MOVE OF IAS TO HEADQUARTERS

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP80B01495R000700050001-8
• Release Decision: RIPPUB
• Original Classification: S
• Document Page Count: 9
• Document Creation Date: December 20, 2016
• Document Release Date: February 23, 2007
• Sequence Number: 1
• Publication Date: August 13, 1974
• Content Type: MF

Approved For Release 2007/02/23: CIA-RDP80BO1495R000700050001-8
TAB
Approved For Release 2007/02/23: CIA-RDP80BO1495R000700050001-8
 Approved For Release 2007/02/23: IR-W 80B01495R000700050001-8
IAS-107/74
13 August 1974
MEMORANDUM FOR: Deputy Director for Intelligence
SUBJECT Move of IAS to Headquarters
1. In the near real-time era, we believe IAS will be
driven to provide considerably increased current intelligence
support while continuing to provide in-depth photo analysis
required by the production offices of the DDI and DDS&T. With
continuing limitations on resources, there will thus develop an
increased need for managers and analysts of the production
offices and the Service to work more closely together. This need
seems likely to outweigh our dependence on physical proximity
to NPIC, which is diminishing in any event. To utilize our
limited resources most effectively and efficiently in this period, and
to assure that maximum benefits accrue to the production offices
and operational components in the form of responsive, relevant,
and focused reporting, serious consideration should be given to
moving the Imagery Analysis Service to Headquarters, preferably
in FY '76.
2. In supporting intelligence production, we see an end to
the formal preliminary assessment on missions, but expect to
assess continuously significant current intelligence information derived
from the new system. Ad hoc requirements will increase and will
be in large part time-dominated. Resources available for in-depth
analysis will be constantly under pressure from the current sector,
so that work undertaken must be sharply focused to meet
priority needs. Near-term system improvements programmed for
I I plus improved EDP applications, will enhance our
capability to do increasingly sophisticated technical analysis demanding
resource expenditures in areas now accomplished by the production
offices. We expect the community's increasing interest in economic
intelligence will continue to sustain our portion of the Basic
Reports program at existing levels, centered as now, on the needs
of OER. We believe these activities will demand a degree of
communication, coordination and working relationships between the
Approved For Release 2007/02/JER7I P80B011495R000700050001-8
 Approved For Release 2007/02 QR~ P80BO1495R000700050001-8
SUBJECT: Move of IAS to Headquarters
managers and analysts of the components concerned which is not
achievable as long as IAS remains physically separated from its
consumers.
3. Communication between managers and analysts of Headquarters
offices and IAS personnel has at best been less than satisfactory. The
secure phone system is an inadequate substitute for face-to-face
discussions when trying to meet production office needs. Travel between
Pnd Headquarters is quite inconvenient and will become
even more so with the continuing energy shortage and the growing
use of car pools. Even now only a small percentage of production
office analysts make the effort to visit to discuss their
needs. Thus as a service organization, we have., felt for some time a
growing need for closer consultation with those we serve. Recent
efforts to undertake joint production planning by the production office
with IAS in support have underscored the need for us to be in more
frequent and continuous contact with these components. Convenient,
daily contact would allow us to provide better support through sharper
focus on real needs, avoidance of duplication by joint planning; and more
timely, relevant responses.
4. The problems inherent in supporting our customers from a
distance is further exacerbated by virtue of our collocation with
NPIC. Joint tenancy has blurred in the minds of requester and PI
alike the separate and distinct roles and responsibilities of the two
organizations, resulting in the general presumption on the part of most
of those we deal with that we are a segment of NPIC and that one speaks
for the other. This has led to a common failure on the part of
Headquarters components to consult and advise which has frequently
denied us inputs on matters of vital interest to the operation of IAS--and
sometimes the Directorate--and has subsequently affected our ability
to plan properly.
5. The prevalent notion that IAS is dependent on NPIC for unique
services and, therefore, must remain collocated is no longer true. In
the past our dependence on NPIC was centered primarily in four areas:
(a) EDP support, (b) film storage and handling, (c) photographic
reproduction, and (d) the publication of reports. Today utilization
of these services does not require collocation with NPIC.
Approved For Release 2007/02G P80BO1495R000700050001-8
 Approved For Release 2007SE RET-RDP80B01495R000700050001-8
w
SUBJECT: Move of IAS to Headquarters
a. We make use of NPIC's computer based Installation
Data File (IDF), their Real-Time Mensuration Program (RTM),
and their Management Information S stem MIS . The IDF is
now available to remote terminals including
one in CRS. The RTM could similarly be put on-line to
Headquarters, or a magnetic tape could be provided to OJCS
for input to their IBM system. Later this year we expect to
implement a GIMS-11 program being developed by OJCS for our
management information data and will then withdraw from NPIC's
MIS system.
b. IAS maintains its own film files and receives new
photography directly from the processing site. We retain missions
for a two-year period, while NPIC retains their holdings for five.
Thus, we occasionally use older NPIC holdings to determine
negation dates, but more frequently borrow film for area searches.
