AUDIO MESSAGE SYSTEMS (U)

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP90-00992R000100030013-4
• Release Decision: RIPPUB
• Original Classification: C
• Document Page Count: 28
• Document Creation Date: December 16, 2016
• Document Release Date: August 17, 2005
• Sequence Number: 13
• Publication Date: September 28, 1942
• Content Type: MF

Approved For ,leas :I d F :~ I R P90-00992 $00100030013-4
MEMORANDUM FOR: Director of Data Processing
Director of Communications
SUBJECT: Audio Message Systems (U)
The attached report examines and compares audio message
systems currently available from IBM and WANG. As you know,
these systems may be used to receive, store, and distribute
voice messages through the secure telephone system. (U)
2. We have concluded that neither system adequately meets
the needs of this Agency. The major problems include:
a. Small numbers of subscribers supported as
compared to the HSTS population.
b. Operating difficulties with key telephones.
c. Limited or nonexistent ability to communi-
cate with nonsubscribers.
As this Agency is unlikely to realize any significant benefits
from the implementation of either system, acquisition of an
audio message system will be deferred until a suitable product
becomes available. Audio message systems are evolving rapidly
and may in the future become more compatible with our require-
ments. (U)
3. For further information, please contact
secure extension (C)
Attachment:
As Stated
WARNING NOTICE - INTELLIGENCE
SOURCES OR METHODS INVOLVED
25X1
25X1
Approved For Release
0-00992R000100030013-4
M, nF1 pl-ftTTA
 Approved For: ,lease 2005/08/24: CIA-RDP90-00992QA00100030013-4
WANG AND IBM AUDIO MESSAGE SYSTEMS
Approved For Release 2005/08/24: CIA-RDP90-00992R000100030013-4
 Approved For ease 2005/08/24: CIA-RDP90-00992Jp01000',i13?4
I. Introduction
The audio message system is a new entry in the
communications marketplace. These systems receive, store, and
distribute voice messages using the telephone system. This paper
will examine offerings from Wang and IBM.
Approved For Release 2005/08/24: CIA-RDP90-00992R000100030013-4
 Approved For Release 2005/08/24: CIA-RDP90-00992UP0100030013 ge 3
II. Capabilities and Comparisons
The basic function of both the IBM and the Wang systems is
the same. Subscribers may dictate audio messages to the system
using the telephone. The system will then distribute the message
to the recipients either by calling them on the telephone or by
storing it on the system for them. Table 1 provides a summary of
the basic characteristics of both systems. The services provided
may be divided into three categories: administrative, send, and
receive. These abilities are summarized in Tables 2, 3. and 4.
The smallest configuration for both systems supports 200
users. The Wang maximum is 2000; IBM is limited to 1000. Table
5 provides cost comparisons, and also included are the costs to
expand the systems from 200 to 500 users. The per user costs are
provided but are unreliable. This is due to the fact that the
number of users each system will support depends on the
characteristics of the users. Note that most of the cost figures
were derived from telephone conversations,-not actual quotes.
The 200 user IBM system provides less than 116 MB of message
storage space. The similar Wang system has a message storage
space of 275 MB. This disparity does decrease in the larger
systems.
Approved For Release 2005/08/24: CIA-RDP90-00992R000100030013-4
 Approved For~Release 2005/08/24: CIA-RDP90-00992,~00100(~1-4
NON - SUBSCRIBERS CAN
RECEIVE MESSAGES
FULL FUNCTIONS ONLY WITH
TONE GENERATING PHONE
MAX MESSAGE LENGTH IS 6 MIN.
MUST DELIVER WITHIN 31 DAYS
TELEPHONE DELIVERY LIMITED TO
5 ATTEMPTS
SIMPLE MESSAGE RETENTION
CAPABILITY
SIMPLE PASSWORD CAPABILITY
NO PRIORITY OR CLASSIFIED
MESSAGES
2000 SUBSCRIBER MAX
ONLY SUBSCRIBERS CAN
RECEIVE MESSAGES
FULL FUNCTIONS ONLY WITH
TONE GENERATING PHONE
MAX MESSAGE LENGTH IS 5 MIN. 50 SEC.
LONG TERM DELIVERY (YEARS)
FLEXIBLE DELIVERY SCHEME
FLEXIBLE MESSAGE RETENTION
CAPABILITY
EXTENSIVE AND FLEXIBLE PASSWORD
SYSTEM..
SUPPORTS PRIORITY SCHEME AND
SECURITY CLASSIFICATION SYSTEM
TABLE 1. BASIC CHARACTERISTICS
Approved For Release 2005/08/24: CIA-RDP90-00992R000100030013-4
 Approved For lease 2005/08/24: CIA-RDP90-00992100100030013-gage 5
USER PASSWORD SYSTEM AVAILABLE
DISTRIBUTION LISTS
CHANGE TELEPHONE DELIVERY NUMBER
SPECIFY EXTENDED ABSENCE RETURN
DATE
SPECIFY NUMBER OF.TELEPHONE
DELIVERY ATTEMPTS
EXTENSIVE PASSWORD SYSTEM
DISTRIBUTION LISTS
PROVISION FOR PRIMARY, OFF-HOURS,
AND TEMPORARY TELEPHONE NUMBERS
SPECIFY CURRENT SUBSCRIBER LOCATION
EXTENSIVE CALL ROUTING USING
PRIORITY SCHEME
DIRECTORY SERVICE FOR AUDIO
MESSAGE FILE
MESSAGE RETENTION TIME IS DETERMINED
BY THE SENDER, RECEIVER, AND
THE SYSTEM
TABLE 2. ADMINISTRATIVE FUNCTIONS.
