled in basic
computer as well as telecommunications disciplines. The work force will have to be
acquired and managed in a way that permits development of indepth competence to
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meet the needs of worldwide service. More than ever, the training and assignment
process has to provide an integrated career progression that maintains the growth and
currency of a basically technical work force. It would appear that specific programs
are needed to realize significant gains in this area.
Given that personnel should be assigned and developed in an optimal fashion, it
will be necessary to constantly examine our organizational structure in order to best
manage our work force. It is likely that the hierarchical structure of the 1980s will
give way to a hybrid program/functional/matrix alignment that will allow develop-
ment of in-depth competence and still be reasonably flexible. As in technology
applications, systematic personnel management must be aggressively pursued in order
to stay abreast of the many advances that are occurring in the work environment. The
basic goal must be to have the right person, with the right skills, in the right job.
Done effectively, we can bring the programs to the people, rather than being driven to
assigning people to "a slot." The end result can be a work force that has careers more
effectively integrated and interconnected to the development, operation and mainte-
nance of a network which shares similar characteristics.
NEW INITIATIVES:
1. Organization-Specific planning must be devoted to systematic changes
which will allow broader development of competence, as well as more flexible
application of that competence.
2. Study of Personnel Needed-As times change, so do requirements. Monitor-
ing these requirements and tracking the current work force would provide a more ef-
fective target for our recruitment efforts.
3. Recruiting-Finding and attracting highly qualified personnel continues to
be a critical issue. There is a need for making our organization more competitive with
private industry in terms of salaries, advancement, benefits, etc.
4. Skills Training-In order to maintain the pace of the computer age, we need
to direct our efforts to training our personnel in varied skills, utilizing their
knowledge, and thereby expanding on their potential for growth and mobility within
the organization.
5. Education-As the requirements continue to outpace the acquisition of
additional staff, it will be necessary to dedicate specific formal time in each career
plan to provide additional education. Without specific planned education as an
integral part of each career, the work force will become obsolete, burned-out, and will
further exacerbate the staffing shortage.
COVER
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COMMUNICATIONS SECURITY
TECHNOLOGY:
The Office of Communications has undertaken the design and *m lementation
of a secure, worldwide, packet switched network meet user
needs for increased services. This system will depend on ig speed , wide-band
communications trunks, sophisticated ADP based Q nnqes, and more and
newer cryptographic techniques and hardware. For nd another major
program, CRAFT, the Communications Security Division will need to address
problems such as: 1) developing a new secure gateway-to-network concept, 2) a viable
method for user file encryption, 3) routine and emergency destruction techniques and
devices for electronic data storage media, 4) with the advent of new cryptographic
equipment, new forms of keying material which will impact the key distribution,
accounting and control functions of the Division, 5) new communications equipment
installation standards and guidelines and 6) the need to protect high speed non-
encrypted data links (the Division has embarked on the adaptation of the Intrusion
Resistant Optical Communications [IROC] medium to respond to this need).
In the TEMPEST arena, OC has several long-term programs, among which are
1) to develop a TEMPEST profile monitor for specifie equipments having known
TEMPEST profiles, and 2) to develop special shielding materials, and shielding
techniques ranging from the total shielding of entire buildings to unique enclosures
for specific equipment. Through the next decade there will continue to be a need to
identify new TEMPEST vulnerabilities, low-cost TEMPEST-free technologies and
design approaches, and cost effective shielding.
In the field of Covert Communications (COVCOM), OC will be required to
evaluate applications of existing and planned encryption devices and methods. Some
of these applications will consist of new appliques to existing systems; others will in-
volve advanced micro-technologies. The demand for high speed real-time covert
communications (e.g., voice) has impacted the COMSEC resources of OC. Many of
these new systems will require development of key material specifications, key
production and unique key distribution, and new accounting techniques. The growing
availability of commercial cryptographic systems has resulted in an increasing
demand to employ these systems, since in many cases they represent a cost effective
solution to requirements. Another COMSEC support requirement, which is closely
allied to COVCOM, will be the increasing demand for communications systems to
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The Communications Security Division's personnel resources and capital expen-
25X1 diture requirements are approximately
THREAT:
1. Based on information ~-cl1ected is datc, he KGE has bcea persisL=t and
aggressive in targeting US Government communications. In the coming decade, it is
anticipated that the KGB will expand its effort to read our communications through
various avenues used in the past, as well as newly developed techniques. Our concern
is heightened because of a combination of factors which range from strategic US vul-
nerabilities to improved Soviet operating capabilities. For example, the number of
countries which offer favorable operating conditions for the KGB has expanded
significantly in the last decade. In addition to the 18 Criteria Countries designated by
the US Attorney General in 1981, there are now 18 additional countries which have a
security service liaison with a Communist country. This list will probably expand
further in the next decade. (In a comment made to the press in September 1982, the
DCI cited 50 countries in the world under Communist influence.) Moreover, in the
absence of Western political countermeasures in developing areas, the Soviets are
expected to continue their efforts in turning Third World countries against the US.
