SEVENTH ANNUAL REPORT OF THE COMMITTEE ON DOCUMENTATION (CODIB)

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP80B01139A000600080001-9
• Release Decision: RIPPUB
• Original Classification: S
• Document Page Count: 24
• Document Creation Date: December 22, 2016
• Document Release Date: March 22, 2012
• Sequence Number: 1
• Publication Date: December 27, 1965
• Content Type: MF

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USIB -D -39. 3 /9
27 December 1965
UNITED STATES INTELLIGENCE BOAR D
MEMORANDUM FOR THE UNITED STATES INTELLIGENCE BOARD
SUBJECT: Seventh Annual Report of the Committee on Documentation
(CODIB)
1. The enclosed Seventh Annual Report of the Committee on
Documentation (CODIB) and its attached Appendices are forwarded
herewith for information of Intelligence Board members.
2. It is not now planned to schedule this report on the USIB agenda
for discussion unless specifically requested by a Board member to
do so prior to close of business 6 January 1966, In the absence of such
a request, it will be considered for record purposes that USIB "noted"
the subject report on that date.
9
GROUP 1
Excluded from automatic
downgrading and
declassification
SF T
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Executive Secret r
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22 December 1965
Final: CODIB Approved
Seventh Annual Report
Authorization
The USIB Committee on Documetitaition (CODIB) operates under DCID 1/4
(New Series) dated 23 April 1965.
Scope
This report covers CODIB activities during Fiscal Year 1965, with an
attached checklist (Appendix A) of documents issued; membership during the
reporting period is reflected in Appendix B. New developments in information
processing in individual member agencies are reflected in Appendix C
Activities
The main concern during the reporting period was the progress of nine task
teams, established after USIB review of the report of the Staff for the Community
Information Processing Study (SCIPS); team activities have been reported to
USIB quarterly (the latest report distributed as USIB-D-39, 7/12, 18 November 1965),
The teams held 114 meetings and expended about 20,000 professional man-hours -
GROUP I
Excluded from automatic
downgrading and
declassification
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or about 10 1/2 man years, including the four professionals on full-time assignment
on the CODIB Support Staff. A total of 245 substantive team papers and about 100
additional working papers were generated. Formal CODIB review of the task teams'
progress and consideration of other matters of interest resulted in eight meetings
and the issuance of 41 staff papers, of which 35 dealt with the team activities.
The Committee's other extant bodies include the Subcommittee on Classifi-
cation (SCC), a. Working Group on Emergency Planning (WGEP) and a Working
Group on Remote Systems Input (WGRSI). The SCC did not meet as a body, but
individual members met to work up a revision to the Intelligence Subject Code
and to discuss a proposal that the DoD area code be adopted as a Community
standard (see page 6 below). The WGEP began a revision of its basic document
on dispersal of finished intelligence collections. The WGRSI held three formal
meetings to review the status of the development of the secure, machine-language
by-product typewriter; indicators of difficulty noted during the year multiplied
until, after the close of this reporting period, some fairly severe problems had
developed. Appropriate corrective steps or alternatives are now being studied.
Membership
Several changes occurred during the reporting period: Lt. Col. F. R. Case
was designated Army representative vice Lt. Col. William W. Higgins; Cdr.
Alfred R. Olsen, Jr. was named for Navy vice Capt. Donald F. Seaman; Lt. Col.
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(subsequently, Col.) Byron L. Schatzley succeeded Cole Kevork Ghourdjian as
Air Force member; Messrs. A. Sidney Buford, III and Curtis L. Fritz succeeded
Messrs. Edward C. Wilson and Benjamin H. Fisher as State member and alternate,
respectively; and Mr. Earl W. McCoy was named FBI alternate vice Mr. Norman
F. Stultz. There was no participation in CODIB this year by the AEC
CODIB Support Staff
The previous report noted preliminary planning for a permanent Secretariat;
such was established and includes Messrs.
(Chief) and I 25X1
of DIA, both former SCIPS team members, and Messrs.
bf CIA. During the year they concentrated on the task team
activities, participating in each as executive secretary, as well as member,
providing much of the research and system development effort.
Issues
The Task Team and CSS Approach
As noted in Activities above, the manpower expenditure for the nine ad hoc
task teams during the past year exceeded 10 man years. A considerable part of the
year went to developing the terms of reference for each team and getting team members
briefed on existing Community practices. Team reports are either not yet in, or
have so recently been received that CODIB/USIB action on them is not complete.