Approved For Release 2005/08/24: CIA-RDP90-00992R000100030013-4
 Approved For Release 2005/08/24: CIA-RDP90-009928 p01008Nb'4-4
WANG IBM
SEND MESSAGE
REVIEW MESSAGE
RE-RECORD MESSAGE
SEND MESSAGE
SET PRIORITY
SET CLASSIFICATION
RECEIPT NOTIFICATION
REPLY NOTIFICATION
TABLE 3. TRANSMIT FUNCTION
Approved For Release 2005/08/24: CIA-RDP90-00992R000100030013-4
 Approved For?l-flease 2005/08/24: CIA-RDP90-00992W'l100100030013-,Fage 7
LISTEN TO MESSAGE
REPLY TO MESSAGE
INTRODUCE AND FORWARD MESSAGE
SAVE MESSAGE
LISTEN TO MESSAGE (WITH
EXTENSIVE PLAYBACK CONTROL)
REPLY TO MESSAGE
FORWARD MESSAGE
INSERT COMMENTS INTO MESSAGE
SAVE MESSAGE
TABLE 4. RECEIVE FUNCTIQN.
Approved For Release 2005/08/24: CIA-RDP90-00992R000100030013-4
 Approved For pease 2005/08/24: CIA-RDP90-0099210100013$4
WANG IBM
MIN SYSTEM (200 USER)
INITIAL
97,665
(488)
98,010
(490)
MONTHLY
801
(4.01 ).
927
(4.63)
IBM MAX SYSTEM (1000 USER)
INITIAL
193,822
(193
82)
MONTHLY
1,614
.
(1.61)
WANG MAX SYSTEM (2000 USER)
INITIAL
MONTHLY
209,355 (104.68)
1,914 (.96)
EXPANSION FROM 200 TO 500
USER SYSTEM
INITIAL
40,000
39
272
MONTHLY
369
,
260
ALL COSTS IN DOLLARS
() ARE PER PERSON COSTS
TABLE 5. COST. COMPARISONS
Approved For Release 2005/08/24: CIA-RDP90-00992R000100030013-4
 Approved For Release 2005/08/24: CIA-RDP90-009921 OO100030013-Wage 9
III. Evaluation
The two systems under discussion provide substantially
different levels of performance. The Wang system is oriented to
operate as an electronic version of the "While You Were Out"
paper message system. This is indicated by the 31 day maximum
holding period, the lack of delivery guarantee, the maximum of
five telephone delivery attempts, and the limited message storage
and editing facilities. The system does, however, deliver to non-
subscribers and can take time zone differences into account. The
intention appears to be to create a general purpose message
delivery system with limited functionallity.
On the other hand, the IBM system is an audio version of an
electronic mail system. Delivery is limited to system
subscribers, but a wide range of editing and special functions
are available. Features such as very long term (years) message
storage and delivery, receipt notification, priority handling,
and an extensive password system are provided. The IBM system
also understands working hours, and is capable of delivering
priority messages to home phone numbers after working hours.
The systems have almost identical costs for the same claimed
number of `users supported. The actual cost per user will depend
very strongly on the user characteristics and the system
performance. As an example, Wang recently increased the number of
users supported by their DVX-12 system from 800 to 2000 and
dropped the price by $60,000. Under these conditions comparing
the two systems without doing side by side testing is very
difficult. It should also be noted that the Wang system provides
about twice as much disk. storage as the IBM for the same claimed
number of users supported (in the smaller systems). This is
strange since the IBM system operates in a manner which will
place more demand on message storage than the Wang system.
Approved For Release 2005/08/24: CIA-RDP90-00992R000100030013-4
 Approved For Release 2005/08/24: CIA-RDP90-00992P!!lt)0100P j221 jdt
B. Implementation
The current. secure phone system supports two different types
of service: key telephones (multi-button phones which share a few
lines) and single line phones. With key systems, calls are
received by secretaries who must contac.t the person being called.
Single line phones are-also used in this manner when the call
forwarding to secretaries feature is employed.
Both audio message systems have serious problems when calls
can be intercepted by secretaries. The difficulty occurs when the
systems attempt to call up the recipient and deliver a message.
The Wang system will simply deliver the message to the person
that answered the phone. IBM will not actually deliver the
message to the wrong person, but it can create other problems. A
secretary who is intercepting calls for a number of people may
receive a large number of periodic calls from the system.
Interestingly, this problem gets worse as system usage increases.
Possible solutions are to eliminate the interception of
calls by the secretaries, or to limit the use of the message
delivery mechanisms. Neither of these options is desirable.
Secretaries must intercept calls on key systems which are now
used by 19% of the secure phone population (although this number
is decreasing). Secretaries are needed, in any case, to receive
messages from people who are not system subscribers. If message
systems are used without the delivery feature then a user will
always have to call in to the system to get his messages. While
this is a possible operating mode, the Wang feature which sends
messages to non-subscribers would not be useable and much of the
IBM functionallity would be lost. This latter mode is, however,
much more feasible than eliminating secretary intercepts.