2. More resources are needed to collect, collate, and analyze information
pertaining to hostile technical operations against our communications. COMSEC has
identified the need for two additional persons to support this effort. Hand in hand
with the TEMPEST program to identify communications vulnerabilities, more effort
will be needed to eliminate those vulnerabilities. Advances in technology will
undoubtedly result in the KGB initiating more technical operations abroad to
supplement the less costly HUMINT, OPEN SOURCE and SIGINT sources. The
anticipated hostile increase in technical operations is based on factors such as:
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3. Past performance of the Communist adversaries indicates that the US
Government can expect a relentless effort to acquire US secrets through the
penetration of its communications. This makes it all the more imperative to correct
deficiencies which have been overlooked or ignored in the past; the ever changing in-
ternational environment can no longer be considered benign.
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ANNEX
COMMUNICATIONS-1982-1992
EXECUTIVE SUMMARY:
While modernizing the network and enhancing the abilities of the work force
will allow the Office of Communications to stay ahead of customers' demands, there
are several other innovative things that can be done to significantly improve the level
of service. Some are subtle, have high impact, and are relatively inexpensive, such as
a change in the recruiting strategy. Others, while capital intensive, can result in long-
range cost savings; e.g., replacing the unclassified telephone equipment. Still others
are costly, but could significantly enhance such traits as network survivability.
Communications support in the coming decade is the subject of "Administrative
Support Capabilities by the Office of Communications," which responds to the
Agency's Long-range Planning Papers. It describes an equivalent growth in the
customers' need for service and OC's capability to provide service. It does not,
however, answer some of the more fundamental questions regarding the quality of
communications support. This paper will deal with these more subjective areas and is
augmented by 10 detailed attachments.
Previous discussions dealt with the "size of the pipe" that interconnects the
Agency sites. This discussion is intended to investigate what can be put into the pipe
and how versatility can improve customer service. In reading this paper remember
that changes to the capacity of the network are costly, while adding an optional fea-
ture within established capacity usually costs less and adds more to the quality of cus-
tomer service.
The modernization efforts covered elsewhere and the challenge to provide a
responsive work force remain dominant in OC's strategy for dealing with the future.
Against the uncertainty of predicting the future, however, there are some available
alternatives that would position OC well ahead of the customer's perceived need.
The global network is large and complex. While there are many constants, the
network is best dealt with in smaller groupings. This approach allows similarities in
service needs to dominate the discussion without constantly degenerating into
exceptions to some generalization. Detailed discussions of the foreign and domestic
networks are contained in Attachments 1 and 5, respectively.
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growth, then alternate solutions must be sought. One aspect of this question is the
Agency's capability to support crisis reporting which may result in a need to acquire
new equipments and lease commercial satellite channels. This is discussed in further
detail in Attachment 2. There is also a requirement to increase the OC support to
non-Staff duties which is explored in Attachment 3. This paper recommends a closer
consolidation with Staff communications, an improved management structure, and
rebuilding the strategic reserve of P_}uipment. Finally; SLLrvviability of the Agency's
communications capability is a complex subject, greatly contributing to the concerns
regarding the mid-decade vulnerabilities. While several issues are currently under
review, the most significant of them is the need to build a redundant capability to
This subject is covered in further detail in
The domestic network can be further broken down into a discussion of issues
25X1 In the metropoli-
tan area there are capacity, capability, scheduling and space issues explored in great
detail in the Attachment. Significant suggestions concerning outstations detail the
heavy dependence upon commercial service and suggest the employment of satellites
to resolve these problems. In any case, there is unprecedented domestic growth
25X1 projected which will cause ommunications support. Purchase
of long-lead items will become a problem and OC will need to build a reserve of
equipment to respond in a reasonable time.
