INFORMATION HANDLING STUDY

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP84-00933R000100300001-9
• Release Decision: RIPPUB
• Original Classification: S
• Document Page Count: 33
• Document Creation Date: December 12, 2016
• Document Release Date: October 4, 2001
• Sequence Number: 1
• Publication Date: December 21, 1978
• Content Type: MF

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21 DEC 1978
MEMORANDUM FOR: Comptroller
THROUGH: Deputy Director for Administration
FROM:
Assistant tor information, DDA
SUBJECT: Information Handling Study
REFERENCE: Your multiple addressee memorandum dtd 28 Nov 78,
same subject
l.- This memorandum is to respond to your request for issues
relating to information handling. We feel this Directorate's general.
management concerns have been expressed in the June paper, Information
Management in the CIA. This Directorate, in addition to providing in-
formation handling services to the Agency, also requires information
handling services to be able to perform its varied missions.
2. We have sent your memorandum to the offices of the Directorate
to obtain their views on this subject. The offices directly involved
with providing data processing and communications services addressed
the issues, and properly so, from an information handling program
office point of view. The other offices, all having information to
"handle," have provided valuable responses which I believe will help
in the problem definition phase of this effort. (As requested, the
responses from all the offices are attached to this memorandum.)
3. The following subparagraphs, keyed to paragraph 3 of the
referenced memorandum, provide a Directorate point of view.
a. We offer a broad definition of information handling:
Information handling is the acquisition, storage, reproduction,
processing and transfer of data.
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UNCLASSIFIED WHEN SEPARATED
FROM CLASSIFIED ATTACHMENTS
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b. The major problem: The efficient and effective applica-
tion of the technologies and disciplines required to handle the
Agency's information. The records management and information
security issues need to be addressed as well as the closely re-
lated technologies of communications, data processing and word
processing.
c. Programs to be addressed: Programs which include the
application of information handling technologies and disciplines
for information which will be shared or transferred between com-
ponents. should be addressed in the proposed study. Specific
programs are listed in the attached office responses. In addi-
tion to these, the Assistant for. Information is actively
involved with automation in the records management support
area: growth of word processors in the Agency, development of
automated registries and development of automated records in-
ventory systems.
4. Our efforts in defining information handling issues and attempt-
ing to come to grips with them are not unique to the CIA. The Agency is
in receipt of a draft OMB circular entitled "Responsibilities for the
Acquisition and Management of Federal Information Technology." The
thrust of this proposed circular-is toward the integrated management
and review of technologies which support information handling activi-
ties. The features in this draft circular as well as future revisions
to this draft should be included in this study as planning to meet
external requirements is very much part of an information handling
strategy.
5. If we can be of further assistance to this "statement of
problem" phase, please call me or
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Attachments:
As stated
Original - Addressee w/atts
-.1 - Each Office Director w/atts
1 - C/IPS w/atts
1 - C/ISAS w/atts
1 -,.C/I-%S Watts
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1 3 DEC 1C7L
MEMORANDUM FOR:
Assistant for Information, DDA
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SUBJECT
REFERENCE
Director of Communications
Information Handling Study (U)
A. DDA 78-4384/1, dated 28 November 1978
B. DDA?78-4384, dated 21 November 1978
The Office of Communications' (OC) comments and views
on the information handling subjects, identified in
Reference B., are attached. OC perceives the information
handling issue within the Agency as serious, deserving the
attention of senior management, and study by a competent
consultant. (C)
Attachment:
As Stated
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027852_
12 Dec 1998
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A. Information Handling Definition:
1. The Office of Communications' (OC) perception of the
field of information handling is summarized in the following
proposed definition of information handling: (U)
"Information handling encompasses all activities,
subject to Agency security requirements, required to
transform, process, and transfer information from an
information source to an information sink." (U)
2. This definition is proposed to include the traditional
functions of origination, transformation, indexing, categor-
izing, dissemination, storage, retrieval, transmittal, and.
utilization normally associated with information handling.
"Information" is considered to be any data that contains
knowledge useful to or required by the Agency. The definition
of information should not be limited to intelligence collection
efforts and should at a minimum include technical and admin-
istrative data. It is further suggested that the division
between processing and transmission responsibility be con-
sidered to-be at that point in a process where information
must be transmitted to some distant device for the process
to continue or be consumed. (U)
3. It is strongly recommended that any definition of
information handling adopted by the Agency give full consider-
ation to security requirements. (U)
B. Major Problems:
1. The lack of centralized management control of the
Agency's information handling resources and activities allows
separate and, at times, uncoordinated planning, programming,
design, engineering, maintenance, and support activities by
various Agency components. The net result is often duplication
of effort and inefficient use of resources. (U)
2. The lack of a comprehensive Agency Information
Handling Strategic Plan renders ineffective attempts to develop
coordinated, complementary information handling programs. (U)
3. The requirements solicitation process is fragmented
and uncoordinated. Customers are not familiar with or cannot
comprehend the technical aspects of information handling.