When they are all in, it would be appropriate to consider the relative merits of
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continuing in the present task team manner; of expanding the Staff to substitute
for task team fact-gathering and reporting-drafting; of assigning executive agency
responsibility for solution of a given problem; or of some deliberate combination of
these three possibilities.
The present task team activity stems from USIB action on the SCIPS report;
it reflects increased awareness of the need for greater management control in the
intelligence data handling (IDH) field and some feel for the probable gain from
common problem definitions and selected compatibility and standardization steps.
It also reflects accommodation to the real world in which manpower resources
remain scarce. Major problem areas today, as in past years, include compatibility,
standardization, remote communication links, biographic information exchange, and
the. proper use of automatic data processing equipment. CODIB's early catalytic
efforts were hampered by (a) lack of recognition of and support to information
processing as an integral part of the intelligence cycle requiring Community
i!:2 *ement attention; (b) competition between Community efforts and developing
Departmental systems for scarce in-house manpower; and (c) the usual difficulties
in attempting change via committee,
Relationships Outside of the Community
Awareness of the "information explosion" problem and of the need for informed
management policies concerning ADP equipment is by no means confined to the
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Intelligence Community. Much is being said about it in the commercial literature,
in Congressional committees, in the Bureau of the Budget, in the scientific and
technical (governmental and academic) community and, most recently, in the
President's Foreign Intelligence Advisory Board. New computer developments,
including larger memories and multi-processing capabilities, have led to greater
emphasis on centralization of computer equipment; also the rise in numbers of
computers in the Government as a whole has led the BoB and the DoD to increase
the pace of ADP standardization.
Bureau of the Budget
There has not been much communication between the BOB and CODIB in
the past and current CODIB-related BoB activities are arising outside of the
International Division which reviews USIB members' budgets; liaison with and
responses to the BoB, and others, will undoubtedly occupy much CODIB attention
during FY 1966. For example, BoB, with positive intent and with an eye to economy
in ADP, is actively leading Government agencies toward data element standardization,
without necessarily being aware of the impact of their efforts, particularly on
existing large-scale automated or semi-automated intelligence systems. A case
in point is the, geopolitical area code working group established by the BoB during
this reporting period to facilitate exchange of information among agencies and to
overcome their alleged tendency to think only in terms of departmental interests.
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25X1
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f the CODIB Support Staff and Mr. Fritz of State (former Director,
SCIPS) sit with this group; because of their experience in intelligence data
handling and efforts at developing Community codes, they were able to influence
the direction of the Group, whose original intent was to settle on a code for
standardized computer processing, before they had considered whether they
had common agreement on the items to be coded -- there is not, yet, agreement
among U. S. Government agencies on the names or geopolitical affiliations of all
of the world's countries, islands, bodies of water, and the like.
Non-USIB Components of DoD
The Department of Defense has a larger investment in ADP equipment than
any other single department; it has been actively promoting the development of
standards for ease of information transfer and maximum equipment utilization within
the Department, and externally through such non-intelligence organizations as the
American Standards Association and COSATI (see below). DoD intelligence
components represent only a part of the overall Defense ADP-interest area, but
they are integral parts of the USIB Community, and DoD data element or equipment
standardization efforts have implications for USIB information network planning.
Better communication is required between CODIB and non-USIB components of
USIB-member agencies, particularly if their ADP standards are apt to carry-over
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into the intelligence components. CODIB will consider undertaking the identification
of those elements on which standardization can be undertaken and to identify that
which is unique to the intelligence community.
COSATI
The Committee on Scientific and Technical Information (COSATI) of the
Federal Council on Science and Technology, in support of White House S&T policy,
is establishing certain standards for Government agencies in information handling
and information exchange. These impact directly on DoD, NASA, AEC and others -
and can, probably will, impact on the intelligence community. Their most ambitious
effort concerns a national information system, with network connections across
the country. CODIB is not represented directly on COSATI, but does have indirect
links via the alternate State member, a CIA observer, and our National Science
Foundation/National Bureau of Standards associate members. Identification
is required of those areas of information handling (whether R&D, data element
standardizing, open literature exploitation, or others) which are common between
the USIB and non-USIB, or non-governmental, communities.
