DIRECTORATE OF INTELLIGENCE MANAGEMENT-BY-OBJECTIVES PROGRAM:

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP85-00988R000300100002-7
• Release Decision: RIPPUB
• Original Classification: S
• Document Page Count: 28
• Document Creation Date: December 9, 2016
• Document Release Date: August 20, 1998
• Sequence Number: 2
• Publication Date: October 1, 1975
• Content Type: REPORT

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DIRECTORATE OF INTELLIGENCE
MANAGEMENT-BY-OBJECTIVES PROGRAM
Objectives for FY 1976 and the Transition Quarter
DDI Management Staff
October 1975
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NATIONAL SECURITY INFORMATION
Unauthorized Disclosure Subject to Criminal Sanctions
NOFORN-
NOCONTRACT-
PROPIN-
USIBONLY-
ORCON-
R E L . .. -
Not Releasable to Foreign Nationals
Not Releasable to Contractors or
Contractor/ Consultants
Caution-Proprietary Information
Involved
USIB Departments Only
Dissemination and extraction of Infor-
mation Controlled by Originator
This Information has been Authorized
for Release to . . .
classified by 011468
Exempt from General Declassification Schedule
of E.O. 11652, exemption category:
? 58(1), (2), and (3)
Automatically declassified on:
date impossible to determine
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No Foreign Dissem
Page
Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1
DDI Objectives . . . . . . . . . . . . . . . . . . . . . . . . . . . 5
Office of the DDI:
DDI Executive Staff . . . . . . . . . . . . . . . . . . . . . . . . 7
DDI Management Staff . . . . . . . . . . . . . . . . . . . . . . . 8
Special Study Group . . . . . . . . . . . . . . . . . . . . . . . . 9
Coordinator for Academic Relations . . . . . . . . . . . . . . . . . 10
Collection Guidance and Assessments Staff . . . . . . . . . . . . . . . 11
COMIREX Staff . . . . . . . . . . . . . . . . . . . . . . . . . . . 13
CIA Operations Center . . . . . . . . . . . . . . . . . . . . . . . . 15
Office of Current Intelligence . . . . . . . . . . . . . . . . . . . . . 16
Office of Economic Research . . . . . . . . . . . . . . . . . . . . . 17
Office of Geographic and Cartographic Research . . . . . . . . . . . . . 19
Office of Political Research . . . . . . . . . . . . . . . . . . . . . . 20
Office of Strategic Research . . . . . . . . . . . . . . . . . . . . . . 21
Central Reference Service . . . . . . . . . . . . . . . . . . . . . . . 23
. . . . . . . . . . . . . . . . . 24 25X1A7b
Imagery Analysis Service . . . . . . . . . . . . . . . . . . . . . . . 26
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Management-by-Objectives (MBO) is a management technique aimed at
stimulating decisive action, increasing productivity, and generally improving the
effectiveness of management by focusing on clearly defined areas where results
must be achieved.
The Intelligence Directorate has adopted the selective approach to the
preparation of MBO objectives found to be most effective in private industry.
Accordingly, the Directorate concentrates on those specific goals which require
special management action and which should yield significant results or substantially
improved performance in the accomplishment of its mission. Objectives must be
capable of being realistically appraised in terms of how well they have been
accomplished. No attempt is made to develop objectives for every mission, function,
or task for which our organization is responsible. In applying MBO, the Directorate
aims:
? To focus its efforts and attention on the priorities or special goals of
the DCI and the DDI.
? To encourage employees at all levels, through interaction with their
managers, to identify areas where improvements or corrective actions are
necessary, and to develop plans for achieving results in those areas.
? To ensure that innovative ideas are surfaced and that management support
and funding are provided for worthwhile projects.
? To encourage greater cooperation between offices, between levels of
management, and between staff and line officers.
? To provide a system for measuring accomplishments against established
goals.
The Directorate's objectives are both substantive and administrative. In both
cases, however, they are designed to result in concrete improvements in the quality
and timeliness of intelligence and in the cost-effectiveness and efficiency of its
activities.