Consequently, requirements are poorly stated or underestimated.
(U)
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4. The information handling field is experiencing an
explosive growth rate. There are no provisions to acquire
resources based on requirements perceptions, and new acqui-
sitions are often unable to accommodate the actual work load
once they are installed. (U)
5. Charter conflicts between Agency components are
presently developing and promise to worsen in the future.
Technological advances have eliminated many of the traditional
functional boundaries associated with information handling.
Computer security and communications security efforts are also
becoming inseparable. Consequently, many OC/ODP and OC-CSD/
OS-ISSG areas of interest and responsibility are in dispute
or have the potential of developing into conflict situations.
(U)
6. There are areas of severe imbalance between work load
and resources. Customers, occasionally, are forced to accept
lengthy delays in service. This imbalance sets the stage for
information handling users to initiate their own programs to
acquire and implement equipment or systems to satisfy their
requirements. This situation has serious managerial and
security implications. (U)
7. Information handling systems acquired in the past
have traditionally been functionally oriented due to technology
limitations. The current physical plant incorporates many
different types of equipment and necessitates diverse training
and maintenance requirements. Information handling systems
of the future should be multiple service oriented to the
maximum extent possible in order to increase support
efficiencies. (U)
8. Current Agency data base support/uti.lization, from
OC's viewpoint, is characterized by dated information and
incorrect, incomplete reports. Such a situation results. in
inefficiency and justification for a component to acquire
its own local system in order to overcome this problem and
to realize the advantages of automatic data processing. (U)
Management Issues:
1. The current organization and division of responsi-
bilities among Agency components concerned with information
handling is considered inefficient, results in duplication
of effort, and fosters the potential of charter conflicts.
A major reorganization to eliminate competitive situations
and to centralize the planning, programming, development,
engineering, and support of information handling activities
should be'given serious consideration. (U)
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2. Acquisition of new information handling equipment
and systems should be tightly controlled to ensure compliance
with Agency operational, technical, and security guidelines
and standards. All new equipment procurement should also be
reviewed to ensure compliance with an Information Handling
Strategic Plan. (U)
3. Determination of the requirement for compartmentation
and need-to-know protection in the electronic environment is
a prerequisite to major decisions about the direction of
future systems. Policy regarding data integrity and account-
ability should also be developed. The potential of a major
impact on the Agency's information handling systems due to
these considerations should not be underestimated. (U)
4. Resource limitations are severe and are perceived to
increase. The implementation of an integral information
handling/processing system to satisfy virtually all Agency
requirements is recommended in order to reduce or eliminate
the requirement to operate and maintain functionally different
systems (narrative, data, fascimile, data terminal, and secure
voice). Technological advances, primarily in electronic
components, have fostered integral system design. It is no
longer possible to identify the boundary between data processing
and telecommunications. The integration of multiple, inter-
related functions within information handling hardware will
force the Agency to address an integral system implementation.
(U.)
5. Skill profiles of employees required to design,
install, operate., and maintain new information handling
systems must reflect modern technological training. An
ambitious training program to. upgrade the skills of employees
in the techniques, operation, and maintenance of modern
information handling systems should be seriously considered..
Provisions should also be made to enable specialist to advance
to upper grade levels without the requirement to assume manage-
rial responsibility. Entry of skilled/specialized middle and
upper management officers from industry should also be
encouraged in order to introduce new ideas and concepts into
Agency information handling management. (U)
6. Recent and perceived advances in end-to-end encryption
techniques, file encryption, and verifiable software (secure
operating systems) will enable processing systems to simulta-
neously execute. multilevel classification and compartmentation
jobs. The justification to operate separate processor centers
based on sources and methods compartmentation is no longer
valid. The application of computer and communications security
features to Agency computer systems could result in central-
ization of functions and significant resource savings. (U/AIUO)
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7. Implementation of wideband information handling
systems and the large amounts of classified data that can be
accommodated on these systems increase the attractiveness
and potential of a penetration. Consequently, all wideband
information handling systems should have their communications
systems secured. Technological advances have enabled the
cost-effective implementation of security systems to protect
large distributed communications/computer networks. Adequate
TEMPEST profiles of all Agency information systems will con-
tinue to be a requirement. (U/AIUO)
Programs:
Tabulated, by priority, and without elaboration are those
programs that OC feels have a bearing on the Agency's infor-
mation handling issues: (C)
SAFE
CRAFT
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Technology subjects/programs having a potential impact
on information handling, systems include: (C)
Wideband Communications Technology
Data Encryption Standard (C)
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ODP-8-2243
?I ,
MEMORANDUM FOR: Assistant for Information, DDA
FROM
Deputy Director : if Data Processing
SUBJECT Information Handling Study
REFERENCES a. Your memorandum of 28 November 1978,
same subject, (DDA 78-4384/1)
b. Multiple addressee memorandum from
James H. Taylor, dtd. 21 November 1978,
same subject, (DDA 78-4384)
STATINTL
1. In responding to your inquiry about the information
handling study we are, in a sense, receiving our own forward
pass, since we collaborated in the preparation of the inquiry.