When message passing is confined to subscribers only, as is
always the case with IBM and would be with Wang if message
delivery is not used, the usefulness of the systems is highly
dependent on the number of subscribers it can support. Usage
patterns may change radically as the number of people who can be
accessed varies. This factor may make it difficult to extrapolate
large system performance from small system test results.
If the number of users exceeds the capacity of the message
system then the user community must be divided into a number of
isolated groups. To cover the current secure phone system, more
than six IBM systems or three Wang systems would be required. No
user communications between systems would exist. Simply
subdividing the users along grade level or organizational lines
may not be sufficient: a middle manager should be able to use the
system to contact not only his peers but also his subordinates.
Approved For Release 2005/08/24: CIA-RDP90-00992R000100030013-4
 Approved Forlease 2005/08/24: CIA-RDP90-00992T00100030013P$ge 11
The usual practice of creating a small pilot system to
determine usefulness and performance does not apply here. System
performance will be highly dependent on the characteristics of
the users, and usefulness will be partially determined by the
number and mix of subscribers. The best choice for an initial
system might be a large capacity system with a carefully chosen
set of subscribers. The contest between Wang and IBM is basically
capacity (Wang) against functionallity (IBM). As the system
benefits are most highly dependent on the number of users
supported, Wang is the better choice.
The pilot system should be purchased, not leased. The lease
cost would match the purchase price in one year, which is also
about the time needed to fully determine the benefits of the
system.
Approved For Release 2005/08/24: CIA-RDP90-00992R000100030013-4
 Approved For lease 2005/08/24: CIA-RDP90-009920010083681 124
IV. Conclusions and Recommendation
'Current audio message systems seem best suited to small
organizations without extensive secretarial services. This Agency
has neither of these attributes. It is unlikely that' any
substantial cost benefits would result from the use of an audio
message system at this time. The elimination of key systems (in
the 1985 time frame) plus a maturing message system technology
(resulting in larger capacity systems) may eventually make these
systems more desirable.
Based on the above conclusions, it is recommended that
purchasing or leasing an audio message system for use with HSTS
be deferred until at least the 1985 time frame.
Approved For Release 2005/08/24: CIA-RDP90-00992R000100030013-4
 /Ip 0-009900100
Approved For lease 0 0
ROUTING AND RECORD SHEET
SUBJECT: (Optional)
Audio Message Systems (U)
FROM: EXTENSION NO.
Director of Communications
ATE
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.)
1. -
D/ODP
2DO105 Hq
2.
le
3.
A~
4.
5.-
Opp
P
6.
AK
7.
10.
12.
13.
14.
15.
FORM 61 O USE PREVIOUS
1-79 EDITIONS
C-0 NEElDE'N'T I L
Approved For Release 2005/08/24: CIA-RDP90-00992R000100030013-4
xi
 Approved For Release 2005/08/24: CIA-RDP90-00992R000100030013-4
SECRET
h. Career Management Staff
f
The Career Management Staff is responsible for the preparation of policy
and making recommendations concerning the training, assignment, rotation, and
promotion of DDA careerists. The Staff also acts as the focal point for a variety
of personnel matters affecting the Directorate and assists in the implementation
of the EEO program.
j. Information Review Staff
f
This Staff is the most recent addition to the immediate support structure
to the Deputy Director for Administration. It was created specifically in response
to the amended Freedom of Information Act. Originally, the major element of
this Staff Declassification Program Branch was part of ISAS. The emphasis
given to information access by Congress in 1974 made it quite apparent that
when the newly amended Freedom of Information Act became effective on
19 February 1975, this Agency would receive a large number of requests for
access to classification information. Prior to 19 February 1975, the Agency had
been receiving requests under the authority of E.O. 11652 at a rate of approxi-
mately one a day. The anticipated impact plus the very stringent time require-
ments of the Freedom of Information Act made it advisable to establish a new
organization which could focus its entire atte ' nests coming from
the ublic. The Staff began with an authorize nd a population of
Since then, the need fo as developed. As a result of
Presidential Commission an ongressiona Committee reviews the rate of
requests for information is far higher than originally anticipated and is presently
approximately 50 per day.
25X1
25X1
45
Approved For Release 2005/08F teTCIA-RDP90-00992R000100030013-4
 Approved For Release 2005/08/24: CIA-RDP90-00992R000100030013-4
IV. Objectives
I )wring the discussion concerning the management philosophy of the Direc-
torate, the MBO program was stressed. Part of this program is the identification
and accomplishment of the designated objectives. Probably the most difficult
part is to determine exactly what should become an objective. Once this has been
accomplished, it becomes a matter of assigning the resources required and
ensuring, through active supervision, that the objectives are accomplished.
Subparagraphs B and C below contain the primary objectives outlined for this
Directorate. These have been submitted to the DCI and the DDA, as appropriate,
and periodic management meetings are held to discuss the progress, or lack
thereof, of each objective. The matter of the air proprietaries is a separate one
from the objectives schedule established under MBO, but of such importance to
the Directorate that its inclusion in this discussion was deemed appropriate.