There has been much emphasis placed on the impact technological innovations
will have on society and the nature of the Agency's business. How this will influence
25X1 OC's way of doing its job is further explored in Attachment 6. A companion
discussion covering the future automation of the field station
I ILs contained in Attachment 7. This activity is currently supported by a joint
e or Ln the CRAFT program. It could raise some questions regarding the capacity of
the total OC network.
The future OC work force will need to be made up of some communications gen-
eralists and some specialists. They will need to have specific knowledge of a wide vari-
ety of technical systems ranging from computers to diesel-powered generators. They
will need a breadth of knowledge to enable them to visualize a global network, and
they will still need the dedication and motivation that characterize today's OC
employee. A more detailed discussion of this subject is also covered in Attachment 5.
Providing cover for OC's work force remains a continuing problem and this subject is
discussed in Attachment 9.
Finally, there are new aspects to the traditional technical field of Communica-
tions Security (COMSEC). The growing threat of hostile attacks against our people
will add to our concerns regarding attacks against our equipment. Both of these
subjects are explored in Attachment 10.
The broad range of issues discussed above provides alternatives which challenge
the Office. Many of the proposals would be dealt with in time; all would require a lot
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of study and work to reduce them to the project level. However, this long list must be
consolidated and priorities must be assigned in order to ensure that OC is responsive
to future requirements.
The Agency has had as one of its major goals the improvement of its
communications capability. This priority treatment is reflected in the Phase IV
guidance. The Recapitalization Program is a good start at achieving this objective-
but it is only a start. Moreover, the Recapitalization Program is only really intended
to maintain the Agency's communications capability through modernization. Ulti-
mate success depends on a willingness to continue replacement indefinitely. We also
need to stop eroding the benefits of modernization by reducing funds or spreading/
delaying implementation. Indeed, capital replacement and modernization are never-
ending parts of maintaining capability. By the same token, growth demands added re-
sources. For OC this means adding both capacity in the network and new equipments
at new locations, or adapting to a customer demand for different technology. Finally,
only after these other needs are attended to, can we turn our attention to improving
capability. This, too, requires still more resources. Therefore, obtaining sufficient
resources for these three separate aspects of its endeavors will be OC's principal
priority for the coming decade.
In retrospect, the lessons we learned from some past mistakes in resource
acquisition can now guide our strategy. For instance, we learned that one cannot di-
vert funds from maintaining capability to growth areas without threatening the
infrastructure that the growth areas depend upon. Similarly, we know that improve-
ment must be subordinated to both maintenance and growth or you have nothing to
improve. The strategy then is to aggressively pursue the acquisition of funds and to
apply them to all three areas in the balanced (but prioritized) areas of maintaining ca-
pability, responding to growth in requirements and improving the service profile.
Obtaining personnel resources is critical. Here the Office not only needs the
proper numbers of people, it needs the proper mix of individuals with the needed tal-
ents and motivation. The task is, therefore, to build the kind of work force that can
respond to future requirements. As previously stated, this involves recruiting,
retaining, skills training/education, and deploying qualified personnel.
The Agency needs communications in both normal and stressed conditions;
survivability of the communications capability is OC's second pressing issue.
Improving the prospects for a continuance of service will occupy considerable effort
during the coming decade. This need presumes that the network is being modernized
and that it will contain sufficient capacity for both conditions. In spite of this, the sep-
arate issues of satellite utilization, redundant base stations and primary power
vulnerabilities at field stations share in importance in dealing with this vexing
question.
Responding to the unprecedented growth in the domestic network will demand a
dynamic program supported by new resources. OC must also respond to the
customer's plans to automate their offices. This has broad implications to network ca-
pacity and personnel skills. Finally, an intelligence organization's communications
capability is only useful if it is secure; thus, COMSEC's concerns round out this
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prioritized list.
The conclusions suggest a strategy for dynamic improvement of OC's capability.
In the coming decade the Office must:
1. Acquire sufficient resources to maintain, grow and improve its capability.
2. Improve prospects for survivability.
3. Deal with domestic network growth.
4. Respond to customer's office automation.
5. Imprcve; maintain cor nx-nicat_inms security,
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c. The Mini-relay Program will have to be expanded and integrated into an
updated network architecture designed to survive in a stressed environment
with the capability of gradual degradation, but with alternate capabilities that
will compensate for a multitude of failures allowing for an acceptable
throughput to sustain operations.
d. Operational procedures and handbooks must be developed promulgating
methodologies to be used in emergencies. Additionally, these efforts must be
refined through a series of exercises its which O` 7ii1' be obligated to
participate.
e. Training will have to be expanded to integrate these efforts into the WCS
curriculum.
f. R&R facilities and additional technical/ logistical support will be required to
deploy and maintain the above mentioned system enhancements.
g. Selected staffs must be enhanced to manage this effort. An impact has
already been realized on the Operational Support Staff.
