FINAL REPORT ON THE SINGLE INFORMATION CENTER CONCEPT, TASK TEAM NO. 11

• Document Type: CREST
• Collection: General CIA Records
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• Release Decision: RIPPUB
• Original Classification: S
• Document Page Count: 140
• Document Creation Date: December 22, 2016
• Document Release Date: October 24, 2011
• Sequence Number: 6
• Publication Date: April 17, 1958
• Content Type: MF

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CENTRAL INTELLIGENCE AGENCY
OFFICE OF CENTRAL REFERENCE
INFORMATION CENTER
TASK TEAM REPORT NO. 11
MEMORANDUM FOR: Assistant Director, Central Reference
SUBJECT
17 April 1958
: Final Report on the Single Information Center Concept,
Task Team No. 11.
1. Membership.
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Task Team No. 11 consisted of the following members:
Walter J. Moberg, Chairman ONE, on assignment as Production
Advisor to St/FM/RR
Chief, Fundamental Science Division, OSI
Chief, Plans Staff, OCI
Chief, Satellites Branch,
Analysis Division, ORR
Chief, Analysis Branch,
Document Division, OCR
2. Method of Task Team Operation.
The task team set up a plan of operation shortly after its creation
which encompassed the following:
a. Definition of the Problem. - A careful study of the consultants'
report for an understanding of all of the findings and recommendations relative
to the concept of a single information center. In this study the group tried
to distinguish between the "central reference" concept as applied to OCR as
a whole and the "single information center" within OCR.
b. Orientation of the Task Team. - The task team was briefed in
some detail in the Library, IR, BR, GR, DD, FDD, and the Map Library.
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C,, Investigation of Present Information Procedures. - Sub-
committees were then assigned to visit and study in detail the information
units or reference activities of the Library (Reference, Circulation, and
Acquisition Branches), IR, BR, GR, DD, and the Liaison Division. Each of
these sub-committees followed a uniform plan of investigation and reporting
agreed on in advance by the task team as a whole. Summaries of these sub-
committee reports and also reports of task team visits to FDD and the Map
Library are found in Appendix A.
This investigation, considered by the task team to be its major
effort, was focussed on a determination of the feasibility of providing the
services of each unit on a centralized basis.
d. Investigation of Customer Needs and Interests. - This investi-
gation was based largely on a questionnaire which was prepared in conjunction
with the task teams studying the intellofax and the Reference Branch. Returns
from 421 analysts in the DDI area outside OCR have been received and analyzed.
The purpose of this questionnaire, as it applies to the problems of this team,
was to obtain information regarding the use customer analysts make of various
reference facilities, to determine how these facilities are serving the needs
of analysts, and to seek some indication of ways in which the reference services
may be improved.
e. Analysis of the Dimensions of the Information Function. - In
order to understand the physical dimensions of the units performing or to
perform an information function it was necessary to investigate the present
space and personnel allocations and the probable requirements under a modified
organization in the new building or in a pilot operation. The team was brief-
ed on the space allocations in the new building and gathered data for require-
ments.
Information was obtained on the volume and nature of requests
for information being handled at present in all of the reference areas in
order to assess the magnitude of the operation that the consultants wish
to centralize.
f. Consideration of the Comparability of OCR and other Libraries.
The task team knew of no other intelligence library comparable in its scope
and complexity with OCR which it could use as a basis for evaluating OCR's
information service. It did consider at some length, however, the extent to
which criteria for evaluating the reference functions of conventional libraries
may be applied to an intelligence reference service. Although an on-the-spot
study of other librarkowas tentatively planned, this was not carried through
since the pooled experience of the members represented a rather vide acquain-
tance with library operations.
g. Evaluation of the Data. - The individual members of the task team
reported on the visits noted above and also prepared separate studies as needed
on questions that arose from time to time. The task team as a whole received
and evaluated all of the data.
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Recommendations*
11E/11-3
a. Administrative Integration of OCR Reference Services. - In order
to reflect the essential unity of the various intelligence collections in OCR
and in order to achieve greater efficiency and probably economy of operation,
.it is recommended that careful study be given to the possibility of effecting,
as soon as possible, an administrative integration of the Library and the
registers under a single administrator responsible only for reference services.
(A delineation of the form such a reorganization should take is beyond the
area of study assigned to this task team.)
(p. TTR/11-24. See also IT. n.li/11-13, 14.)
b. Establishment of a Central Information Unit.
It is recommended
(1) that, in lieu of the single information unit recommended
by the consultants, a central information unit be established within the Library,
using the present Reference Branch as a nucleus. This unit should be clearly
identified as the place where (a) initial contacts for OCR reference service may
be made; (b) information will be available regarding the capabilities of other
OCR reference facilities; (c) short-term inquiries of a general reference nature
may be answered by the ase of orthodox library tools; (d) basic reference
materials will be available; (e) bibliographies (including requests for
Intellofax runs) will be prepared; and (f) the other reference functions now
performed in the Library will be available.
(p. TTE/11-24. See also pp. ITE/11-12, 13, 15, 16, 19-23.)
(2) that the reference functions now being performed by the
Circulation Branch be transferred to this unit.
(p. TTE/11-24. See also p. 11-14.)
(3) that, when all of the OCR reference units and FDD are
in close proximity, the Acquisitions Branch relinquish its foreign periodical
collection and the reference activities related thereto to the main library
collection and the central information unit respectively. There should be
added to the Library staff at the same time such linguistic capabilities as
may be necessary for maintaining and providing reference service in connection
with this foreign periodical collection.
(p. TTR/11-2)4. See also pp. TTR/11-14, 15.)
(4) That the organizational abbreviations file now located
in the Document Division be transferred to the central information unit but
be maintained by the Document Division or its successor.
(p. TIR/11-24. See also p. TTR/11-15)
(5) that this central information unit be supplied with
all of the usual general reference tools as well as with detailed information
on the capabilities of the registers and other information units, and that it
be staffed with personnel who, by specific training and rotation, are
thoroughly familiar with the assets of the registers of OCR and of other in-
formation units throughout the Agency.
(p. TTE/11-24. See also pp. TTR/11-19-21.)
* For a summwry of task team conclusions, see p. TTR/11-21.
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TTR/11-4
c. Allocation of Space in the New Building.
It is recommended
(1) that the following activities, whether administratively
part of OCR or not, be located in close proximity to each other in the new
building and that they be readily accessible from the central information unit:
Library, Industrial Register, Biographic Register, Graphics Register, Map Library,
and Foreign Documents Division.
(p. T1E/11-25. See also pp. TTR/11-16-19,)
(2) that each of the registers be allocated reference space
in the new building readily accessible to the customer but separate from the
general reading room, and in close proximity to the register's files.* Such
space as may be needed for this purpose should be deducted from the space
presently allocated to the projected central reading area in the plans for
the new building.
(p. TTR/11-25. See also p. TTR/11-17)
(3) that the central information unit
within the Library and adjacent to the general reference
and the main library collection of books and periodicals
to the other reference units listed in paragraph c(1), ab
(p. IER/11-25. See also p. TTR/11-17)
ow (4) that, in addition to the reference space recommended
2:ZTor each register, there be established a large reading area adjacent to the
central information unit for the consultation of general reference materials,
the general reading of books and periodicals, and other activities related
to the functions of the central information unit and the main library collections.
(p. TTR/11-25. See also p. TTR/11-17)
be centrally located
materials, the catalog,
and readily accessible
ove.
/r WALM5744- MOBERT?
ChairtA, Task Tea
* It was very apparent to this task team that the Map Library and probably
FDD should also have space for an information unit and for the use of customers.
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Attachments:
Task Team Report
Appendix A. Summaries of Information on the Reference Functions of the
Library, the Registers, and other Information Units.
I The Reference Branch of the Library
II The Acquisitions Branch of the Library
III The Circulation Branch of the Library
IV The Industrial Register
V The Biographic Register
VI The Graphics Register
VII The International Conferences Branch of the Liaison Division
VIII The Docuwent Division
IX The Foreign Documents Division, 00
X The Map Library, ORB
Appendix B. Selected Returns from Questionnaire on OCR Informational
Services.
Appendix C. Estimate of Volume of Traffic to be Handled by a Possible
Centralized Service.
Appendix D. Comparison of Existing OCR Space for Reference Purposes and
Space Projected for Reference Purposes in the New Building.
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TTI /11-5
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THE SINGLE INFORMATION CENTER CONCEPT
Report of Task Team No. 11
17 April 1958
CENTRAL INTELLIGENCE AGENCY
Office of Central Reference
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I.
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CONTENTS
Definition of the Problem 8
1. The Problem as Assigned 8
2. The Problem as Presented in the Consultants' Report 8
a. The Consultants' Major Premise 8
b. The Consultants Evaluation of the Existing
Information Services
c. The Consultants' Recommendations
3. The Limits of this Study
9
9-10
10-11
Conclusions and Findings
1. General
a. The "Single" Information Point Concept
b. A "Central" Information Point Concept
2. Organization
a. The Proposed Merging of Reference Personnel in a
12
12
12
12
12
Single Unit
b. The Proposed Merger of Reference Services at the User
12
Level
13
c. Administrative Integration at a Higher Level
13-14
d. Consolidation of Reference Functions within the Library
14-15
e. location of the Bibliographic Service
f. Implied Reallocation of Basic Responsibility within
15-16
the DDI Complex
16
3.
Space
a. Physical Centralization of Library, Registers, and
16
Other Information Units
16-17
b. The Central Reading Area Concept
c. The Pilot Approach to the Problem and the Proposed
17
Reallocation of Space
18-19
l4.
Service
19
a. The Unique Character of OCR Reference Services
19-20
b. The Role of the Reference Librarian
20
c. Analysts' Use of OCR Information Services
d. The Single Information Point Concept and the Short-
20
term Request
20-21
5.
Summary of Conclusions
21-23
III.
Recommendations
24
L.
Administrative Integration of OCR Reference Services
24
2.
Establishment of a Central Information Unit
24
3.
Allocation of Space in the New Building
25
Appendixes (as listed in covering memorandum).
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TTR/11-8
CENTRAL INTELLIGENCE AGENCY
OFFICE OF CENTRAL REktEENCE
The Single Information Center Concept
Report of Task Team No. 11
I. Definition of the Problem.
1.
The Problem as Assigned.
"To weigh the advantages and disadvantages of the single information
center concept; specifically to determine if
a. it is feasible to create a single point for OCR customer service,
b. short-term requests can be accommodated at the single point
without further referral,
c. a pilot approach could be made in advance of the big move,
d. and how the single point idea should be organized."
2. The Problem as Presented in the Consultants' Report.
a. The Consultants 2!ajor Premise.
The consultants' report does not provide a clear and consistent
definition of the proposed information centers the establishment of whichithey ,
statelis a major premise of their recommended reorganization of OCR. For
example, in introducing their proposals for reorganization they state that
"This recommendation is based upon the major premise of a centralized information
service for CIA in OCR. By this is meant the establishment of one point of
contact for users of OCR reference services. It is the intent that each OCR
service division be represented at the central point."* Here, and elsewhere
in the report, they do not clearly differentiate between the concept of "a
centralized information service for CIA in OCR" and the concept of "one point
of contact for users of OCR reference services." There is a real distinction
between these concepts, however. The former relates to (a) the inclusion in
OCR of certain reference services now performed elsewhere in the agency plus
(b) the grouping of these together with all OCR reference services administratively
in one division. The latter (the concept of one point of contact) more
specifically relates to the physical establishment in a particular place of
a single information unit manned by reference personnel to serve the needs
of all OCR customers. It is the latter concept with which this committee is
directly concerned.**
* Report of the Library Consultants, 18 May 1957, p. X11/1, S.
Task Team 16 has been assigned the problem of studying the feasibility of
degrouping within OCR of certain reference-type activities now performed by
other offices. Task Team 17 (not yet activated) will be responsible for the
problem of organization and staffing.
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h.
T/11-9
The Consultants' Evaluation of the Existin Information Services.
Since this task team has been acked to deal with an organizational
concept as set forth by the consultants, it is important, for a proper under-
standing of the conclusions and recommendations that follow, that the significant
aspects of this concept be noted. Broadly stated, the consultants believe
that, because of the present compartmentation (Library, registers, etc.), the
customer must go to many places to get the information he requires, and that
he generally does not do that, so that he may not be using all the information
available to him in the Agency." They are of the opinion that there is wasteful
duplication among the various sources of information in the agency, that the
present space arrangements are unsatisfactory, and that satisfactory service
is not provided in a reasonable time. It is their judgment that three-fourths
or more of the work done by the Library Information Unit is routine reference
work of the type done in normal, non-intelligence research libraries. Because
library service is poor and not dependable, the customer analyst must maintain
personal files on a large scale.
C. The Consultants' Recommendations.
TO remedy the situation described above, the consultants strongly
recommend (among other things) the establishment of "one point of contact
for users of OCR reference services" based on all of the resources of OCR.
Although this concept is very inadequately set forth in the report, it is
ossible to reduce it to a series of proposals regarding organization, space,
d service.
pp
(1) Organization. The consultants recommend the creation of a
central reference division to include all reference services now performed
in OCR and certain other reference activities now located elsewhere in the
DDI area. Within this new division an Information Branch consisting of
representation from each OCR service division (Library, registers, etc.)
would provide reference service for the customer. A separate Bibliography
Branch would be created to prepare specialized bibliographies, as at present,
and, in addition, to index for the IPI (Intelligence Publications Index) and
the Intellofax.
The consultants judge that it will not be necessary to wait
for the completion of the new building to reorganize OCR and they indicate
the steps that can be taken now to implement their proposals. They concede,
however, that there are limitations regarding the extent to which the desired
space arrangements can be realized in the present buildings.
(2) Space. The consultants point out that implementation of
their recommendations is contingent upon the creation of space arrangements
that are based upon the central reference concept. All of the reference
supports units (the registers, linguistic unit, map unit, etc.) would be
located in close proximity to each other on the periphery of a circle in the
center of which would be the reading area and adjacent to which would be the
"central reference desk." This central reference desk or "user-reference point
pf contact" would be the "one point of contact" at which all information
:.?:.1:;la,vallable in OCR would be coordinated and made available to the customer.
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TTR/11-1.0
(3) Service. The consultants visualize that, with the organiza-
tional and space arrangements they recommend, it will be possible for the
reference staff to "search and bring together for the user all information
available in OCR on any given subject whether in books, documents, maps,
graphics, special indexes such as the Industrial Register and the Biographic
Register or in other likely sources in the Washington area." They indicate
that all of this will be provided "from a single source in the Reference
Division on a single request from the analyst... The materials must be
obtained LPresumably by the reference-librarierill they must be examined and
there must be a preliminary selection in the light of the actual needs of the
analyst working on a particular job. The materials must then be made available
to the analyst in a form that is suitable for his use," The report states
that "the questions answered in the Registers generally are no different from
those the Reference Librarians answer every day, and a single information
center is essential." This strongly implies that such questions can be
answered centrally. However, elsewhere in the report, the consultants state
that all "short-term transactions should take place at the central point,
whereas long-term inquiries should be referred to those persons and files
located on the perimeter of the Reading Room. For example, quick identification
of a personality can be handled at the central reference point but a request
for a biographic report or a biographic briefing would result in sending the
user to the Biographic Register. Similar examples could be given for the
Industrial Register and the Graphics Register." The committee has found it
difficult to define the precise limits of the consultants' concept of the
ervice to be provided at a "central information point." It is clear that
the foregoing does not describe a point at which a customer will get his
information from a single source on a single request.
In addition to centralizing the service, the report recommends
faster service so that given reference questions may be answered in ten minutes
or less.
In summary, the consultants state that "optimum service to
analysts and others in the Agency requires complete cycle service from a
single point rather than the present fragmented approaches."
3. The Limits of this Study.
Because other groups have been working on closely related subjects,
this task team has attempted to remain within the limits of its assigned
problem. Of necessity, recommendations in borderline areas will need to be
reconciled in the discussions with the steering committee. Specifically,
however, although each of the following is related to the nature and quality
of the information service, this task team has made no recommendations
regarding them:
a. the transfer to OCR of reference-type functions now the
responsibility of other DDI offices;
b. the substantive quality of the reference services;
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TTR/11-11
c. the reference tools, the collections, and the systems of
information retrieval;
d. the Special Register;
e. the branch libraries.
The proposals for the administrative reorganization of OCR have been
dealt with only as they are directly related to the single information center
concept.
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T. Conclusions and Findin.a.
----------------------
1. General.
TTR/11-12
a. The "Single" Information Point Concept.
It is a major conclusion of this task team that the single
information point concept presented by the consultants is illusory. Although
the report states that information should be provided from a single source on
a L4y0.12LLanIp..., in practice the consultants indicate that, except for short-
term transactions, the customers would be referred o the several registers
and/or presumably to other supporting information units. This does not differ
materially from the present arrangements.
b. A "Central" Information Point Concept.
It should be carefully pointed out that there is a vast difference
between a single information unit and a central information unit. The latter
is a critical necessity in an organization as large and diverse as OCR. It
is the opinion of this task team that such a central unit, the nucleus of which
exists in the present Reference Branch, should be established and clearly
identified as the place where (1) initial contacts for OCR reference services
may be made; (2) information will be available regarding the capabilities of
other OCR reference facilities; (3) short-term inquiries of a general reference
nature may be answered by the use of orthodox library tools; (4) basic reference
materials will be available.; (5) bibliographies (including requests for Intellofax
"runs) will be prepared; and (6) the other reference functions now performed
'in the Library will be available.
2. Organization.
a. The Proposed MergingLof Reference Personnel in a Single Unit.
The consultants base their major recommendations for integration
of related operations upon the existence of a "reference function" in a given
unit. The reference yardstick is applied throughout OCR and, presumably
throughout the DDI complex, to determine whether a particular office, division,
or branch should be assimilated into the central reference service. Although
this task team is not directly concerned with the question of integrating specific
administrative units, it is very much concerned with the fact that the reference
yardstick has been extended to the point where it is proposed to separate the
reference service per se from each parent organization and incorporate it in
a single reference unit. This task team's investigation of the several registers,
FDD, and the Map Library has clearly revealed that the reference capability
of the individual reference personnel results either from their primary
functions as analysts or translators or from their close association with their
specialized materials. Separation of such persons from their materials or from
their primary functions, and their incorporation in a single reference service
would effectively destroy their usefulness as specialized reference personnel.
Moreover, the assignment of specialists from the registers and other service
units to a single information center, as proposed, would be uneconomical because
of wide fluctuations in demands for their specialized services.
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11)f necessity, they would be required to become general reference librarians
In order to keep them usefully employed at all times. It is the belief of
this task team that the consultants study of the registers and of other units
outside the Library was too superficial for them to evaluate adequately the
unique character of their reference services.
b. The Proposed Merger of Reference Services at the User Level.
The concept of complete centralization of all reference services
in a single information unit has a superficial appeal that suggests greater
efficiency and economy of operation and a higher level of service to the
customer. On the contrary, under the special conditions existing in an
intelligence agency, these same objectives may be better achieved by decentral-
ization and specialization at the user level. For this reason this task team
believes that the reference services of OCR, with a few exceptions to be noted
below, should not be completely merged at the user-reference point. The
decentralization of the several registers, for example, provides a logical
division of the intelligence resources of OCR for purposes of specialized
processing and administration. Such specialization not only contributes to
greater efficiency in operation where vast amounts of diverse materials are
involved, but it also develops a high degree of substantive capability within
each unit which is reflected in a higher level of reference service to the
customer. It is possible, although not a part of this study, that these
divisions of responsibility may be further refined and that any unnecessary
duplication or overlapping may be eliminated. Conceivably, other divisions
may be dictated by necessity as the collection continues to grow. Such
ecialization is a normal development in almost all areasof human endeavor
here the dimensions of the activity, the diversity of the product, or the
natural divisions of the substance make separation into smaller and more
coherent units desirable. It is true of educational institutions, of industry,
of government agencies, and of libraries.
At the present time the three registers alone handle more requests
each year than the Reference Branch of the Library. These are primarily
specialized questions directed to specialized personnel or seeking special
materials. It is very doubtful, indeed, that the transfer of these 23,000
requests to a single central reference unit (already handling almost 22,000
requests) would yield dividends in better service or greater efficiency. As
the consultants concede, except for short-term requests, these inquiries would
of necessity be referred to the registers for complete information. Fox ;he
experienced analyst who already knows that the material he needs may be found
in one of the registers, the interposition of a "single" central reference
point would be a wasteful and needless bureaucratic hurdle.
c. Administrative Integration at a Higher Level,
Although this task team cannot endorse in detail the consultants'
recommendations regarding a single information unit at the user leveliit
believes that the emphasis placed upon the administrative integration of the
OCR reference services at a. higher level is worthy of careful study.
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be sure, such a reorganization will not, of itself, reduce the number of places
a customer must go for information, bUt, over a period of time, it may Very well
have a profound rationalizing effect upon the character of the services performed
at the user level. The present organization does not provide adequately for the
coordination under a single head of the broad range of reference functions being
performed in OCR. The very nomenclature which identifies only one part of the
collection as a "Library" (although it all could be so named) tends to convey
the impression that there is no central place to which a person.. may go for guidance
and assistance covering all of OCR's assets. The Reference Branch of the Library
is actually the central reference point in the present organization but this is
not immediately apparent. It is the conclusion of this task team that the most
effective centralization of the reference function must take place at a level
higher than an information center at the user level. It is un-realistic to expect
such a center to effect a centralization in practice of services which are in
fact administered separately at the next higher administrative level. The
administrative integration of the Library and the several registers (without
sacrificing their individual identity by merging them into one unit) may achieve
more meaningful results in. improved service and elimination of duplication than
can the creation of a sittle information desk at the user level.
d. Consolidation of Reference FUnctions within the Librar .
The task team finds itself in agreement in principle with the _
recommendations of the consultants to the effect that the reference functions 1
now being performed 'by the Circulation Branch and the Acquisitions Branch be
ansferred to a general reference division or branch.
It appeared to this task team that many of the questions now being
handled by the Circulation Branch (especially in its Search Unit) were essentially
the same kind that were being presented to and accepted by the Reference Branch.
The allocation of the search functions to the Circulation Branch seems to 'be an
improvisation to meet a particular need rather than a logical division of labor
between reference and circulation. It is the judgment of this task team that the
proper line between reference and circulation comes at the point where a book or
document has been positively identified. The searching that may still ensue
will then be a search for a known item. The Circulation Branch should be limited
to the physical maintenance of the collection and the loan of Items whose identity
has been established in advance.