In addition, the DDA response to the Taylor memorandum will
be part of the raw material to be used by ODP and the Office
of the Comptroller in the preparation of an Agency position
on this subject. However, in the interest of completeness
in the DDA response, the following input is offered.
2. Taylor's question 3.a. involves the definition of
information handling. Two definitions have been suggested
by ODP personnel. One of them, which appears in a draft OMB
Circular #A-71, is really a definition of information tech-
nology, but it is also potentially a definition of information
handling. The definition reads: "Information technology is
all computer and telecommunications hardware and associated
software which is used to store, disseminate, transmit, or
otherwise process information and which have a development
or acquisition cost in excess of $10,000. Information tech-
nology also includes all resources directly related to the
acquisition, development, operation, management or disposal
of that technology including but not limited to people,
facilities, and supplies." Another possible definition of
information handling, which may however prove too comprehensive
to be of practical utility, is as follows: "An information
handling system can be defined as the total collection of
people, procedures, and equipment designed, built, operated,
and maintained to record, process, store, communicate, retrieve,
and display data that provides people with information to
support their decisions and actions."
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3. On Taylor's paragraph 3.b., having to do with
major problems in handling information, the most serious
problem identified by ODP has to do with the gradual and
inexorable blurring of the distinctions which once separated
ADP functions from communications functions and the further
complications created for both of these major disciplines
by the arrival on the scene of "smart" multiplexers and word
processing technology. Indeed it was a realization of the
gradual merger of these technologies which caused ODP and
Office of Communications leaders to form a joint planning
group and to collaborate with the then Assistant for Infor-
mation to develop the proposal which in time led to the
present request from the Comptroller.
4. At a second level of significance a number of
information handling problems can be identified. These
include the availability and the allocation of user terminals;
the availability of an adequate communications network to
support these terminals; the allocation of adequate physical
space to house ADP and Communications hardware; the use of
Agency resources to develop and support community-wide ADP
systems; the attraction and retention of qualified ADP pro-
fessionals given the inducements present in today's marketplace;
the need for a greater degree of standardization in the Agency's
development of ADP software; and the need to achieve Agency
standardization in dealing with a burgeoning hardware market
which includes a profusion of minicomputers and microcomputers.
5. Regarding paragraph 3.c. in the Taylor memo, the
answer to the question on Agency-wide management issues is
foreshadowed in paragraph 3. above. Certainly the merger
of technologies and the implications of that merger must be
of concern to Agency managers. Related is the prospect of
uncontrolled proliferation of various standalone devices
loosely covered by the general rubric, "word processors."
The proper organizational placement of control over word
processing, the relationship of that control to organizational
control over computerized printing, and the relationship of
both of those functions to the traditional functions of
communications and ADP, involve organization issues which
must be dealt with at the Agency level.
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6. There is one other major issue which deserves
attention although, regrettably, its resolution does not
lie within the independent authority of the Director of
Central Intelligence. Despite the increasing availability
and utility of minicomputers as a viable alternative to
large scale centralized computers, restrictive procurement
directives and budgetary decisions have imposed limitations
on ODP which cripple its efforts to manage the development
of this alternative in a logical and systematic manner.
Indeed, this question of restrictive procurement directives
goes beyond the matter of minicomputers into a whole realm
of ADP procurement and could inhibit any Agency program to
manage, in a thoroughly systematic way, the complex of
activities which can be called information handling. At some
point the limitations imposed on this and other agencies by
these restrictions and the cost to the U.S. taxpayer of
these restrictions should be addressed and brought to the
attention of senior policymakers in the government.
7. Paragraph 3.d. in the Taylor memorandum asked what
programs underway have a bearing on these issues. Clearly
from the ODP point of view the system most likely to bear
upon the development of information handling in CIA is the
SAFE system. Any external study of our attempts to develop
more effective information handling practices would be incom-
plete if it did not evaluate SAFE and its long range impli-
cations. Another program which deserves attention is the
ODP effort to standardize on a general purpose, versatile
soft copy terminal complete with options which would turn
the terminal into a very powerful microcomputer and word
processor interconnected with other terminals, with the
mainframe computers and, in theory at least, also connected
to other locally positioned minicomputers. Finally, we now
have the capability to generate cables in electronic form,
ready for transmission once released, and we are developing
the ability to create the input to the Office of Logistics
ETECS system. Such information handling capabilities have
large implications for the ways in which we will communicate,
manipulate and publish intelligence information in the future.
8. As the answers to these questions were being
collected in ODP there was frequent reference to the size
of the problem under discussion and one knowledgeable group
used the phrase "formidable undertaking" to describe the
nature of this task. Regardless of how formidable it may
be, it seems to us imperative that some systematic way be
found to address these problems. The prospect is clear;
they can be addressed now while they are still relatively
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small or they can be addressed later after they have created
untold mischief and uncounted headaches for Agency managers..