Obviously, the Intelligence Directorate operates under the substantive
objectives of the Director of Central Intelligence, as expressed in his Key Intelligence
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Questions (KIQs). Therefore, the KIQs are not repeated as objectives, nor are the
missions and functions of each component. Accordinglly, the Letter of Instruction
from the DDI to each office director or staff chief is preceded by the following
statement:
In carrying out your assigned mission and functions, as described
in Agency regulations, and consistent with other Agency and community
objectives, including the Key Intelligence Questions and other specific
guidance, we have mutually agreed that you will concentrate on the
achievement of the following specific objectives this year.
Steps in the Intelligence Directorate MBO process are:
1. Re-examine the role and mission of your organization in the light
of reasonable assumptions that can be made about the future
environment and the availability of resources.
2. Determine Key Areas where significant results are needed or desired,
and where concentrated efforts are required to achieve those results.
3. Define clear and challenging objectives, stating what concrete results
are to be achieved by a specified date.
4. Obtain agreement and approval of the next highest level of
management for all objectives.
5. Develop and implement an Action Plan for achievement of each
objective.
6. Review performance at midyear by means of meetings with your
manager.
7. Report annually on achievements and strategy for the future.
Meaningful objectives must present a reasonable challenge. If a particular goal
is predictably certain to be achieved, it is not singled out for special attention
as an objective. A properly drawn objective will require all concerned to extend
their efforts for its achievement, but it will also not be completely beyond reach.
Failure to accomplish an objective for unforeseen or external factors can be
expected: and should not discourage the continued setting of challenging goals.
to.
LF,
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If an objective is merely a restatement of a component's mission or function
in a given area, then it serves no useful purpose under MBO. Writing meaningful
and measurable objectives is a skill that all line managers in this Directorate are
expected to develop over time with the help and advice of office management
and the DDI Management Staff. In this regard, each office is encouraged and
expected to provide appropriate training for its managers, supervisors, and staff
officers through scheduled MBO training courses.
In striving to achieve their objectives, managers must encourage all employees
to relate their work to component goals and to contribute any ideas they may
have for improving performance and avoiding pitfalls. A supervisor's meeting with
the employee about the latter's Letter of Instruction (LOI) is a good opportunity
for discussing these matters. Since the LOI comprises a list of objectives for each
individual in the Agency, it serves as a tool for resource management under MBO
and provides a framework for personnel evaluation (see Section III of the DDI
Personnel Handbook).
Setting Objectives. At the beginning of each fiscal year, all Directorate
components are asked to review and revise their Office Objectives with the assistance
of the DDI Management Staff and to suggest changes or new proposals for
Directorate objectives. These are then reviewed, revised as necessary through a
process of negotiation at the Directorate level, and a memorandum of agreement
signed by the DDI is given to each component head along with the approved
objectives. A complete set of component, DDI, and DCI objectives which apply
to this Directorate is normally published in October.
Component heads are encouraged to name responsible action officers and to
develop action plans for the achievement of relevant objectives. These plans need
not be formalized or forwarded to any higher echelon and can be tailored to the
specific needs and management style of each component. These "in-house" plans
should specify the objective, set the tasks and timetable that will be needed to
accomplish the objective, and designate the key personnel involved and the means
of measuring progress or shortfalls.
Progress Reviews. There is a review at midyear (usually in February/March)
of each Office's progress against approved office, DDI, and DCI objectives (in that
order). Each Office Director meets with the DDI and ADDI, on an informal basis,
to report progress, discuss problems, and, if necessary, revise objectives, methods,
or schedules. A record of these proceedings is prepared by the DDI Management
Staff and is reviewed by the Office heads.
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End-of Year Report. This consists of a brief final MBO report for the fiscal
year just completed. (In 1976, office reports will be due in September and will
cover a 15-month period - FY 1976 and the Transition Quarter.) The report
consists of a paragraph evaluating the component's performance on each of its
approved objectives as well as applicable DCI and DDI objectives. Submissions from
all components of the Directorate are assembled by the DDI Management Staff
and forwarded to the ADDI and the DDI.
FY 1976/TQ Objectives. The Directorate of Intelligence Objectives for
FY 1976 and the Transition Quarter (TQ) are set forth in the following pages
so that all Agency components can be aware of these efforts for whatever impact
they might have on their programs or activities. (Unclassified)
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DDI Objectives
Action Office(s)
1. By the end of October 1975, to complete a study of the OCI
progress made by the DDI Regional Groups in developing an
interdisciplinary approach to intelligence analysis and, if the results
warrant, to expand this approach to an increasing number of key
intelligence problems.