Premature Standardization within USIB
Concentration, too early, on standardization among the USIB-member
departments and agencies will be counterproductive; identification of the basic
problems for development now of compatibility steps in system design will be
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most beneficial. Given the present state-of-the-art plus existing and modifiable
R&D efforts, we believe that a three-phase approach is required: (1) attention
(and management support) to improving the individual systems in each USIB
agency, with projected compatibility monitored by CODIB and the PFIAB/OST
Joint Guidance and Evaluation Panel /on information handlin&/ through briefings,
demonstrations and discussion; (2) improved communication between systems
within an agency and like systems between agencies; and (3) development of a
Community wide information network. Certain compressions or accelerations
can occur, and some have already occurred (e.g., the Long Distance Xerography
/LDX/ network and certain format, coding or descriptive standards now agreed to).
System Design and Line Operation Planning
It is probably true that managers of the existing large-scale systems in
operation in the intelligence community today are as good as any to be found
elsewhere, and the problems of living in a big line production environment,
while. keeping alert to state-of-the-art or procedural improvements, are
significant enough in themselves without adding larger problems such as community
networks. A proper blend of line operations, R&D and planning is essential, and
the proper allocation of resources (manpower and money) to the line operations
to allow experienced people to move into design without leaving gaps which destroy
the heart of the operations is perhaps the key to successful community planning.
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Expansion of CODIB's Field of Vision
CODIB, and information processing, is increasingly concerned with others'
activities and is not confinable within easily identified boundaries. Format
considerations for input to computer files or micro storage leads to direct
interest in COMOR and SIGINT Committee collection-techniques planning, in
addition to the traditional interest in human source reporting. All-source design
efforts, and, particularly, all-source files and indexing procedures, have major
security considerations which should require USIB Security Committee and
COMOR/SIGINT Committee discussion. The CODIB Task Team on Research &
Development has stimulated concern from the R&D complexes within DIA, NSA
and CIA. The scientific interests of COSATI, particularly as it includes DoD
and State membership, affects system design within the USIB Community. In
line with a new look at management and coordination of the developing information
systems, it is necessary that the linking role of information processing between
collection and production be acknowledged and introduced at the earliest planning
stages, whether in R&D, collection management or production.
CODIB Fiscal Year 1966 Program
Without doubt, CODIB will devote most of its attention during FY 66 to
the task team reports and the management and procedural implications of their
recommendations. in addition, considerable effort will be devoted to implementation
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of the PFIAB recommendations approved by the President and assigned to CODIB
for action after the close of this reporting period. Finally, questions concerning
the proper interface of the central reference functions and the ADP processing
activities, including liaison with non-USIB committees and the BoB., will require
increased attention < It promises to be a busy year.
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Appendix B
22 December 1965
UNITED STATES INTELLIGENCE BOARD
COMMITTEE ON DOCUMENTATION
Membership (FY 1965)
Members:
Mr. A. Sidney Buford III, State
Col. Byron L. Schatzley, Air Force
Mr. William O. Cregar, FBI
Mr. George B. Pleat, AEC
Cdr. Alfred R. Olsen, Jr., Navy
Dr. Ruth M. Davis, De ense
Lt. Col. F. R. Case, Army
Technical Consultant: Dr. Samuel N. Alexander, National Bureau of Standards
Associate Member:
Executive Secretary:
Member Alternates:
Dr. Burton N. Adkinson, National Science Foundation
Mr. Curtis L. Fritz, State
Lt. Col. Thomas H. Scott, Air Force
Mr. Earl W. McCoy, FBI
Mr. Richard See, NSF
Chief, CODIB Support Staff: 25X1
FOR OF L USE ONLY
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Appendix C
22 December 1965
UNITED STATES INTELLIGENCE BOARD
COMMITTEE ON DOCUMENTATION
Information Processing Developments in USIB Member Agencies
(Supplement to CODIB Annual Report No. 7)
Attached, as listed below, are the reports from contributing USIB-
member agencies reflecting their intelligence information processing program
developments during Fiscal Year 1965:
Section Department or Agency
Central Intelligence Agency
Defense Intelligence Agency
Department of the Army
Department of the Navy
Department of the Air Force
Department of State
GROUP I
Excluded from automatic
downgrading and
declassification
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Appendix C
Section 2
22 December 1965
DEFENSE INTELLIGENCE AGENCY
1. The world-wide DoD Intelligence Data Handling System (IDHS) now includes
35 computers used solely, or in major part, for intelligence processing. This figure
excludes computers employed in the cryptologic community or used on shipboard and
in tactical units.