The reference function of the Acquisitions Branch is partly a by-product
of its major responsibility for the acquisition of books and periodicals and as
such is not readily separable from the branch. The remainder of its reference
function, however, is related to its maintenance of a collection of foreign
periodicals. This is largely an accident of physical location in close proximity
to FDD and at a great distance from the main library collection.
* See also Appendix A, Parts I, II, III, and VIII
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hen these units are all in close proximity, the Acquisitions Branch should
.elinquish its periodical collection and the reference activities related
thereto to the general reference division or branch. Some of the inquiries
now handled by the Acquisitions Branch, however, should probably be referred
in the future to FDD.*
The task team also notes that the location of the organizational
ebbreviations file in the Document Division is one step removed from the
Reference Branch where it should properly be kept for users. Its maintenance
can still be a responsibility of the Document Division or its successor.
e. Location of the Bibliographic Service.
The consultants recommend that a separate Bibliography Branch
be created in the proposed Referonce LiVi5i0M, This branch would be separate
from the information unit and would be responsible for the compilation of an
enlarged IPI and the indexing of all intelligence documents for subject content
(Intellofa7Z7, in addition to the preparation of specialized bibliographies
for customers. Reference work has been defined as "that phase of library work
which is directly concerned with assistance to readers in securing information
and in using the resources of the library in study and research."** The combining
of the indexing of incoming materials with a very important facet of the
reference operation, or, to put it differently, the combining of input operations
with output operations, in a division the chief function of which should be
service to the customer, will create serious administrative problems and will
probably reduce the efficiency of the information service. To be sure, a
owledge of the nature of the input is necessary to an informed and efficient
reparation of bibliographies based on that input. It is believed that this
is not sufficient reason for placing these operations together any more than
it would be reasonable to put all ORR analysts on the Reading Panel. The logic
of this arrangement would require that cataloging also be incorporated in the
Bibliography Branch or elsewhere in the proposed Reference Division.
The professional requirements for indexers are not necessarily
the same as those for bibliographers, Indexing does not require formal library
training (for example, N.Y. Times indexers) whereas the preparation of
specialized bibliographies is usually done by professional librarians. More-
over, the magnitude of the indexing operation in terms of space and personnel
would dwarf the strictly bibliographic part of the branch. From the point of
view of concentrating on customer service -- the main purpose of the reference
operation -- it would be undesirable to have a, majority of the personnel and a
major part of the space devoted to the processing of the input.
* See Appendix A, Part II for a
the Acquisitions Branch.
** American Library Association
list of typical questions currently referred to
Glossary of Library Terms.
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:.t
is the conclusion of this committee that the preparation of specialized
ibliographies is a most important aspect of the information function* and
should be a unit of it. The bibliographic service should not be encumbered
with and overshadowed by the massive task of indexing the input. Such
specialized information as is needed regarding the IPI and the Intellofax
can be adequately provided by representation from the units to which these
functions will be assigned.
f. Implied Reallocation of Basic Responsibilitywithin the DDI Complex.
The combination of the single information unit and the "complete
cycle information service" contemplated by the consultants, if literally
carried out, would result in the transfer to reference personnel of functions
which are now the responsibility of analysts in the customer offices. They
would, in effect, bc doing a large part of the analytical work for the
customer. Refqrence librarians are not trained analysts and cannot be
expected to subStitute for the various specialists in the intelligence production
offices. Moreover, such a reallocation of function involves a basic question
of the division of responsibility within the DDI complex.**
3. Space.***
a. Physical Centralization of Library, Registers, and Other
Information Units.
There is perhaps no library anywhere which is operating under
lb, --treater handicaps of space allocation than are the Library and the several
r _
registers of OCR. The dispersal of the primary reference collections in at
least half a dozen different buildings, separated by great distances not only
from each other tut also from the many and widely dispersed buildings occupied
by the customers, creates a formidable problem for the efficient coordination
of reference services. It is probable that a very large part of the impression
of "compartmentation" and "fragmentation" :7,hat disturbed the consultants was
the result of the simple plkysica scattering of reference facilities in so
many different locations. They place great emphasis upon the urgent need to
bring the various reference units together in the same area in order to
achieve an integrated reference operation.
* More than 50% of the time of the present Reference Branch is allocated to
the preparation of bibliographies.
** See also sections 4a and b, below
*** See also Appendixes C and D
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AFt is the conclusion of this tesk ter41, ecti if there were no administrative
changes whatever, the mere Ebysical ceesea-!Azation of' the Library, the registers,
kind other information units in close preaem-tty to each other and to the customer
Offices would resolve many of the problema which now prevent the provision of a
fully adequate reference service, Such P centralization would of itself -
Probably result in the spontaneous elimination of some existing duplication
and the development of more efficient Procedures. The close relationship of
the hitherto separated and. widely dispersed elements of OCR's reference collection
would quickly become appare,nt once they ware brought together in a single area.
Although no judgment is mede regarding the administrative integration
of FDD and the Map Library with the reference services of OCR, it is concluded
that the services of these units can be performed most efficiently in close
proximity to the central information point and to the other reference services.
In planning the space allocatons in the new building the ready accessibility of
all of the reference activities in the same general area should be a prime
consideration.
b. The Central Reading Area. Concept.
A single, large reading room, as recommended by the consul/its,
and so long a feature of conventional libraries, does not lend itself to the
peculiar needs of an intelligence organization. The mingling of variously
classified materials from a number of separately administered collections
on the tables of a single room presents serious problems of security control.
It is difficult to visualize the commingling of books, periodicals, hard-copy
aocuments (including plant folders and biographic dossiers), intellofax tapes,
-pictures, microfilms, and maps together in one place with adequate security
coverage throughout the day and with expeditious storage at night. The elements
of responsible control and individual accountability would be dangerously diluted
in such a situation. Quite apart from the security implications of the .
arrangement, the mere physical control of such a diversity of materials from
a number of different collections would present a rather formidable task. It
is doubtful that intelligence research. could be efficiently carried on in such
an environment or that the customer analyst would find it a desirable place
in which to work.
It is the firm conviction of this task team that each of the registers
should be provided with a reading or information area of its own with adequate
facilities for customers to consult the 'type of material available in that
unit. Based upon an on-the-srot observation of the activities of the present
information units, it is concluded that space and facilities in close proximity
to the files and to the knowledgeable analysts or reference personnel are
essential to the provision, of efficient reference services to the customer
and adequate control of the materials.. A central reading area adjacent to
a central reference desk and to the main catalog will still be required, but
it should not be used for consulting the specialized materials of the several
registers or other information units- This reading area should be used for
general reading of books and periodicals, consultation of general reference
materials, and such other activitis's as are related to the present library
collection and reference ser,7ic:,
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The Pilot Approach to tnr- Prob? -m la and the Proposed Reallocation
- ?
of Space.
The consultants recommend that their proposals for reorganization,
including the single information unit, be implemented in advance of the big
move and that space be reallocated within the present buildings to bring as
many reference services as possible together in the Stadium. Since this task
team has concluded that a single information unit is neither feasible nor
desirable, it has not attempted to surecreat how a pilot approach to such a
unit aeeeld ue or6aale.eu, le pilupc.16 eegarding
reallocation of space since these have a significance of their own quite apart
from the suggested administrative changes.
The conclusions of this task team regarding space reallocation
within the present buildings cesealily incomplete and are related only to
the proposals concerning an information center. Any decisions regarding the
major movement of OCR units before the move to the new building should be
deferred until all of the task team reports are in and a final determination
has been made regarding the various proposals for reorganization.
The consultants propose that the Library and either the Graphics
Register or the Biographic Register be moved, to the Stadium. These moves are
contingent upon the movement, of a. number of other units, including the Document
and Liaison Divisions, which would be transferred to M Building. Under this
plan one of the registers, FDD, and the Map Library would not be physically
in close proximity to the other reference units or to the proposed single
el)'mformation center andthe Acquisitions Branch would not be moved. Fell
?ee
centralization would thus not be achieved-
This task team is willing to accept the consultants statement
that the recommended moves are physically possible. It believes, however,
that any advantages that might accrue from. such a partial centralization of
reference facilities are more than offset by a number of adverse factors.
Little would be gained in bringing a larger group of reference people together
on the periphery of a circle in the Stadium if by so doing their services
became less accessible to the customer. For example, the Library, as presently
located in M Building, is readily accessible to ORR and OCI, which together
provide more than half of the reference requests from. the DDI area.* Moving
the Library to the Stadium will certainly make it less accessible to these
two major customers and will not bring it closer to other users (in the DDP
and DDS areas, for example). Neither the Graphics Register nor the Biographic
Register is now located in a. building together with any of its customers;
moving either one to the Stadium will add little to its accessibility. With
respect to GR, the change in location would result in a neglible advantage for ORR,
the maJor agency user of GR (23% of total agency requests in 1957).
* The figures for 1957 use of the Library reference services by DDI offices
are as follows
O OSI 00 OCT ONE Other DDI Total
RR
--
-
?ors) 3664 2263 862 501 150 3o4 7,744
i':.?,,,i,
The preponderant use of the Main Library- by ORR and OCI together is even more
evident when it is considered that the vast majority of the OSI requests are
handled by a branch library
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AM, the second largest ageacy I.Jer of ;3-R (17%), as well as substantially
all other users outside 00R liself, would gain nothing.* With reference to
BR, the chief users (00 and pi), accountinE for more than 67% of the requests
,in .1957, are already separated from It by great distances; a move from North
Building to the Stadium would have no significance for them. Although some
slight advantage may result where analysts wish to use more than one unit on
the same visit; no statistics are available to indicate the extent to which
this may be true nor whether the proposed coMbination in the Stadium would
be the optimum one for this purpose, The fact that only partial centralization
can be achieved reduces substantially the chances for multiple contacts on a
single visit.
It is the judgment of this committee that, whatever small
advantages may result from the proposed relocation of the Library and one
register in the Stadium, these are insufficient to justify the major disruption
of OCR services and the costs that. would be involved. There is the added
possibility that construction of the proposed bridge over the Potomac may
require the evacuation of the Stadium and M Building before the new CIA building
is completed. Implementation of the consultants' recommendations and the
evacuation of the buildings for the construction of the new bridge would mean
two major dislocations of OCR services within a relatively short period of
time prior to the move to Langley.
4. Service.
a. The Unique Character of OCR Reference Services.
The consultants' report makes frequent reference to non-intelligence
and conventional libraries in evaluating the services of OCR. It is the opinion
of this task team that the OCR reference services and. those of conventional
and non-intelligence libraries are not directly comparable; criteria that apply
to conventional libraries should not be used without discrimination to judge
the OCR operation. It should be pointed out particularly that the extensive
work done by OCR in gaining control of, disseminating, and properly filing
the many thousands of documents of all types which come to their attention is
unique in a library system. The handling and. control of this material, much
of which is not readily coded. and contains, in most cases, only small scraps
of valuable but varied information, is manifestly a much greater task than
is the control of the books and periodicals handled by more conventional
libraries. As a. result, the extensive knowledge possessed by each OCR analyst
with regard to the material under his jurisdiction cannot be adequately
transferred to the customer through a third party. Close contact and consultation
between the OCR specialist and, his customer are therefore essential.
This expert knowledge possessed by the OCR specialists is not
sufficient, however, to permit the customer to make a single request at a
single point and expect that all the required supporting documents will be
issued to him almost automatically as the product of. "complete cycle service."
* OCR itself also accounted. for another' 17% of requests.
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-ale must be able to examine many of the materials which by their very nature
cannot be adequately selected by an intermediary. As an example, a customer
trained in physical chemistry, assigned to the problem of evaluating Soviet
progress in the development of infra red analytical equipment, might well
expect the OCR graphic analyst, after consultation between them, to select
photographs of numerous research items involving beam transmission. He could
hardly, however, expect a degree of expertness which would correctly identify
the infra red equipment from among a myriad of items covering X-ray, ultra-
violet, visible light, etc. It seems apparent that this total process as
described above is vital to the development of research; it is part of the
necessary analytical technique and each individual (OCR analyst and customer)
must play his own part. It seems clear that the various responsibilities can
be delegated only within carefully delineated areas.
b. The Role of the Reference Librarian.
There is still a large area in which general reference librarians
may legitimately operate in order to make available to the customer the
materials he needs. Guidance in the use of general reference tools, requests
upon the Intellofax system for subject retrieval of documents, searches? in
the book catalog, and the preparation of specialized bibliographies -- aJ7
require the services of the trained librarian. These services are in addition
to, and not in lieu of, the close contact and consultation between the
researcher and the specialist in the registers or other information units.
c. Analysts' Use of OCR Informational Services.
The contention of the consultants that, because there are so
many places to go for information, the analyst generally does not go to them
is not borne out by the responses of more than 400 analysts to a questionnaire
on OCR informational services. This study reveals that, not only is there
very extensive use of the several registers and other information units, but,
in spite of the great inconvenience of doing so, a very significant percentage
of the users actually go to these facilities in person.* The impression of
general analyst dissatisfaction with OR serVice, which is conveyed by the report,
is also not confirmed. The returns on 421 questionnaires do not reveal any
widespread criticism of OCR information services nor do they contain significant
evidence that a reduction in the number of reference points is urgently desired.
d. The Single Information Point Concept and the Short-term Request.
The consultants believe that "all short-term transactions should
take place at the central point...." It appears from the context that a "short-
term transaction" is one that can be handled quickly. In another place the
report indicates that a "quick reference question" is one that can be answered
in ten minutes or less.
* See Appendix B.
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The speed with which a question can be answered depends on many
factors -- the nature of the question, the experience and intelligence of
the librarian and of the requestor, the availability of the reference tools,
the efficiency of the retrieval system, the current workload, and many others.
These are matters outside the purview of this task team. The pertinent
question for this investigation is whether all questions that can be answered
quickly (after clearing the hurdles listed above) could or should be handled
at a single, central point.
The fallacy in the consultants' recommendation is one of over-
simplification. The length of time it takes to answer a question is not
its essential characteristic. It is the substance of a question that determines
not only how long the answer will take but also where the answer should be
sought. To be sure, many, if not most, quick reference questions will be
answered, as at present, at the central reference point on the basis of the
general reference tools there available. However, many quick reference
questions can and should be answered by the specialists in the several registers
who are best able to answer them. The experienced analyst will not be inclined
to refer a question to a central point merely because it is brief if he knows
that it can be answered even more quickly and accurately in one of the registers.
If "all short-term transactions" are to take place at a central
point, then all of the files and all of the specialists must be available at
that point. This task team has already rejected the suggestion that the
lypecialized personnel from the registers and other units be added to the central
reference staff. It is obvious that only to a very limited degree could the
files of the several registers be duplicated at a central point; without these
files the specialists would be unable to answer most questions whether they
be long or short.
The establishment of a "single point" will not of itself make
possible the more expeditious handling of so-called "short-term transactions"
nor of long-term ones either. It is the belief of this task team that the
single point concept is itself unsound and that multiple contacts are not only
desirable but essential.
5. Summary of Conclusions.
a. General
(1) The single point concept is illusory. A careful reading of
the consultants' report reveals that the customer will not in fact get his
information from a single source on a single request.
(2) A central information unit is desirable, and although the
nucleus of such a unit now exists, the concept should be more fully developed;
the central unit should be clearly identified and operate as such.
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b. Or anization.
(1) The proposed separation of reference personnel from the
registers and other information units and their incorporation in a central
unit would destroy their usefulness as specialized reference personnel.
(2) The reference services should not be merged at the user level;
decentralization and specialization at this level are desirable.
(3) The most effective centralization of the reference functions
must take place at a level higher than an information center at the user level.
(4) There are some reference activities now being performed
elsewhere in the Library, notably in the Circulation and Acquisitions Branches,
Which should be transferred to a central information unit.
(5) The bibliographic service should not be encumbered, as proposed
by the consultants, with the indexing of incoming materials.
(6) The "complete cycle service" as described by the consultants
would result in an undesirable reallocation of basic responsibilities within
the DDI complex.
c. Space,.
(1) The physical centralization of the various reference activities
an close proximity to each other and to the customer offices would resolve
many of the problems which now prevent the provision of a fully adequate
reference service.
(2) A single, large reading room does not lend itself to the
peculiar needs of an intelligence organization. Each of the several reference
units should be provided with a reading or information area of its own in the
new building in addition to the central reading area adjacent to a central
information unit.
(3) Any advantages that might accrue from the proposed reallocation
of space in the present buildings are offset by a number of adverse factors.
However, a final conclusion in this matter should be deferred until all of the
reports are in and a final determination regarding possible changes in
organization can be made based upon all of the data available.
d. Service.
(1) The reference services of OCR and those of non-intelligence
libraries are not directly comparable.
(2) Although close contact and consultation between the OCR
specialist and his customer are essential, and the customer must frequently
examine the intelligence materials himself before a selection can be made,
there is still a large area in which general reference librarians may properly
TAperate.
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(3) The evidence does not support the consultants' contention
that analysts generally do not go to the various registers and other information
units.
(4) The establishment of a "single point" will not of itself
make possible the more expeditious handling of so-called "short-term
transactions."
(5) The single point concept is unsound; multiple contacts are
not only desirable but essential.
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Recommendations.
1. Administrative Integration of OCR Reference Services.
In order to reflect the essential unity of the various intelligence
collections in OCR and in order to achieve greater efficiency and probably
economy of operation, it is recommended that careful study be given to the
possibility of effecting, as soon as possible, an administrative integration
of the Library and the registers under a single administrator responsible only
for reference services. (A delineation of the form such a reol-gdnization
should take is beyond the area of study assigned to this task team.)
2. Establishment of a Central Information Unit.
It is recommended
a. that, in lieu of the single information unit recommended by
the consultants, a central information unit be established within the Library,
using the present Reference Branch as a nucleus. This unit should be clearly
identified as the place where (1) initial contacts for OCR reference service
may be made; (2) information will be available regarding the capabilities
of other OCR reference facilities; (3) short-term inquiries of a genera]
reference nature may be answered by the use of orthodox library tools;
(4) basic reference materials will be available; (5) bibliographies (including
requests for Intellofax runs) will be prepared; and (6) the other reference
unctions now performed in the Library will be available.
b. that the reference functions now being performed by the Circulation
Branch be transferred to this unit.
c. that, when all of the OCR reference units and FDD are in close
proximity, the Acquisitions Branch relinquish its foreign periodical collection
and the reference activities related thereto to the main library collection
and the central information unit respectively. There should be added to the
Library staff at the same time such linguistic capabilities as may be necessary
for maintaining and providing reference service in connection with this foreign
periodical collection.
d. that the organizational abbreviations file now located in the
Document Division be transferred to the central information unit but be
maintained by the Document Division or its successor.
e. that this central information unit be supplied with al/ of the
usual general reference tools as well as with detailed information on the
capabilities of the registers and other information units, and that it be
staffed with personnel who, by specific training and rotation, are thoroughly
familiar with the assets of the registers of OCR and of other information
units throughout the agency.
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3. Allocation of Space in the New Building.
It is recommended
a. that the following activities, whether administratively part of
OCR or not, be located in close proximity to each other in the new building
and that they be readily accessible from the central information unit: Library,
Industrial Register, Biographic Register, Graphics Register, Map Library, and
Foreign Documents Division.
b. that each of the registers be allocated reference space in the
new building readily accessible to the customer but separate from the general
reading room, and in close proximity to the register's files.* Such space
as may be needed for this purpose should be deducted from the space presently
allocated to the projected central reading area in the plans for the building.
c. that the central information unit be centrally located within
the Library and adjacent to the general reference materials, the catalog,
and the main library collection of books and periodicals and readily accessible
to the other reference units listed in paragraph 3 a., above.
d. that, in addition to the reference space recommended for each
register, there be established a large reading area adjacent to the central
information unit for the consultation of general reference materials, the
general reading of books and periodicals, and other activities related to the
lfunctions of the central information unit and the main library collections.
* It was very apparent to this task team that the Map Library and probably
FDD should also have space for an information unit and for the use of
ustomers.
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TTR/11--APPENDIX A-1
SUMMARIES OF INFORMTION ON THE ,REFERENCE
FUNCTIONS OF THE LIBRARY, THE REGISTERS, AND. OTHER INFORMATION UNITS
THE REFERENCE BRANCH OF THE LIBRARY
1. Location, organization, size, and functions of unit.
a.
Location. M Building
b. Number of persons, their average grade levels and qualifications,
duties, collateral duties, workload.
The reference function in the Library is primarily handled
by the Information Section of the Reference Branch. There is also a small
amount of reference service provided by the Circulation Branch. This service
arises from the fact that requests for the purchase of documents, books, and
periodicals may be incomplete, thereby requiring work by the Search Unit in
order to establish a more complete identification. In so doing, the Search
Unit utilizes reference material. If this unit is unable to identify the item,
the problem is then turned over to the Reference Branch for further action.
!imposition:
The Information Section of the Reference Branch has the following
1 GS-13 Chief
3 GS.-l2 Senior Librarians
4 Gs-32)
5 GS-9 YLibrarians
3 GS-7)
1 GS-5 Clerical
Total 17
In general, all professionals have a library background gained
by formal education leading to a degree in Library Science and/or by experience
gained in library practice. All professionals are concerned with satisfying
requests by customers, including the necessary research and report writing. Such
research may be accomplished with material available in the reference space, or
it may require the librarians to consult various other facilities available in
the Washington area. As a result, the senior librarians, particularly, are
frequently at the Library of Congress or other area libraries.
In addition to carrying out research and related report writing,
the librarians, in rotation, serve as advisors in the Reference Information Center,
answer telephone requests, and return reference material to the proper Shelf.
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TTR/11--APPENDIX A-2
c. Space used by reference unit.
The Information Section controls 2160 square feet of space,
including stacks, corridor, and librarians' working ares. If all librarians are
present, this space is completely utilized. To a limited extent, however,
customers are able to use this Space for research. In general, they use the
rieading Room (1150 square 'feet) ror warkifig on reference 'material.
d. Facilities for customers.
Only very limited facilities are available to customers. For
research, as indicated above, they generally use the Reading Roam. Mechanical
facilities, such as microfilm viewers, enlargers, and printers, are not available
In this area; customers are expected to use facilities in other parts of OCR.