Repeated coverages in the near real-time era should reduce our
need to utilize NPIC holdings, but we would expect some need to
continue. As with OBGI, we would utilize courier runs for film
delivery.
c. Our photographic reproduction requirements on NPIC
principally involve photo enlargements which we request on formal
work orders. We would expect this practice to continue, using
the daily courier runs for delivery of our orders and the graphic
products.
d. Our formal publications are mostly Basic Imagery Inter-
pretation Reports which are not time-sensitive. We would continue
to have these printed by NPIC on the same basis as they presently
support other customers outside
6. Communication with NPIC photo interpreters is frequent and
often by personal contact because of collocation. Personal contact is
most often initiated by NPIC generalists seeking substantive answers
from IAS specialists, a practice costly to IAS and from which we derive
little or no benefit. On the other hand, NPIC interpreters often use
the telephone to advise us of new finds in the course of first-phase
exploitation which is of value to IAS analysts. Coordination with NPIC
is less frequent and usually more formal, occurring mostly at mission
assessment time where a member of NPIC is present. Policy coordination
3
Approved For Release 2007102/2EfFD80B01495R000700050001-8
 Approved For Release 2007/02/SECRETP80B01495R000700050001-8
NOW
VW
is almost always by phone. In the near real-time era, we see an end
to the formal assessment and a reduced need for formal coordination
I lInstead, we see a continuous current assessment,
time-dominated, requiring coordination between ourselves, the
processing facility, and Headquarters analysts. Proposed video-transmission
links for the community would suffice for our contact with NPIC.
7. In sum, we see pressures for time-dominated intelligence
production generated by the new collection system which will strain our
limited resources and erode IAS capabilities for in-depth analysis.
This situation will require a closer, continuing team effort between the
analysts of IAS and the production offices to provide high-quality
intelligence information on a time-urgent basis, and to provide proper
focus and direction on priority needs requiring in-depth analysis. To
accomplish these goals and maximize the effectiveness and efficiency of
the limited manpower resources available, we believe that the relocation
of IAS to Headquarters will be necessary. I propose that this necessity
be recognized in principle, and that planning be inaugurated to achieve
this relocation before the new system becomes fully operational in FY 77.
Director
Imagery Analysis Service
Distribution:
Original & 1 - Addressee
Approved For Release 2007/02/'-(?1- P80B01495R000700050001-8
SUBJECT: Move of IAS to Headquarters
 Approved For Release 2007/02/23: CIA-RDP80B01495,R00ti}jPOO50001 SECRET
ROUTING AND RECORD bt1CC
Director, IAS
TO: (Officer designation, room number, and
building)
O/DDI
7E44
2' H QS
OFFICER'S
INITIALS
IAS-107/74
13 August 1974
F~ 1[1 T1e IMICRnws UryLLAJ311r1w
FORM 610 US hQ~2~, ~$ eRor9UfiUe 2O {~2W.QP R0B095 P&8%050001-8
 Approved For Release 2007/02/23: CIA-RDP80BO1495R000700050001-8
TAB
Approved For Release 2007/02/23: CIA-RDP80BO1495R000700050001-8
 Approved For Release 2007/02/2 9 EERET DP80BO1495R00070005000
IAS - 35/73
5 March 1973
MEMORANDUM FOR: Deputy Director for Intelligence
SUBJECT Requirement for Additional Imagery Analyst Positions
in IAS
1. This memorandum is to inform you that the Imagery Analysis Service
may require additional imagery analyst positions in the near future to
continue to effectively service the imagery analysis requirements of CIA.
IAS is experiencing difficulty in adequately servicing requirements from
certain production office components. Moreover, our workload from OSR,
our largest customer, is expected to increase in the next year as their
augmented research capability begins to investigate additional intelligence
problems.
3. We do not expect the requirements for imagery analysis to decrease,
particularly in the ground and naval areas. Instead, we expect our require-
ments will increase primarily because of OSR's augmented research capa-
bility. Requirements for additional ground force information are expected
as OSR expands its research into the MBFR problem and into NATO matters.
And we expect to become involved in support of OSR's expanded research into
command and control, although the magnitude and details of this program
are still undetermined.
4. One approach towards helping alleviate our current problems and
increase our future imagery analysis capability is to reduce the number of
imagery analysts on special assignments. We presently have r__~imagery
SECRET
Approved For Release 2007/02/23: CIA-RDP80BO1495R000700050001-8
25x1
25X1
HKI
 Approved For Release 2007/02/23: CIA-RDP80BO1495R000700050001-8
%Iwi SECRET %we
IAS - 35/73
SUBJECT: Requirement for Additional Imagery Analyst Positions in IAS
analysts on special assignments- to the production offices on one-year
tours,E=Iwith the DDI Special S u ies Group, and one with the Color
Evaluation Working Group. A analyst who was on tour to FMSAC recently
transferred to that organization. We believe a reduction of such special
assignments, however, would not provide us with the necessary increased
capability and would have a serious detrimental affect on IAS as a whole.
It would negatively affect the morale of the analysts by further isolating
them from other components of the Agency, further restrict their potential
for mobility, and prohibit them from receiving special training on aspects
of career development not available in IAS. The desirability of such
assignments was prominently noted in the recent IG study of IAS.
5. Another possibility for relief includes a potential reduction in
requirements on Southeast Asia in the wake of the ceasefire agreements.
No diminution in these requirements is yet evident, and the current high
interest in monitoring the agreements offers little hope for surcease in
the near term. The recent decision b the DDP to reduce the P.I. strength
at Istation from imagery analysts does not help our
sift&CLL
VL1 her as we wo ese people into our present T.O.,
and not consider them to be additions to it.
6. We will continue to seek methods of alleviating pressure in
critical requirement areas, although we consider such solutions to be
stop-gap measures. In the meantime we will work with the production
offices in attempting to define our long-term support requirements. Once
these requirements have been defined, we will be in a position to judge
how many additional imagery analysts will be required to properly support
CIA.
Director
Imagery Analysis Service
Distribution:
Orig &
1
- Addressee
1
- Dir/OSR
1
- DDI Planning Staff
1
- ODir/IAS
SECRET
Approved For Release 2007/02/23: CIA-RDP80BO1495R000700050001-8