A. Air Proprietaries
As has become increasingly well known, the CIA owns and operates a
number of air proprietaries with Air America being perhaps the most noted,
or infamous, depending upon one's persuasion. The DCI has indicated to the
Congressional watchdog committees the Agency's intention to divest itself of those
proprietaries which are no longer necessary to accomplish the Agency's mission
and only result in publicity embarrassing to all. This Directorate has a primary
interest in the divestiture of three such proprietaries ...
the Pacific Corporation (parent company of Air America, Air Asia, and four
smaller concerns),
25Xi1
Approved For Release 2005/08/24 :5~&- 2DP90-00992R000100030013-4
 Approved For Release 2005/08/24: CIA-RDP90-00992R000100030013-4
SECRET
25X1
B. DCI Level Objectives-FY 1975
At the DCI level, there are a number of objectives for which the Direc-
torate is responsible such as:
1. All Offices and special staff sections of the Directorate are to develop
during FY 1975 a system to provide an efficient costing methodology appli-
cable to users of the services provided by the Office/Staff. The goal is to make
users aware of the cost of such services rather than to have them actually budget
for the services.
2. During FY 1975-76 undertake the upgrading and expansion of the Agency
secure voice system, particularly in the Washington Metropolitan area. This effort
will include an investigation of alternatives, developing cost/benefit analyses
for each, with a recommended course of action for management consideration.
The ultimate goal is to provide a secure voice instrument of each officer's
desk. (OC)
3. During FY 1975 and again in FY 1976, plan for a 20% increase in com-
puter processing workload; a 5%% increase in computer personnel resources;
and a 10% increase in computer capital equipment resources. (OJCS)
4. By 31 January 1975, have the planned Data Access Centers (DAC)
(Headquarters, Ames, and Key Buildings) ready for operation. (OJCS)
5. Put into full operation by 1 January 1976 a mass storage system
(ORACLE) for storing at least 200 billion bits of data on-line. (OJCS)
6. Conduct a thorough study during FY 1975 (e.g., political, economic, and
environmental impacts) on the consolidation of Agency Metropolitan Wash-
ington holdings (except NPIC) at Langley. Present recommendations by 31
March 1975. (OL)
7. Implement, by the end of FY 1975, the Annual Personnel Plan (APP), as
revised based on FY 1974 experience, whereby the planning data presented
in the Directorate APP's effectively portray advance personnel management; pro-
vide a sound basis for advance Administrative Directorate planning; and per-
mit the evaluation of the effectiveness of personnel management implementa-
tion within the Agency. (OP)
8. Extend, by the end of FY 1975, the Personnel Development Plan (PDP),
as revised based on FY 1974 experience, to include personnel development
planning for all professional employees down through grade GS-09 level. (OP)
9. Install by the end of FY 1975 an access control system (badge machine)
to further reduce the possibility of unauthorized entrance to the Headquarters
Building and ultimately save approximately $56,000 per year in guard costs. (OS)
10. Develop by 30 June 1975 a comprehensive plan which identifies ways
of improving the physical security of the Headquarters compound through
47
Approved For Release 2005/08/24'~~fiA-RDP90-00992R000100030013-4
 Approved For Release 2005/08/24: CIA-RDP90-00992R000100030013-4
SECRET
25X1
11. By 31 March 1975, have devices which will provide the principal
physical security safeguards using secure doors, locks, and safes in lieu of
erecting masonry walls in future construction (after 1 April 1975) of secure
areas in the Headquarters Building. (OS)
12. Develop, in conjunction with the Office of the Comptroller, a program
by the end of FY 1974 and orient in depth by the end of FY 1975, all Agency
Operating Officials and their key line managers in MBO as applied by the
Agency, allowing for Directorate variance in the use of MBO. (OTR)
13. Develop by 30 June 1975 a curriculum of accounting, budgeting, and
financial management courses tailored to Agency requirements with initial offer-
ings to be made in the first quarter of FY 1976. (OTR/ OF )
14. Manage Agency utilization of copier/ duplicator equipment including
rentals and supplies to achieve an overall cost reduction of eight percent
(measured in terms of 1974 dollars). At the same time, identify and quantify
the users of such equipment and from this data, devise an equitable and efficient
costing methodology applicable to the users. These goals will carry forward
into FY 1976. (ISAS)
15. By the end of FY 1975, establish three experimental Word Processing
Centers in the Metropolitan Washington area. During FY 1976, evaluate the costs
and benefits of the WPC's (essentially clerical pools) and present recommenda-
tions on the future utilization of WPC's by 30 April 1976. (ISAS)
C. Deputy Director Level Objectives-FY 1975
1. Beginning in FY 1974, undertake the automation of the Headquarters
cable dissemination function. For the current and next two fiscal years, the
estimated cost of attaining this objective includes: FY 1974-$1,300,000;
FY 1975-$850,000; and FY 1976-$850,000. (OC)
2. Should the Congress so act in FY 1975, develop plans for conversion to
the metric system within six months after enactment of legislation.