2. By the end of the TQ, to achieve a redefinition of the OPSC
Agency's crisis management responsibilities and to implement OCI
appropriate organizational or procedural changes as indicated by this IAS
redefinition. CGAS
CMX
SSG
3. To examine the Directorate's evolving relationship with OCI
the Congress, seeking to establish an agreed-upon method and level
of support for the legislative arm during the second half of FY 1976.
4. By the end of FY 1976, to select a basic word processing ODDI
system for use throughout the Directorate that will increase All Offices
efficiency in the preparation of intelligence publications and other
appropriate applications.
5. By the end of the first half of FY 1976, to establish a ODDI
system for closer monitoring of the Directorate's requirements for - 25X1 A7b
foreign national employees.
6. By the third quarter of FY 1976, to identify and assign ODDI
the resources required to manage, staff, and fund OGCR 25X1 A2g
as a Directorate program and to continue to explore various OER
applications of this interdisciplinary approach through the Transition IAS
Quarter.
7. To complete the following steps in the development of CRS
Project SAFE:
a. Determine functional and processing requirements of
the SAFE system by 30 September and specify final
requirements by the end of December 1975;
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b. Determine administrative responsibilities of CRS, in
relation to those of OJCS, in developing the SAFE
system, by 30 September 1975.
c. Expand participation in the :interim SAFE system to
include additional branches in OCI, OER, OSR, OSI,
OWI, and IAS by 31 March 1976.
8. In conjunction with OJCS, the DDO, and other Agency CRS
participants, to complete a review of automated document storage
and retrieval (ADSTAR) systems for meeting Agency requirements
and publish by the end of the Transitional Quarter a report, with
.recommendations, concerning an ADSTAR system for SAFE and
other users of CRS' master document files.
9. To complete, by the end of January 1976, plans for the CRS
merger of the CRS and DIA biographic intelligence programs.
10. To expedite the completion of special purpose vaults and All Offices
to otherwise refurbish work areas throughout the Directorate,
according to an established priority schedule, by the end of
FY 1977.
11. By 30 June 1976, to establish staffing requirements, ODDI
responsibilities/authority, and operating procedures for the OPSC
round-the-clock imagery-related positions in the Operations Center CGAS
and at the Site. Production Offices
IAS
CMX
12. To develop and initiate, by February 1976, a
comprehensive orientation program on the new collection system
for presentation throughout the remainder of FY 1976/TQ to cover:
system capabilities, concepts for collection and exploitation, and
procedures for tasking/requirements.
r 13. To complete a plan for reallocating the office space
available to the Directorate by the end of December and to complete
the resulting movement of personnel and equipment during
FY 1977. (Secret)
SSG
CGAS
IAS
Production Offices
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1. By 1 March 1976, to identify alternatives and make recommendations
for expediting the process of entering and retrieving documents in the ODDI filing
system.
2. To develop by 1 January 1976 a system for converting to microform
ODDI record copies of NSC-related documents to alleviate pressure on secure
storage space without disrupting our ability to provide these documents promptly
to a CIA requester.
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3. To develop by 1 December 1975 an updated set of procedural guidelines
relating to the day-to-day liaison relationship with liaison
officers, and to issue a memorandum to the FLOs setting forth those guidelines.
4. Given the rotational nature of Executive Staff positions, to develop by
1 February 1976 handbooks for newly assigned Staff personnel to include
comprehensive descriptions for all Staff positions, listings of key contacts elsewhere
in the Agency, and checklists covering the more complex procedures. (Admin-
istrative Internal Use Only)
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DDI Management Staff
1. By the end of the second quarter of FY 1976, to simplify the
Directorate's program planning process in. such a way that the administrative burden
on offices is reduced and the program information that is requested is more relevant
to the resource decisions required at the Directorate level.
2. In coordination with the O/Comptroller, to refine DDI budget
formulation/execution procedures and schedules during FY 1976/TQ in accord with
the revised fiscal year.