In the words of the television advertisement, "You can pay
me now or you can pay me later." The price we pay now,
however large, will assuredly be smaller than the price
we pay later.
STATINTL
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MEMORANDUM FOR:
Assistant for Information, DDA
FROM: Thomas B. Yale
Director of Finance
SUBJECT: Information Handling Study Response
1. This is the response you requested in your 25 November 1978
memorandum. We have structured our responses according to Mr. Taylor's
questions in his memorandum of 21 Nov 78.
A. Information Handling Definition: Information Handling
is the preservation of data from the time it is displayed
in readable form until it is no longer required and destroyed.
This preservation period consists of many manipulatory
activities including but not limited to: editing, filing,
reorganizing, calculating, reporting, publishing, querying,
statistics, distributing, linking related data (directly
related or referenced data), historical and archival.
B. Major problems in handling information: Our major problems
are: (1) the volume of information requiring our response
to short deadlines because (a) distribution to us takes
days (b) preparation of response takes too much time even
with the use of MAG CARD II; (2) distribution from us
requires time for making copies and mailing to recipiants;
and (3) monitoring requested responses requires clerical
support.
C. Agency wide management issues:
1. Reorganize organizational structures to minimize
coordination requirements encountered when developing
and maintaining information handling systems. With a
move towards increased requirements in utilizing computer
teleprocessing networks, Office of Data Processing and
Office of Communications need to be more closely associ-
ated organizationally.
STATINTL
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2. Duplicate effort in many components vice a network
approach to information handling.
D. Programs bearing on these issues:
CRAFT
AMPS/FAMPS
2. Hopefully our response will be helpful in develo in the consolidated
DDA response. If you have any questions address them to
C/Plans and Systems Staff/OF, on extensioi STATINTL
r - Thomas B. MY
STATINTL
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STATINTL
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13 DES 1979
MEMORANDUM FOR: Assistant for Information, DDA
FROM: James H. McDonald
Director of Logistics
SUBJECT: Information Handling Study (U)
REFERENCES: a. Multi adse memo fm AI/DDA dtd 28 Nov,
same subj (DDA 78-4384/1; OL 8 5409)
b. Multi adse memo fm Comptroller dtd
21 Nov, same subj (DDA 78-4384)
1. Per your request, this memorandum responds to the
questions contained in reference b. Our answers which follow
are keyed to the appropriate paragraphs in reference b. (U)
a. Definition: An information handling system
can be defined as a collection of people, procedures,
and equipment designed, built, operated, and main-
tained to collect, record, process, store, retrieve
and 'display information. The system.may be computer-
based or manual, or include both of these.
We have taken the liberty of adding the
word "system" to "information handling" since,
in our view, there are so many different parts
and facets to the processes of gathering,
transferring, and storing information that the
processes can best be described as a system.
Further, our logistics courier service, which
is a manual information handling subset, is
as much a part of the system as are the com-
puters and electronic transmission devices. (U)
b. Technological advances have given us the capa-
bility to collect enormous amounts of information. There
is such a proliferation of information and "hard copy"
printout that managers are being inundated with mounds
)L cq 20 Years
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SUBJECT: Information Handling Study (U)
of information. It becomes very difficult for managers
to sift through this vast amount of material, retain
what is significant or germane to their specific needs,
and encapsulate this data into something meaningful
which can help them in making decisions.
Speaking from the Office of Logistics (OL) and
DDA perspectives, it would appear that we are being
propelled by these technological advances and all the
possibilities offered. We are responding independently,
rather than collectively, without understanding the
full impact of all the small parts of the system on the
other parts. There needs to be.a greater effort towards
the integrated development of information handling
systems, with direction and coordination stratified at
the directorate level. (U)
c. Closely related to the question just addressed,
there is a definite need for centralized planning, at
least at the directorate level. It is important to
keep pace with advanced technology and, when upgrading
the system, to be sure to take into account the total
system. For example, computer-based systems tend to
generate large amounts of "hard copy." Not only are
the massive amounts of paper bulky, it becomes difficult,
if not impossible, to store--and the tendency is for
the user to generate and retain all this paper. Only
information that needs to be retained outside the com-
puter should be kept, and then it should be reduced to
a manageable size. Therefore, it is important that
sufficient microform equipment be available to reduce
records to a manageable size.
We envision major problems in the information
being collected. Systems today make it easy to collect
all kinds of data. There needs to be more collaboration
among offices to prudently select only that information
which is meaningful. There needs to be a closer inte-
gration of manual and computer-based systems, with
perhaps greater reliance placed on use of "electric
mail." Not only would this shift enhance the security
of transmitting mail, it would lend to a more effective
utilization of the courier system. (U)
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SUBJECT: Information Handling Study (U)
d. OL has a number of computer-based systems
which impact other offices within, as well as outside,
the directorate. The ETECS, managed by the Printing
and Photography Division, can be accessed by other
users. The CONIF, ICS, SECOND, and others directly
effect operations in other offices. As these and
other planned OL systems develop, it is important
that there be more cooperation and planning among
offices.