2. Identity of customers.
In FY 57 the Library Reference Service answered a total of 21,557
requests, as follows:
a. CIA - 20,360
DD/I 7744 (OR-366l4., OSI-22631 00-862, OCI-501,
ONE-150, Other-304)
DD/P 7327
Other 5289
b. Non-CIA - 1197 (State-81, Army-664, Navy-80, Air-100, AEC-2,
Other-270)
3. Character of requests.
a. By phone, in person, through intermediaries.
Telephone - The largest number of requests come by this means.
Many of these are from IR and BR.
In person - Almost asmany requests are made in person as by
telephone.
Written -Relatively few written requests come in. These are
largely from outside customers (note relatively few non-CIA customers serviced
in FY 57).
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TTR/11--APPENDIX-A-3
b. Types of requests.
The Library divides requests into directional (answered in
less than 2 minutes), informational (2-15 minutes), research (16 minutes-
2 hours), and bibliographic (more than 2 hours). The distribution of these
requests is as follows:
Request
Percentage of Questions
Percentaqe of Time
Directional
21
0.5
Informational
46
7.5
Research
31
41
Bibliographic
2
51
In general, librarians answer any request they consider
reasonable. In so doing they may merely indicate to customers where certain
information is likely to be found, up to performing extensive research and
report writing for the customer, on and off the premises. In performing their
various functions, librarians also process Intellofax requests (select codes,
phone machine division, deliver tapes or cards), compile bibliographies, identify
documents from incomplete and inaccurate descriptions, and act as intermediaries
in obtaining information for customers from BR, IR, GR, State, etc. They do
not allow reference material to leave the reference space, but will provide
thermofax copies of selected material.
4. 7xten47 of research or szreening done by customers in unit or by
unit perschmel.
Both customers and unit personnel utilize the reference material
available in the reference space. Within reasoa, the librarians provide any
service asked of them.
5. Evidence of duplication.
Certain of the reference material is available in other areas of
the agency. However, the service provided by the librarians is not duplicated
elsewhere. Requests on them for biographicjgraphic, or industrial information
are turned over to the respective registers. However, the Library frequently
aids the registers in answering specific questions on which the information is
not available in the given register.
6. Advantages or dis-dvantages of providing :..trvices of this unit
through a single central OCR information unit.
This unit would fit fairly well into the concept of a truly
centralized service, inasmuch as it ._tp;;:fl.rs to function to a certain extent
in this manner at the present time.
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`1414)
oart II. THE ACQUISITIONS BRANCH OF THE LIBRARY.
1. Location, organization,
a. location.
TTR/11--APPENDIX A-4
sizes and functions of unit.
350-26th Street.
b. Number of persons, their average grade levels and qualifications,
duties, collateral duties, workload.
Branch Chief - is chief of an OCR Branch, and works with the
State Department in the procuremen of publications.
Area Coordinators (GS-11)
Various other personnel
The function of the branch is to receive periodicals, books)
and monographs procured in response to direct request or routinely in selected
categories, for either CIA or community needs, as a service of common concern,
and to control, cataloL) and disseminate such publications.
c. Space used by reference unit.
In lieu of a reference facility, two tables and chairs are
provided for accommodation of visiting analysts (generally from other IAC agencies)
who desire to make personal contact with the Area Coordinators who, as procurement
officers, become knowledgeable on matters of intelligence interest. Acquisitions
Branch has a dissemination component, book component, and support functions.
Books retained go to the Library. Periodicals are stored in Acquisitions Branch.
The volume of material handled each day runs from 15 to 20 Class A pouches.
2. Identity of customers.
Customers include representatives of agencies participating in
the PPO program, and the various DD/I and DD/P offices of CIA. FDD, which
is the major customer, enjoys first priority in access to periodicals for
exploitation.
3. Character of requests.
Typical requests served by this branch:
a. Referring to publication content, bibliographies, identification:
(1) What book, journalior newspaper carries the speech of a
prominent political or military leader? Does the text differ from that carried by
Al', UP, etc? Do the Chinese mainland versions compare with the press of the USSR?
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TTR/11--APPENDIX A-5
(2) What listings are available, or can one be produced, on
Japanese scientific journals, giving identity of issuing authority and category
of research produced?
(3) Compare AB holdings of Soy Bloc publications with those
Of LC, Hoover, Harvard-Yenching, etc.
()4.) From garbled intercepts (FBIS) and/or from confused
mixture of various transliteration systems (e.g., international, French, LC,
etc.), can the true title be established?
(5) Identify-USSR publishing houses and illustrate with titles
of recent receipts from each.
(6) Can the pre-publication data for monographs issued by MRC
or RFE be established and supplied on a periodic basis to DD/P?
b. Referring to operations or operational support:
(1) Prepare list of all diplomatic and consular listings
received in calendar year 1957, indicating priority of recipient And total
copies received.
(2) Draw up chart showing air and surface pouch times for
terials received in 2nd quarter FY 58.
(3) Compare requirements for telecommunication requirements
as expressed by WF (OSI, 00, ORR), SP, and INR/SPS.
(4) Prepare report on extent of USSR publication receipts and
indexing made on same for all departments and agencies in PPO program.
(5) As received, hold aside all copies of USSR and Soviet
Satellite publications which contain illustrations of earth satellites and/or
astrophysical developments for calling to DD/I attention.
4. Fxtent of research or screening done by customer in unit or by unit
personnel.
Periodicals (books and monographs) are scanned by FDD. Procurement
is through PPO's, attaches, ACSI and ONI.
Evidences of duplication in terms of data availeble, service
performed and the like.
A central point of reference does not now exist, resulting in some
doubt that if an analyst wants data on a specific incident, all the resources
of FBIS, FDD, Acquisitions Branch and the Library would necessarily be tapped.
The branch does no coding or indexing of information.
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TTR/11--APPENDIX A-6
6. Advantages or disadvantages of providing services of this unit
through a single central OCR information unit.
Proximity to FDD is vital. Location in the new building will improve
the opportunity for rendering a better service of common concern, since all
repositories of information will be in proximity and presumably none will be
overlooked in satisfying a specific requirement.
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TTR/11--APPENDIX A-7
--art III. Tii.,1; CIRCULATION BRANCH OF THE LIBRARY
1. Location, organization, size, and function of unit.
a. Location. M Building
b. Number of persons, their average grade levels and qualifications,
duties, collateral duties, workload.
chief:
The Circulation Branch consists of three sections under a branch
1. The Control Section (Search Unit) has 11 people:
I-GS-11
2-GS-9
2-GS-7
5-GS-5
1-GS-4 (messenger)
One of this group (the Chief) has an MA in Library Science,
seven are college graduates, and the remainder have no previous training or little
or no college education.
7.3.1dings:
2. Branch Libraries Section services the libraries in various
1-Chief, GS-11 (SIA in. Library Science)
K Branch
J Branch
Barton Brandi
Training Branch
-5 people
-7ff person
-3 people
-5 people
3. Services Section has the following personnel breakdown:
Book and Periodicals
IAC Unit
Copy Unit
Interlibrary Loan Unit
c. Space used.
-5 people
-5 people
-7 people
-6 people
The Circulation Branch now occupies 9,571 square feet of space.
This includes all the auxiliary libraries except training. It is proposed to
expand this area in the new building to 17,375 square feet.
d. Facilities for customers. No special facilities.
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212R/ll--APPENDIX A-8
2. Identity of customers: the entire intelligence community.
3. Character of requests.
a. By phone, in person (particularly in the branch libraries), and
by written requests (over 50%).
b. The Control Section (or Search Unit) was established in 1956
to provide bibliographic identification for any type of request levied upon CIA
Library which might result in the purchase of a book or periodical, an inter-
library loan, or the loan of documents or books from microfilm or from original
copy. The searchers establish the identity of the material so that other
Circulation Branch personnel may actually obtain the item either from the CIA
Library resources or elsewhere.
4. Evidence of duplication in terns of data available, services performed
and the like.
The personnel of the Search Unit perform reference services similar
to some of those the Reference Branch provides in the preparation of bibliographies
and the answering of normal reference questions involving classified materials.
Although the former unit is concerned primarily with identification of documents
and other holdings and the latter with subject identification, the line is not
c early drawn. In either case, the search function is essentially the same.
5. Advantages or disadvantages of providing services of this unit
through a single central OCR information unit.
The services of the Search Unit are confined to the identification of
materials in the Library collection. It would not be feasible to have a single
unit of this type perform the same function centrally for all of the registers
and other information units as well. However, the number of places a person
is required to go for information within the Library could be reduced by combining
the reference functions of this unit with those of the Reference Branch.
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?;,)-rt IV. THE INDUSTRIAL REGISIM
1.
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TTR/11--APPENDIX A-9
Location, organization, size, and functions of unit.
a. Location. 350-26th Street
b. Number of persons, their average grade levels and qualifications,
duties, collateral duties, workload.
Supervisor of the Reference Unit. Approximately one-hRlf of
his time is spent supervising and participating in this work.
Receptionists (two)
GS-9 (3 year college training) - 100%
GS-5- 100%
These individuals answer the simpler questions, refer customers
to specific branches and/or analysts in the Industrial Register, and bring
material from the files to the customers.
It should be noted that all of the analysts, insofar as they
consult with the customers, answer spot questions and bring file material
to their attention, also perform a reference function. File clerks also, to
a very limited extent, provide a reference service by bringing file material
to the customers.
fD.
c. Space used by reference unit.
The space serviced by the two receptionists covers 960 square
feet and contains 16 tables or desks. All customers use this space except SAC,
which has a separate area of 417 square feet, containing six tables. Certain
reproduction equipment is also located in this area.
In an average month the available space is filled by customers
on five days. For the balance of the time, the space is more than ample to
satisfy the demand.
d. Facilities for customers.
Tables and desks, as indicated above, plus some equipment for
making prints from microfilm, and for photo-copying of hard copy.
File material supplied to customers for reference use is almost
always in hard copy, but copies produced for customers may be made either by
photo-copying of hard copy or by enlarging microfilm.
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2.
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Identity of customers.
In FY 57 IR provided service as follows:
a. CIA - 2970
DD/I
DD/P
Other CIA 981
b. Other Agencies
?Ili /11 - -APPENDIX A-10
1602 (Om-993, OSI-337, 00-258, OCI-9,
Other-5)
387
3683 (State-22, Army-537, Navy-197,
Air-2870, AEC-12, Other _14.5)
It is interesting to note that the Air Force (primarily SAC)
made as many requests for service as did all of CIA.
3. Character of requests.
a. By phone, in person, through intermediaries.
An estimated 15-20% of the requests on IR are calls to analysts
and/or receptionists by telephone. An estimated 99% of these telephone calls _
come from CIA, a majority from BR and GR. Only 1% of the requests are written,
not accompanied by the requesters. Approximately 80% of the requests are verbal,
'5.7,, e in person by the requesters. .
b. Types of requests.
The time necessary to fulfill a request varies from a few
minutes up to two weeks. The average time required is approximately 2 hours
(time spent by IR analysts, receptionists, file clerks.) In most cases material
is supplied to the customer in the form of the entire IR file on a given
installation, and it is expected that the customer will perform the necessary
research. Copies of any given portion can then be supplied upon request, in
the form of photostats of hard copy or enlargement of microfilms (this latter
occurs infrequently). In general, IR analysts do not select material from a
given file or prepare reports (col:ation of material) to satisfy customer
requests, except for requests originating overseas (DD/P, REG, etc.). In these
cases, IR analysts will perform research and produce reports as necessary to
answer specific questions. It is this type of service which takes some weeks
of effort on the part of IR to satisfy.
4. Extent of research or screening done by customer in unit or by
unit personnel.
As indicated above, except for overseas requests, IR analysts
simply indicate in which files material is to be found; the customer does the
screening. This latter he accomplishes by going over the entire file(s) of
given installation(s); the file(s) is delivered to him in the customer area by
an analyst, receptionist, or file clerk.
;15
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11E/11?APPENDIX A-11
5. Evidences of duplication.
(,)
Most, if not all, of the material which is in the various IR files,
Is also availalbe from the Intellofax systeni or in BR or GR. However, only in
IR is it available in connection with the specific factory or installation with
which the material is associated. Therefore, if one wishes to approach BR or GR
material through the factory system, IR is the logical starting place. In this
sense, while there is a duplication of material, there is no real duplication of:.
service.
6. Advantages or disadvantages of providing services of this unit
through a single central OCR information unit.
Because of the nature of the service provided (individual analyst
advice, access to complete files) it is difficult to see, except for spot
answers and information on where to .4 for hel ? how IR could fit effectivel
into an completel centralized sin le service.
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TTR/11--APPENDIX A-12
Part V. THE BIOGRAPHIC REGISTER
1. Location, organization, size and functions of unit.
a. Location. North Building
b. Number of persons, their average grade levels and
duties, collateral duties, workload.
There is no specific reference unit. However,
(grades GS-9 and GS-11) handle requests for information. Their
to become familiar with personalities in a given area, maintain
literature, etc.
c. Space used by reference unit.
None (there is no specific reference unit)
d. Facilities for customers
qualifications,
all analysts
main duty is
dossiers, read
There are five sectionvone desk per section on the average
is available for customers.
2. Identity of customers.
In CIA, requests are from DD/P, OSI, and 00 (in that order).
3. Character of requests.
a. By phone, in person, through intermediaries.
Most identification requests came in by phone; long-term
projects are received by memorandum or by personal call.
b. Types of requests.
60-70% ask for identification of an individual
30-10% are research type of request
Am a typical year, there are approximately 4900 requests,
covering such items as:
Completely documented reports on 14,000 individuals and
137 organizations.
organizations.
BR files on 7600 indi
8700 brief informal summaries on individuals and on 231
Thermofax reproductions of biographic information from
viduals.
Intellofax production of 62,000 Who's Who cards
15,200 dossiers consulted by visitors
85 machine listings containing references to 866,000 names
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TIE/11--APPENDIX A-13
4. Extent of research or screening done by customer in unit or by unit
personnel.
The customer is encouraged to screen much of the material himself.
5. Evidence of duplication in terns of data available, services
performed, and the like.
OSI probably duplicates personality files to some extent on
scientists (one girl in OSI/E spends full time preparing 5x8 cards on personalities),
OCI probably duplicates State/BI files to some extent on political figures.
6. Advantages or disadvantages of providing services of this unit
through a single central OCR information unit.
No one person or persons in BR could perform the reference function
and be knowledgeable on all areas. Best approach is a direct contact with the
area specialist.
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TTR/11--APPENDIX A-14' .
VI. THE GRAPHICS REGISTER
1. Location, organization, size, and functions of unit.
a. Location. Building 14
b. Number of persons, their average grade levels and qualifications,
duties, collateral duties, workload.
The function of the Graphics Register is to provide a supplementary
service of common concern in providing the intelligence community with "ground"
or 'spot" photographs, photographs of persons, and motion picture films.
Film Branch
The immediately available assets of the film service consist
of a unique collection of non-government produced films. In addition,
collections elsewhere in the community are exploitable. The reference function
is located within the Service Section of the Branch which is comprised of 4
professionlls (GS-9 to GS-12) who have competence in audio-vislin arts, and 8
personnel (GS-4 to GS-9) who constitute the support activity, including cataloging.
This section performs procurement duties as collateral to primary reference
duties.
Photograph Branch
The 4 professionals in the Service Section have part-time
duties as reference assistants (time of 14 men is spent out of the office working
on standing requirements for air-photo intelligence on file at defense agencies,
and fulfilling needs for air-photo cover in official defense repositories.)
These men are supported by 3 file clerks, I control clerk,
and 1 technician.
c. Space used by reference unit.
Film Branch: 560 square feet by Service Unit (Reference)
48 square feet by Analysis Section (File Area)
170 square feet by Inspection Unit
187 square feet by Library records from which
Intellofax-type runs are made
100 square feet by Editing Unit
Photograph Branch: 460 square feet for reference service
1000 square feet card file space
450 square feet "picture of people" collection
The collection of photos of people has no separate
reference activity. Reference functions are conducted collateral to other work
done by the GS-9 and GS-11 analysts on this job.
-0)
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d. Facilities for customers.
Film Branch
TTR/11--APPE1DIX A-15
Projection Room (26 seats) where analysts may review films, a
room where editing-viewing equipment is available for use by analysts searching
for 'spot" photographic information, and chairs where analysts sit face to face
With service personnel to discuss their needs.
Photograph Branch
Up to 20 customers assemble in reference roam at one time
where there are 3 large tables to accommodate them.
Customers needing spot or ground photographs may browse at will
in the extensive files where about 500,000 photographs of places and things are
actually on file, each picture being attached to a card filed alphabetically
within areas, and coded by marginal markings indicating subject category.
2. Identity of customers.
Film Branch
In CIA, DD/I is the major group customer, although Office of Training
4s the largest customer for films, and accounts for about 1/3 of the business done.
? ? ? ' "
after receiving notices of films, sends its people to GR to view promising
material, or to extract spot "stills" for exploitation.
Service is also rendered to National War College, Foreign Service
Institute, IAC members and others.
Photograph Branch.
Customers from CIA constitute 60% of the total, 60% from DD/I and
40% from DD/P. Most customers are regular repeaters.
3. Character of requests.
a. By phone, in person, through intermediaries.
The Service Section receives 300 formal requests per month, equal
to 600 to 1000 separate requests for specific films. Requests for reference
service are by (50%), by memo (30%), and by personal visit (20%).
The Photograph Branch receives requests which total about 650
per month, of which 200 are personal visits, balance being by memo or phone.
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TTR/11--APPENDIX A-16
b. Types of requests.
Negatives of spot or ground photographs are filed separately
in duplicate from which the customers' needs may be printed. Normal. service
(95%) takes several days, but crash demands (5%) can be satisfied within the
branch.
In response to the 650 requests received, some 15 to 20 thousand
pictures per month are delivered, not including another 15 thousand air
Photographs.
Extent of research or screening done by customers in unit or by
unit personnel.
The Industrial Register has standing requirements with GR. IR
personnel screen photographic material in order to request prints of industrial
installations for plant dossiers and town plans.
All unit personnel do extensive screening for special requirements.
5. Evidences of duplication in terms of data available, services performed,
and the like.
None
6. Advantages or disadvantages of providing services of this unit through
a single central OCR information unit.
At present the library records are situated remote from the reference
area on the floor below (some also in room adjacent to Service Section). This
situation will be corrected in the new building, where all relevant operations
will be in closer proximity.
The reference service rendered is too specialized to be susceptible
of complete integration into a centralized reference function in a central activity.
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TTR/11--APPENDIX A-17
a't VII. THE INTERNATIONAL CONFERENCES BRANCH OF THE LIAISON DIVISION.
1
Location, organization, size, and functions of unit.
a. Location. 350-26th Street
b. Number of persons, their average grade levels and aualifications,
duties, collateral duties, workload.
Liaison Division as a whole: 24 persons, of whom 15 are engaged
in direct liaison activity.
International Conferences Branch: 7
c. Space used by reference unit. No separate reference unit.
d. Facilities for customers. No separate facilities for customers.
2. Identity of customers.
In 1957 the Liaison Division received 1453 formal requirements, 956
of which were within CIA and 497 from other agencies. The DD/I area accounted
for 742 of the internal requirements. In the same year 14,600 informal service
requests were received (not compiled by requesting office), of which 9846 were
from CIA and 4754 from outside agencies.
No separate information is available on the number which might be
called "reference" requests.
3. Character of requests.
The majority of reference requests are received by the International
Conferences Branch as a by-product of their custody of hard-copy material which
they hold for operational purposes. The scientific and technical (so-called
S & T) material is now being transferred (after pertinent data have been extracted)
to BR where it is reportedly inactive. (LD still has a Kardex file of this
material to turn over to BR). No similar arrangement has been made for the non-
scientific and technical files (1200 or more). The Trade Fair file is almost
exclusively related to collection and does not entail significant reference
activity.
4. Evidences of duplication in terms of data available, services
performed, and the like.
No duplication is evident.
5. Advantages or disadvantages of providing services of this unit
through a single central OCR information unit.
The Liaison Division is attempting to rid itself of the reference
fi.mctions associated with its custody of the international organizations files
..../e?.d above. It is desirable that these materials be held elsewhere, probably
HA'the registers. .,";!e the remaining reference functions of this division
are related either to its own reports or are incidental to its basic operations,
they annot be handled centrall
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.?0
TTR/11--APPENDIX A-18
art VIII. TffR DOCUMENT DIVISION
1. Location, organization, size, and function of unit.
a. Location. 350-26th Street
b. Number of persons, their average grade 'levels and qualifications,
duties, collateral duties, workload.
There are two reference-type activities. Both are located in
the Analysis Branch of the Document Division. They are rather minor functions
conducted as part-time work by regular employees.
The first of these consists of rendering a reference service
for abbreviations of various organizations of intelligence interest- world-
wide, gleaned from documents- together with a statement of the character of
activity in which the organization is engaged. Reference service is rendered
as a collateral duty by a GS-9 document analyst. Since 1950 approximately 40,000
cards have been filed with data on abbreviations gleaned from publications during
normal coding operations.
The second is concerned with maintaining the "Flash" file and
responding to service requests. The "Flash" file consists of large loose-leaf
binders containing information on repetitive reports (e.g. State "Weekly Coal
P rts"). The original despatch or attache report is coded and entered in the
ellofax system, but subsequent issues are merely logged in on the "Flash"
sheet without repetitive coding. The "Flash" files are maintained by a GS-5.
c. Space used, Work done is collateral to other duties.
d. Facilities for customers. No special facilities.
2. Identity of customers.
For the abbreviation file: customers include DD/P, BR, OSI, NSA, and
the Reference Branch of the Library.
3
For "Flash" file
. Character of requests.
the customer is usually the Circulation
Branch of the Library in identifying
subsequent issues
a. By phone, in person, through intermediaries.
For abbreviations: of the 15 requests per month for
reference service, phone calls from the
Reference Branch total about 70%; others
are from DD/P, BR, OSI) and NSA.
For "Flashes" 90% of the phone calls from the Circulation
Branch are for State "Flashes" and the other
10% for information on Defense "Flashes."
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ilR/11--APPENDIX A-19
4. Evidences of duplication in term of data available, services
performed, and the like.
No duplication is evident
5. Advantages or disadvantages of providing services of this unit
through a single central OCR information unit.
Both of the reference activities would benefit from a location in
physical proximit?, to other reference functions, bearing in mind that the
duties are collateral to other work.
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t IX. THE FOREIGN DOCUMENTS DIVISION, 00
i.
