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    "label": "NSDD 95 Crisis Information and Management System (CIMS): Project Medusa",
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    "title": "NSDD 95 Crisis Information and Management System (CIMS): Project Medusa",
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        "Numbered National Security Policy Papers",
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    "productionDates": [
        {
            "day": 18,
            "logicalDate": "1983-05-18",
            "month": 5,
            "year": 1983
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    "seq": 9,
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    "url": "https://s3.amazonaws.com/NARAprodstorage/opastorage/live/94/8796/6879694/content/arcmedia/presidential-libraries/reagan/nsdd/NSDD95.pdf",
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    "ocrText": "SECRET\nSYSTEM II\n90418\nTHE WHITE HOUSE\n1\nWASHINGTON\nSECRET\nMay 18, 1983\nLIMITED DISTRIBUTION TS CODEWORD ATTACHMENT\nNational Security\nDecision Directive 95\nCRISIS INFORMATION AND MANAGEMENT SYSTEM (CIMS) : PROJECT MEDUSA (S\nThis NSDD provides policy and guidance for improving the nation's\ncrisis management capability in support of the President. It also\nestablishes a framework for National-level crisis management and\ndescribes enhancements to the White House Situation Room/Crisis\nManagement Facility (WHSR/CMF) and associated department/agency\noperations centers, hereafter referred to as PROJECT MEDUSA. (S)\nI. INTRODUCTION\nPast crises and recent exercises suggest that contingency planning\nand crisis management requirements at the national level are not\nfully satisfied. PROJECT MEDUSA provides for the enhancement and\nintegration of those organizations and facilities that normally\nparticipate in crisis operations. These include department/agency\noperations centers, and the supporting infrastructure of tele-\ncommunications and information processing capabilities that link\nthese centers. (S)\nTo sustain effective, and uninterrupted crisis management PROJECT\nMEDUSA will create a Crisis Information and Management System (CIM\nThis system will provide a means of disseminating adequate and tin\nintelligence, requisite situational information, analyses, and pol\noptions in a form that is readily useable and easily convertible i\nrecommendations for. top-level decision makers. Once decisions hav\nbeen made, the CIMS must provide responsive mechanisms to transmit\ncoordinated instructions for implementation and to provide\nappropriate feedback on actions taken as well as their results.\n(\nExisting technology is not currently being fully exploited at the\nnational level to effectively support crisis operations as describ\nBY RW NARA\nabove. To rectify this deficiency, the following actions will be\ntaken under PROJECT MEDUSA: (S)\nNLRR MOG-003#1\nImprove the aggregation, transmission, analysis, presentat\nDECLASSIFIED\nand security safeguards for crisis information\nStrengthen and expedite the inter-departmental/agency cris\nmanagement process\nEnhance the implementation, coordination, and feedback\naspects of the system\n58\nSECRET\nSECRET\n2\nII. OBJECTIVES\nInitial improvements have commenced with the development of a\nCrisis Management Facility (CMF) linked to the White House\nSituation Room (WHSR). This WHSR/CMF complex will be linked,\nthrough PROJECT MEDUSA with other department/agency centers\nwhich will be upgraded and integrated to achieve the\nfollowing objectives: (S)\n--\nImproved management of information, options, recommenda-\ntions and decision dissemination for National-level\ncrisis management.\n--\nImproved quality, timeliness, security and dissemination\nof contingency planning information for appropriate\ncrisis management entities.\n-- Enhanced ability to rapidly exchange data, convene\nsecure conferences among crisis management principals\nand assure uninterrupted telecommunications among crisis\noperations centers.