Looking ahead, OL operations provide a fertile
environment for computer-based management information
systems. Some of these have been developed and others
are yet to come. Eventually, we can foresee the
electronic transmission of requisitions from field
stations directly into the Inventory Control System.
The Clandestine Records Application Field Terminal
(CRAFT) system, currently under development and ex-
pected to be operational in the early 1980's, will
provide a capability between field stations and Head-
quarters for electronic transmission, storage and
retrieval of formal records. Systems such as these
must be looked at in the broadest context so that the
needs of all intended users are properly addressed. (S)
2. The above responses obviously are not intended to pro-
vide an in-depth analysis of the problems we are addressing.
However, we believe this is an area of major concern, and this
office is prepared to participate in any way that it can to
properly deal with this important issue. (U)
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13 December 1978
Assistant for Information, DDA
FROM: Charles A. Bohrer, M.D.
Director of Medical Services
SUBJECT: Information Handling Study
REFERENCE: DDA 78-4384/1 dtd 28 November 1978,
same subject
STATINTL
1. Since it appears to have been concluded the capability
does not exist within the Agency to satisfactorily complete
an Information Handling Study, it appears reasonable to
retain external consultants to assist in accomplishing this
task. Whatever external group-is selected should have
people assigned with expertise in computer hardware and
software, data. communications, information storage systems,
word processing, information handling management, et cetera
and who do not have a vested interest within their areas of
expertise. It is further agreed the consultant group should
have a proven record of.successfully addressing and solving
other organizations' information-handling problems and
needs. Finally, it is most important to have the consultants
work with an Agency group devoted to this study, so that any
resulting conclusions and recommendations are realistic and
pertinent to the Agency's needs.
2. The following material addresses information
handling and management issues it would be anticipated
would be included in the statement presented for senior
Agency management review and discussion:
This document is UNCLASSIFIED
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SUBJECT: Information Handling Study
a. A definition of information handling should
include those activities, equipment, and supplies used
to collect, transmit, encrypt, decrypt, compress,
decompress, analyze, interpret, store, retrieve, share,
collate, transform, classify, display, produce, publish,
retire, and destroy information to assist the Agency in
accomplishing its missions and functions.
b. Major problems that face the Office of Medical
Services (OMS) are the following:
(1). Principally Intraoffice
(a) protection of individual privacy and. medical
confidentiality,
(b) satisfying medical-legal requirements for
authentication, accuracy, and retention of
information, and
(c) Current information handling activities
(IHA) are by necessity divided among several.
OMS personnel to enable satisfactory transaction
of required IHA. Any program which would
integrate all IHA and make these functions the
responsibility of one person would require a
.major realignment of duties of several staff:
personnel, require additional training for the
conce,rned*OMS staff and/or depending on the
magnitude and complexity of the IHA task may
require the establishment of a new specialized
position.
(2) Interoffice/Multi-office
(a) automated system to identify outdated
employee, dependent and applicant records for
.destruction,
(b) automated system to prevent double
payment of medical insurance claims by OMS,
Personal Affairs Branch, Office of Personnel (OP),
and the Insurance Branch,
(c) re-institution of the automated system
to advise OMS and all other Agency offices of
all accountable property so these items can
be properly monitored, and
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SUBJECT: Information Handling Study
(d) automated transfer of administrative
information between OMS, OP, Office of Security,
et cetera to expedite case processing and
research studies, while protecting individual
medical confidentiality and privacy.
c. Agency management issues that need attention:
(1) development of a managerial structure to
manage, develop, control, coordinate, and optimize
information-handling activities without destroying
individual office requirements and creativity,
(2) expansion of activities to utilize standard
hardware and software so as to derive the benefits
of economy of scale and reduce maintenance and
training requirements,
(3) continuation and enhancement of the activity
to continually monitor technological advances
in information-handling capabilities to assist in
determining contractural commitments. This will
assist in determining the resources required to
provide satisfactory support for Agency activities,
while retaining the flexibility to move in a
number of directions consistent with the
advancement in technology and business manipulations.
(4) Should information handling activities (IHA)
be the responsibility of one or several individuals-
in each office, directorate, and the Agency?
Whatever the decision, what authorities will
this/these individuals have in dealing with
information handling issues? Can?existing staff
personnel absorb and be trained to carry out IHA
or must new positions and personnel be obtained to
satisfactorily perform these newly integrated activities?
d. Programs now underway that have dramatic
implications in information handling and are candidates
for applying a coordinated holistic information handling
approach are the following:
(1) SAFE and
(2) CRAFT STATINTL
Charles A. Bohrer, M.D. L.