'ITR/ll- -APPENDIX A-20
Location, organization, size, and functions of unit.
a. Location.
b. Number of persons, their average grade levels and qualifications,
duties, collateral duties, workload.
There is no specific reference unit. However, all analysts
(average grade GS-9 and higher) handle reference requests. Their main
duty is to exploit "documents" on the subject for which each is a specialist
(in a given area).
c. Space used by reference unit.
None specifically, only chair space next to an FDD analyst.
2. Identity of customers.
ORR, OSI, and DD/P are the heaviest customers within CIA. All
IAC agencies avail themselved of these reference services.
3. Character of requests.
a. By phone, in person, through intermediaries.
Spot requests come by phone. A formal spot request may come
through Liaison Division. All long-term projects come through and are approved
by the Subcommittee on Foreign Language Exploitation.
b. Types of requests.
No copies of original "document" are ever given out.
Project may vary in length up to months and even years in -terms
of exploitation.
Verbatim translations are contracted out.
4. Extent of research or screening done by customer in unit or by unit
personnel.
Since most customers cannot read the original language, all
research or screening is done by unit personnel.
5. Evidences of duplication in terms of data available, services performed,
and the like.
Duplications in translations are avoided through the Consolidated
Translation Survey.
?")
S-E-C-R-E-T
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?
S-E-C-R-E-T
141E/11--APPENDIX A-21
6. Advantages or disadvantages of providing services of this unit
through a single central OCR information unit.
In the present set-up and in the new building, FDD is adjacent to
the Acquisitions Branch of the Library where the foreign language materials are
maintained after exploitation.
Requests have to be answered by the subject specialist and no one
person in either FDD or in a central reference center could answer the questions.
It is necessar for the customer to deal directl with the FM e ert.
S-E-C-R-E-T
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WIE/11--APPENDIX A-22
art X. THE MAP LIBRARYL211.
1. Location, organization, size and functions of unit.
a. Location.
b. Number of persons, their average grade levels and qualifications,
duties, collateral duties, workload.
Under a branch chief there are six qualified reference
librarians or geographers, grades GS-9 to GS-12, who spend full time on reference
functions.
c. Space used by reference unit.
6 desks are used for reference people.
d. Facilities for customers.
5 additional desks are for the use of the customers.
2. Identity of customers.
Within CIA, the chief customers are DD/P and ORR;
State Department and Department of Defense also use this facility.
3. Character of requests.
a. By phone, in person, through intermediaries.
There are about 1000 requests a month.
Telephone requests exceed personal visits.
The IAC requests come through Liaison Division.
b. Types of requests.
Maps are provided; either copies or originals of maps can be
made available. Analysis of maps is turned over to Geography Division/ORR.
4. Extent of research or screening done by customer in unit or by unit
personnel.
The analyst is encouraged to do his own screening of maps or card
catalog (by subject and area), if he so desires.
5. Evidences of duplication in terms of data available, services performed,
and the like.
None
S-E-C-R-E-T
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TTR/11--APPENDIX A-23
6. Advantages or disadvantages of providing services of this unit
through a single central OCR information unit.
Map Library is interested in being more centrally located so
that customers will find it easier to use their facilities. However, the
reference activity must be associated with the maps themselves.
Administratively, the Map Library finds it necessary to be Eext
of ORR/Geography Division in order to work closely on the map procurement
aspect which is 50% of the Map Library work.
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1.
2mponents
S-E-C-R-E-T
MR/11--APPENDIX B-1
SELECTED RETURNS FROM QUESTIONNAIRE ON
25X11
OCR INFORMATIONAL SERVICES
of DDI answerinfLI.122_sizestionnaire:
a.
b.
C.
d.
e.
f.
277
29
90
15
7
3
421
Total
2. Type of position now held:
a.
b.
d.
e.
Analyst, Grade 5-11
Analyst, Grade 12 up
Branch Chief
Other Administration
Other
3. Length of service in DDI:
a.
b.
C.
d.
Under 6 months
6 months but less than
1 year but less than 2
2 years or more
154
205
14.
6
16
Total 421
9
1 year 17
years 11.14.
351
Total 421
4. Number of times respondents use OCR
services in a typical work month:
a. 0 19
b. 1 or 2 134
c. 3 to 5 124
d. 6 to 10 74
e. more than 10 70
Total 421
informational
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1XE/11?APPENDIX B-2
222122212.atlyst Use of Reference Services of OCR Units, FDD, and Map Library.
Questions 7-19. The customer analyst was asked to circle one or more of
the methods he uses in contacting each reference unit.
The total of those using the four methods thus exceeds
the net total of those using each unit.
Number of
(Question
Total number of people who answered the questionnaire:
respondents who use the MAIN LIBRARY
7)
Number of respondents who use
(Question 9)
Number of respondents
(Question 10)
In person
By telephone
In writing
Indirectly
the INDUSTRIAL REGISThE
In person
By telephone
In writing
Indirectly
398 or 94% of all
respondents
365 91
178 44%
46 12%
62 .15
421
of those
sing Main
Library
231 or 55% of all
respondents
207 89%
83 35% Nof those
13 5% using IR
11 4
who use the BIOGRAPHIC REGISTEE 142 or
In person
By telephone
In writing
Indirectly
81
80
13
14
Number of respondents who use the GRAPHICS REGISTER 203 or
(Question 11)
Number of respondents
(Question 12)
In person
By telephone
In writing
Indirectly
137
99
28
39
who use the ACQUISITIONS BRANCH 208 or
In person
By telephone
In writing
Indirectly
S-E -C -R -E -T
46
129
46
6o
33% of all
respondents
57/0
56% N,of those
9% using BR
48% of all
respondents
6-
48% f those
13% using GR
19%,
49% of all
respondents
2
60% f those
22% using AB
28%
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Number of respondents
(Question a8\
S-E-C-R-E-T
who use the FOREIGN. DOCUMENTS
DIVISION
In person
By telephone
In writing
Indirectly
Number of respondents who use the MAP LIBRARY
(Question 19)
In person
By telephone
In writing
Indirectly
S-E-C-R-E-T
IE/1l--APPENDIX B-3
282 or 67% of all
respondents
133 47%
213 75%
66 23%
53 1
f those
use FDD
276 or 65% of all
respondents
131 47%\
205 74% of those
28 10% >using Map
24 8fr Library
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TTR/11--APPENDIX B-4
The Character of Research Assistance Preferred by Customer Analysts
Questions 27-29. The customer analyst was asked to indicate for each of
the registers separately which one of the responses
listed below best described his needs. Only the returns
from the three major respondent offices are given.
"The staff of the Biographic Register Industrial Register, Graphics ?
Registerjcould best help me in my research on particular subjects if it:
a. Made available guides for me to use in ascertaining which part of the
register I should search for information on my subject.
b. Consulted with me in using the guides to find which part of the
register I should search for the information I need.
c. Searched the register and made available to me all the information
pertinent to my subject.
d. Searched the register and selected from it the most important
information for me to examine and use.
e. Prepared for me summaries of the material in the register on the
subject in which I am interested.
f. Other (indicate) Although the number of respondents
answering this part of the question are listed in the tables, the
responses yield no additional data of importance. In most oases, the
people selecting this response either indicated satisfaction with
present procedures, a lack of understanding of the question, or
infrequent use of the services.)
BIOGRAPHIC REGISTER
(Question 27)
Total
Distribution of responses
a. b. d. e. f.
25X1
of
Number of
responses
ir---
No.
No.
No.
No. 1%
No.
170
24 14
12
47 27
24 14
0 23
23 13
02
2 6
1 3
11 35
4 12
6 19
8 25
514-
16 29
1 2
6 11
6 11
14. 26
11 21
256
14.2
14 6
64 25
314- 12
69 23
2 17
S-E-C-R -E-T
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1 1
Number of
xponses
234
26
4o
S -E -C -R -E -T
rilt/11 --APPENDIX 3-5
INDUSTRIAL REGISTER
(Question 28)
Total 300
Distribution of responses
a. b.
I d. e. f.
25X1
No.
No.
%
No.
No.
No.
%
No.I %
36 15
24 11
74- 33
42 19
4o 17
18 4
4 15
3 11
8 11
2 7
5 19
4 15
10 25
2
9 22
10
lo 25
5 12
50
29 10
91
48 16
55 18
27 9
GRAPHICS REGISTER
(Question 29)
Distribution of responses ,
a. b. c. d. e. f.
Number of
-- responses
No.
%
No.
%
No.
%
No.1 %
No.
%
No,
%
200
22
4o
36 18
1 4
lo 25
29 14
1 4
- -
51 25
9 40
9 22
36 18
6 27
8 20
31 15
2 9
12 30
17 8
313.
1
_ t 47 18
30 11 ,
69 26
5o ?
45 18
21
Total 262
S-E-C-R-E-T
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WR/11--APPENDIX c-1
ESTIMATE OF VOLUME OF TRAFFIC
TO BE HANDLED BY A POSSIBLE CENTRALIZED SERVICE
. This estimate of customer demands on the registers and the Library was
made to determine whether, on the basis of volume of traffic, a case could
be made for or against a single information unit. The data presented below,
assuming a 25% increase in demand on the registers and a 40% increase in
demand_ on the Library, indicate that the number of telephone requests per day
will average only 109 and the number of personal visits per day will average
96. Neither of these figures, even granting considerable increases for peak
loads, provides support for a very large single center for reference purposes
nor for decentralization based on volume alone.
1. Biographic Resister.
A. Data
1. 1957
3982 Total CIA requests
920 Other agency requests
4902 Total
2. 60 - 70% (ay. 65%) identification
3. 4o - 30% (ay. 35%) research
4. Most identification requests by phone
5. Research requests are written or in person
B. Assumptions
1. 25% increase in demand on BR by 1961
2. 75% of identification requests are by phone, 25% in person
3. 50% of research requests are written, 50% in person
C. Summary
1. Total estimates requests 6150/yr.
2. Identification 4000/yr.
3. Research 2150/yr.
L. Total phone calls 3000/yr.
5- Average number of phone calls 12/day
6. Total visits in person 2075/yr.
7. Average number of visits in 8/day
person
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A. Data
1. 1957
2. 15 - 20% (ay.
3. 80 - 8)4 (ay.
17.5%)
S-E-C-R-E-T
TTR/11--APPENDIX 0-2
2970 Total CIA requests
3683 Other agency requests
6653 Total
of requests are by phone
82%) of requests are in person
4. 1% of requests are written
B. Assumptions
1. 25% of increase in demand on IR by 1961
C. Summary
1. Total estimated requests 8350/yr,
2. aortal phone calls 1460/yr
3. Average number of phone calls 6/day
4. Total visits in person 6850/yr.
5. Average number of visits in 27/day
person
III. Graphics Register
A. Data
1.
1957
7757 Total CIA requests
3546 Other agency requests
11,303 Total
2.
50% of requests are by phone
3.
30% of requests are written
4.
20% of requests are in person
B. Assumptions
1. 25% increase in demand on GR by 1961
S -E -C -R -E -T
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C. _i_zarSturtn
TTR/11--APPENDIX C-3
1.
Total estimated requests
14,150/yr.
2.
Total phone calls
7075/yr.
3.
Average number of phone calls
30/day
4.
Total visits in person
2830/yr
5.
Average number of visits in person
11/day
IV. Library (Reference)
A. Data
1. 1957
20,360 Total CIA requests
1,197 Other agency requests
21,557 Total
2. Largest number of requests are by phone
3. Almost as many requests are made in person as by phone
4. Few written requests come in. These are largely from outside
customers.
B. Assumptions
1. Number of written requests equals number of outside customers.
2. 55% of CIA requests are by
3. 45% of CIA requests are in person
4. 40% increase in demand on Library by 1961
C. Summary
1.
Total estimated requests
30,200/yr.
2.
Total estimated CIA requests
28,500/yr.
3.
Total phone calls
15,650/yr.
4.
Average visits in person
61/day
5.
Total visits in person
12,850/yr.
6.
Average number of visits in person
50/day
S -E -C -R -E -T
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1.
11B-til1?APPENDIX D-1
COMPARISON OF EXISTING OCR SPACE FOR REFERENCE PURPOSES AND
SPACE PROJECTED FOR REYEHENCE PURPOSES IN THE NEW BUILDING*
Industrial Register
Existing
960 square feet - general
417 square feet - SAC and reproduction
equipment
Total 1,377 scpvire feet
2. Graphics Register
Existing
Film Branch:
560 square feet
170 square
100 square
feet
feet
- service unit
(showing films)
- inspection unit
- editing unit
Total 830 square feet**
Photographic Branch
430 square
3. Biographic Register
Existing
feet - reference service
No specific space assigned
to customer.
4. Library - Reference
Information Section
Existing
1,150 square feet - Reading Roam
(utilized also
for other purposes)
5. Total
Existing
New Building
300 square feet for SAC
New Building
1,900 square feet
250 svare feet
250 square feet
2,400 square feet**
375 square feet
New Building
No specific space assigned
to customer.
New Building
6,000 square feet (Reading
Roam)
Also 4o0 square feet
uncleared Reading Room
and 38 carrels in stacks,
New Building
3,817 square feet 9,075 square feet
*The data cover only the space allocated whole or in Dart to customer use.
**Available to customers, although also used by memoers of the branch.
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Declassified in Part- Sanitized Copy Approved for Release 2011/10/24: CIA-RDP82T00271R000100120006-4
CENTRAL INTELLIGENCE AGENCY
MINICARD PROJECT
OFFICE OF CENTRAL REFERENCE
TASK TEAM REPORT NO. 12
MEMORANDUM FOR: Assistant Director, Central Reference
SUBJECT
DATE:,2-5-0(TA"."1 /
: Final Report on Minicard Project, Task Team No. 12
1. Membership
25X1
Deputy Chief, Document Division, CR
Acting Chief, Machine Division, CR
Chief, Business Machines Service, Management Staff
Mr. Malcolm F. Pratt, Intelligence Production Staff, OSI
ReferenCe Branch, CIA Library, CR
2. Methods of Task Team Operation
25X1
25X1
Chief, Machine Division, the Chair-
man of this Team drew up the outline for the report, 25X1
briefed the Team on the many phases of the Minicard and other mechan-
ical systems and assigned sections of the report to the members for
drafting. We believe this report generally reflects
ideas and the recommendations he had in mind as well as the consensus
of the Team.
3. Recommendations
We recommend:
a. A Manicard Pilot Operation Staff be established immediately in
OCR (page 4) with the terms of reference as outlined in Appen-
dix B. This staff should be made up of personnel from the OCR
operating divisions with the Chief and key members detailed on a
full time basis.
b. A pilot Minicard operation under the direction of this staff be.
started as soon as possible.
S-E-C-R-E-T
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d.
S-E-C-R-E-T
TTR/12-2
Representatives of the OCR Registers study the Minicard System and
collaborate with the staff to determine to what extent it can be
used to advantage for their purposes. (See page 7)
EXperiments be started in OCR to develop expanded concepts of
coding techniques applicable to the interests of Research Offices
in order to develop methods for the retrieval of information not
based on preconceived concepts. Such experiments should be in
line with conclusions reached by the other task groups and be
directed by an OCR Planning and Management Staff. (See Part IV
beginning on page 20)
S-E-C-R-E-T
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8-E-C-R-E-T
TTR/12-3
PROJECT 122 MINICARD TASK TEAM
NINICARD PROJECT
OUTLINE
Page
Part I. Assignment, Conclusions and Scope of Report. 4-5
Comparison of Intellofax and Minicard Systems.
A. Brief Description of the Two Systems.
B. Comparison of Personnel) Machine and Space
Requirements.
C. Discussion of "Source" File.
D. Discussion of "Aperture Card" File.
E. Discussion of Product Available to the User.
_7)Part III. Present Plan for the Minicard System.
A. Mechanical Test of Equipment.
B. Pilot Minicard Operation.
C. Phase Out of Intellofax System.
Part IV. Development of Full Potential of Minicard.
Part V. Discussion of Consultant's Comments on Minicard.
Part II,
Appendixes A - Project Outline - Minicard Project dated 25 Apr. 55
B - Suggested Terms of Reference for Minicard Operations
Staff.
C-1 - Intellofax System - Input
C-2 - Ninicard System - Input.
C-3 - Retrieval - Intellofax and Minicard. Systems.
D-1 - Personnel and Machine Costs for Intellofax System.
D-2 - Personnel. and Machine Cost for Minicard System.
E - Minicard Equipment on Hand and "On Order".
S-E-C-R-E-T
6-7
8-3a
12-13
14
15-16
17
17-18
19
20-21
22-24
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ss.)
S-E-C-R-E-T
Part I. ALEL012ni:L4 Conclusions and Scope of Report
1, Assignment
The task of Project Twelve consists of determining if:
a.
b.
TTR/12-4
Minicard offers advantages over Intellofax.
The Minicard pilot operations have been satisfactorily planned (and
to develop a current plan).
C6 OCR should have a continuing high level planning and management staff
to investigate new ideas.
2. Conclusions
After much discussion and investigation of the files, plans and other
material pertinent to the above questions, we prepared this report and
arrived at the following answers:
a. We believe that Minicard does offer many advantages over Intellofax and
will substantially improve OCR's support of 4,ntelligence research.
b. A satisfactory plan for running a pilot operation for the machine aspects
of the Minicard System has been developed by the Machine Division. How-
ever, we feel that OCR has been remiss in not having established a
"Task Group" (as provided for in the Minicard Project Outline - see
Appendix A) to run a complete pilot operation. We recommend therefore
that a Minicard Pilot Operation Staff of the OAD/CR composed of a Chief
and personnel from the Machine and Document Divisions and the CIA library
be organized immediately to develop policies and procedures for, and to
direct the pilot Minicard operation system. This system should include
the complete document processing cycle of receipt, analysis, input, re-
trieval and preparation of final products for the research analyst. The
pilot operation should be started as soon as possible.
(Our recommended terms of reference for the proposed Minicard Pilot
Operation Staff are contained in Appendix B.)
c. This group believes that OCR should have a high level planning and manage-
ment staff to investigate new ideas of document receipt, dissemination,
indexing and retrieval; to keep abreast of new developments in this
field; and to study continually the OCR system in order to recommend
changes to improve its efficiency and service to user offices. If the
proposed Minicard llot Operation Staff were to be included as part .of
an OCR Management and Planning Staff, it is recommended that personnel
assigned to the Miaicard Pilot Operation be permitted to concentrate
exclusively on that project.
S-E-C-R-E-T
r'r,t
anim1 n.rincQifipri in Part - Sanitized CoPv Approved for Release 2011/10/24 : CIA-RDP82T00271R000100120006-4
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TTR/12 -5
?alt_211.1222n
This report compares the Intellofax and Minieard Systems; describes the
present plan for "debugging" the Minicard machinery and for developing
operational procedures which will make possible an orderly transition from
the Iatellofax to the Minicard System; recommends ways of developing the
Minicar. System as a more useful reference aid; and dismisses the specific
comments made by the Library Consultants regarding the Minicard Project.
We have assumed it is not within the scope of our assignment to determine
what categories of documents should be indexed, what specific information
in the documents selected should be coded and what classification system(s)
should be used to best support intelligence research. However, we feel
that continued study and experimentation is necessary to increase the
"intellectual level" of indexing, to make use of Minicard's advanced photo
electronic capabilities and must, be considered by OR as part of its over-
all responsibility of improving its service to users. The importance of
developing adequate codes and properly assigning such codes for indexing
and retrieval purposes must be recognized. If inadequate codes are used
or adequate codes are not properly applied, Minicard or any other system
can only fail in meeting the needs for which it was designed.
S-E-C-R-E-T
Mumma nna-Inecifiari in Part - Sanitized Com/ Approved for Release 2011/10/24: CIA-RDP82T00271R000100120006-4
Declassified in Part - Sanitized Copy Approved for Release 2011/10/24 : CIA-RDP82T00271R000100120006-4
S-E-C-R-Es"
Part II. 221111sIlson_of Inteliatapfickard Sysq-;ems.
A. Brief Description of Two Systems.
1.
2.
TTR/12-6
Attached as Appendix C are simpl.ified flow charts showing the significant
input and retrieval steps for the two systems.
The Intellofax System provides bibliographic references on punched cards
by specified subject and/or area to information reports filed primarily
on microfilm in aperture cards. Desired reports may be viewed on micro-
film in the CIA Library or paper prints of individual reports may be
obtained. Printed bibliographic references to the information reports
are also filed by source for cross reference and research purposes. A
paper "Intellofax" tape listing bibliographic references to information
reports printed from selected IBM cards and pertinent to specific subject
and/or area requests is available under this system. The information
reports when received are analyzed and coded in accordance with the
Intelligence Subject Code (ISC) which is also used to code requests for
retrieval of reports (or references) which have been processed. Only
the mechanical aspects of the coding are considered within the scope
of this report; the "intellectual level" of the classification process
as relates to input and retrieval is being considered by other task
groups.
3. The Minicard System utilizes a microphotographic medium in the form of
a piece of film, 16 mm x. 32 mm, called the Ninicard. Alphabetic-numeric
information and photographic images can be carried on the Mlnicard. and
the composite product produced in sufficient copies to permit deposit of
a complete record at each significant code location. Under the system
images of the actual documents are available at the same time the coded
references to such documents have been selected out of file in response
to requests specifying subject(s), and/or area(s), and/or other coded
or previously entered clear text information. It is also planned in the
Minicard System to incorporate the aperture card file and a substitute
for the source card file. These two files are discussed in Part IT C
and II D of this report beginning on. page 12.
4. The Minicard System when developed should offer many advantages over
Intellofax. Some of these are
a. A more sophisticated searching technique. Nany subjects, areas,
action codes, names of persons, organizations, etc., as well as
document images can be recorded in one Minicard group which will
remain together in the file and permit multifaceted search pro-
cedures. Under Intellofax not only is the amount of information
which can be coded into the cards greatly limited as compared to
Minicard but searching for specific relationships between the various
separate subject and area files by IBM collator would be an endless
time-consuming task- With all the information contained in one
Minicard. (or two or more filed. together) the desired relationships
can be searched for and if indicated can be selected out immediately.
S-E-C-R-E-T
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b.
C.,
S-F-C-R-E-T
TTR/12-7
Subsidiary files can 1.2e creee. ?nr specific purposes as may be
required depending OD the tipo end amount of information. "inputed."