3. Complete. actuarial evaluation of CIARDS before 30 June 1975. (OF)
4. Implement payrolling productivity improvement program as follow-on
to work measurement techniques developed in FY 1974. (OF)
5. Complete compilation and publication of a "Decision Digest" comprising
significant policy decisions by the Director of Finance, General Counsel, Comp-
troller General, and other management officials which relate to general financial
entitlements of employees. (OF)
6. During FY 1975, in conjunction with the Area Divisions, conduct in-
depth surveys of the quantity and quality of support which organization field
installations are receiving
(OF)
48
Approved For Release 2005/08/2CKEC4-RDP90-00992R000100030013-4
Aft X"I
25X1 C
 Approved For Release 2005/08/24: CIA-RDP90-00992R000100030013-4
SECRET
7. During FY 1975 identify the areas in which the scope of Commercial
Systems Audit Division (CSAD) pre-award and post-award contract audit serv-
ices should be modified or expanded to meet the needs of Agency procurement
officials; establish methods of providing CSAD with periodic feedback on the
value of services provided and suggestions for further improvements. (OF)
25X1
9. Study and assess raw and/or finished product materiel shortages within
industry to identify actual or potential shortage areas which have impacted
on or may impact on materiel requirements essential to Agency operations, and
develop plans and alternatives for meeting Agency materiel needs to alleviate
short supply situations during FY 1975-FY 1978. (OL)
10. Continue the analysis of energy resource requirements, revise and
redesign conservation measures as necessary to assure the Agency is totally
committed to the President's energy reduction program and that essential opera-
tions are not hindered during FY 1975-FY 1978. (OL)
11. By 30 November 1974, present a report of the first year impact on all
Agency facilities, travel, transportation, etc., domestic and foreign, of the energy
crisis. (OL)
12. Plan during FY 1974 in consultation with the Directors of Personnel and
Training and other Agency elements as appropriate, and be prepared to service
four to six requests during FY 1975, such as the establishment of an assessment
program for the identification of potential managers; an executive development
program for future managers; surveys of the employee population to determine
perceptions, attitudes, satisfactions, etc.; and offer assistance as required to the
individual career services. (OMS)
13. By the end of FY 1975, with the assistance of the DDA, utilize the
Assessment Center technique to identify future leaders/ managers in one Office
(division in the DDO) of each Directorate. (OMS)
25X1
49
Approved For Release 2005/08$ 4REUTA-RDP90-009928000100030013-4
 Approved For Release 2005/08/24: CIA-RDP90-00992R000100030013-4
16. During FY 1975 review all career service APP's when completed to
determine that career services' Black professional goals are consistent with DCI
goals; advise management of inconsistencies. (OP)
17. By 31 December 1974, in conjunction with OS and OMS, reduce the
pre-employment process to less than 60 days for high priority and minority
applicant cases. (OP)
18. In the absence of any currently developed and superior mechanical
alternatives to the polygraph, to complete during FY 1975 a study of the impact
of a Congressional prohibition on the use of the polygraph and develop possible
alternatives to the polygraph as an investigative tool. (OS)
19. Complete during FY 1975 a t dy of the gasoline aspects of the energy crisis on present
methodology and develop possible alternatives. (OS)
20. During FY 1975 actively participate, wherever possible, in a national
level review of statutory and regulatory requirements for clearance actions and
to review all procedures in the investigative and appraisal areas to assure
continued high quality effort designed to improve the security of classified
information through the security of classified information through the personnel
security selection process, and to identify, study and qualify all possible avenues
to further streamline procedures in order to realize best possible efficiencies
and economies. (OS)
21. During FY 1975 explore, in conjunction with ORD/DDS&T, means of
preventing the unauthorized xerographic reproduction of classified materials.
(OS)
22. Establish a Media Center in the Headquarters Building by the end of
FY 1975, contingent upon the acquiring of space, to provide facilities for the
Self-Study Program, the University of Maryland Instructional Television Network
program, the Language Laboratory, and OJCS Self-Study Program, and related
programs. (OTR)
24. Establish a stringent forms review program to eliminate duplicate or
redundant forms. The goal for FY 1975 will be to reduce the forms inventory
by five percent while simultaneously increasing the use of standard forms by
two percent. These same goals will carry forward into FY 1976. (ISAS)
25. By 31 March 1975 complete a study and present a recommended solu-
tion and alternatives regarding the problems of the current Agency correspond-
ence system. (ISAS)
26. During FY 1975 review declassification procedures for Agency histories
against the contingency that we may be required to release some histories, sooner
rather than later. (HS)
27. In FY 1975 establish a small, unclassified reference room of reading
and mementos for general Agency use.