This initial effort may be termed "stop-gap" because of our requirement to
support existing network requirements. As future study reports and new systems are
developed, a second stage of network improvement will be forthcoming which will en-
hance system survivability not attainable with today's technology.
RESOURCE IMPLICATIONS:
CIA/OC has mutually agreed to budget only for the I laspects of the
25X1 program. Another government staff The program will
begin to have a significant impact this year and throughout this decade. Intensive
program integration into our facilities will require more management and training
participation. Dollar figure estimates for the funding and implementation of the
deployments within the Recapitalization years for equipment protection are 7.5
million. That fi ure could rise to about 20 million in future years as planned new
25X1 techniques and protection systems become a reality. R&R, training, and
deployable reaction equipment costs are estimated to be another 7.2 million.
The personnel projections for the 1982-92 time frame are:
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The initial deployment of the "hardening" effort should be realized within the
five-year period of the Recapitalization Program, which should be sufficient time to
allow the "window of vulnerability" to be diminished to the point where new "state-
of-the-art" advanced communications systems presently being developed can be
realized. A second deployment series of network enhancements in the late 1980's and
early 1990's will be required to fulfill the mission.
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Attachment 5
DOMESTIC NETWORK
BACKGROUND:
The Domestic Network's evolving role will by necessity reflect the changes
occuring both in the Agency and in society as a whole. ADP technology will be a driv-
ing factor, as will increasing customer sophistication. With a large segment of the
population acquiring cable TV and personal computer systems for their homes over
the next decade, the substantive officers of this Agency will want no less in their work
environment. In the coming decade, service emphasis in the Domestic Network will
focus on interactive manipulation of data bases, more secure voice and facsimile,
paper reduction, efficient use of available bandwidth, and improved communications
security.
The personnel growth described in the Agency Long-range Plan will re uire
more Headquarters office space at the same time that OC's new systems
will need space. Space for secure grid systems is already limited and
costly.
Teleprocessing, secure voice, metropolitan outbuilding, field and contractor
communications requirements, and special programs such as SAFE, 4-C, and NDP
are growing and converging into overlapping time frames. The mid-1980's will see a
rapid expansion of basic services, and a changeover to a new generation of terminal
and cryptographic equipment.
DISCUSSION:
The following is a list of planning topics or problem areas, with a proposed
approach (or several approaches) for confronting the problems over the next decade:
a. Space-We never seem to have enough, and a Dincrease in the
Agency's population, coupled with the growth of ADP equipment, won't make
our space problem any easier. Prior to completion of the new Headquarters
annex, OC needs to advocate near term elimination of old or unnecessary
systems. The old "gray" XY and 758C portions of CISVN need to be
removed, as well as the red button system. HSTS instrument activation needs
to reflect this need. The current C&P black switch and old manual
switchboard should be replaced, with all space vacated by C&P to be turned
over to OC. We should also advocate movement of the Credit Union
Headquarters space in order to acquire this additional area. Some portions of
ACT-0 may have to be functionally replaced, and this may gain space for
other purposes. The KG-84 may help us stay even regarding facilities control
(FACON) space, and the X.25 concentrator will help by eliminating one layer
of FACON multiplexers.
b. Circuitry-Channel and link rates of 9600 bps and 1.544 Mbps will quickly
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become standard in the metropolitan area, with 2400 and 4800 bps to field
sites. Requirements will obviously dictate changes to our network topology,
but bureaucracy may impede efficient use of bandwidth in some instances.