This suggests that as a. bireprodw't of the Central Minicard System,
a. document Terieval syetem for jjee Registers (IR, BR and GR) might
be developed. Theee possible CL-preduct should be considered by
the Minicard Pilot OneTatien Staff in collaboration with the
Registers.
Processing time for input and retrieval should be shortened_ and
aperture and source cards would be in file for service and reference
purposes in less time than under intellofax.
d. The small size of Minicard jJ, reduce the volume of files to
a great extent. One file b?oek of 200,000 Minicards which is the
equivalent of approximately 100,000 punched cards and their related
documents will take up approximately 11. cubic feet of space. Space
consideration would no longer be paramount in determining when
to retire subject and area files.
e. With Air Force, AFCIN, 1B, using the same equipment and classification
system, Minicards can be inter-changed which will save the duplicate
processing of each others reports.
5. Minicard has the same disadvantage as most other mechanical retrieval
systems in that it is a blind. system; the Minicards can be handled and
selected out of file only by mechanical means. In addition the small
size of the "cards" on photographic film will require rigid standards
of practice to assure optimum quality of reproduction and control at all
stages in the system in, order to maintain accuracy of the final products.
6. The Minicard equipment is just nor emerging from the development stage,
and as with newly developed complex machines, there will be much "de-
bugging" required and many necessary modifications to adept the set of
machines to a document "input" and. "retrieval" system suitable for
serving OCR's requirements. What al/ these modifications will be can
only be determined by experimentation in a complete system pilot operation
run separate from the Intellefax System. It is possible that the pilot
operation will reveal deficiencies in the equipment or in the elapsed
time required to process individual requests for retrieval, service co-
incidentally with processing a large volume of documents into the system;
it also will reveal the appropriate end products which will serve the
user offices and outside agencies best. The Minicard equipment has the
photo-electronic potential to out -perform the IBM equipment in the
Intellofax. System and incidertaly it should resolve the pressing space
problem. The eTApment has already been purchased; some has been re-
ceived and is in eeration and the balance is due for delivery within
two or three montJ1, So oaR should immediately start a. complete pilot
operation to detenoine exactly what people, machines, space, training,
time, classification system, methods and procedures will be required to
substitute the Minicard System for the present intellofax. The exper-
ience gained. with Intelaofax during the past 10 years and the relatively
stable. and mature organization w'heh OCR now services should. make it
possible to evolve a highi.,y effieient reference system using the Mini-
card equipment for raw infermaion reports as well as for other categories
of documents.
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S-E-C-R-E-T
Part II.
B. .9.2T2aEL211_21_29rsonne1, Machine and Space ReulLslepts.
1. Personnel and Machine Costs.
The table below on page 10 is a comparison of the estimated costs for
the Intellofax and Minicard Systems, excluding supervision and admin-
istrative expense and the cost for operations which are considered the
same under either system. The identical operations are:
a. Receipt, screen, batch and disseminate.
B. Analysis and code.
c. Maintain source files.
TTR/12-8
d. Receive and code requests for machine searches.
The estimates indicate that the Ninicard System would save over $75,000
in personnel costs per year while machine costs would increase by some
$4,00o. However, it should be noted that in arriving at the estimates
for the Ninicard System the following assumptions were made:
a. That under the Ninicard System, it is not necessary to operate a
dual system. Actually it will be necessary to maintain request
service and files for the Intellofax System for at least five years
after the change over to Minicard which will increase the costs
for a five year period. In addition, the costs of the change over
for employee training, job reclassification, procedures' develop-
ment, experimentation, organizational changes and normal passive
resistance to change has not been reflected in these estimates.
b. That the volume of documents and retrieval requests processed under
Ninicard will be the same as during 1957 for Intellofax.
c. That Air Force and CIA have developed a joint program for ex-
changing Minicards to save the duplicate processing of each others
reports.
d. That the cost of machines is distributed over a 10 year period. It
should be noted that the annual machine cost of $20,000 for preparing
Intellofax tapes is for the machines which will shortly be replaced
by card list cameras. Substituting these cameras will reduce the
Intellofax machine costs by an estimated $18,000 per year.
e. That there is no substantial difference in the cost of materials for
processing the documents between Intellofax and Minicard.
S-E-C-R-E-T
tiami narinQcifipri in Part - Sanitized Copy Approved for Release 2011/10/24 CIA-RDP82T00271R000100120006-4
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tihammla
S-E-C-R-E-T
TTR/12-9
This group feels that these estimates of the cost for Minicard System
are mere "guesstimates" and that proper estimates can only be developed
by a pilot operation when detailed steps and procedures can be determined
realistically. Our guess at this stage is that the Minicard System when
evolved should require fewer personnel to process the present volume
of documents and retrieval requests, but that machine costs will be
higher. We also know that the change over and a five year dual system
operation is going to increase costs considerably over those for a
continued operation under Intellofax. However, the possibilities of
better service by OCR to its customers must be weighed against these
increased costs when both have been realistically determined by the
proposed Minicard Pilot Operation Staff. And as stated throughout this
report, we believe the pilot operation to test the Minicard equipment
in a complete system for document input and retrieval should be started
immediately so that proper estimates can be developed at an eery date
on which to base the decision of whether to change over from Intellofax
to Minicard, or continue with Intellofax.
Detailed listings of the personnel and equipment requirements are shown
in Appendix D.
S-E-C-R-E-T
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2:12111q.
1. Doc'ts. Recd.
Screened,
Batched &
Copies Dissem.
2. Copy Analyzed
3. Mbaltilith Mats
Typed & Repro-
duced
4. Doc'ts, Micro-
filmed
5.
6.
Retrieval
7. Code Request
Aperture Card
Prepared
Cards Made &
Filed by Subj.
& Area
8. Control & Machine
Requests
9. Prepare Intello-
fax Tape or Print
Mini cards
10. Maintain Aperture
File (Service
Requests)
11. Maintain Source
File
Machine Maintenance
12. Maintenance of
?ul ent
TOTAL Excl. 1, 2,
Lic...2
S-E-C-R-E-T
COMPARISON OF COSTS
Intellofax
1TE/12-10
Minicard
Personnel
Equip.
Total
Personnel
Machines
Total
*(200,110)
*(153,800)
(??
*(2001110)
*(153,800)
*(200,110)
*(153,800)
(200,110)
*(153,800)
69,135
1,815
70,950
25,270
936
26,206
18,860
8,708
27,568
26,160
5,924
32,084
73,259
17,630
90,889
32,301
13,344
45,645
*(.1,000)
*(11,000)
*(11,000)
*(11,000)
31,307
9,332
40,639
27,400
14,828
42,228
5,440
20,000
25,440
3,670
2,082
5,752
25,590
2,474
28,064
11,010
3,560
14,570
*(10,500)
*(lo?500)
*(10?500)
*(10,500)
16,320
751
17,071
19,400
11,000
30,400
231,523286,099
153,599
57,8O8
211,407
# Amounts taken from. Report prepared by Management Staff for Library Consultants.
?J)Assu1ne same operation under each system - omitted from totals.
S-E-CR-E-T
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Declassified in Part- Sanitized Copy Approved for Release 2011/10/24: CIA-RDP82T00271R000100120006-4
2.
S-E-C-R-E-T
Calparison of Space Requirements.
The space needed for the files under Minicard as compared to the
present Intellofax System will be greatly reduced and the space re-
quired for typing multilith mats and their reproduction will be
entirely eliminated. The following estimates show that some 3,500
square feet of space less will be needed by Minicard than for
Intellofax, assuming that Intellofax has been completely phased out
of all operations
Operation Involved --Lana,.2.Llitaal.rements Sq. F.T71
Intellofax Minicard
v-1. Receipt Screen Batch Disseminate same
'). Analyze and Code same) same
3. Type and Reproduce Mat
1,105
400
-
434
4. Camera Room
5. Mount Film in Aperture Cards
150
150
6. Code Re.uests b Librar
(same
same)
7. Machine Control Section
880
110
Section
450
300
__8.1_LEla_Ell.nch
9. IBM Tab Section
50
320
2222221sfL1111?11.z_2172.21pes or Print Minicards
648
534
373
.11:2E222-121.11EILli_Phases)
12. Maintain Aperture Card File
700
,)-
455
600
I 22
_
13. Subject and Area Files
14. Maintain Source Card Files
(same)
(same)
TOTAL
5,872
2,309
This group believes that a Minicard System operation should result in a
large saving of space over Intellofax, but the probable extent will have
to he estimated as a result of the pilot system operation which has been
recommended.
S-E-C-R-E-T
taimmi nna-Inecifiari in Part - Sanitized Com/ Approved for Release 2011/10/24: CIA-RDP82T00271R000100120006-4 mama
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)1ta,.rt II.
C. Discussion of "Source" Files.
1.
SE-CR--.ET
TTR/12-12
The present source file maintained under Intellofax in the Library con-
sists of 3 x 5 cards, each representing a single document and containing
specific bibliographic information which includes control number, source,
post, report number, date, classification, title, pagination and enclosure
data. Arrangements are by source, post and report number, or, when this
is not applicable, by some other logical scheme. The file is used more
than 800 times. a week for the following purposes; (a) to check for
receipt of a specific document, (b) to obtain control numbers, (c) to
verify bibliographic information, (d) to record data oh security re-
classification, (e) to make searches of reports from a single post. The
CIA Library estimates that the file is referred to 40% of the time to
determine control numbers; 50% to obtain enclosure information and 10%
for other purposes.
2. It would seen that a cross reference index made from the punched cards
used for input processing together with the aperture card file would
answer over 90% of the inquiries made on the present "source" file.
Less than 10% of the inquiries consist of browsing through the source
file to identify reports for which specific references are not known.
3. Some of the possibilities for a "source" file in the Minicard System are
as follows:
a. The first is to make the production of source cards an automatic
process and provide them as a product of the Minicard System. A
photograph of the upper third of each document would be reproduced
on a 3 x 5 card of heavy paper stock suitable for filing. It would
contain all of the information now typed on a source card except
for pagination and enclosure information. Some scheme for adding
this data would have to be devised; and provision would be made for
handling studies or other materials whose format does not conform
to the serial intelligence report. There are certain advantages to
this scheme; it would be essentially an automatic operation, it
would be rapid, with cards available for filing within three days
(as compared to seven work days under the intellofax System) after
initial receipt of the document; and the cards produced would con-
form in size and information with those in the present file. (An
image Minicard could be inserted into the source card as an added
step which would make the whole document immediately available for
viewing or for obtaining a copy.)
b.
A second suggestion would be to maintain a hard copy file of the first
pages of each document received., annotated to supply information on
enclosures or other data and arranged by source, post and report
number. This would constitute a file of the same information now
available on each source card; it would be sorted, filed and used
S-E-C-R-E-T
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S-E-C-R-E-T
TTR/12-13
in the same manner as the present file. However, the first pages
would vary in size, a new set of cabinets for filing would be re-
quired and a completely new file would result. Additional first
pages or additional copies of all incoming documents would have to
be obtained, or copies of the first page would have to be repro-
duced by OCR for this purpose. The obvious advantage would be the
immediate availability of the "source" information in file upon
receipt of the document.
c. A third possibility is a file of Aperture cards containing damage
Minicards of the documents organized by locator and document report
numbers printed out (interpreted) at the top of each card. This
system would require more detailed coding of source locator data
by analysts than is presently being done. With this type of file
to determine information not printed on the card, such as the title
of the document, the number of enclosures, or the classification,
it would be necessary to remove the card from file and read the image
on a Ninicard viewer making the whole process of using the file a
slow one. Filing of the cards would be uncomplicated, but needed
processing time in the Machine Division would delay their receipt by
the Library.
d. A fourth possibility would be to furnish interpreted IBM cards
showing the control number, source and report date for the "regular"
information reports and continue one of the above "source" files
for the "non regular" or that category of reports which require a
source file. These "non regular" reports would include
Finished Intelligence Studies and similar
material now intellofaxed which are difficult to identify without
a source file. It would of course be necessary to identify these
items at the "input" stage and separately process them through the
system so they would not be intermixed with the "regular" items.
e. The last possibility and least costly for "input" would be to provide
for a "block file" of 3N Minicards filed by source. This file could
be used to furnish either prints or Ninicard copy (strip film or cut)
of desired segments of the file. This however would be a completely
blind file and could be used only after machine selection of speci-
fied segments and either reproduction of film or paper prints.
4. The group feels that a combination of (a) and (d) above would be the most
efficient, but that final determination should be made as a result of
experimentation and experience gained in the Ninicard Pilot Operation.
S-E-C-R-E-T
25X1
25X1
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Declassified in Part - Sanitized Copy Approved for Release 2011/10/24 : CIA-RDP82T00271R000100120006-4
Part II.
D.
NO
S-E-C-R-E-T
Discussion of "?t_perture Card" File.
1.
TTR/12-14
Under Intellofax the images of reports are contained in aperture cards
filed by document control number. This file located in the CIA Library
is used for reproducing copies of specified documents requested by CIA
or outside offices or for viewing by individuals for reference purposes.
An estimated 6,000 copies are reproduced from this file each month. It
is also estimated that about 1/3 of these requests result from the
Intellofax tape service. Inasmuch as images of the documents are avail-
able in the Minicard System when the selection operation has been com-
pleted, it can be assumed that the requests for copies of specific
documents under Minicard will be reduced by at least 1/3.
2. If duplicate Minicards are filed in report number order in a block file,
requests for copies of specific documents would have to be grouped in
order to process them efficiently; an urgent request for a copy of
one document would require mechanical selection; duplication and pro-
cessing on the same equipment being used for the regular "input" and
"retrieval" service. In addition, individual document images Would not
be immediately available for viewing as is now possible with the
Intellofax aperture card file.
3. Because the Intellofax manual file of aperture cards has proved to be
very efficient in servicing requests for copies of specific documents
which have been included therein, this group believes that the Minicard
System must provide the same type of service and has included such a
file in the current plan.
4. It is possible that equipment could be developed which would efficiently
furnish copies of specifically desired documents and make obsolete the
manually operated aperture card file. However, that will have to be
determined by the Minicard Pilot Operation Staff when such eq#pment
is available.
S-E-C-R-E-T
ammo!' narinccifipri in Part - Sanitized CoPv Approved for Release 2011/10/24 : CIA-RDP82T00271R000100120006-4
Declassified in Part- Sanitized Copy Approved for Release 2011/10/24: CIA-RDP82T00271R000100120006-4
Fir
SE-C-R.--E-T
Part II.
E. Discussion of Product Available to the User.
1.
TTR/12-15
The Intellofax System provides the following products to the end user
for the documents processed in the System. (See Appendix C 3.)
a. Bibliographic data for each document indexed is printed on its
index (IBM) cards which are in the various subject and area files.
Cards are selected out of these files in response to a request for
references to reports which contain certain specified information.
The bibliographic data for the selected group of cards is reproduced
on an In.-telitaeazc which is given to the requester. In lieu of
a tape, the requester may review the selected group of cards to
determine the specific documents he needs. The desired documents may
be obtained on microfilm or in hard copy as outlined in (c) below.
b. A duplicate "unpunched" index card showing the printed bibliographic
data for each document is cut down to 3" x 5" size and put into the
Source File. This file arranged by source, or post number, etc0 can
be review* manually to identify- reports or to obtain cross-reference,
enclosure, security and other of the bibliographic data.
c. Documents are microfilmed and the images are mounted in an aperture
card. These cards are filed in document number order. The document
image of a specified document may be viewed in the aperture card on
a Microfilm viewer or a photostat copy of it can be obtained. If the
document has not been processed into an aperture card because of odd
size, bulk or poor copy, it may be viewed on 35mm film or access given
to hard copy. If the image is on 35mm film, a copy can be furnished.
If only the hard copy is available,, it may be borrowed.
2. The Minicard System is presently planneti. to provide the following products
for those documents which have been selected for processing: (See
Appendix C 3.)
a. A "stick" of duplicate image 3N - Minicards is available by selection
for those documents indexed into the system which contain information
pertinent to an individual requirement for specified subject and area
or subjects and areas as well as other "coded" information such as
clear text entries. This "stick" of Minicards may be viewed by the
requester in the Analysis Viewer and he may indicate the documents
or individual pages for which copies are desired. The "stick" of
Minicards is then processed by the enlarger-print machine and photo-
stat copies of the desired documents are reproduced and handed to the
requester. In lieu of the "stick" of duplicate image Minicards, the
requester may receive microfilm copies on strips or on actifilm for
viewing on a "reader" or a "reader-printer" machine, or he may re-
ceive prints of first pages or of the complete document. If the
document has not been photographed on the Minicard because of odd size,
bulk or poor copy, it may be viewed on 35mm film or access given to
hard coRy. If the image is on 35mm film it may be viewed or a photo-
stat copy obtained. If only the hard copy is available, it may be
borrowed.
S-E-C-R-E-T
qrsj.V
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b. A Source File, in place of the bibliographic 3 x 5 cards under the
Intellofax System, containing copies of the first pages (or the top
1/3 of the first page) on 3 x 5 heavy paper stock are filed accorqing
to source.
c. An Aperture Card File containing the image Minicard(s) will be avail-
able in a manual file under the Minicard System and be used in the
same manner as in Intellofax.
3. More varied products are available to the user under the Minicard System
to satisfy his unique needs and when considered with the higher selective
capability of the Minicard selector; the relatively fewer end items which
must be reviewed by the user should save valuable research time.
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liTV12-17
Part III. Present Plan for the Minicard Stem.
The current plan for installing the Minicard System which will eventually
supplant the Intellofax System consists of (1) a complete mechanical test of all
the equipment, (2) the establishment of a pilot Minicard operation and the
development of standard operating procedures, and (3) the phasing out of the
Intellofax System into the Minicard operation.
A.
B.
NecharlicalTest of n'ELEEtaLe
1. When all the Minicard equipment has been delivered, installed and
operating (see Appendix E for an itemized listing of equipment delivered
and on order), a three month's test using all the "hardware" will be
made to ensure that all information (and more) in the Intellofax System
for a selected group of reports is efficiently retrievable and can be
made available to users in a suitable form.
2. In order to have a large enough group of "Minicards" for this purpose,
the Nhchine Division since August 1957 (when the Minicard Camera began
operating) has been photographing codes and the related documents for
about 60-70% of the CIA information reports being processed into the
Intellofax System. The test at the present time is limited to pro-
cessing master Minicards into the "block" file because the equipment
for further processing has not yet been delivered. There were an
estimated 13,000 master Minicards in file as of 1 April 1958. Approxi-
mately 100 master cards are being added each working day. The codes on
these cards were mechanically converted from IBM cards in the Intello-
fax System so it will be possible to make detailed comparisons between
the two systems for the group of reports involved. It is interesting
to note that the mechanical conversion from IBM cards to Flexowriter
tape was made possible by the new Flexowriter IBM 024 Key Punch
Combination which was specifically developed and built for the Machine
Division. This machine makes it possible to process the code "input"
into the Ninicard System in a more orderly and efficient manner than
was originally planned for a Minicard operation. Instead of using
short lengths of Flexowriter tape for each individual document and
splicing them together in the same order as the batch of documents to
be photographed, IBM cards are punched, verified and sorted into the
desired order and the codes are converted to a continuous tape for a
specified group. This permits group processing and practically
eliminates all coding transcription errors.
Pilot Minicard Opflation.
1. Coincidentally with the mechanical test of the=cquipment, a Pilot Mini.-
card Operation (see Appendix A, Minicard Project Outline, on page 6)
is planned to run separate from and in addition to the Intellofax
operation using a selected portion of the daily receipts of information
reports. It is suggested that the 00-B series of reports (about 75 per
day) ?be selected for processing for the pilot operation. The operation
will be used as a means of developing policies and procedures for
analysis, input, processing and retrieval. It should be under the
direction of the proposed Minicard Pilot Operation staff of the OAD/CR
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TTR/12-18
composed of a. full time Chief and personnel from the Document and
Machine Division., the CIA Library and, if required, the OCR Registers.
the Chief and key personnel of this staff should be relieved of other
duties so they may devote full time to the development and direction
of the pilot system. This staff should keep the AD/CR and the CR
Division Chiefs completely up-to-date on all plans and procedures as
they are being developed so that complete OCR coordination will be
effected. The personnel necessary to operate the pilot system should
be assigned, to the project by the operating divisions either on, a full
time or part time basis as required..
2. Although the Minicard duplicator selector, sorter and enlarger-print pro-
cessor have not beer: delivered the "input" phase for this pilot oper-
ation. should be started immediately so that a. file of Minicards can be
created which will be large enough for proper testing purposes. This
will require the establishment of the Minicard Operation Staff, the
writing of specific terms of reference, the designation of a Chief and
the assignment of revired personnel.
3. The input for the pilot operation will contain the following data
additional to that now contained in Intellofax cardsg
a. New area codes
b. Action codes - new
c. Phrase coding
d. Clear text entries.
Action codes, phrase coding and clear text entries will provide for the
retrieval of information more. specifically and in greater depth than is
now possible under the Intellofax System. Briefly, this will be the first
step toward the establishment of the more sophisticated system made pos-
sible by the Minicard method. Furthermore, the pilot operation input
Will became a permanent part of the file.
4. As the pilot operation is being conducted., the inherent potential of the
Minicard method will become better known. This knowledge will suggest
a greater usefulness of the equipment. It will become apparent that
the greater flexibility in machine language input of the Minicard will
permit the consideration of new methods of indexing and retrieval of
information.. T.t is assumed that problems of information retrieval
posed by researchers and the OCR specialized registers will be.sub-
mitted to the Minicard Operation Staff. This staff will study the
problem in the light of their newly acquired knowledge of MInicard
potential and will recommend project studies or changes in input data
to solve such problems. This work will start as soon as sufficient
knowledge of the Minicard potential has been gained and will be con-
ducted concurrently with the pilot operation.
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TTRA2-19
5. During the pilot operation specific operating practices will be
developed and standard operating procedures will be written.. These
procedures will have to cover the entire input, operating and re-
trieval aspects.
As stated above, the initial input into the pilot operation will consist of
approximately 75 CIA 00-B Information. Reports a day. As soon as this opera-
tion has been "debugged" and maintenance and operating procedures have been
finally determined the entire Mini card operation. will be turned over to the
Operating divisions and the Intellofax operation for this group of reports
will be discontinued. From this point on, other types of CIA reports and
other categories of information reports will be introduced into the Minicard
System. Simultaneously, the related. Intellofax operations for such categories
will be discontinued and the personnel now typing, photographing and inserting
microfilm into aperture cards will become available for reassignment to Mini-
card or other operations. The speed with which this phasing out can be
accomplished will depend on how fast personnel can be trained by the operating
divisions in Ninicard operations and procedures.