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ADMINISTRATIVE - INTERNAL USE ONLY
12 DEC 13ib
Assistant for information, DDA STATINTL
FROM : F. W. M. Janney
Director of Personnel
SUBJECT : Information Handling Study
REFERENCE : AI/DDA memo to D/Pers (DDA-78-4384/1)
dated 28 Nov 78, same subject
1. In response to referent memorandum there follows our perspective
on the information handling and related management issues. Reply is keyed
to the questions in paragraph 3 of the Comptroller's memo of 21 November
1978.
a) Definition: Information handling is the acquisition,
reproduction, storage, processing and transfer of data.
b) Major problems in Information Handling as related to
APP, communications, records management, and word processing:
-- Inter office and inter directorate coordination
and cooperation when interfaces between the various Agency
Automatic Data Processing Systems are required. The issue
generally arises as to which system will be modified to
allow for compatible interfaces. When neither party or
parties will modify their system, it means the storing of
extra data for identification purposes or extra processing
is required in order to make the data passed compatible.
-- Lack of a systematic approach to the modernization
of information handling systems. Most progress is made
on an individual basis with little or no transfer of the
learning experience to other areas. (Re-inventing the
wheel each time!)
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Page Two
Subject: Information Handling Study
-- Problems in obtaining new terminals, printers
and communications lines for outlying buildings.
-- Problems in maintaining reliable communications
circuits for outlying buildings.
c) Agency wide management issues in Information Handling:
-- Is the current structure for the coordination
of word processing equipment adequate?
-- Should there be an Agency Information Control
Officer at the DCI level for policy, planning and control
to include ADP, word processing and communications? Info
Control Officers and staffs at the directorate level and
office level?
-- Should the Info Control Officer staff include a
data base management function?
-- Are the communications requirements of the offices
being satisfied? Is the present communications system
providing satisfactory service?
-- With the move towards minicomputer, is ODP taking
steps to assure they will be able to support customers in
the future?
-- Should there be any changes in the way the acquisi-
tion of minicomputers is coordinated, or should ODP continue
to be the central point of coordination?
-- Is there adequate project oversight and reporting
at the directorate level (to avoid ADP projects which go
on forever but never get completed)?
d) Programs underway or planned which have a bearing on
these issues:
-- PERSIGN: interfaces with several other offices,
and the interface issue it raises.
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Page Three
Subject: Information Handling Study
-- The current personnel computer system and the
problems of getting reliable communications in outlying
buildings in order to use the system properly.
-- Improving the word processing capability in the
Office of Personnel.
-- The Applicant Processing computer system and
Insurance System and the problem of obtaining terminals
and communications support.
STATINTL
F. W. M. Janney
ADMINISTRATIVE INTERNAL USE ONLY
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14 DEC 1978
MEMORANDUM FOR: Assistant for Information, DDA
Deputy Director of Security
Policy and Management
STATINTL
SUBJECT: Information Handling Study
REFERENCE: Memorandum from AI/DDA to multiple
addressees dated 28 November
1978, same subject (DDA 78-4384/1)
The following comments are submitted in response to
questions posed by the Comptroller as set forth in the
attachment to the reference:
a. How, for management purposes, should we
define information handling?
Answer: That process which involves the economical
and efficient storage, retrieval and communication of
useful information and the systematic elimination of
information as it becomes obsolete.
b. What are your major problems in handling information
that presently affect or will in the future affect the
performance of your component and/or other Agency
components?
Answer: The Office of Security views its most
significant problem as being in the area of computer
downtime. This factor, in many cases very subtle, has
a cumulative effect that can result in major losses in
resources and program effectiveness.
c. What are the Agency-wide management issues in
information handling that you believe need attention in
this study?
Answer: It is the opinion of this Office that the
most important information handling issue facing
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the Agency and the Community today is computer
security. In view of the lack of confidence and
reliability in computer software and the growth
of computers into large systems and networks, the
threat of a major security incident is very real.
Systems have been proven to be vulnerable and in
view of the quantity of information we are now
computerizing, the potential penetration loss and
compromise could be devastating.
Another management issue in information handling
that in our view should be of significant Agency
concern is the growth in the amount of information
we are collecting and perhaps unable to use. This
issue applies to the growth of our records both in
hard copy and computerized form. While we have
acknowledged this growth problem in the hard copy
world, the compression capabilities of computers
and microfiche have tended to make the problem less
visible in these areas.
d. What programs, now under way or being planned,
do you think have a bearing on these issues and therefore
need to be addressed in this study?
Answer: The Directorate of Administration as well
as other Agency components have made significant strides
in a formal manner over the past year in reviewing
Agency records for the purpose of identifying obsolete
materials. In our view these records review programs
have a distinct bearing on aspects of the information
handling problem. In addition, current attention is
focused on the need for document accountability; while
this activity has mainly concerned hard copy material,
the issue certainly
STATINTL
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USE CIINLY
OTR 78-8825
14 DEC 1978
MEMORANDUM FOR: Assistant for Information, DDA
FROM: Harry E. Fitzwater
Director of Training
SUBJECT: Information Handling Study
REFERENCE: Your memorandum dated 28 November 1978,
Same Subject
1. Listed below are Office of Training (OTR) comments
and perspectives on the Agency's goal concerned with information
handling.