25X1
AW
25X11
1
50
Approved For Release 2005/08/24 gCeJkTRDP90-00992R000100030013-4
 Approved For Release 2005/08/2#E~-RDP90-00992R000100030013-4
D. DC1 Level Objectives-FY 1976
25X1
3. By 31 May 1976 complete the installation and acceptance of the Head-
quarters Cable Dissemination System (CDS). (OC)
4. As part of the Imagery Transmission System (ITS) program, procure a
switched wideband secure distribution system using high resolution photographic
quality facsimile terminals to support the Intelligence Community imagery trans-
mission requirements. (OC)
5. Complete by 31 December 1975 development and, by 30 June 1976,
implementation of the General Accounting System (GAS). (OF)
6. By 30 June 1976 complete development and implementation of revision
of the payroll system to accommodate requirements of the Fair Labor Standards
Act as it relates to employees eligible thereunder for additional overtime pay-
ments (FLSA). (OF)
7. Put into operation by 1 January 1977 a mass storage system for storing
at least 200 billion bits of data on-line (ORACLE). (OJCS)
8. SAFE. Define, design, and bring into operation a reliable and expandable
on-line data processing system to facilitate the Intelligence Analyst's access to
and use of intelligence data so that the quality and timeliness of intelligence
information can be improved. By 30 September 1976 the objective is to com-
plete the design, specifications, and RFP for the initial complement of equip-
ment and software. (OJCS)
9. Complete development, programming, testing, and implementation of
a new General Accounting Computer System (GAS) for the Office of Finance
by June 1976. (OJCS)
10. By June 1976 develop a system to provide management and administra-
tive information about Agency funded contracts negotiated by the Office of
Logistics' contracting teams. Also to provide automated invoice processing in
support of OF/C&L, and to support OF/CSAD's contract auditing activity.
(OJCS)
11. By June 1975 implement for the Office of Security an automated system
(SPECLE II) for query of status of special clearances for the intelligence com-
munity. (OJCS)
12. By 31 December 1975 complete and report on an analysis of com-
petitive procurement actions being undertaken by the Agency to determine the
causes of the large number of "no bids." (Among the possible causes to be
51
Approved For Release 2005/08/14R&iIA-RDP90-00992R000100030013-4
 Approved For Release 2005/08/24: CIA-RDP90-00992R000100030013-4
SECRET
analyzed are: poorly formulated requests for proposal, improper bidder lists,
deliberate attempts by technical or contracting officers to influence competition,
unsatisfactory contractor experience with the Agency, or contractor reaction to
the Agency's negative press.) (OL)
13. By 30 June 1976 prepare a status report for the DCI evaluating the
effectiveness of each Directorate's personnel management based upon imple-
inentation of PASG. (OP)
14. By 30 June 1976 provide the DCI an evaluative study of cost-effective-
ness of Agency personnel administration along with such recommendations as
may be appropriate. (OP)
1.5. By 30 December 1975 complete a study of current Agency policies,
rationale, techniques, responsibilities and decision processes as related to the
Agency position management and classification function in terms of Agency
manpower management, utilization and control programs. Such a study will
include comparative reviews of approaches used elsewhere in the Federal govern-
ment, local government and private organizations. From this study develop
recommendations relative to the conduct of the functions within the Agency
and proposals for suggested changes to improve the effectiveness of Agency
manpower management, utilization and controls to best serve today's Agency
requirements and responsibilities. (OP)
16. By 30 June 1976 implement PERSIGN and STAFFING. (OP)
17. By 1 December 1975 prepare and submit to the DCI a Consolidated
Agency Report of the Career Service FY 1976 APP and PDP. The report is to
include an analysis of the FY 1975 achievements and a review and evaluation
of the FY 1976 goals and projections. (OP)
18. By 30 June 1976 implement General Archives Project (GAP), capable
of overnight response. (OP)
19. By 31 December 1975 complete a study and propose a plan to reduce
by at least 10% the total volume of Office hard-copy records as measured in
the FY 1975 Records Management Inventory. Such reduction would be carried
out by identifying types of material that must be permanently collected and
by identifying for destruction duplicate and other unnecessary file material so
that its legal destruction could be accomplished as soon as authorization was
granted following the conclusion of current investigations of Agency activities.
(OS)
20. Install and have operational in the Headquarters Building, by 30
September 1976, the Security Access Control System. (OS)
21. Complete the development and implement by the end of FY 1976 a
program of training for Intelligence Analysts. (OTR)
22. Working through the Records Management Officers, by 30 June 1976,
reduce each of the following inventories by 10%: (a) Safes and other records
storage equipment in use as of 1 July 1975; (b) Records holdings in office
space as of 1 July 1975. (ISAS)
52
Approved For Release 2005/08/2,?E(tfA-RDP90-00992R000100030013-4
 Approved For Release 2005/08/2$jCRG A-RDP90-00992R000100030013-4
23. By 30 June 1976 reduce by 5% the cost of rental and supplies of Agency
copier/ duplicator equipment calculated in terms of 1975 dollars. Measure in
constant 1974 dollars from 1975 base. (ISAS)
24. During FY 1976 review for current relevancy all regulatory issuances
dated 1970 and earlier, and by 30 June 1976, complete and publish all necessary
revisions to such issuances. This objective will carry forward into FY 1977 for
all material dated 1973 and earlier. (ISAS)
25. By 30 June 1976 establish an additional Word Processing Center in an
Office of the DD/A. (ISAS)
E. Deputy Director Level Objectives-FY 1976
1. By 30 November 1975, complete all preparatory work for AFT and enter
into a contract for up to 5 terminals. Contingent upon vendor delivery schedules,
test and evaluate the first system by 30 June 1976, and install the first system
overseas within 60 days of factory acceptance. As part of the AFT develop-
ment, determine the most feasible way of interconnecting AFT with Head-
quarters computer data bases. (OC)
3. By 31 March 1976 complete pre-construction processing and begin in-
stalling a sprinkler system and heating, ventilating and air conditioning (HVAC)
suitable to assure proper humidity and temperature control of areas storing
Agency records and archives,
5. Complete actuarial evaluation of CIARDS. (OF)
6. By 30 June 1976 complete development and implementation of the Con-
tract Information System with a capability for computer assistance processing
of contract invoice payments (CONIF III). (OF)
7. By 30 June 1976 complete system enhancements to facilitate timely in-
put of commitments and accommodate OL desired ICS modifications impact-
ing on automated PRA procedures. (OF)
8. By 30 June 1976 develop additional EDP training courses for presenta-
tion to OJCS user components to facilitate user interface with OJCS equipment
and software. (OJCS)
9. By 31 October 1976 provide a processing system to help COMIREX
manage the collection and exploitation of intelligence. (OJCS)
10. By 30 May 1976 complete contract award for procurement of computer
software, hardware and graphic display terminals in support of OWI and OEL
Basic Telemetry and Radar Analysis. (OJCS)
25X1
25X1
25X1
25X1
ECRET
Approved For Release 2005/08/21: CIA-RDP90-00992R000100030013-4
 Approved For Release 2005/08/24: CIA-RDP90-00992R000100030013-4
SECRET
11. Eliminate unnecessary or marginal computer reports and services by
conducting an annual review of ongoing computer jobs with user components.