Economies of scale can be achieved in the 1980's if the bureaucratic
constraints that impede integration of BYEMAN and non-BYEMAN links
can be overcome. These impediments could be minimized with no loss of
security or compaitiTic$iation. Likewise, isle cover/security problems that
currently preclude use of non-Bell companies for WATS service will again be
reviewed; significant savings may be realized if we can force more competi-
tion into the black telephone service arena, particularly if the AT&T
divestiture increases rates as expected. OC will also take a hard look at
stems as a means of augmenting or replacing
network may be more reliable and cost-efficient.
c. People-Integration of Cable Secretariat Branch and Telecommunications
Operations Branch functionality will see opportunities open up for career
broadening and growth for some personnel. Beyond this, TOB/FACON and
Voice Communications Branch operations may show enough circuit control
and circuit switching commonality for further integration between circuit
operators and telephone operators. Increasingly, OC will be supporting
systems and customers different from those found in the foreign network, and
continuity (i.e., long assignments) will be required.
d. Service-OC will use less paper and more electrical interfaces to our
Headquarters customers. The policy and procedural aspects of accepting
outgoing messages from other systems need to be addressed and resolved
within the next year. By the mid-1980's, electrical origination will be
commonplace; the OCR/paper system will be less dominant. A "service desk"
system will be developed that is more customer oriented than the decentral-
ized mechanisms we use today. Conversely, the Domestic Network will, by
1990, have sufficient field activity clustered around certain large cities that a
decentralized area support concept may be justified. We've started on this
path, orming the nucleus of what
may be a different organizational structure.
e. Systems-We know facsimile (FAX) and secure voice systems will grow and
integrated voice/data switching is anticipated. Beyond this we can expect
voice store and forward, video conferencing, and voice recognition systems.
This latter concept, translation of voice into alphanumeric characters suitable
for editing and transmission, is the next quantum step beyond today's OCR's,
teletypewriters and word processors. Cellular radio systems will be maturing
soon, and we may see increased demand for secure mobile systems for senior
officials based on this new service. OC can also expect to support new energy
management and security sensors over its channels. The technology exists,
and must be exploited, to enable unattended delivery and receipt of messages
over dial-up telephones, during non-peak hours. The
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systems acquired during the 1980's should be micro-processor based, with
sufficient flexibility that software or EPROM changes can modify the
functionality of a given box to handle such attributes as new protocols,
channelization, and speeds, etc.
f. Organization-OC will require improved organizational linkages with the
other Agency groups involved in domestic communications, in order to
properly do its job. Our ties to ODP, already s~rong_ will get stronger and
t D OS T.PI
more : :.~ertwined. D.,..~, O, ?~1C, :gnu 1are customers or
providers of service, depending upon the issue at hand. The internal
organization itself may grow so large that it would call for a higher
organizational level. Direct message addressing, like directing data to a
particular file resident in a data base, may obviate the need for the
dissemination function as we know it today.
g. Flexibility-With the organizational mobility we're now encountering, OC
needs to address the "cost of connection" into the network, and develop a Lo-
cal Area Network concept based on wire pair, coax, or optical cable that can
handle all normal services from a single "plug". Telephone (black and secure),
data, and FAX service is at the point where the present separate approaches
may not be viable for much longer. An integrated approach is called for
especially in the new Headquarters annex. Personnel flexibility may likewise
require some analysis of the amount of "vertical integration" in OC's
structure. If we are to continue our traditional roles (plan, install, operate,
maintain, upgrade) over a broader spectrum of services, we need to develop
better civil engineering, power, and systems analysis capabilities in-house.
Despite our increased use of contractors for certain brute force tasks, our
internal expertise needs to be expanded in order to properly direct contrac-
tors, train a growing cadre of non-professional communicators, and analyze
the growing complexity of the Domestic Network. There is taxpayer money to
be saved in lease circuit analysis alone, if we but had the time to do the
analysis.
25X1 h. New Building and Schedule problems abound regarding the
25X1 delivery dates for E and the completion of the new
VTi-ndnuaLL".-X. I schedules o eadquarters may have to accept
25X1 I uin the present building, reques e
25X1
installed in the new annex in 1987, and after cutover, remove an a aver
RESOURCE IMPLICATIONS:
a. Personnel-There is a foreseen need for more technical p nel to maintain
an increasingly complex network. This will be achieved by addinngineers to the
25X1 Domestic N wok staff anectronic technicians. The Dourest twork will
25X1 also require dditional unicators (hard requirements fo additional
communicat ve already been identified). In addition, an industri e contract
will be required to provide assistance with renovations, telephone service, grid and/or
bus maintenance, equipment maintenance and, perhaps, field station maintenance. A
Galley 1.12
25X1
25X1
25X1
25X1
Approved For Release 2005/08/08 CIA-RDP87-01146R000200050014-2