2. Some kind of ADP equipment, computers or punched card, is now used for
the processing of intelligence in every Unified and Specified Command, in many
Component Commands, and in many DoD intelligence organizations. In a number of
organizations, there are also automated document storage and retrieval systems.
3. Over 1300 in-house military and civilian personnel are directly involved in
operating and maintaining the world-wide IDH System. This figure is expected to rise
to over 1600 by FY-68.
4. Significant progress was achieved during the past year toward linking the
widespread DoD intelligence ADP facilities into an interlocking system. Management
plans for IDHS operations have been written in coordination with the three Military
Departments. Centralized management and technical assistance by DIA has resulted
in the development of "families" of computer programs and data bases, resulting in
considerable savings of funds, personnel, and time. Data compatibility is being
achieved so that all organizations can exchange intelligence in machine-readable form.
5. During FY-65, DIA continued its efforts to improve the computer programs
available to Military Commands and intelligence organizations. In last year's Annual
Report, it was indicated that a standard family of computer programs, called the
Formatted File System, was being developed for all organizations equipped with IBM-
1410 computers. In cooperation with the Navy, the capabilities of this system, which
was an outgrowth of the one originally developed at the Fleet Intelligence Center,
Europe (FICEUR), have been increased substantially during the past year and a
User's Group has been established to coordinate changes and improvements desired
by participating commands.
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Appendix C
Section 2
. 6. The Binary-Coded Decimal (BCD) Automated Intelligence File (AIF) Command
Package System was implemented in FY-65, and is making a major contribution to the
processing of installations intelligence. This system provides for dissemination to
the major commands of the complete AIF data base and, if appropriate, associated
IBM-1410 standard programs. It provides the user with the capability to receive,
maintain, and extract installations intelligence data in a format adaptable for
subsequent processing in support of his requirements. BCD-AIF users, in addition
to making use of the data file, also propose additions and changes to the file content.
Thus, intelligence staffs throughout DoD are contributing to the maintenance of a
single master data base.
7. To the AIF is being added a DoD-wide system for storing, retrieving, and
manipulating intelligence information on 30, 000 foreign coastal areas and landing
beaches. This system. will permit participating organizations to maintain the
enormous volume of data on foreign coasts and landing beaches in a more usable
form than the present hard copy publications. It will also greatly facilitate the
updating of such data.
8. In the field of document storage and retrieval, a great deal of progress has
been made in implementing the plan for a world-wide DoD system which was
formulated during FY-64. Agreement has been reached with participating commands
to standardize on FMA File Search document storage and retrieval equipment. Nine sets
of such equipment were installed in various commands during FY - 65, with six
additional sets scheduled for FY-66. DIA has assumed the responsibility for indexing
intelligence reports of common interest, reproducing these reports and indexes on
microfilm reels, and disseminating the reels to interested commands. The
participating commands will thus be able to maintain extensive libraries of intelligence
documents at a fraction of the personnel cost which which would be Involved if each
attempted to maintain an independent system.
9. The DIA ADPS Center has coordinated technical ADP developments in a
number of areas, to the mutual benefit of all concerned. One such effort deserves
special mention. This concerns the development of automated plotters for such
purposes as annotated maps. Some commands have already installed various types
of plotters. During FY-65, DIA determined that over $1 million of additional plotters
were planned for installation in the next three years. Investigation revealed, however,
that the results achieved with plotters to date have been disappointing. The card-
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Appendix C
Section 2
driven plotters have been slow and the preparation of input has been costly. Many
plotters have been unreliable, with excessive maintenance and down-times. Printing
on standard charts has been generally unacceptable because of lack of contrast with
the material already depicted on the map. In view of these and other considerations,
DIA requested the Navy, in collaboration with Rome Air Development Center, to
develop specifications for an improved plotter. Such specifications have been developed
and a plan is being formulated for the development, test, and evaluation of a complete
hardware-software system for a plotter. The test is being conducted at the Atlantic
Intelligence Center.
10. In the field of dissemination, DIA has developed an ADP system which is
accelerating the dissemination of intelligence reports to interested recipients. A
Statement of Intelligence Interest has been received from each of the more than 200
DoD organizations which the DIA Dissemination Center serves. These statements
have been coded and converted to machineable form. Each intelligence report is
coded by subject and area as it is received in the Center and a punched card is prepared.