The desired result from this activity is a saving of $500,000 in annual service
charges for FY 1976. (OJCS)
12. By 30 November 1976 complete reprogramming or phaseout of 14 com-
puter jobs that currently require processing under the RCA 501 simulator. (OJCS)
13. Increase OJCS computer processing capacity so that the following pro-
duction levels are available by the end of the fiscal year shown:
VY-76
FY-77
Batch Processing (CPU Hrs/Day)
200
240
DIMS Production (Transactions/Day)
12000
24000
General Purpose Time Sharing
(Concurrent Users)
140
225
14. By February 1977 complete the priority modifications to the Agency
payroll system and conduct feasibility studies of OF requests for future modifi-
cations or enhancements. (OJCS)
15. Continue with the review, begun in FY 1974, of automated text process-
ing systems and techniques and implement those which are approved. This
review will continue through FY 1976 and FY 1977 and will involve technical
reports and recommendations of consultants, equipment procurement approvals,
and extensive coordination with other using components. (OL)
16. Conduct space audits throughout FY 1976 and FY 1977 to verify and/or
correct the data in the CRAMS system and, in conjunction with those audits,
program relocation projects to achieve the best utilization and most equitable
distribution of available space. (OL)
25X!1
18. By 31 December 1975 conduct a feasibility study on the incorporation
of the Multiphasic Testing concept as a base for all current medical evaluation
procedures. A successful study would permit the implementation of this program
in FY 1976 at a rate compatible with progress in the computer support area.
(OMS)
19. Continue the implementation of the Assessment Center concept within
the DD/A and other Directorates as interested. (OMS)
25X1
54
Approved For Release 2005/08/$ PtYlA-RDP90-00992R000100030013-4
 Approved For Release 2005/08/2lE~~&RDP90-00992R000100030013-4
21. By 31 December 1975 refine and re-present a proposal that the CIA Man-
agement Committee consider the desirability of authorizing a study on Career
Commitment in the Agency. (OMS)
22. Continue development of the counterterrorism program including: sup-
port and guidance to Agency employees and dependents, Agency components,
and the Cabinet Committee Working Group; and preparation of guidelines for
protective psychology and interdisciplinary research involving the study of terror-
ists, victims and negotiators. (OMS)
23. By 30 June 1976 review counseling programs and needs Agency-wide,
pointing to a better coordination of present efforts and augmentation of ca-
pabilities where necessary. (OMS)
24. By 30 June 1976 in conjunction with OJCS produce computerized bio-
graphic profiles using the PERSIGN data base. (OP)
25. Implement completely by 30 June 1976 an Agency automated inventory
system for the control of collateral Top Secret material. (OS)
26. Continue five-year program to replace and update existing technical
surveillance countermeasure equipments by conducting tests and evaluations of
four types of prototype receivers which will be delivered during the year; con-
ducting market surveys and comparing with other commercial receivers; deciding
on the best and writing production contracts for ten portable receivers, two
I by 30 June 1976. (OS)
27. Develop and implement by 30 June 1976 new mechanisms for conducting
investigations. (OS)
28. During FY 1976 the Center for the Study of Intelligence will further
develop the program of research and study of the intelligence process; expand
the discussion program and begin the publication program. (OTR)
29. During FY 1976 support the improvement of Agency MBO systems by
conducting, with contractor support, a series of tailored MBO training courses.