2. Critical to the development of a better structure
for coordination and carrying out the Agency's information
handling activities is an improved understanding among the
personnel of the Agency about the on-going activities in
this area and the rapidly evolving technology developments
which might improve the performance of these activities.
With respect to major problems we feel that each Agency
component must define its own specific information needs.
For example, OTR needs to understand what it is expected to
produce and the time frames within which production must
take place. OTR operations have to be responsive to the
goals of its consumers; thus, most critical to OTR are
component management goals which can be translated into
training needs.
3. The OTR Information Science Center in its various
courses can help develop better tools for data handling. An
understanding of the information handling problems and the
issues involved,might be facilitated in some instances by
the development of system dynamic models of these systems--
or perhaps other types of models, such as queuing. To do
this successfully generally requires a partnership between
the people that have the problem and the methods people, and
some degree of familiarity on the part of each of the
participants with the other's tasks.
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SUBJECT: Information Handling Study
4. The Office of Training stands ready to assist in
this study to the extent of its resources and capabilities.
STATINTL
Harry E. Fitzwater
U
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O 0 01-9
DDA 78-4384/1
28 November 1978
MEMORANDUM FOR: D~irctor of Communications
'5ireector of Data Processing
Director of Finance
Director of Logistics
Director of Medical Services
Director of Personnel
Director of Security
Director of Training
Chief, Information and Privacy Staff
Chief, Information Systems Analysis Staff
Assistant for Information, DDA
SUBJECT: Information Handling Study
REFERENCE: Multiple addressee memorandum from James H.
Taylor dtd 21 November 1978, same subject
I have been asked to pull together the DDA response to
the attached memorandum from James Taylor, Comptroller, re-
garding the Agency goal concerned with information-handling.
Attached is the memorandum from Mr. Taylor as well as two
papers do information handling pulled together for the dis-
cussions held in June and September on Agency goals. The
Taylor memorandum is self-explanatory and requests the
perspectives of all components on the information handling
problem and related management issues. Since we must have
the DDA response to Jim Taylor by 15 December, I would appre-
ciate it if you could have your response to me by COB on
13 December.
STATINTL
STATINTL
Attachments: a/s
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2 1 tov "3
MEMORANDUM FOR: Deputy Director for Administration
Deputy Director, National Foreign Assessment Center
Deputy Director for Operations
Deputy Director for Science & Technology
Administrative Officer, DCI Area
FROM : James H. Taylor
Comptroller
SUBJECT : Information Handling Study
1. (A/IUO) At the Director's June conference on goals the DDA sub-
mitted a proposal for developing a better structure for coordinating and
carrying out the Agency's information handling activities. At the
Director's September conference the goal wad resubmitted jointly by the
DDA and the Comptroller, revised as follows:
Goal 1: Develop a comprehensive information handling
strategy for the Agency and a structure for more formal,
continuing coordination of the Agency's ADP, communica-
tions, records management, and word processing activities.
The reasons for developing a "comprehensive information handling strategy"
are numerous. The attached paper entitled Information Management in CIA
was an integral part of the goal package discussed in September and addresses
some of them. In addition, we believe that some components are having
difficulties trying to plan future information handling programs in the
absence of'a cohesive, Agencywide plan. For all of these reasons, senior
managers have agreed on the need for a comprehensive review of Agency
information handling activities.
2. (A/IUO) The approach recommended in September was to hire "the
best possible outside management or consulting firm" to formulate recom-
mendations for Agency consideration. Further discussion of this goal
since September has led to the conclusion that as a first step., a compre-
hensive, if generalized, statement of the task should b developed and
submitted to the EAG for discussion and restatement as necessary. Once
we have agreement on the task,' we can select a senior officer to direct
the project, prepare a formal statement of work, select a suitable
contractor, and initiate the. study.
3. (A/IUO) To ensure that the tasking statement which goes to the
EAG is as comprehensive and thoughtful as possible, we are soliciting
Use Only
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input from all Agency components. What information handling and managemeij
issues would you expect to be included in a statement presented to senior
Agency managentnt? We would like your responses to address at least tie
following:
(a) How, for management purposes, should we define informa-
tion handling? So many define it so differently that we need to
develop a composite definition.
(b) What are your major problems in handling information
that presently affect or will in the future affect the per-
formance of your component and/or other Agency components?
(c) What. are the Agencywide management issues in informa-
tion handling that you believe need attention in this study
(e.g., planning, utilization of technology, internal organiza-
tional relationships, others)?
(d) What programs, now underway or being planned, do you
think have a bearing on these issues and therefore need to be
addressed in this study?