3. By mid-FY 1976, to develop and implement a DDI procedure which
will assist Office Records Management Officers in giving explicit guidance to files
custodians on the proper maintenance and disposition of every record series in
their filing systems.
4. During the second quarter of FY 1976, to establish a capability for
coordinating ADP matters within the Intelligence Directorate and with OJCS, as
appropriate. (Administrative Internal Use Only)
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Special Study Group
1. To assist COMIREX in completing by mid-FY 1976 detailed reports on
0+ the results of the latest reference simulation (No. III) and ad hoc requirements
25X1 A2g ^ exercise for a new reconnaissance system.
2. To participate with CGAS during the last quarter of FY 1976 in a
COMIREX-sponsored requirements dry-run, or "command-post," exercise for the
new system.
3. To prepare by the TQ a user handbook to assist production office analysts
in making effective use of the new system.
4. To assist the Washington-area imagery transmission system project office
and the related IHC working group in ensuring that transmission system
specifications are responsive to production office needs and that system IOC is
achieved by the end of the TQ.
5. To complete preliminary utility studies on proposed non-conventional
imaging systems and have the resulting reports ready for submission by November
1975. (Secret)
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1. To establish and implement during FY 1976 a CAR statistical reporting
system whereby the academic relations activities of each of the Production Offices
will become a matter of record for the Directorate and the Agency.
2. To promote the development of a guest speaker program for the benefit
of Production Office analysts, with each Office arranging for at least two
well-qualified guest speakers each calendar year.
3. In consultation with the Production Offices, to plan and sponsor at least
three substantive seminars with leading academics in various cities during
FY 1976/TQ.
4. Acting as a central point for the Directorate:
a. to respond to all special, non-FOIA requests for research assistance
by academics within 30-60 days; and
b. to establish a system for coordinating the distribution to academics
of all Directorate unclassified publications suitable for that purpose.
5. To communicate the DI)I's academic relations policies throughout the
Directorate by means of quarterly meetings with designated Academic Relations
Officers. (Administrative Internal Use Only)
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25X1A6a
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1. To organize and manage Agency participation in a COMIREX-sponsored
interagency dry-run requirements, or "command-post," exercise of the new system
by early summer 1976.
2. To assess, by mid-FY 1976, the effectiveness of Agency procedures for
generating and validating requirements and guidance for the collection and
exploitation of overhead imagery.
3. To develop in collaboration with the Production Offices detailed, standing
Agency requirements for "follow-on" exploitation of all imagery and to coordinate
such requirements with other USIB agencies by June 1976.
4. To develop a plan for CIA interface with the National SIGINT
Requirements System by 30 October 1975 and to begin implementing the plan
by February 1976.
5. To complete and analyze a questionnaire survey of State Department
posts on CIRL usefulness by the end of the second quarter of FY 1976.
8. Working closely with Project SAFE personnel, to develop collection
guidance applications by June 1976 particularly in the areas of requirements
validation and emigre-defector exploitation.
9. Following USIB determination of the access to new collection system
products to be granted to
a. to report on the impact on present practices within 90 days;
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b. to develop internal CIA guidelines for codification of the procedures
for foreign access to new system products by l January 1976; and
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C. to take steps necessary to assign accountability to each
for their TKH billets.
10. To develop and implement by 1 January 1976 new procedures for
briefing/ debriefing State Department economic reporting officers. (Confidential)
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1. To develop and issue by November 1975 a coordinated plan for
community-wide (headquarters and field) application and continuing refinement
of the NIIRS; and to complete and issue by December 1975 the basic NIIRS
documentation (Volume III - NIIRS Correlation with Objective Measures of Image
Quality; Volume IV -- The National Area Exploitation File).
2. To complete by February 1976 a study delineating concepts, criteria,
and a methodology for common application in carrying out the KIQ/KEP process
within the imagery community. Recommendations and pertinent documentation
resulting from this study will be provided for USIB review in March 1976.
3. To develop and issue by June 1976 the community documentation on
the detailed collection and exploitation requirements for actual system operation
to organize, train, and have fully functioning by July 1976, a professional staff
to carry out the collection/exploitation guidance functions associated with the new
system; and to produce by June 1976 the detailed operations manuals for their
use.