(OTR)
30. Decide on the continuation or termination of the on-duty, part-time
language classes at Headquarters; if continued, acquire adequate classroom space
in which to conduct the program. (OTR)
31. Select 70 CT's for EOD during each fiscal year and assist in their training
and placement. Two groups of approximately 35 CT's each will be brought on
in April and September of each year. (OTR)
32. During FY 1976 determine the training requirements for selected cate-
gories of Agency employees and develop or adapt appropriate OTR training pro-
grams, including core courses, to fit their needs. (OTR)
the end of FY 1976 review, restructure, or modify as appropriate, and determine
the impacts on security, resources, and future Community training. (OTR)
55
SECRET
Approved For Release 2005/08/24: CIA-RDP90-00992R000100030013-4
25X1
 Approved For Release 2005/08/24: CIA-RDP90-00992R000100030013-4
SECRET
34. During FY 1976, through the use of seminars and research projects, pro-
vide for further professional development among the faculty at the
which will contribute to the Operations Directorate doctrine,
policy, and objectives. (OTR)
35. In conjunction with Operations Directorate guidance, during FY 1976
restructure operations training (OTR )
36. Conduct a feasibility and cost study during FY 1976 of installing term-
inals, etc., for a data handling capability OTR)
38. Establish a stringent forms review program to eliminate duplicate or re-
dundant forms. The goal will be to reduce by 30 June 1976 the forms inventory
by 5'J, while simultaneously increasing the use of standard forms by 2%. These
same goals will carry forward into FY 1977. (ISAS)
39. By 30 June 1976 conduct feasibility studies for the conversion of one
or more functions in two offices of the DD/A to micrographic technology. If
the study indicates such conversion would be cost beneficial, design a conversion
plan and implement it. (ISAS)
40. Devise by 30 June 1976 systems and procedures to develop and establish
a series of positive indicators against which the significant program missions
(functions) can be judged. (All Offices)
V. Internal Budgetary and Review Procedures
A. Reprogramming
Approval of the DD/A is required for any planned reprogramming of
$100,000 or more. Office memorandum requesting approval must include ex-
planation for and purpose of the reprogramming.
B. Imminent Action
1)D/A approval is required for any plans to commit $100,000 or more in a
single transaction. Approval should be secured at least five (5) working days
prior to commitment date. Office memorandum should explain the requirement
and why funds should be obligated at that time.
C. Management by Objectives (MBO)
Management by Objectives is a dynamic, internal review process used by
the DD/A. It is a mechanism for tracking at the Deputy Director's level, broad
goals considered to be significant to the DCI and the DD/A. Each DD/A Office
Director also continues this process at the Office level. MBO is an important
and innovative management technique being used by the DD/A, not only for
review, but also as a problem-solving device.
25X11
1
25XX1
25X1
56
Approved For Release 2005/08/24E f,&-RDP90-00992R000100030013-4
 Approved For Release 2005/08/24?c -RDP90-00992R000100030013-4
The development of each fiscal year's MBO program in the DD/A begins
early each calendar year when broad goals are developed by the various Offices.
Each Office is than asked to submit for review their draft objectives regarding
these goals. After a review and revision process which includes the DD/A, the
Associate DD/A, the DD/A Executive Officer, the DD/A Assistant for Resources,
and the DD/A Plans Staff, action plans are prepared for the agreed-upon ob-
jectives. The DCI also reviews the DD/A objectives. The DD/A coordinates
with other Directorates those objectives which will impact upon them. Action
plans which contain milestones and show the personnel and dollar resources
allocated to each objective are developed following the review and approval of
the objectives.
The objectives and action plans are reviewed during bi-monthly manage-
ment conferences which enable the Office Director and the DD/A:
(a) to review regularly the progress of the Office toward the achieve-
ment of its objectives;
(b) to determine whether the established objectives continue to be a
high priority;
(c) to identify areas where corrective action is or will be necessary to
meet a milestone or to achieve an objective;
(d) to assign specific responsibility for carrying out the corrective action,
and to ensure that such action is taken;
(e) to evaluate the performance of the people responsible for the achieve-
ment of an objective in relation to meeting key milestones and
achieving objectives; and
(f) to discuss in a non-crisis atmosphere all areas of management concern.
For example, discussion might center on the need for reallocation of man-
power or dollar resources, re-ordering of priorities within the Office, program
budget execution to date, etc. Another important result of these bi-monthly
management conferences is to provide a further means of communication for
the Deputy Director and his Office heads. During the conference, items re-
lated or tangent to the objectives may be raised and assigned to a specific
officer as an action item. Significant substantive revisions or modifications of
objectives or actions plans are also raised for discussion during management
conferences. Occasionally, budgetary changes, new legislation or new OMB or
Agency initiatives require modification of Office objectives. In such cases, Office
Directors submit a new statement of objectives to be added to the list of
objectives for that Office or to be substituted for an existing objective.
Annual performance evaluations are required by each Office Director at
the end of the fiscal year. In the evaluation each Office Director reports and
comments on progress and shortfalls in the accomplishment of his objectives
for the fiscal year. If an objective was not completed, the evaluation should
include a brief statement as to why and the prognosis for its completion, includ-
ing whether or not it is to be carried as an objective in the next fiscal year.
At this point, the cycle has started again.
57
SECRET
Approved For Release 2005/08/24: CIA-RDP90-00992R000100030013-4
 Approved For Release 2005/08/2S~C&A-RDP90-00992R000100030013-4
V Y 1976 Personnel and Funding
(As submitted in Congressional Budget)
Office
O / DDA
Security
Medical
Training
Career Training Program
Personnel
Finance
Logistics
Communications
Joint Computer Support
GSA SLUG
25X1
58
Approved For Release 2005/08/25i~ IA-RDP90-00992R000100030013-4