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.Part IV. Deele ent of Full Potential of MtPicara,,
TTR/12-20
A.previous section entitled "Pllot Minicard. Operation" discusses certain
limited and relatively immediate steps which can be taken to make more
effective the retrieval of information from the Minicard storage system than
ls now possible from the Intellofax. However, these represent no fundamental
change in present coding operations although they will provide for simple cor-
relations between fixed classification and/or action codes. Descriptor terms
in plain language will support the formal coding.. Whereas the final outcome
of this study will in all probability enhane the pertinency and the amount
of material retrieved in response to a specific search requirement, it can
at best make use of only a small fraction of the retrieval potentialities
built into the logical and discriminatory electronic circuits of the Mini-
card selector. Also it can obviate only to a small degree a basic limitation
of any system, mechanical or otherwise, that employs conventional classi-
fication practices, namely: that because the processing of information into
such. a system involves a predetermination. of the concepts within the infor-
mation by the user will subsequently wish to retrieve, any recall of
the information is strictly limited by the decisions as to the indexing
entries which are made at the time of processing.
2. In recognition of this basic fact, the Agency some years ago sponsored exter-
nal research and performed supplementary research internally which went far
to develop certain expanded concepts of indexing and classification for use
with electronic data-searching machines of the nature of the Plinicard selec-
tor. This research gave insight into the intriguing possibilities of estab-
lishing and monitoring by machine searching obscure correlations of bits of
information, the relation of which was not apparent, in fact, often not per-
ceivable at the time information was processed into the system. It showed '
also the practicality of increasing the capacity of an information storage
system to provide essentially unlimited correlations between personalities,
institutes, specific subject areas and prescribed action concepts.
3. Since this research was completed there has been no machine available to the
Agency with the logical discriminating electronic circuits to permit a
quantitative assessment of the exact degree of improvement that would result
or the operational changes that would be involved in the application of
these expanded indexing concepts to intelligence documents or other types
of information.
4. It is believed highly important that a part of the contemplated pilot plant
development operation be designed. to make such an evaluation in line with the
conclusions reached by other task groups and under the direction of an OUR
Planning and Management Staff. Specifically it is proposed. that:
A further limited research effort be undertaken at once on. a limited and
homogeneous segment of intelligence documents that will apply to these
expanded and radically different concepts of classifying, coding and
indexing, often referred to as multi-atmensional coding. Such an
experiment would provide the factual data that must be at hand before
policy- decisions can. possibly he made as to the feasibility and desira-
bility of adoption.
a.
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The efforts Fjhouid be diucted in part to the intellectual problem con-
cerned with thegf:-.754aAnd generic relationships in the language of
the test set of documents. It should also determine the degree of speci-
ficity. -which needs to pertain in the processing of the information for
machine searching. It mould measure the improvement that would result
in the pertinency in the information recovered in response to detailed
sta/12ILL2s1ireme3ts and clearly define the operations involved in pro-
cessing and retrieving.
5. Whereas this recommended limited phase of the work need not extend the
Specific coding methodology developed in the prior research and since then
considerably expanded by certain private interests, it is virtually certain
that the desired factual material can be obtained. most readily by doing so.
6. It is visualized that this development work would be done partly under ex-
ternal contract and partly through close cooperation between task forces
within using offices of the Agency and the Minicard System operational
personnel.
7. Supplementary development projects which would add to the information provided
by this proposed project should also be undertaken. There could be made
available to the Agency-material which has been coded 'by these expanded
indexing concepts in two areas: (1) purely scientific, comprising coded
abstracts for the world metallurgical literature for the past year or so;
and (2) material of a news nature which was prepared for the purpose of
supporting research in the production of what might be termed industrial
intelligence. Should evaluation of material retrieved by the Minicard
selector from both types of encoded material under a planned program of
search requirements be undertaken relatively soon; the results could be ex-
pected to influence the direction of the principal project first discussed.
8. It has already been. stated that the Minicard System is capable of providing
essentially unlimited correlations by personalities, institutes; specific
subject areas and prescribed action. concepts. Hence the impact of such a
possibility on the operations of the Biographic and Industrial Registers
as now practiced is extremely important in any complete evaluation of the
Minicard System. It seems to us, therefore, that concurrently with the
experiments already proposed similar limited experiments selected from
segnents of material handled by both Registers should be undertaken.
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Part V. DJ, S CU3 ier of Consultant; 'e Commente cr. Mt ni Ca rd..,
1 .
PIR/12-22
Consultant's Report XI 11.
"Fre sent planning fox Minicard offers no eolution to
the present low intellectual level of Intellofax. It
is identical also in the large number of false sorts
that will result, and will tie the analyst to a reading
machine to get even the titles of the documents in.-
eluded in the batch sent, to him. This mill cost more
of the analyst's time."
We believe the "intellectual level" of any tadexing-retrieval system whether
it be manual, Intellofax, Minicard or any other, is determined by document
selection, the elaselfication code and its application, rather than by the
equipment used. As stated in the beginning of this report on page 5, we
believe it highly essential to determine what categories of documents should
be indexed, what specific information in the documents selected should be
coded and what classification system(s) should be used to best support
intelligence research. However, these matters which determine the "intel-
lectual level" of a system are considered outside the scope of this report.
Given the same input as intellofax, we believe Mlnicard will give more
selective search results and greater choice of form of end. product with less
elapsed time. Ninicard will not "tie the analyst to a reading machine to
get even titles of the documents" if he does net so desire he should re-
ceive fewer documents or images to view which av not pertinent to his search
due to the greater selectivity of the Minicard equipment.
. Consultant' a Report .)CrkI 58
"Ninicard appears tc offer some definite advantages over
Irtellofax in terms of the storage and reproduction of
materials but it is currently being considered on the
same intellectual level as Intellofax. The system has
not been studied fully and it is not possible to predict
that it will make any great improvement in the program
efficiency of the Agency in the whole information re-
trieval cycle."
The first part of this cement relative to "the intellectual level" was dis-
cussed in paragraph (1) above. Regarding the balance of the comment, we
believe that the Minicard System has not only "the advantage over Intellofax
in terms of the eeDrage and reproduction of materials" :t but has the potential
of increasing the effiancy of the retrieval of information contained in the
reports and documents processed into the system. A realistic esti ate of the
increased efficiency til. have to await the results of the pilot operation.
We believe that the Menicard System when evolved will result in a great
improvement in the retrieval of information over the present intellefax
System. (See Part II beginning on page 6.)
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or?
Consultamt's Report page 140-141:
(a)
WM 12-23
"Development of the Minicard machine is still in
process and no one as yet has a complete set of the
machines. It should be noted, however, that there has
been no study of the Minicard System in terms of man-
power required, the number of machines required, the
amount of retrieval that can be handled per installation,
the intellectual level that can. be achieved through the
Minicard System, or any of the other basic data that
should be obtained."
Although a complete set of machines has not yet been delivered, we agree
with the Consultant's that a complete systems study should be made.
Accordingly we have recommended that a Minicard Operation Staff be established
to evolve a complete system pilot operation and determine the requirements,
capabilities and potential of the Minicard System. We do not believe such
a study Is possible otherwise. OCR has been remiss in not having established
this staff as proposed in the Minicard Project Outline. (See Appendix A,
page 6). -
(b) "As it stands, under the best of conditions, it will
be a year and a ha,lf after the camera is delivered
before anybody has any idea whether this system will
give the Agency anything that it does not now have or
could not have better by means of other types of biblio-
graphic tools."
The group is concerned with Minicard as compared to Intellofax and has not
studied "other types of bibliographic tools". As stated throughout our re-
port, we believe that Minicard will have advantages over Intellofax.
(c) "The Assistant Director/OCR was asked on 9 May 1957
whether there was a staff paper or a formal report
evaluating the gains anticipated from the Minicard
System. He said that there had been no such report
but there had been a good deal of staff thinking about
it. He referred the Consultant's to the head of the
Machine Division for information about the anticipated
operation of the system."
"The conference with the Head of the Machine Division
on 9 May indicated that no working paper had been pre-
pared and that the only thing that had been put down on
paper on this proposal was a preliminary staff study to
get funds for the program, but that was, in his judgment,
to general to justify study."
The above comments and those which followed on pages 141,2 of their report
were made to illustrate the Constultants opinion that OCR failed "to follow
through on planning of projects." This group being only concerned with the
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Minicard Projet has stated above that OCR was tardy in establishing a
Staff to follow through with the Minicard project. However, it should be
noted that the "preliminary staff study", mentioned above by the Con-
sultant's, provided on. page 6 (see Appendix A) for a task group
to operate a full line of Ninicard equipment paralleled to but !..9.2-Eps
from. its Intellofax program." It was further provided that "since a
parallel set of equipment will be available in Air Force, the two agencies
will establish a joint program for Ninicard processing of their respective
document production daring the test period."
4. Consultant's Report page 142:
"It is Quite possible that with proper planning, the
Mlnicard System can be used for part of the storage
and retrieval job. In the present state of the art,
it does not appear that the Minicard System will solve
any of the urgent problems of speed and quality of
service outlined above. A great deal of high-level
study and planning needs to be undertaken to determine
the areas in which this tool can be used effectively,
rather than plunging into it as a solution for
intellectual problems which have not been approached
at all in the preparation for the installation of
Nftnicard."
We believe that not only can Minicard be used to advantage for part of the
storage and retrieval job, but that it will also solve many of "the urgent
problems of speed and quality of service." We agree that a lot of planning,
coordinating, testing and experimentation needs to be undertaken "to
determine the areas in which this tool can be used effectively."
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MEMORANDUM FOR: Project Review Committee
THROUGH : Deputy Director/Intelligence
SUBJECT MINICARD Project
TTR/12 -APPENDIX A
25 April 1955
Transmitted herewith is a "Project Outline" which recommends the purchase
under contract of MINICARD equipment from the Eastman Kodak Company at an
estimated cost not to exceed $330,000.
CONCURRENCE:
/s/
James M. Andrews
Assistant Director
Collection & Dissemination
Chief, Management Staff Date
ACTION BY APPROVING AUTHORITY:
APPROVED*
Deputy Director/Intelligence
*Funds are available to finance the
proposed project within the DD/I
allocation for the current fiscal
year. Proposed contracting arrange-
ments have been coordinated with
Chief, Procurement
Division.
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TM/12--APPENDIX A-2.
PROJECT OUTLINE
Subject:
Originating Division:
Project Officers:
25 April 1955
MINICARD Project
Machine Division and CIA Library, OCD
Type of Project: Purchase and testing of equipment designed
to improve OCD's present Intellofax system.
Financial Mechanism:
Funds Requested: Not to exceed $330,000 in fiscal year 1955.
Current Status:
New.
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TTE/12--APPENDIX A-3
1. OBJECTIVE:
.To conduct in OCD an early and large-scale test of a family of data handling
equipment known as MINICARD which is believed capable of substantially improving
CIA's Intellofax System as a principal instrument in support of intelligence re-
search. MINICARD promises to contribute improved means for collation of intelli-
gence data, greater speed and flexibility in the conduct of document searches and
economies in operation, notably spacewise.
2. ORIGIN AND POLICY GUIDANCE:
.Under CIA Regulation
OCD is assigned the following functions:
a. Design, develop, and operate such central reference facilities as will
ensure that the content of all available intelligence materials is
immediately accessible to all offices of the Agency in support of
intelligence production; and
b. In collaboration with the Management Staff, conduct research into, and
advise Agency components upon, the application of machine techniques
and special devices to problems of information control and:bibliographic
research.
. SITUATION:
a. Advent of MINICARD
The Eastman Kodak Company has developed an information storage
and retrieval system utilizing the microphotographic medium in the
form of a piece of film, 16mm x 32mm, called the MINICARD. Alphabetic-
numeric information and photographic images can be carried on the
MINICARD and the composite product produced in sufficient copies to
permit deposit of a complete record at each significant code location.
The system makes available the advantages of discrete item control,
multiple access, the flexibility of electronic searching techniques
and the permanence and inviolability of film storage. A comprehensive
search-equipment system is now mid-way in development. It includes
various types of apparatus for handling, storing, sorting) and
delivery of MINICARD data to researchers. Selection from very large
numbers of MINICARDS.is to be facilitated by pre-sorting and storage
of the MINICARDS into as many groups as necessary in order to keep
the searching time to an acceptable minimum.
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TTR/12,--APPENDIX
Status of the CIA Intellofax System
The principle features of MINICARD are paralleled by and, to a
considerable extent, derived from present document handling techniques
evolved since 2947 in CIA's Intellofax System. The latter comprises
an intelligence Subject Code which is immediately applicable to
MINICARD; a full range of IBM equipment for storage and retrieval of
document subject codes on punched cards; facsimile equipment for pro-
duction of intellofax "tapes" listing document citations for researchers;
facilities for storage on and retrieval of documents from film; and,
finally, a. Library Reference system employing personnel trained in
the utilization of the composite system on CIA and IAC research projects.
MINICARD proposes to combine the storage of subject codes and
document images now handled separately under Intellofax. It eliminates
storage problems now critical in the punched card and hard-copy document
phases of Intellofax by taking fullest advantage of new developments
in electronics and in film production and use. Finally, from these new
developments it expects to achieve urgently needed processing and re-
trieval rates many times faster than the best of which Intellofax is
capable today.
The urgency of the storage, retrieval, and cost problems facing
Intellofax in the immediate future cannot be overemphasized. Its growth
to present scale has been accomplished by multiplication of IBM equip-
ment rentals, storage cabinets, space units and personnel. Though
declining, researchers requests for total searches of the seven year
Intellofax product still amount to 60% of the flow. Compliance with
these requests in categories now numbering tens of thousands of cards
is inevitably lengthening search time, multiplying overlap problems
and overloading users with insufficiently refined answers. During
the past two years the possibilities for solution by multiplication
have generally disappeared, particularly in. the categories of space
and personnel. Until permanent relief can be achieved along lines
incorporated in MINICARD, OCD has no alternative but to gradually
reduce the range, speed, and quality of the Intellofax Service.
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d.
Anticip2t2Lresults
CIA hopes to see realized from MINICARD:
(a)
T'IR/12--APPENDIX A-11
an IAC program for comprehensive one-time processing
of incoming intelligence reports.
(2) a common IAC storage and data retrieval system using
a common subject classification scheme, identical
equipment and operating procedures, an inviolate
subject code record and an inviolate document storage
facility.
(3)
an improved reference service for IAC researchers built
on tested features of Intellofax but amplified in key
respects, particularly, retrieval for the researcher
of source data according to subject associations, prompt
access (50% - 75% faster via MINICARD compared with 1-16
hours via Intellofax), and essentially simultaneous process-
ing of overlapping requests.
(4) economies in operations: (a) The dollar value of access
to relevant source materials for analysts is not easily
measured. From the OCD point of view, faster service
would yield benefits of great value to intelligence at
much reduced cost, (b) MINICARD eliminates present-day
space considerations. It would allow a million documents
with all index references to be stored in the space
occupied by a legal size safe file,
e. Evaluation
See paragraph 5B, Sub-proposals or "tasks".
f. Policy questions. NA
g. Congress. NA
h. Extra-Agency action
There are no CIA facilities for .developing and constructing the
type of equipment needed.
i. Proprietary coni. NA
j.gp_221_,.a..1 considerations. NA
k. Liquidation. NA
r ANNEXES:
Tab A - Equipment Costs
Tab B - Comparison of Space Requirements
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0
Item
4 Flexowriters
1 Camera
0-0-N-F-I-D-E-N-T-I-A-L
TTR/12--APPENDIX A-12
MINICARD EQUIPMENT
TO BE PURCHASPn FROM
EASTMAN KODAK COMPANY
Function Cost
Electric typewriters which also perforate $10,000
a paper tape simultaneous with the typing
operation. Document classification codes
determined by the document analyst are
recorded in the paper tape which is similar
to a teletype tape.
Records on film the code carried in the
perforated paper tape together with an
image of the document to which the tape
relates.
1 Processor Chemically develops, fixes, washes, and
dries Minicard microfilm.
1"N
1 Chopper
1 Duplicator
1 Filing Sorter
Cuts reel film into individual Minicards.
Duplicates entire Minicard, and at the
same time automatically transfers
selected code data to a fixed sorting
and selection position on the duplicate
Minicard.
Operating at high speed, arranges cards
and automatically files them in proper
sequence.
16,000
10,000
6,000
53,000
35,000
1 Selector Selects as many as 20, six letter or digit 70,000
code words in one pass of Minicards through
the machine. -This permits a high degree of
document selectivity at high speeds.
8 Viewers Desk type microfilm viewer which enlarges 16,000
the film Image to a readable size. It has
a device to identify frames which require
reproduction.
1 Enlarger Automatically prints enlarged copies of 25,000
Minicard document images.
C-0-N-F-I-D-E-N-T-I-A-L
MIME neclassified in Part- Sanitized Copy Approved for Release 2011/10/24: CIA-RDP82T00271R000100120006-4
Ii-
....411111111i.
1.11.0.1.1621.111
Declassified in Part - Sanitized Copy Approved for Release 2011/10/24 : CIA-RDP82T00271R000100120006-4
C-0-N-F-I-D-E-N-T-I-A-L
0
TTR/12--APPENDIX A-13
Item Function
Cost
Miscellaneous Includes Minicard manual handling devices,
Equipment file cabinets, inspection viewers, etc.
$20,000
Installation and systems
10,000
$271,000
Administrative
3%
8,130
279,130
Fee
7%
19,540
298,670
*Contingency 10%
29,330
TOTAL $328,000
*To allow for variation in equipment costs. The figures listed are not
absolute.
C-0-N-F-I-D-E-N-T-I-A-L
neclassified in Part- Sanitized Copy Approved for Release 2011/10/24: CIA-RDP82T00271R000100120006-4
 Declassified in Part- Sanitized Copy Approved for Release 2011/10/24: CIA-RDP82T00271R000100120006-4
-
Li!
LU
0MINICARD STICK
STORAGE
EQUIVALENT 10
ONE FILE HARD
COPY DOCUMENTS
$7,1.
ONE FILE M:NICARD STICKS EQUIVALENT TO ONE MILLION DOCUMENTS AND FOUR MILLION TABULATING CARDS
????
50
-
Declassified in Part- Sanitized Copy Approved for Release 2011/10/24: CIA-RDP82T00271R000100120006-4
Declassified in Part - Sanitized Copy Approved for Release 2011/10/24 : CIA-RDP82T00271R000100120006-4
S-E-C-R-E-T
TEE/l2. -APPENDIk B
Sugges,ted Terms of Reference for Minicard Operation Staff
1. Mission
To plan and direct the Pilot Minicard System operation for the develop-
ment of policies and procedures required for the establishment of a
complete processing system using Minicard equipment for the receipt,
dissemination, recording, indexing and retrieval of intelligence documents
to supplant the present Intellofax System.
2. Functions
a.
Determine specific requirements to begin initial phase and subsequent
phases of the Pilot operation.
b. Establish target dates for each phase.
c. Submit monthly progress reports to AD/CR.
d. Arrange for necessary personnel.
e. Determine general requirements for specific files, extent of indexing,
and for servicing requesters. These general requirements should be co-
ordinated with user offices and, be approved by AD/CR.
f. Investigate new ideas of document indexing and retrieval which may
utilize the full potential of the Minicard Method.
g. Write standard operating procedures for all phases of the Minicard
System, including receipt, selection, dissemination, indexing, pro-
cessing, searching and retrieval.
h. Develop specific programs for training OCR personnel in the Minicard
System so that the Intellofax System can be phased out without inter-
ruption in OCR services.
i. Coordinate operation with Air Force (AFCIN-1B) so as to prevent any
needless duplication in processing each other's documents.
j- Determine whether the Minicard System can be adapted for use by the
OCR specialized registers (IR, BR, GR, SR).
S-E-C-R-E-T
nem= npdassified in Part- Sanitized Copy Approved for Release 2011/10/24: CIA-RDP82T00271R000100120006-4 wisidadi
????.-
Declassified in Part- Sanitized Copy Approved for Release 2011/10/24: CIA-RDP82T00271R000100120006-4
SECRET
35MM
FITZ -
1-NEO.
1-P05.
16MM
F/UA -
2-NESS.
1-POS.
INTELLOFAX SYSTEM INPUT
35MM POS.
TO NSA
16MM
POS AND
ASSEMBLY
CARDS
TO
STORAGE
16MM NEG
AND DUP.
ASSEMBLY
CARDS TO
CIA ARMY
\I
INFORMATION
REPORTS
MULTICOPY
PROCESSING
COPY OF
DOCUMENT AND
RAWH SHRFT
NAVY AIR FORCE STATE
i
\(
RECEIVO)
BATCHED )
DISSEMINATEDi
/
PROCESSING COPY
OF DOCUMENT
AND BATCH SHEET
/kICROFILMED '\\
BY 16MM CAMERA
SOME ON 35MM.
FILM PROCESS/
BATCH
SHEET
PROCESS-
ING COPY
OF
DOCUMENT
(ANIA17451)4 CODE
SKEET
40T PHOTOGRAPHED
DUE TO POOR COPY,
ETC.
(IBM ASSEMBLY
CARDS PUNCHED
FROM BATCH SHEET
\,AND DUPLICAT-/
/
N.S.A.
(APERTURE
FROM
WORK CARDS
APERTURE CARDS
_11611I4 NEG. APERTURE
CARDS
BATCH SHEET
16MM NEG.
MOUNTED IN
APERTURE
CARDS
3924 NEG. DOCUMENT
REEL FILE BY
FILE NUMBER
16 MM FILM
..(MULTILITH ;)
MAT TYPED AND
REPRODUCED
___4.1BATCH
SHEET
(DESTROY;
PROCESSING
COPY OF
DOCUMENT
(:DESTROYED
OR ROUTED OR
SENT TO
17LE
TTR/12--AM'ENDTX C-1
WORK CARD)
ED
PUNCH
CODE
SHEETS
/BM WORK
CARDS
IBM CARDS /PRINTED IEM\
PRINTED FROM CARDS PUNCHEDH.