4. To develop and issue by May 1976 a plan, together with essential
documentation and criteria, for an overall acceptance test of the COMIREX
Automated Management System (CAMS); and to provide USIB by July 1976 with
an assessment report on the extent to which the OJCS CAMS project is responsive
to community needs.
5. To support community activity aimed at developing by mid-1976 a
detailed plan, with supporting documentation, for coordinated community
assessment of operational imagery from the advanced system, and to complete the
assessment and report to EXCOM by the second quarter of FY 1977.
25X1A2g
6. To prepare and disseminate to the community by 1 November 1975 a
report on the results of the simulation exercise on ad hoc
time-dominated collection requirements; and to complete and issue in October 1975
a report and supporting data on Reference Simulation No. 3.
7. To prepare and forward to the DCI/USIB by March 1976 a detailed
assessment and report on the status of user community planning for the new system.
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8. To complete by 1 July 1976 guidance and documentation for coordinated
user community participation in the testing/rehearsal exercises for oncoming
systems.
9. As -a follow-on to the SPS/SIRS studies for EXCOM, to develop and
complete by June 1976 an initial report and accompanying documentation for
advanced collection strategies and methodologies optimized for both search and
surveillance roles, including development of statistically based confidence models
and system application to indications/warning.
10. To complete and issue by January 1976 the new comprehensive control
manual providing guidance on all aspects of classification, decompartmentation,
sanitization, and civil applications of satellite imagery and derived information.
25X1X7
11. To complete by November 1975 the necessary briefings and
documentation for implementation of the USIB-approved plan for release of system
materials to and to complete and forward to USIB in
December 1975, a plan for release of these materials to
12. To complete and forward to USIB by January 1976 a plan for handling
products of the new system, with particular emphasis on ensuring that the necessary
imagery-derived information is usefully available to US military commanders.
13. As COMIREX contributions to the development of the National Imagery
Plan for Satellites (NIPS), to complete:
a. by October 1975, documentation for NIPS Annex A and Annex C;
and
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CIA Operations Center
1. To prepare plans by 1 July 1976 for the expanded use, if necessary,
of additional printers associated with the computerized Cable Dissemination System
(CDS).
2. To install two operating CONTEXT terminals, one in the Task Force
Area and the second in the 7th floor conference room during FY 1976 and to
train Operations Center personnel in their use.
3. In conjunction with ORD, to begin the development during FY 1976
of more sophisticated techniques for crisis management, particularly in support
of analysts.
4. By 1 July 1976 to automate the Agency's Central Emergency Locator
Listing and the Special Listing File of clearances and to automate and refine
procedures for the Center's community-wide telephone listing.
5. During FY 1976, to complete a study of the manner in which the Center
currently performs its mission, emphasizing procedures which affect its major
customers: the DCI and his major subordinates, the community, and the Production
Offices. 25XlA2gx
6. Through discussions with DDO Division Chiefs during FY 1976, to
establish procedures permitting the use of direct
contact between the Operations Center and a Station during crisis situations.
7. By 1 January 1976, to make recommendations for increased integration
of DDS&T inputs to the Center, to define Agency or community requirements
which that Directorate might satisfy through the Center, and to clarify the role
of OEL's GSOC with respect to the Center. (Administrative Internal Use Only)
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Office of Current Intelligence
1. To initiate and complete a study of the extent to which OCI publications
meet the needs of primary consumers in terms of form, frequency, and degree
of coordination required - by June 1976.
2. By March 1976 to re-examine the relationships between the NIOs and
OCI and, if indicated., to revise current procedures during the fourth quarter of
FY 1976.
3. To complete the streamlining of OCI's new Production Division by
December 1975 with the aim of putting the responsibility for the night-time editing
and layout of all publications under a unified and more efficient command
structure.
4. By 1 July 1976 to complete an investigation of alternative ways of
organizing area divisions with an eye to reducing management overhead.
5. To implement by April 1.976 a systematic means of ensuring that early
decisions are made on the placement of individuals returning from tours of duty
outside the office or from internal rotational assignments.