4. (A/IUO) I would like to have your responses to this request by
15 December. While I leave to your discretion the structure of your re--
sponse, I. believe it would be helpful if the comments of your individual
components could be made available to us. We need as broad a response
to this issue as possible if we are to develop a meaningful and complete
tasking statement. Presentation to the EAG will be scheduled for early
1979. M
STATINTL
James H. Taylod
Attachment: As Stated
z
AdE;,-~ es r~ukl;'u - ( 0s ~3ul -1 a OP 4
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The Executive Advisory Group has given considerable
attention L'o the problem of managing the automatic data
processing activities of CIA, recognizing the need for careful
control over the growth of this expensive resource. It is
becoming increasingly apparent, however, that to control ADP
is to control only one element in a family of activities, all
of which involve the handling of information.
CIA collects, transmits, stores, retrieves, shares,
collates, transforms, produces and publishes information in
bewildering profusion. To facilitate these multiple processes
we have developed highly sophisticated and costly communications
and ADP systems, related in various ways to our printing and
publication facilities and to the pervasive records management
processes through which we identify and safeguard the informa-
tion we need to accomplish our intelligence tasks.
These various information handling tools are highly inter-
dependent. Computer data flows on communications lines; com-
municated messages come to rest in computer data banks; comput-
erized records are converted to microfilm and microfiche;
filmed and paper records are scanned electronically for communi-
cation to remote display terminals; word-processing techniques
expand the computer data base or feed computerized text-editing
and printing processes, etc., etc. A management program to
control a single element in this family of activities will be
frustrated by the ways in which decisions made in another area
can generate new, unprogrammed increases in workload. An
awareness by the managers of the larger information service
components of the need for coordination has protected us from
major problems to date, but a new element is entering the
picture, threatening organizational loss of control.
The emerging, as yet ill-defined techniques of "word
processing," are beginning to place in the hands of individual
officers or units the capacity to handle their information far
more effectively and efficiently. This new localized word
processing power is accompanied, however, by the ability to
generate new and unanticipated demands on the central ADP and
communication systems, and it threatens to have dramatic impact
on our records management programs. The Information Systems
Analysis Staff in the O/DDA is attempting to measure the costs
and benefits of these new techniques, but is finding that with-
out the ADP and communication factors, the analysis of word
processing lacks significance. There are, to be sure, "stand-
alone" word processors, but the advantages of interconnection
are enticing and easily obtained in today's market, and the use
of computer terminals as word processors (using software
packages like SCRIPT) has the potential for uncontrolled growth.
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The new Office of Community Information Systems (OCIS)
will apparently be looking at some of those problems as they
relate to the Intelligence Community. CIA has no counterpart
to OCIS, no single voice speaking knowledgeably about the way
information is or should be managed inthe Agency. Indeed, as
is noted at budget defense time every year, CIA does not even
have one focal point for all its ADP effort. The Director of
Data Processing manages and can speak for only about half of
the Agency's ADP resources.
One of the three DDA management goals for 1978, along with
the search for greater effectiveness and proficiency, was the
enhancement of information management. As we attempt to achieve
this goal, we are continually reminded of the fact that in CIA
the sharing of information and information-handling facilities
makes a one-directorate approach to this problem ineffective.
We need a mechanism to plan and coordinate our information-
handling activities on an Agency-wide basis.
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1. This recommended approach is submitted in concert with
the Comptroller.
2. Additional thought and discussion has been given this
matter since the goal was-first submitted for consideration in
June. That consideration has led to a series of both negative
and positive conclusions. The negative conclusions are:
a. The somewhat traditional and conventional
Agency approach of appointing an inter-directorate
staff study group reporting to EAG is insufficient
for the cause.
b. The magnitude of the problem, availability
of qualified Agency personnel to study it full-time,
and the need to capitalize on the best experience
and technology available preclude an exclusive in-
house attach.
c. The presence of biases, subconscious or
otherwise, amongst Agency personnel would inhibit
the development of the most objective considerations
to meet the problem.
The positive conclusions arrived at are:
a. The problem is real, is here, and a failure
to study and attack it now will only. exacerbate a
solution at a later date. I
b. The attack on the problem should not be,
undertaken unless we are absolutely committed to
solve it.
c. The implementation to the solution to the
problem may well involve a major, if not drastic,
realignment of operating components in this Agency,
with the most dramatic possibility being the creation
of a new directorate. If we are not prepared to
accept and seriously discuss drastic remedies, we
should not undertake the exercise.
d. A project director from the Agency, backed
up by an Agency steering committee, should be
appointed. The major study and formulation of recom-
mendations, however, should be done by the best
possible outside management or consulting firm that
we can select. This firm should have a demonstrated
record in attacking and successfully recommending
solutions to some counterpart problems.
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e. The study will not be inexpensi.ve and
should not be forced to meet an unreasonable
time fume.
3. If all of the above stipulations are accepted, an
initial implementing step, working within the constraints
established above, would-be to appoint the project manager
and steering group to develop and operating plan of attack,
to include a statement of the problem.
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