The Statements of Intelligence Interest are then correlated with the intelligence reports
received each day and the DIA ADPS Center automatically: (a) prepares a distribution
list for each intelligence report; (b) calculates the number of copies of each report
which will be required for reproduction; and (c) produces special punched cards which
are used to produce document receipts. The system provides a reliability in
dissemination which was unobtainable in. the former manual screening system.
11. Automation support for activities in Southeast Asia has been a priority task
during the past year. A system has been developed to provide a storage and retrieval
capability on military actions in South Vietnam.. The data are developed at CONUSMACV
and forwarded through CINCPAC to DIA. Both DIA and CINCPAC make use of the
system to provide statistical information and trend analyses on the actions. In another
area, a small-scale computer has been installed at the 67th Reconnaissance Technical
Squadron in Japan. to support photo interpreters. The ;equipment has nearly tripled
the productivity of the photo interpreters at this location. Some data processing support has
also been provided to J-2 COMUSMACV, and action is underway to assist the 13th
Air Force and the 2nd Air Divisions.
12. In June 1965, the Secretary of Defense approved the installation of an
experimental, multi-console, on-line, time-sharing, data processing system in DIA.
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Appendix C
Section 2
Work on this experimental system will begin in FY-66. The purpose of the system
will be to test the adaptability and application of on-line equipment and techniques to
intelligence data processing. on the basis of conclusions drawn from the experimental
system, decisions can be made concerning the usefulness of similar installations in
other commands and agencies which have requested them.. Equipment configuration
will be similar to that pioneered for several years in MIT's Project MAC (multi-
access computer).
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Appendix C
Section 3
22 December 1965
DEPARTMENT OF THE ARMY
I., Procedures designed to accelerate the development of Intelligence Data Hand-
ling Systems (IDHS) were recently established in a joint Defense Intelligence Agency-
Army Plan for Management of IDHS. Encompassed in the Plan is a delineation of
Department of the Army (DA) and Defense Intelligence Agency (DIA) managerial
responsibilities relating to IDHS requirements, initiation and implementation,
resources, and projects and contracts. It is envisaged that maximum systems
integration and standardization within the Department of Defense IDHS will be
achieved through the Plan and procedures established which will facilitate military
command and intelligence agency acquisition of IDHS.
2. Activities during FY-65 resulted in establishment of an operational IDHS at
the Headquarters of the United States European Command (USEUCOM), Camp des
Loges, France, for which Army has support responsibility. The system will con-
solidate and correlate all intelligence data pertinent to areas of interest and
responsibility of the United States Commander in Chief, Europe (USCINCEUR),
and of the Supreme Allied Commander, Europe (SACEUR), and is designed to
accept input, store and retrieve evaluated intelligence material from DIA; U. S.
Army, Europe (USAREUR); U. S. Navy in Europe (USNAVEUR); U. S. Air Force
in Europe (USAFE); USEUCOM (J-2); the Joint Strategic Target Planning Staff
(JSTPS) ; and other related intelligence organizations. The shielded computer
configuration consists of an IBM-1410 with a 100k memory, a 1301 disk storage
file, and supporting punch card equipment. The contract for software develop-
ment is with Planning Research Corporation, Los Angeles, California.
3. Projects have been initiated in several Army commands to establish an
automated capability in support of intelligence requirements. A Systems Appli-
cation Study has been produced by Headquarters, USAREUR, and submitted to
DIA for validation with the concurrence of USEUCOM and the Department of the
Army. Resource requirements for this effort have been approved in the Con-
solidated Intelligence Program (C.I. P.). The U. S. Army, Pacific (USARPAC),
Downgraded at 12 Year
Intervals; Not Automatically S-E-C-R-E-T
Declassified. DOD Dir 5200.10
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Section 3
has initiated action to acquire an IDHS, and steps are being taken to automate the
United States Continental Army Command Tactical Intelligence Center (CONTIC).
Resource requirements for FY-67 have been approved in the C.I.P. for develop-
ment of a system for the Foreign Science and Technology Center as well as for
FMA document storage and retrieval equipment for USAREUR and USARPAC.
4. Automated intelligence support is currently being provided through exten-
sive punch card systems in the Counterintelligence Records Facility, Fort Holabird,
Md., and at Headquarters, USAREUR. A small biographic system oriented toward
Latin American military personalities exists at U. S. Army South (USARSO) and an
IBM-1620 meets missile-oriented computing requirements of the U. S. Army
Directorate of Missile Intelligence at Huntsville, Ala. An IBM-7094 has been
approved to support the computer system used by the Army Map Service for
reduction of data, and resources have been projected for continued operation of
the document storage and retrieval equipment used by the 902d Intelligence Corps
Group.