6. Through OCI's Clerical Sub-panel to conceive and establish by May 1976
a system that will ensure that secretaries and other clericals are given opportunities
for training, promotion, rotational assignments, and advancement and are considered
integral members of staffs, divisions, and branches. (Administrative Internal Use
Only)
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1. To develop a leading-indicator method for predicting 6 months in
advance the quarterly changes of industrial production, wholesale and retail prices,
and trade balances in the major foreign industrial countries, by the beginning of
FY 1977.
2. During FY 1976, to produce in-depth studies on all of the major OPEC
countries with respect to: (a) the economic and political basis of their oil policy
(in cooperation with OCI), and (b) their absorptive capacity for imports.
3. To develop consistent data bases covering the production, consumption,
trade, and prices of oil and food grains by FY 1977.
4. To develop new and more precise sets of ruble/dollar ratios for machinery,
construction, consumer goods, and services by the end of FY 1977.
5. By mid-FY 1976 to initiate a series of sectorial studies leading to an
overall assessment by the end of FY 1977 of the impact of Western equipment
and technology on the Soviet economy.
6. To develop in FY 1976 the elements of a set of national accounts for
Communist China, for completion in FY 1977.
7. To complete and apply the CIA Trade Flow Model by the beginning
of FY 1977.
8. To complete a system which will provide for random access to all major
OECD countries' most recent trade tapes by the beginning of FY 1977.
9. Working with the Office of Joint Computer Support to devise methods
for making the Agency's APL Time Sharing System respond five times faster and
for allowing analysts random ADP access to 100 times more data by mid.-FY 1977.
10. To increase the number of informal analyst communications with State
Department posts abroad at least tenfold during FY 1976.
11. By January 1976 and in cooperation with CGAS, to establish a systematic
program for briefing and debriefing middle and upper level State, Treasury, and
USDA foreign service officers and attaches.
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12. During FY 1976, to complete an in-depth review of the potential uses
of photography, especially from the new system, in economic intelligence.(Con-
fidential)
I"
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Office of Geographic and Cartographic Research
the
Geography Division book library,
and various Office film collections into a
sin
e
eographic Resource Center in Ames Building.
2. By the end of FY 1976, in coordination with OSR and OJCS, to finish
development and begin implementation of an automated system for handling
geographic data acquisition and retrieval.
3. To produce an intelligence atlas on topics and areas of concern to the
intelligence community at the rate of one each 9 to 12 months, with an Indian
Ocean atlas to be completed by the fourth quarter of FY 1976 and an atlas of
the Polar regions by the end of the TQ.
4. By the end of FY 1976, to complete development of analytical models
for corn and spring barley, and to complete a snow budget program for the crop
models that will further improve the accuracy and timeliness of the Soviet grain
production projections.
5. By the end of FY 1976, to establish Office resources for further
exploration of the applications of statistical and mathematical modeling to
environmental/geographic intelligence problem solving.
6. By the end of the TQ, to complete an in-depth study of CIA users of
foreign-produced maps and revalidate Map Library holdings and map collection
requirements accordingly.
7. In coordination with other participants in the inter-agency Map
Procurement Program, to reassess the value of each foreign map exchange
arrangement, adjusting or eliminating these arrangements as necessary by the end
of the TQ. (Administrative Internal Use Only)
1. By mid-FY 1976, to consolidate holdings of the Rosslyn map library,
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1. To develop and implement by 1 April 1976 an improved method for
managing and monitoring Office projects and studies.
2. In cooperation with other Directorate components, to design and
implement a machine-assisted methodology predicting the attitudes of present and
future elites in the Soviet Union; to complete Phase I (system design) by 1 July
1976.
3. To reassess the appropriateness of the Office structure in relation to
demands ,and requirements and to make such organizational changes as are needed
during the TQ.
4. To examine new techniques of political forecasting, adapting methods
employed in industrial and financial firms, and to test two of the most promising
of these techniques against appropriate intelligence problems by the end of TQ.
5. By 1 January 1976, to design and get under way a multi-disciplinary
research program for CY 1976 that will provide, in a series of related studies,
a coherent assessment of the major transnational and international issues affecting
US interests during the next administration and into the 1980s. (Administrative
Internal Use Only)
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Office of Strategic Research
1. To formulate and implement in FY 1976 procedures to improve
communication among OSR components and between the Director of Strategic
Research and the other levels of the Office.