MULTILITH \I:ROM WORK
r Rns
DEME
Al.iat 90
M))
DAYS
CUT (3x5)
IBM PRINTED
CARDS
COPIES TO
NSA AND
SOME TO AF
HARD
COPY
FILE
PRINTED AND
PUNCHED CARDS
SCREENED FOR
WEEKLY REQUES
SOURCE
FILE
SORTER
AND
MERGED
SUBJECT
FILE
AREA
FILE
MANUAL FILES -- - IBM CARD FILES -
SECRET
NMI Declassified in Part- Sanitized Copy Approved for Release 2011/10/24: CIA-RDP82T00271R000100120006-4
Declassified in Part - Sanitized Copy Approved for Release 2011/10/24 CIA-RDP82T00271R000100120006-4
SECRET
MINICARD SYSTEM INPUT
IBM PUNCHED
"IDENT" CARDS
W/FILM WINDOW
CIA - ARMY - NAVY - AIR FORCE - STATE
N
(COERTO
NVTED
FLEXOWRITER
TAPE
PUNCHED
-
PUNCHED
CARDS W/FILM
WINDOW
IMAGE
MINICARD
FILM
APERTURE CARDS
PREPARED ON
ACTIFILM PRINTER
FLEXOWRITER
TAPE WITH
"IDENT, DATA
INFORMATION
REPORTS
MULTI-COPY ?
ii p About 1,000 reports received each work
day. Copies average about 15 per
report. 10% of reports are single
1 copy enclosures or are received in
single copy.
.
(RECEIVED .
BATCHED 2) Copies are disseminated to offices and
DISSEMINATED agencies (if CIA reports) according to
(Di Single copy material routed after
established reading requirements.
iexpedite processing.
PROCESSING
COPY CF
DOCUMENT
4
(IDENTIFYING
DATA PUNCHED ON
IBM CARDS
W/FILM WINDOW
//FILM PROCESSED
MINICARD 35MM
\\CAMERA CAMERA
IMAGE
MINICARDS
/' FIRST PAGE
IMAGES ENLARGED
ON PRINTER
\,
3x5 CARD OF
TOP 1/3 OF
FIRST PAGE
OC. FILE
Y NUMBER
MINICARDS
& 35MM
35MM FILM
REEL
3514N
FI114
PROCESSING'
COPY OF
DOCUMENT
"IDENT" CODE
FROM TAPE AND
DOCUMENT PHOTOGRAP
BY MINICARD
CAMERA .SOME DOC
0 IBM cards contain Diazo-type film
mounted in window.
0 When document not photographed by
minicard camera, minicard includes
image of a notice indicating document
is on 3555m film in document file or
document is in hard copy file.
NOT CPC\
PHOTOGRAPHED-
DUE TO POOR ,
CO I ./
PROC. COPY
OF DOC.
NOT
PHO RAPHED
CODED
WORK
CARDS
(DESTROYED
1 AFTER
" 90 DAYS
PROCESSING
COPY OF
DCCUMENT
DESTROYED OR \\ PROCESSING
ROUTED OR SENT
TO FILE 1-.----COPY OF
1 DOCUMENT
_(NALYZED
&INDEXED
(CONVERTED TO '\
FLEZOWRITFR
TAPE
J
CODES PHOTOGRAPH
BY MINICARD
CAMERA
IMAGE
MINICARD
CODE
MINICARD
CODED
WORK
CARDS
CODE
SHEET
CODES PUNCHED .\\
INTO IBM
WORE CATT.rn
_ . .
,
//
/ r ,
; ,.'0D5.: 1
(
i ,q1Z:M. 1
PROCESSED
FILM )
MERGED
& EXPLODED
(AFT5m
90 D',rz
ZTIIC YE)
SOURCE
CARD
FILE
HARD
COPY
FILE
MANUAL - FILES
35 MM
REEL
FILE
SECRET
MASTER
MINICARD
FILE
SUBJECT ? AREA
MINICARD MINICARD
FILE ?FILE
MINICARDS-STICK FILES
MEM narlaccifiPrl in Part - Sanitized Copy Approved for Release 2011/10/24 CIA-RDP82T00271R0001001200
Declassified in Part - Sanitized Copy Approved for Release 2011/10/24: CIA-RDP82T00271R000100120006-4
77.
INTELLOFAX SYSTEM-RETRIEVAL
CIA - STATE - ARMY - NAVY - AIR FORCE
\I /
RQ1IE3.7
RECE_ISTRIBYLTRJRART
FOR REFERENCES TO
'FOR A SPECIFIC IrFoR
A SPECIFIC
REPORTS WHICH
REPORT BY
REPORT BY SOURCE
CONTAIN CERTAIN
CONTROL NUMBER
OR TO REVIEW
SPECIFIED
REFERENCES TO REPORTS
INFORMATION
FROM SOURCE
Ai
REQUEST CODED BY
EFERENCE
LIBRARIAN AND
ASSED TO M.D.
IBM CARDS
SELECTED FROM
SUBJECT AND/OR
AREA FILES
VIEWED BY
REQUEST-Al
INTELLOFAX
TAPE PRINTED
SENT TO
DESIRED
DOCUMENTS
REQUESTED
APERTURE
ARDS PULLED
FROM DOC. NO.
EdED BY
REQUESTER
'COPY PRINTED
1 ON PHOTOSTAT
EXPEDITER
PASSE) To 1
REQUESTER
SOURCE CARDS
CONSULTED AND
DOC'T CONTROL
NUMBERS NOTED
DESIRED
DOCUMENTS
REQUESTED
* IF ON 35MM FILE REEL OR
ONLY AVAILABLE ON HARD
COPY, REQUEST SERVICED
FROM APPROPRIATE FILE.
MINICARD SYSTEM - RETRIEVAL
CIA - STATE - ARMY - NAVY - AIR FORCE
-REOUEST7.1.ECEIVED-BY*LIBRARY-
...
VFOR REFERENCES TO
7
1
REPORTS AND THE
FOR A SPECIFIC
FOR A SPECIFIC
REPORTS THEMSELVES
REPORT BY
REPORT BY SOURCE OR
WHICH CONTAIN CERTAIN
CONTROL
TO REVIEW REFEREICES
SPECIFIED
NUMBER
TO REPORTS FROM
INFORMATION
SOURCE
I.
A. A\
I
REQUEST CODED
BY REF. LII3RAEDN
AND PASSED TO
MACHINE DIV.
1
MINICARDS (2P)
SEIECTED FROM
SUBJECT AND/OR
AREA FILES
IMAGE MINICARDS
DUPLICATED AND
FILM PROCESSED.
MAY BE CUT INTO
MTN rA
PHOTOSTAT
PRINTS
MADE OF
lst. PAGES
-ALL PAGES
-OR SELECT-
ED PAGES
AS REQUEST -
Fn
1
MINICAR)
MAY BE
VIEWED&
DOC'T
COPIES
SPECIFI-
ED
1
PASSED TO
REQUESTER
! APERTURE
; CARDS PULLED
IFROM DOC. NO.
F-TF **
VIEWED
BY
REQUESTER
COPY PRINTED
ON
PHOTOSTAT
FxP^n TFR
STRIP FILES
PASSED TO
REQUESTER
/IEWED ON
3M VIEWER-
PRINTER
BY REQUEST.
ER
PASSED TO
REQUESTER
SOURCE CARDS
CONSULTED AND
DOC'T CONTROL
NUMBER NOTED
DESIRED
DOCUMENTS
REQUESTED
*0 = IF ONLY AVAILABLE
IN HARD COPY, REQUEST
SERVICE FROM APPROPRIATE
FILE.
Declassified in Part - Sanitized Copy Approved for Release 2011/10/24: CIA-RDP82T00271R000100120006-4
Declassified in Part - Sanitized Copy Approved for Release 2011/10/24 : CIA-RDP82T00271R000100120006-4
SECRET
TTR/12--APPENDIX 0-1
PERSONNEL AND MACHINE COST PER YEAR FOR INTELLOFAX SYSTEM
OPERATION
--- PERJO.I.4EL
MAUVES
TOTAL
.
Number
and
Grade
Cost
Tyaeit,.cost
Annual
1/10 of
INPUT
1. Document Received and
Dissealinated
*(20Q,110)
*(200,110)
2. Analyze Information Report
!: Prepare Code Sheet
*(l53,800)
*(153 800)
3. A. Type Multilith Master
1 05-6
6 GS-5
9 GS-4
56,835
INE-Elec.
765
57,600
B. Off Set Print Multilith
3 Off Set
Master (Repro.)
3 LB 9
12,300
Press
1,050
13,350
70,950
11. Filming of Information Rpt.
1 GS-6
,
1 05-5
4 Model E
5 GS-4
25 270
Cameras
936
26 206
5. Aperture Preparation
A. Key Punch from Batch
2/5
Sheet
GS-4
1,366
460
1,826
B. Verify Punch from
1/5
Batch Sheet
GS-4
683
600
1,283
C. Machine Prepare and
2/3
Collator &
Assemble Aperture
05-5
2,446
Repro., 1/3
Sorter
2,157
4,603
D. Process, Inspect,
1 GS-6
4 Film
Film c.< Make bup.
1 03-5
Processor
Copy
1 CS-4
11,165
Misc. Equip.
1,810
12,975
E. Mounting of Film
1 05-5
Mounting Mach.
into Aperture
2 GS-4
10,500
& Viewers
897
11,397
32,084
,_. Intellofax Card Process
A. Hand assemble
1 2/5
Intellofax Cards
GS-4
5,464
5,464
D. Punch ,!- verify
Intellofax cards
5 GS-4
17,075
2,640
19,715
C. Machine Process
3/4
Intellofax cards
GS-5
2,752
2,298
5,050
D. Process Accession into
File
3 05-5
7,010
Sorter,
Inter., 4
Collators
8,406
15,416
45,645
RETRtEVAL
File Maintenance & Request
Service
7. 107177ice Librarian
(Code Request)
*(11,000)
*(11,000)
e. A. Service Standing Weekly
Stat Mach &
Request
1 3S-5
918
Sorter
720
1,638
B. Control Section Rec. &
Translate Request to
Machine Lam:nage, Edit
5 3/5
acquest
GS-5
15,709
BM Typewriter
260
15,969
C. Machine Process Request
4 05-5
14,680
2 Stat. Mach.
2 Sorters
6,352
23,032
40,639
9. Intellofax Tape Preparation
1 GS-9
5,440
FAX Machine
20,000
25,440
10. Aperture File
1 GS-6 ,
Maintenance 8, Request
4 05-5
10 Viewers
Service
2 35-4
25,590
3 Photostats
2,474
28,064
1 05-5
2.0-4
*(10,500)
?
*(i0,500)
11. Maintenance of Source File
MYScEILANEOUs COST
Malntenance
16
751
17 071
3 Gs-9
320
122__Evilpment
SRAM TOTAL
231,523
25,633
28,943
---...?
286,099
* Omitted from totals - assume same operation under each Tistem.
SECRET
111 npdassified in Part- Sanitized Copy Approved for Release 2011/10/24: CIA-RDP82T00271R000100120006-4
Declassified in Part - Sanitized Copy Approved for Release 2011/10/24 : CIA-RDP82T00271R000100120006-
SECRET
TTR/12--APPENDIX 0-2
PERSONNEL AND MACHINE COST PER YEAR FOR MINICARD SYSTEM
OPERATION
PER ONNEL MACNTNES
duMeer
and
Grade
Cost
Type
Annual
Rental
1/10 of
Orig. Cost
TOTAL
1. Document Received and
Disseminated
thUT
'0(200,110)
*(153,800)
*(200,110)
*(153 800)
2. Analyze Information Report
and Pre arc Code Sheet.
......34_1y'pe Multilith Master
NA
h. A. Key Punch Identifi-
cation Information
B. Verify Identification
Information
C. Card to Tape Conver-
sion (Image Fix Field)
D. Filming of Information
Report
i GS-5
1 GS-5
1/8
05-6
4 GS-5
3 GS-5
2 GS-5
1 GS-7
3 05-5
7/8
GS-6
1 GS-6
3 3S-5
1 GS-5
1 05-7
1 9.3-5
2 33-5
1,835
1,835
510
14,680
11,010
7,310
15,535
3,570
10'4 azht
Dif.
16,599
3,670
4,525
3,670
7,340
Cost Incl.
in Step 9
Key Punch (1)
Verify (1)
Card t- Tape
Converter
Minicaro
Camera
Key Punch
Verify
1 aepro.
:1- Sorter
1/3 Collator
Card to Tape
Converter
1 35 mm
Camera
Film Processor
Film Conditioner
Inspection
Viewer 11 Densi-
tometor
Film Cutter
Flexowriter
Duplicator
Mask Printer
Mounting Mach.
Print Processor
462
59h
58
1,386
1,188
990
660
478
1,328
44
7,550
1,006
184
1,347
200
50
299
7,824
150
540
2,297
2,429
612
22,230
12,396
8,528
17,663
5,904
16,783
5,017
200
4,575
299
11,h91
150
7,880
27,568,
90,889
5. A. Key Punch Coded rata
D. Verify Coded Data
C. PreparLtion of Aperture
& Coded Work Sheet
D. Card to Tape Conversion
(Coded Data)
E. Exposure coded Data &
35 mm Image
F. Film Processing of Image
Coded Minicard
1. Process Film
2. Condition Film (wax)
3. Inspect Film, Make
Gamma fl Density
Reading
h. Cut Film
5. Duplicate Film &
Prepare Question Tape
6. Mask Printer
7. Mounting of Film
into Aperture
8. Prepare Source Card
6. Intellofax Card Process
NA
File Matntenance & Request
nem=
Cost Incl.
in Step 8
Cost Incl.
in Step 8.
Service
FrEig-ffode & Image Card
Sort by Subject Code
7. Code Request by Ref.
Librarian
*(11,000)
*(11,000)
8. A. Prepare Question Tape
for Selector
S. Pro:yam Selector &
Search File
C. Sort Selected Cards
According to Request
D. Edit Request
(Control Section)
1 05-7
2 GS-5
1 GS-5
1 05-7
2 GS-5
Flexowriter
11,865 Selector
3,670 Sorter
11,865
735
8,090
6,003
2,082
3_,560
735
19,955
9,673
11,865
5,752
11:,570
42,228
5,752
14 570
9. Enlarge & Print Selected
Cards.
1 os-5
3,670
Print Processor
18 Viewers
2 Photostat
_
10. Maintain Request
(Aperture File)
3 0S-5
11,010
U. Maintenance of Source
File
*(10,500)
too
20,400
9,600
*(10,500)
30,400
211,407
MISCELLANEOUS COST
12. A. Miscellaneous Equipment
B. Maintenance of Equipment
(CIA)
C. Eastman Kodak
Maintenance (1 Yr)
1 05-12
1 0-11
1 GS-9
19,400
400
1,000
9/00
50,664
TOTAL
153,599
7,144
__.---- -------__
GRAND
* Omitted from totals - assume same operation under each system.
SECRET
npclassified in Part- Sanitized Copy Approved for Release 2011/10/24: CIA-RDP82T00271R000100120006-4
_____,?wwwsimmainumak
Declassified in Part- Sanitized Copy Approved for Release 2011/10/24: CIA-RDP82T00271R000100120006-4
S-E-C-R-E-T
TTR/12- -APPENDIX E
Nanicard Equipment on Hand and "On Order"
Number of Items
Received On Order
Mini card. Camera 2
Film Processor 1
Inspector Viewer 1
Film Cutter 1
Film lubricator 1
Analysis Viewer 3
Desk Viewer 4
Flexowriter and IBM 024 Key Punch Combination 2
7) Flexowriter
File Cabinet
File Block
Sticks, Transfer Trays and Other Handling Equipment
Duplicator
Selector
Sorter
Enlarger-Print Processor
S-E-C-R-E-T
2
???
2
1 11
various .various
1
MEM Declassified in Part- Sanitized Copy Approved for Release 2011/10/24: CIA-RDP82T00271R000100120006-4
Declassified in Part - Sanitized Copy Approved for Release 2011/10/24: CIA-RDP82T00271R000100120006-4
S -E -C -R -E -T
CENTRAL INTELLIGENCE AGENCY
OFFICE OF CENTRAL REFERENCE
REPORTS
TASK TEAM REPORT NO. 13 TTR 13
MEMORANDUM FOR:
SUBJECT.:
1.
2.
Assistant Director, OCR
Final Report on "OCR Reports System", Task Team No.
MEMBERSHIP
13
25X1
25X1
Office of Central Reference -
Chairman
Office of Central Reference
Management Staff, DD/S
task team read the Report
METHOD OF OPERATION
The members of the
of the Library Consultants. Several meetings were held
at which the comments of the consultants regarding reports
and record keeping were discussed. It was agreed that
each division should supply the task team with the necessary
information regarding its report and recording keeping
practices. To achieve this, copies of CIA Form No. 521,
Reports Survey, were distributed to each OCR division.
Each division completed the Form 521 and attached a sample
of the reports prepared by them, with their comments as
to the usefulness of the information reported. This
information was reviewed and a new philosophy of reporting
developed. The new reporting system was presented to the
AD and his staff and it was agreed that the proposed system
was adequate and that it wDuld be installed in OCR. The
Biographic Register was selected as a starting point and
the new system was installed in December 1957.
MOM npriaccifipri in Part - Sanitized Copy Approved for Release 2011/10/24: CIA-RDP82T00271R000100120006-4
Declassified in Part - Sanitized Copy Approved for Release 2011/10/24: CIA-RDP82T00271R000100120006-4
S-E-C-R-E-T
3. FINDINGS
TTR/13-2
a. In reply to the Consultants' comment that
"too much time is spent keeping unnecessary records",
a survey was made in October 1957 which indicated
that approximately four man years were spent on the
preparation of reports in OCR. This time represents
only one half of one percent of available man years
in OCR, and does not appear to be excessive. In
some of the Divisions there is additional record-
keeping which supervisors consider necessary for
control purposes, work distribution schedules, etc.
The Consultants' criticism appears to be based on
their study of fiscal control and accounting pro-
cedures in the CIA Library's publications procure-
ment activity. They observed that "at least four
man years of time are now consumed in the Acquisi-
tions Branch in bookkeeping and in fiscal control.
As is the case in other parts of OCR, the pro-
cedure to use IBM cards for bookkeeping and ac-
quisition analysis and control purposes is not
found dependable and the records are also kept man-
ually". This criticism is in part a valid one, and
is a problem which Task Team 6 has included in its
analysis of budgetary and fiscal procedures. It
is anticipated that Task Team 6 will recommend that
the Technical Accounting Staff of the Office of the
Comptroller review the accounting and record keep-
ing systems in the Acquisitions Branch of the Li-
brary and recommend a system to eliminate the dup-
licate record keeping and provide the required
accounting information. We have been unable to
find a similar problem in other parts of OCR, how-
ever, to support the Consultants' generalization
on "unnecessary records". To keep OCR records
and record-keeping in line with sound management
techniques, the Assistant Director has assigned to
a member of his staff the responsibility for the
continuing review of reporting practices and pro-
cedures in each Division.
b. The Consultants stated that "present monthly
reports can be revised to better reflect information
of especial value". It was agreed that a revision of
the monthly report would provide more meaningful infor-
mation and a new philosophy of reporting was presented
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TTR/13-3
to the AD and his Staff and is currently being installed
in OCR based on reporting on a monthly basis, infor?
mation on the various activities and the number of man-
hours expende( on these activities? This new report-
ing system is intended to provide management with infor-
mation that will enable them to better control the de-
ployment of personnel by alerting them to changes in
the operating. picture-. In addition, basic' manpower
statistics will be available to enable. OCR to develop
its budget estimates in accordance with the Comptroller's
emphasis on the establishment of work measurement
statistics. ? This new format (see Appendix A) is cur-
rently installed in all of the OCR Divisions except
the Library, which will be considered after the recom-
mendations.of the various Task Teams have been reviewed.
c. The Consultants. stated "an annual (or semi-
annual) report can be devised as an' intregral part of
OCR's report system, which report would be of value
to top Agency management as well as to supervisors
within OCR". To provide this, the Assistant Director
has issued instructions (see Appendix B) for ? the pre-
paration of an annual, report designed to acquaint the
senior officials of the Agency with the nature of the
various programs and activities of OCR, Material for
thiF annual report is currently being assembled and
will soon be ready for pUblication This first re-
port is experimental and will cover the six month period
ending 31 December 1957 Present plans, however, call
for a regular 12 month report at the end of each Fiscal
Yea;r.
4, RECOMMENDATION
It is recommended that the Staff Assistant to
the Assistant Director monitor the OCR Reports Program
and report annually to him on the effectiveness and
changes in the program,
Att=k
Appendix EA
- Wc7z1iing Pape7s for ..C.c.ussion of OCR
Ststiic Reporting Needs
- Prelinry Thoughts cm Appropriate
C:::ntent of an OCR. Annmil Report
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TTR/13/Appendix A
WORKING PAIRS FOR DISCUSSION
OF OCR STATISTICAL REPORTING NEEDS
A. Purposes
B. Principles & Techniques
C. Sample Format
D. Definitions. of Terms-Used in Sample Format
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ITR /13 /Appendix A-2
PROPOSED OCR STATISTICAL REPORTING
A. PURPOSES
1. Montiv Reports
a. Identify the major activities.
b.
co
Report accomplishments under each activity.
Report the cof3t
As labor
alajor cost report time workedas the
major cost factor.
d. Time worked by activity gives deployment.
e. Relate total time accounted for.(item.c.) to
available time (T/0 and ? on board).
f. Include those data required by higher echelons.
Semi-annual
or Annual Reports
a. Trends by graphs, charts, or recapitulated
tables.
b. Distribution table of work received, by supply
source.
(-0 Distribution table of service supplied, by
major components,
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B.
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PRINCIPLES & TECHNIQUES
1. Flexibility. If the OCR operation is dynamic,
changes in the reporting format, programs, and
units of measurement will be necessary. But for
maximum .consistency, care should.be-taken to make
changes within.the-philosophy of
system.
2. Narration. When possible, narrative reporting
should be keyed to the quantitative reporting.
Examples new or significant developments; new
or changed programs.
3. The reporting should be integrated with the or-
ganization's work records.
4. The variety of activities precludes a single
work unit (other- than time or money)-. For
each activity, a unit of measure should be se-
lected which is related to the time required.
5. It must be recognized that some backlog is. normal.
It is not necessary to report all activities nor
to account for all work time. Probably major ac-
tivities can be reportedon one sheet and will
account for some seventy percent of time worked.
And probably the last thirty percent would require
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TTR/13/Appendix A-4
two or three more sheets without contributing
much information for management.