\nIII. INTEGRATION OF CRISIS MANAGEMENT ORGANIZATIONS\nThe technical enhancements instituted under PROJECT MEDUSA are\ndesigned to directly assist top level decision makers and their\nrespective supporting organizations. In accordance with NSDDs 2, 3,\nand 30, three such supporting entities have been created at the White\nHouse as Interdepartmental Groups: (S)\nThe Special Situation Group (SSG)\nThe Crisis Pre-Planning Group (CPPG), and\nThe Terrorist Incident Working Group (TIWG)\nThese groups are responsible for providing timely and effective\ncoordination of critical information, options and recommendations for\nthe President during domestic or international crises which affect\nour vital national security interests. PROJECT MEDUSA will ensure\nthat these groups which convene in the WHSR/CMF are provided with\nadequate analytical capability and connectivity to supporting depart-\nment/agency task forces and operations centers. These White House\nCrisis Management Groups are formally chartered as follows: (S)\nThe Special Situation Group (SSG) (Tab A) is the senior\ncrisis management entity and: (S)\n-- Reviews crisis-related information.\n-- Develops options for crisis actions.\nSECRET\nSECRET\n19\nSECRET\nSECRET\n3\nMakes crisis management recommendations to the\nPresident.\n--\nFollows through on the President's crisis action\ndecisions.\nThe Crisis Pre-Planning Group (CPPG) (Tab B) assists the\nPresident and the SSG by: (S)\n--\nEnsuring the receipt and appropriate consideration of\nrelevant information at the White House.\n--\nDeveloping options and recommendations concerning\nactions to mitigate and successfully prevent or resolve\ncrisis situations.\n-- Preparing the applicable elements of the government for\nspecific crisis actions.\n-- Managing, on a day-to-day basis, the crisis actions\ndirected by the President.\nThe Terrorist Incident Working Group (TIWG) (Tab C) supports\nthe President and the SSG during terrorist related incidents\nwhich affect our national interest. (S)\n--\nOperating through a designated lead agency, the TIWG\nprovides organizational, procedural and operational\nguidance pertaining to specific terrorist events and\neffects National-level management and coordination\nduring such an incident.\nThe nature of a specific terrorist incident or threat\nwill determine which members the Chairman selects to\nparticipate in its resolution.\nDetailed operating procedures governing the activities of the SSG,\nthe CPPG, and the TIWG under the new Crisis Information and Manage-\nment System (CIMS) will be developed and promulgated in separate\nmemoranda by the Assistant to the President for National Security\nAffairs. (S)\nIV. THE CRISIS INFORMATION AND MANAGEMENT SYSTEM (CIMS) CONCEPT\nThe Crisis Information and Management System (CIMS) developed under\nPROJECT MEDUSA will capitalize on the established SSG, CPPG, and TIWG\nprocess and the July 1983 availability of the WHSR/CMF complex.\nThe WHSR/CMF will provide for these groups, inter alia, state-of-the-\nart information handling, analysis, display, and text preparation in\na high security environment. In order to realize the full potential\nof the WHSR/CMF, a phased upgrade of other participating department/\nSECRET\nSEADET 7A 19\nSECRE\nSECRET\n4\nagency operations centers and shared transmission media will be\nconducted under the management of a newly-created MEDUSA Project\nOffice (Tab D). (S)\nThe MEDUSA Project Office will develop a detailed two-phased upgrade\nprogram that will build initially on existing/already planned capa-\nbilities. This two-phased plan will:\nFocus on improved methods for expeditiously sharing/ dissemi\nnating crisis related information, facilitating the delib-\neration process and furnishing feedback on crisis actions.\nRecommend improvements to communications media, information\nprocessing/display, requisite procedural modifications and\nmeasures to enhance security.\nEnsure compatibility/interoperability and standardization\namong all nodes with the new WHSR/CMF complex.