2. By the third quarter of FY 1976, to develop revised estimates of ruble
and dollar costs of Soviet defense programs, taking into account all new
information.
3. By the third quarter of FY 1976, to complete testing and bring the
OASIS system on line for storage and retrieval of military order-of-battle data,
and by the end of FY 1976, to complete development and incorporate in OASIS
the auxiliary files for strategic missiles, ships and submarines, and manpower.
4. By the third quarter of FY 1976, to bring SCAM II to operational status
and to transfer existing data files to it; by the fourth quarter, to have the System
fully in use and able to generate all defense expenditure estimates for the Soviet
Union and the PRC.
5. To initiate and sustain in FY 1976 a major basic research effort which
is responsive to the requirements of the Secretary of Defense for rigorously derived
and clearly presented comparative measures of the magnitude of the US and Soviet
defense efforts with particular emphasis on manpower implications.
6. By the end of FY 1976, to document the procedures used for deriving
inputs to Soviet defense spending estimates and also to assess the feasibility of
a computer-based storage and retrieval system to handle these statements.
7. To complete by October 1976 a comprehensive study of the Soviet
Ministry of Defense and General Staff and their role in making policy on weapons
development and force structure.
8. To develop and implement throughout FY 1976 analytical procedures,
techniques, and capabilities to support the extensive effort that will be required
to monitor arms control agreements.
9. To complete a SALT TWO Baseline Monitoring Report by the time an
agreement is signed.
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10. In conjunction with ORD, OJCS, and IAS, to complete plans by
1 January 1976 for developing computer-assisted data storage/retrieval systems to
facilitate the task of monitoring arms control agreements and complete development
and begin testing such an ADP system by the end of FY 1976.
11. By the end of the TQ, to complete development of a data base on the
military balance in the Middle East and to publish, from this data base, studies
on the military capabilities of major potential belligerents. (Confidential)
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1. To install before the end of the TQ a system for the partial automation
of biographic directory production.
2. To acquire, if investigation warrants, a system for automating publications
procurement, distribution, fiscal accounting, and library cataloging and circulation
by the end of FY 1976.
3. To test at least two word processing systems for expediting the
production of biographic reports, handbooks, and other reference aids and to
recommend to the DDI Management Staff by the end of FY 1976 that system
which will best meet the needs of CRS.
4. To improve CRS' on-line input capabilities by:
a. installing a new on-line data entry system (OLDE II) during the
first half of FY 19 76;
b. commencing a design study for OLDE III during the second half
of FY 1976; and
c. extending OLDE to the ISG special files by the end of the TQ.
5. To upgrade the print/display formats and maintenance/query capabilities
of the RECON file management system and to develop plans for upgrading the
RECON software to support additional terminals, by the end of the TQ.
6. To implement a new system for computer control of data on less critical
foreign installations by the end of FY 1976.
7. To compensate for reductions in staff personnel by hiring an additional
15 part-time employees by the end of FY 1976.
8. To publish biographic handbooks on 40 countries during FY 1976.
(Administrative Internal Use Only)
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Imagery Analysis Service
1. To develop by January 1976 and implement before the end of the Fiscal
Year a program to train IAS personnel in assimilating and working with materials
from the new collection system.
2. To identify by January 11976 and implement before the end of the TQ
new ways of streamlining reporting procedures and increasing IAS productivity.
3. To complete by the end of FY 1976 a computerized file of
imagery-.derived information on Chinese non-military industries in support of OER,
and develop in FY 19'76, with OER'. and OJCS, computer procedures for integrating
this file with OER's CROSSTABS program.
4. To complete by the end of FY 1976 the computer-assisted procedures
via COINS for utilizing the Chinese non-military industrial data base for updating
basic imagery interpretation reports in support of COMIREX.
5. By the end of the first half of FY 1976, to establish, with OSR,
procedures and schedules for transferring IAS Soviet and Chinese missile and
military data files into the OASIS computer file, and to train IAS personnel in
use of the program.
6. To complete by June 1976 a plan for assimilating the additional 4,000
sq. ft. of office space in that will become available to IAS in 1976.
(Confidential) 25X1 A6d
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