5. The Army's "Automatic Data Systems Within the Army in the Field (ADSAF)"
program was approved by the Army Chief of Staff on 11 May 1965 and subsequently
funded, in part, by Director of Defense Research and Engineering (DDRE). ADSAF
basically consists of three systems -- the Tacfire System (Artillery Fire Control);
Combat Service Support System (Logistics, and Personnel and Administration); and
the Tactical Operations System. (TOS). This last system, the TOS, provides for
shared machine operation by intelligence, operations, and fire support coordination
personnel in a mobile tactical situation and is the one system most fully supported
by DDR E .
6. The intelligence element of TOS is a random access storage and retrieval
processing system designed to receive, store, collate, correlate, summarize,
display, and disseminate intelligence and intelligence information. It will be
included in the computer centers supporting division, corps, and field army
Tactical Operations Centers (TOC) and will have on-line input/output devices at
all subordinate and intermediate headquarters processing intelligence functions
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Appendix C
Section 3
or staffs. A computer-driven group display facility will be located at each TOC.
The intelligence element for use at division level is largely complete in analysis,
design, and programming, and will be evaluated on test bed equipment during the
next eight months. The TOS, in its entirety, is programmed for issue in FY-72.
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CODIB-AR-7
Appendix C
Section 6
22 December 1965
DEPARTMENT OF STATE
1. The Department of State completed, in July, the First Stage of a long-
range programmed effort to develop an information management system which would
improve its decision-making capability and the management and use of the tremendous
volume of communicated information documents processed daily in the Department
and the Foreign Service.
2. The Department has made over 100 studies over the past ten years looking
toward improvement of its information-handling capability. These, however, have
been piecemeal and fragmented. This new effort is the first project having an overall
systems design and development objective and recognizing that this step is a
necessary prelude to determining the feasibility of individual automation applications
within the total system.
3. The project has been called the "Foreign Affairs Information Management
Effort (FAIME)". Its First Stage, conceived under the leadership of the Department
with the active participation of the Bureau of the Budget, was a joint endeavor with
sister members of the Foreign Affairs Community - AID, USIA and ACDA. An
outside firm of operations analysts was employed and each of the participating
agencies contributed in-house staff, funds and facilities. Financial support was
also provided from the President's Management Improvement Fund indicating the
interest of the Executive Office of the President in a problem referred to by
Secretary Rusk in these words-
"We seek continually to work on the question of how to get information
to those responsible for making the decisions in time to be of use to them."
4. The need, at least in the early stages, for inter-agency community coordination
reflected an appreciation of how extensively information reports by the Foreign Service
and other sources was shared and common to the needs of all four agencies, as well
as the great volume of information which is of relatively unique interest to each agency.
Thus, eventual modernized intra-agency information management systems will be
required also within an integrated, total Foreign Affairs "system of systems".
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5. The primary results of the First Stage study were:
Appendix' C
Section 6
a. A new appreciation within the Department and other Foreign Affairs
Community agencies of the magnitude of the problem of managing
operational information, and the vital necessity of starting system
modernization now.
b. A current evaluation of present information-handling practices is now
available.
c. A broad, conceptual design of a future total system of sub-systems,
and a gross methodology for its incremental development.
d. Recognition that in many information areas participation by many
other government agencies (e.g., CIA, DIA, Commerce, Labor, etc.)
in information system development must be anticipated.
e. Identification of some interim improvements which could be instituted
prior to implementation of the ultimate system.
6. Perhaps the most significant by-product of the initial inquiry has been a new
appreciation that, since the basic task of the Department is managing and using
information, there should be an organizational realignment of the principal substantive
information management and processing units, possibly at a bureau level. This
reflects a recognition that there needs to be an organizational focusing and increased
systems staff and other resources, which can combine information systems development
and information processing and research with authority and capacity for accelerating the
installation of modern information handling systems.
7. The forthcoming Stage II is programmed to add substance and detail to the
conceptualized system design, and to tackle the most difficult problems of integrating
paper-handling operations and developing more precise definition of information
requirements and dissemination profiles.
8. Stage III would span several years and involve the installation, increment
by increment, of system components and sub-systems.
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