\nMinimize the impact on department/agency resources and\nongoing operations. (S)\nV. PHASING AND MILESTONE SCHEDULES\nPROJECT MEDUSA upgrades, as described above, will be implemented in\ntwo phases: (S)\nDuring PHASE I the MEDUSA Project Office will:\n--\nInvolve the first tier of CIMS participants:\n-\nWHSR/CMF\n-\nDepartment of State\n-\nDepartment of Defense\n-\nThe Intelligence Community\n-\nFederal Emergency Management Agency\n-\nFederal Bureau of Investigation\nInterconnect the first tier of CIMS participants via th\nWashington Area Wideband System (WAWS) and provide\nminimum capabilities including secure video telecon-\nferencing by October 1984.\n--\nReview existing and planned capabilities of first tier\nparticipants and prepare proposed PHASE I PROJECT MEDUS\na system architecture and system specifications for\napproval by a Crisis Information Management Review Grou\n(CIMSRG), chaired by the Assistant to the President for\nNational Security Affairs. This will be accomplished\nwithin the scope of already planned departmental/agency\ninvestments in crisis management related modernization,\nacknowledging that review and perhaps redirection of\nsome resources by the departments/agencies may be\nrequired.\nSECRET\nSECRET\n5\n:\nDevelop recommendations and system specifications to\nsupport resource requests for PHASE II. (S)\nPHASE II of PROJECT MEDUSA (FY 85 and beyond) will:\n--\nExpand the set of participants to include second tier\ndepartments/agencies:\n-\nDepartment of Energy\n-\nDepartment of the Treasury\nUSSS\nCUSTOMS\n-\nDepartment of Justice\nINS\n-\nDepartment of Transportation\nU.S. Coast Guard\nFAA\n-\nNational Communications System (NCS)\n-\nOthers as appropriate\n-- Interconnect second tier MEDUSA participants in the WAWS\nnetwork.\n:\nImplement approved architecture and system design\nrecommendations made during the PHASE I study effort. (S\nThe initial schedule milestones for PHASE I of PROJECT MEDUSA are\nestablished below. Milestones for PHASE II will be developed by the\nMEDUSA Project Office in concert with participating departments/\nagencies. PHASE I milestones:\nMay 16, 1983: Establish PROJECT MEDUSA.\nOctober 1, 1983: Complete review of existing and planned\ncapabilities, present system architecture and system speci-\nfications for PHASE I of PROJECT MEDUSA.\nDecember 1, 1983: Complete and present recommendations\nconcerning PHASE II of PROJECT MEDUSA to CIMSRG for approval.\nOctober 1984: Complete the CIMS PHASE I upgrades, including\nWashington Area Wideband System (WAWS) installation and\nsecure video conferencing for first tier departments/agencies\nand the WHSR/CMF.\nNovember 1984: Commence PHASE II. (S)\nA\nSECRET\nSECRET\nVI. PROJECT MEDUSA/CIMS MANAGEMENT\nImplementation of PROJECT MEDUSA requires top-level national manage-\nment and continuous inter-departmental/agency cooperation and coor-\ndination. In order to meet these requirements, the management\nstructure for PROJECT MEDUSA (as shown at Tab D) will be established,\neffective May 16, 1983. (S)\nOversight\n--\nPROJECT MEDUSA policy and programmatic oversight will be\nprovided by a Crisis Information and Management System\nReview Group (CIMSRG), chaired by the Assistant to the\nPresident for National Security Affairs. The membership\nof the CIMSRG will initially include representatives of\nthe Secretaries of State and Defense, the Directors of\nCentral Intelligence and FEMA, Federal Bureau of\nInvestigation, the National Security Council, the Office\nof Management and Budget, and the Director, Defense\nMobilization Systems Planning Activity (DMSPA). During\nPHASE II CIMSRG membership will be expanded to include\nsecond tier MEDUSA departments/agencies.\n--\nThe CIMSRG will be supported by a Crisis Management\nWorking Group (CMWG), chaired by an NSC staff member and\ncomprised of representatives of MEDUSA participating\nagencies, the DMSPA and MEDUSA Project Office. This\nworking group will meet regularly to develop agenda and\naction issues for the CIMSRG and perform such other\ntasks as directed by the Chairman of the CIMSRG.\n--\nThe CIMSRG will meet periodically to exercise\nspecific responsibilities which include:\n-\nEstablishing priorities for development, procure-\nment and installation of PROJECT MEDUSA items, as\nnecessary.\n-\nAssessing the progress of PROJECT MEDUSA and\nchanging the direction or pace if necessary.\n-\nReviewing annual budget proposals and providing\nrecommendations to OMB for their use in budget\nreview. (S)\nProject Management\n--\nBecause of its close and continuing involvement with the\nWHSR/CMF program, the Department of Defense will act as\nExecutive Agent for PROJECT MEDUSA and will establish a\nProject Office and provide its Director.\n17A 16\nSECRET\nSECRET\n(I\n--\nThe Project Director will:\n-\nDevelop and implement an overall PHASE I archi-\ntecture and system design to interface with the\nWHSR/CMF in coordination with DOS, DOD, DCI, FBI,\nDMSPA, FEMA, and the National Communications System\n(NCS)\n-\nDefine PROJECT MEDUSA milestones and schedules to\nensure the timely implementation of PHASE I and an\norderly transition to PHASE II.\n-\nEnsure CIMS integration, interoperability, and to\nthe extent practicable, commonality among the\nNCS facilities involved in PROJECT MEDUSA.\n-\nDevelop overall PROJECT MEDUSA budget profiles for\nCIMSRG review and ensure coordinated budget submis-\nsions for departments/agencies participating in\nPROJECT MEDUSA.\n-\nEnsure that PROJECT MEDUSA activities and security\nprocedures are consistent with the overall CIMS\nsecurity requirements.\n-\nReport periodically to the CIMSRG on the progress of\nPROJECT MEDUSA.\n-\nImplement the PHASE I and II system for WHSR/CMF\nmodifications/enhancements and connecting communi-\ncations. (S)\nPROJECT MEDUSA Staff\n-- To assist with PROJECT MEDUSA design and management, a\nstaff, consisting of permanent DOD personnel and those\ndetailed from the departments and agencies concerned\nwith PROJECT MEDUSA, shall be established. (S)\nDepartment and Agency Responsibilities\n--\nAt the request of the Project Director, all partic-\nipating departments and agencies will nominate candi-\ndates for the PROJECT MEDUSA staff.\n:\nAll participating departments and agencies will provide\na single point of contact to the Project Director to\nfacilitate identification and accomplishment of tasks\nwithin each organization.\nSECRET\nSECRET\n12A.19\nSECREI\nSECRET\n8\nDepartments and agencies participating in PROJECT MEDUSA\nwill budget for, procure, install, operate and maintain\nCIMS and WAWS terminal equipment in their respective\nfacilities and share transmission media leased costs.\nFor cost and mission effectiveness, the Project Director\nshould negotiate consolidated procurements, installation\nand operational maintenance agreements and contracts. (≤\nThe management of PROJECT MEDUSA is a new mission\nfor the Department of Defense. The Department of\nDefense has stated its intent to establish the\nProject Office under the Defense Communications\nAgency (DCA) and appoint a DCA Project Director\nwho will manage and coordinate the project\nactivities for PHASES I and II. The DCA will\nprovide office space and administrative support for\nthe Project Director and his staff.\nAs appropriate, the new WHSR/CMF complex will be\nequipped and interconnected to fulfill requirements\nestablished by the Secretary of Defense in accord\nwith Public Law 97-252.\nThe DOD and the DCI will ensure that special\nsecurity access authorizations required for PROJECT\nMEDUSA participants are provided as required by the\nProject Director. All departments/agencies shall\nprovide clearances for their individual programs as\nneeded to ensure timely achievement MEDUSA\nschedules.\nThe White House will operate the WHSR/CMF with\nprocurement and maintenance support for installed\nand connecting equipment provided by the Department\nof Defense.\nRonard Reagon\nSECRET\nSECRET\n12A 19"
}