7. The basic technique for achieving consistency
and simplicity is to develop written definitions
of activities and units of measure.
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rprrrDJlo A"ENDIX A-5
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,J PERIOD ENDING:
I. WORKFORCE
1, Employees gained
2. Employees lost
3. Turnover per cent, this month
4. Ditto, this month; last year
.W2,q11;c;1.',LJ
:CI. WORK ACCOMPLISHED
Activity
1
3
5
A.
B. 100
C.
D.
VolLme
T/b
On Board
Overtime
Temporaries
TIME AVAILABIJ,
Leave
Training
TIME WORKED
Start I End Recid
Fin.
Time/
Unit*
INPUT
1. Screen
2. Analyze, Code, and Abstract
3. Process into Files
SERVICE
4. Disseminate and Dstribute
5. Publications Supplied from Collections
6. Reference Service
7. Publications Procured
8. Publications Purchased for Users
9. Briefings
10. External Support (Machine Division)
11. ADMINISTRATION/SUPERVISION
9
14
29
5
189
30 20
20 40
40
34
30
200
2020
otal Time Acc
emainier Unac
* Underline if estimate is used. Leave blank if invalid.
44
30
50
210
9
2000
27
1350
unted
ounte
Man-Mo. %
Boo 120
8o4 121
4 1
2
810 122
105
/i0 6
r?gZ75 100
.9 40 6
3.3 loo 15
1.2 6o 9
200 30
.2
53 8
5.9 53 8
.o4 80 12
53
.02 27
For
1 For
27 4
40 6
333 50
32 5
5 5 5
100 15
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TTR/13/Appendix B
21 October 1957
PRELIMINARY THOUGHTS ON APPROPRIATE
CONTENT OF AN OCR ANNUAL REPORT
1. Period Covered
Report would cover the fiscal year, hence annual report
would be dated 30 June. Depending on how much of the
material for this report is accumulated, it might be
desirable to prepare also a preliminary report for the
six months ending 31 December,
2. Effort Invested in PreJaration
To the extent possible, the report should be based on
material prepared for operating and administrative
purposes by the branches, divisions, staffs, and the
office, during the course of the year. In short, the
annual report should be an integral part of OCR's entire
records P rogram. Graphics would be used where partic-
ularly helpful, but no major costs for graphics or
reproduction should be incurred.
3. Scope
The report should compare favorably with one made by
an operating division of a large company for its parent
corporation, or by the president of a company for his
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TTR/13/Appendix B-2
board of directors. It should be sufficiently de-
tailed to serve the policy and general management
needs of the OCR Operating Committee.
Organization and Coverage
In general, the highlights would constitute the body
of the report. Basic statistical and organizational
material would appear in appendixes. Major sections
might include
A. Important Events, such as important organi-
zational changes in OCR or elsewhere - which have
influenced OCR operations significantly.
B. Major Support Programs, recapitulated to show
what the programs are, for whom performed, accomplish-
ments during the reporting period, and at what cost,
C. CommunllyilaLlyILy? recapped to highlight
efforts in which OCR plays a leading or primary role
(e.g., AHIP).
D. Major Problem Areas, including the current
and prospective attacks being made on them
E. Noteworthy Advances in State of Arts in which
OCR has a primary interest, and a forecast of their
possible significance for OCR.
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TTR/13/Appendix B-3
APPENDIXES
I. Organizational data, mission statements
including bio-info on personnel, from
Branch Chief level up, involved in changes.
II. Statistical summaries reflecting workload
by organizational units.
III. Budgetary data by class.
IV. Personnel Notes.
V. Identification of physical plant facilities.
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CENTRAL INTELLIGENCE AGENCY
OFFICE OF CENTRAL BOTERENCE
TRAIJA.ENG
TASK TS'AM kEPORT NO. 14 T2R/14
MEMORANDUM FOR: Assistant Director, Central Reference
SUBJECT:
'26 March 1953
Final Report on. Training, Task Team No. 14
1. Membership
The Task Team Membership consisted of:
Chairman, Chief, Graphics Register, OCR
Chief, Reference Branch, CIA Library
Deputy Chief, Intelligence School, OTR
Training Officer, Industrial Register, OCR
2. Method of Task Team Operation
a. The Task Team discussed ways in which meaningful data
could be accumulated for study. The interview technique was
considered, but used only to a limited degree; primary reliance
was placed on a questionnaire, as a rapid means of polling a
significant number of people. Questionnaires were returned
by 449 professional employees of OCR. The findings are
tabulated in the tables of Appendix F; each table or group of
tables is preceded by a brief explanation.
b. The people filling out the questionnaires were particularly
requested to consider only the jobs they were presently in.
It was stressed that the questionnaire was designed to show
the requirements of the job, what any person in the slot under
consideration would need to do the job well; that there was
no relationship between a career plan and the questionnaire
was emphasized- In spite of this, the person filling out the
questionnaire did not always succeed in divorcing his career
hopes from the requirements of his job. As an illustration,
35 people who have no supervisory responsibility checked the
course in Basic Management as valuable.
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TTR/14-2
3. Recommendations
a. The Task Team recommends that training be used: first,
to raise on-the-job proficiency, and second, to groom a
Professional staff for continuing service to the Agency
(page )
b. The Task Team recommends that the training program be
tailored to the needs of the individual within the general
requirements of the Division (page 7 ).
Attachment:
Final Report of Task Team Fourteen
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Task Team Fourteen
Chairpan
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Ti1R/14-
TASIC. TEAK REPORT No
TABLE OF CONTENTS
Page
Report on Training
1
I. Problem
4
II. Approach to the Problem
4
III. Conclusions and Findings
5
IV. Recommendations
7
Attachments
Appendix
OCR Training Policy (Proposed)
A
Comparative Training Data: OCR, OSI, ORR
Samole Questionnaire
Sumnaries of Replies to Questionnaire
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I. PROBLEV1
TTR/14-4
Task Team 14 was organized at the direction of the Assistant
Director of Central Reference, to study the training policies of OCR
and OR; specifically to determine- if:
(1) Professional employees of OCR should be given the same
training program, particularly in introductory courses, as are
the analysts in producing offices in the Agency.
(2) A training program can be devised which will enable the
professional staff of OCR to give a higher level of reference
service to use:: s of OCR facilities from the intelligence
community.
II. APPROACH TO THE PROBLRM
The Task. Team, for the purpose of this study, divided profes-
sional employees of OCR into two categories: (a) analysts, and
(b) librarians.
The first category was used for comparing OCR analysts with
professionals in the producing offices of the Agency. ORR and OSI
were the only producing offices considered for comparison in this
survey.
The second category enabled the Task Team to more forthrightly
evaluate the recommendations of the library consultants pertaining
to library reference cervices.
With accepted terms of reference, the Task Team then divided
the problem into:
(1) A comparison of the training taken by professional
employees of OCR, ORR and OSI. (Appendix D)
(2) An evaluation of the training courses provided by the Office
of Training, particularly with respect to courses having a
common application for the three Offices. (Appendix F)
(3) A consideration of the level of OCR reference services to
determine what training could be recommended to increase the
level of these services.
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5
III. CONCLUSIONS AND FINDINGS
1. Professional employees of OCR receive the same training in
courses having common application, as analysts from ORR and OSI.
The Agency's Intelligence Orientation Course is the only
introductory course provided. This course, (Agency Regulation
), has been required for all new profes-
sional employees of the Agency since March 1953. The survey
revealed that the Office of Central Reference had ,a higher
percentage of its emplr\vees in this course in 195b and 1957
than either aRR oi asa.
Attendance
at Agency
Orientation Courses
Number Percent
90 17
74 12
17 8
82 18
33 14
18 8
Going beyond this one introductory course, the Task Team
considered other training courses having a common application to
the three offices. These were grouped in the following categ6ries
for purposes of comparison:
Area Studies
Foreign Language Courses
Reading, Writing and Speaking Courses
Supervisory Courses
Courses on Research hethods
Courses on Special Techniques
Comparing the professional staff of the three offices for
the years 1956 and 1957, the Task Team found that OCR had the
highest percentaL;e of Professional participation in area studies
and 1:esearch methoas.
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Research
Methods
No. Percent
10
2
8
1
2
1
There were variations between the three offices and within
the offices as to foreign languages, reading, writing and speak-
ing courses, supervisory courses and special training techniques
(Appendix D), but the Task Team concluded that the professional,
employees of OCR do have essentially the same training as
analysts in the producing offices.
2. As to over-all professional training, both internal and
external, the Task Team found from the study of training registrations
on record with the Registrar/OTR (Appendix D) that OCR professionals
had about the same amount of training as ORR. OSI had the greatest
percentage of training but a significant portion of it was specialized
training not applicable to ORR and OCR.
.2
3. As to raising the level of OCR Reference service, the Task
Team is of the opinion that the problem involves more than a question
of training.
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TTR/14-7
It was agreed that the level of reference service presently
provided, grade by grade, is commendable, with personnel sincerely
extending themselves to render the maximum amount of service.
It is believed that the level of reference service, if it is
to be raised significantly, must be established by providing a
higher grade structure rather than through training at the
presently established grades.
Training is desirable and will raise the level of reference
service at any grade but it will not accomplish what we think
the library consultants had in mind. Training beyond that
appropriate to the grade will usually result in a transfer to
another job of higher grade, rather than in a sustained higher
level of service at the same grade. A Grade 11 level of reference
service requires a Grade 11 position.
IV. RECOMMENDATIONS
The Task Team recommends that training be used: first, to raise
on-the-job proficiency, and second, to groom a professional staff for
continuing service to the Agency.
The training program for on-the-job proficiency should be
supported by an Office Training policy. (Appendix A). The
Agency training policy established by the Director in October 1955
(Appendix B), provides that five percent of on-duty personnel
will be in a training status at all times. In complying with
this directive, OCR should incorporate a flexibility so that the
application of training within any Division, or as to any
individual case, will be governed by the need of the individual
in relation to the job he is performing. While the OCR on-duty
training will be programmed. for five per cent, individual train-
ing may vary as required. There might be little or no training
in one case; rather extensive training in another.
As to the training program, the Task Team recommends that it be
tailored to the needs of the individual within the general requirements
of the Division.
For trial purposes, it is suggested that each Division plan
and recommend areas of training appropriate to its responsibilities.
Particularly during the first years of employment, the need for
training will be recognized both by the individual and his
supervisors. Training during this period would be planned co-
operatively, with the primary objective being improvement in on-
the job proficiency.
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TTR/14-3
The training plan would be reviewed within the Division
to insure that it is compatible with the requirements of the
job and is scheduled so that it will not disrupt or unduly
hinder the work responsibilities of the. Division. Training
should be reviewed annually so that changes in both courses and
schedules can be made from year to year, to take into account
changes in work assignments and responsibilities. This will
make training a continuing program adjusted annually or as
necessary. For each individual the -program would be current
and continually up-dated.
Beginning with an individUal's attainment of Career status,
'raining would be continued under the existing Career Preference
Outline concept, which also provides for an annual review.
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TTR/14--Appendix A
CR
1958
OCR TRAINING POLICY
The training policy of the Office of Central Reference is to
Provide its personnel with such training as is necessary to increase
the capabilities of an individual.ip terms of OR needs, and, beyond
this, in terms of Agency requirements. The diversity of activities
within OCR make impractical the establishment of a standardized
training schedule on an Office basis. Therefore, each OCR Division
will plan and schedule training for its own personnel in accordance
with the following conditions:
1. Division training officers will keep continually informed
on approved training to apprise the Division of training
which will increase the proficiency of an individual in
his particular assignment.
2. All training should be related to the employee's current
or projected duty assignment.
J. OCR Divisions should plan and schedule training to en-
courage grwth and advancement within the Division.
4. Training should not disrupt normal operations to meet
Division responsibilities.
5. Training must be approved by the Division before forward-
ing for further appropriate action.
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TTR/14--Appendix E
(?FICE META ( ANIDUM UNI TED STATES GOVERNMENT
TO' : OCR Professional Staff
FROM : Chairman, Task Team on Training
SUBJECT: Survey of Training Needs of OCR Professionals
DATE: 16 December 1957
1. The Task Team on Training was formed to study the training
policies of OCR and OTB. Specifically, this Task Team is to determine
if:
a. Professional employees of OCR should Ise given the
same training program, particularly in introductory
courses, as are analysts in producing offices in
the Agency.
b. A training program can be devised which will enable
the professional staff of OCR to give a higher level
of reference service to users of OCR facilities from
the Intelligence Community.
2. In support of the work of this Task Team, all professional em-
ployees who entered on duty in OCR before 1 December 1956, are requested
to fill in the appended questionnaire. Professionals are generally grouped
as: (a) analysts and supervisor/analysts, or (b) librarians and supervisor/
librarians. The results will provide us with some necessary basic data.
. 3. The questionnaire should be filled in from the standpoint of skills
and knowledge Which could be provided by training and are needed by you to
perform your work successfully. Since the list of courses is preliminary,
please add under each category any other types of training which you feel are
or would be of value for performing your job successfully. In suggesting
courses, do not limit yourself to what might be offered by the Agency, since
some training might be available through local universities. Where possible,
please express an opinion even though you may not have taken the course.
4. Please return this questionnaire to your Division Chief by 20 December.
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.___-
Paul A. Borel
(Alaimo% ,
Task Team on Training
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TTR/14--Appendix E-2
OCR TRAINING QUESTIONNAIRE
Division
?????????????11iTIM.......
No. of Years In CIA No. of Years In Present Division
EOD Grade Present Grade
Underline your present position (Administrator, Supervisor, Supervisor/Analyst,
Analyst,Librarian, Librarian/Supervisor)
Subject and/or area responsibility
The following should be filled in by professionals, other thIn division or branch chiefs.
Degrees Major Fields of Specialization in College
Subjects studied in college or graduate school which are of value in your present
position.
Types of work outside OCR Which have been of value in your present position.
Dr.M.1.4.1.1.1or
Years of Experience
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1R/l-- -Appendix E-4
? Foreign
Of Little
Or NO
Value
Valu?
able
Essen.
tial
I Have Taken
This Course
'an
List _ guage
Language
--
writing
Proficiency Level
Needed*
List Others
.
MM..
Research tools and techniques (for
analysts)
.
A. Effective writing
4.1===.0???,
B. Writing workshop
i
C. English usage .
....---
D. Intelligence techniques (writing
examplesof reports issued by
each of the research components
of CIA
?
E. Intelligence research techniques
and facilities
F. Seminar in problems of intelli?
gence research
G. Editing of reports
H. Use of maps in intelligence t
?
I. Use of statistics in research i
i
'''''i
????????????
J. Aerial photo interpretation 1
1
K. Speed writing
t .
I
1
L. Typing for analysts
List Others
???????????????
10.0...r......"..'".
,
???.??????.?.?.?????eu.????????????????????????????????writi.......a???????????????=====
Administration. (for supervisors)
1
01.????.????........
I.400......????????????/as.
A. Bw-Jic vapervision
/
I
6.4......"nour.o.....a..****.......????????????.?.....
ii, Baoic mamge)flent

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TTR//4--A endix E-
Of Little
Or No
Value
Vain- Essen-
able tial
I Have Taken
This Course
C. Conference leadership
List others
..70..aaa..........aftemapayera.Paara...a.
,
Professional background ( for Librarians
A. Introduction to library materials.
B. Introduction to library services
1?01mmm.....
C. Organization of library materials
.
D. Advanced cataloging
.
.
E. Advanced classification
.
I
F. Index:mg and abstracting
1
1
G. Referencing and bibliographies
---------
1
H. Government documents
------
I. Principles of library saministratien
,
----
J. History of Books and libraries
1
I
K. Principles of book selection
1
List others
1
???????????????????.
Miscellaneous
'i
1
4
1
I
A. Reading techniques
1
1
)
1
?
!
0.......................???????.................m.rawiravaam............
B. Reading analysis program
I
....?????.....
C ? Applied psychoiov
~OP????????????????????.???.?enow
D. Effective speaking
.........."'"'"*.?????????asnewomwl.alo.....m...sm.?????????.1?AMIIMoe ,
E. Oral pre,santation or intelligence 1
I J
.
1
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TTR/14.--Appendix F
Summaries of Replies to Questionnaire
The tables which follow summarize the replies to the questionnaires.
The questionnaire itself listed various courses, within categories, and
asked for an evaluation of each course in relation to the job. All
categories except two, Office briefings and library science, comprised
courses given by the Office of Training. Those answering the
questionnaires were most nearly unanimous in agreeing on the necessity
for a greater knowledge of the functions and resource rl of other parts
of the Agency. Next in importance appear to be the reading, writing
and speaking courses, then come area studies and foreign language
courses. However, as the breakdown tables show, there is no real
pattern, so far as area and language studies are concerned, from
which an over-all OCR training policy could be established. For
example, 54 percent of the people in Liaison Division felt that area
studies were valuable, 15 percent foreign languages; in Document
Division the percentages were 57 and 39. In Biographic and Industrial
Registers, on the other hand, the percentages were 97 and 98, and 100
and 93 respectively. Library Science, as might be expected, was of
real value only to Library employees, but here opinion was 100 percent
in favor of library courses.
The conclusion seems to be that every course has value for some
job, but except for Orientation and Office briefings, no one course
has value in every job.
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et1.odLs
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Courses
Te,-21-ini sues
C3 erical
1 1 r
10 20
of the CIA Libra.cw- staf.f! ina-icated library courses as valuable or essential.
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TTR/14--Appendix F-13
Areas of Academic Training Considered Valuable
Every person filling out a questionnaire was asked to specify
areas of academic training which had proved to be of value in his
job. The Task Team hoped that some studies would emerge as of
particular importance. However, such was not the case. The answers
listed overwhelmingly those studies found in a liberal arts ciarriculum.
Since the professional staff of OCR is composed generally of people
who have a liberal arts background, the questionnaires indicate only
that education is desirable.
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TTR/14--Appen1ix F-15
Area of Work Experience Considered Valuable
People filling out the questionnaire were asked to list prior
work experience which had proved of value in the present job. The
Task Team hoped that the answers would reveal some work experience
which had over-all value and this would indicate lines from which
to recruit new employees. However, as with academic studies, the
only conclusion to be drawn is that prior experience is valuable.
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CENTRAL INTELLIGENCE AGENCY
OFFICE OF CENTRAL REFERENCE
**,...*****.wro? *.?????*
CUSTUAER RELATIONS TASK TEAM REPORT NO.
14 March 1958
MEMORANDUM FOR: Assistant Director, Central Reference
SUBJECT : Final Report on Customer Relations, Task Team No. 15
1.
Membership
The Task Team membership consisted of:
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Chairman, Industrial Register, OCR
Service Division, ORR
Production Staff, OSI
Entelligence
2.
Liaison Division, OCR
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Documents
Division, OCR
Graphics Register, OCR
Libraryy OCR
Register, OCR
Team Operation
Biographies
Method of Task
The Operating Committee designated the title "Customer Relations" and the
number (15) to this project and appointed the undersigned to select and chair
a Task Force Team of CIA representatives to resolve the problem. An opportunity
was recognized by the team to contact personally a number of IAC users of OCR
facilities to deterMine all problems affecting ,customer relations. However, the
Operating Committee confined the plan of operation to CIA Offices and the problem as
stated on page TTR/15-3 of this report. Part (A) of the problem was resolved by
the Assistant Director, OCR when he established the Central Reference Advisory Group
(CRAG). See Appendix A. The Operating Committee suggested that Part (B) nf the
problem could be resolved by contacting the programs and policy staff of each office
concerned. The Chairman directed each member of his task team to personally contact
intelligence producing components at the level suggested by the Operating Committee.
CIA components contacted were as follows:
a. Office of Research & Reports, DDT
b. Office of Scientific intelligence, DPI
c. Office of basic Intelligence, DDI
d. Office of Current Intelligence, DDI
e. Office of National Estimates, DDI
SEC-RE--T
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PROBLEM
TTR/15-3
To study Illeaaas whereby OCR can get gu.idance for :its operations from customer
C ffices specifieal.17 to determine
Library Cemmittee c.mn,.:eed of representatives of all the components of the
Agency be created. to serve i an advisory capacity to the Assistant
Director, OCR and as a channel of .C1Leiflicat,I.On to the Agency.
A program shc:uld be ac '-d te bring togetber the analyst and the
Reference Staff so that the Reference Staff may be aware as much as possible
of' What fntelligenee reports and programs are underway so that the staff
might give a higher leve?. refereeice servfce and be prepared to call to the
attention of the analyst pertinet erioct.',cal articles, intelligence reports,
bonirs , documents, etc., which 74'p a pc-mal epecial library technique and
service.
A.
Th
II. CONCLUSIONS
The need for a formal program to bring together the analyst and the Reference
Staff may have exieted some mienths ago but is not deemed necessary today. Two .
offices, OSI and OBI have bee,e. keeping OCR apprized of their latest research
activities by forwarding project outlines In sufficiet numbers to distribute to
Interested OCR Divisions. Both cffices desire to conti.nue this procedure. ORR
has concluded that information to be gained from published research programs, lists
of current or prospective projects and formal, ORR requirements is too general te
provide OCR with. meaningUl guidance. The DI)? and OCI are nnt in favor of a. formal.
program as proposed. ONE makes limited use of OCR facilities because they are not
engaged in basie researela 00 does not nbrmally cPerate on a set schedule of
projects and could not foreeast possible future needs to alert OCR. The majority of
offices contacted ..Wfer to use the "alr cot contact" methd to alert individual
OCR personnel of programs underway and to .otilize OCR facilities in ad hoc
fashion Suggestions by acme CIA offices to farther relations with. OCR are noted
below:
A. Periodic briefings an OCR as well as personal tours, should be en.r..v;Taged
for all potential. users of OCR facilities wha..e this is being accomplished
to a limited degree, no efforts have been exerted to launch. such a nrogram
on a formal or consistent basis. Some offiees expressed a wish that OCR
take the initiative.
B. Pdblished descriptions of each. OCR DdvisJ_on's services and facilities would
be of value to, users of these faeilities. Though not reflected in all of
the findings thus was a unanimn;us su,ggestion.
C. ORR and OSI desire to designate a, member. of thet:r staffs to act as a
point of contact for OCR. personnel. to receive guidane on both general and
specific questions.
D, ORR dErzire thP: e.,;W:11E..hmnt by OM &Lngle pDtn.r... of contaot
which all OCR reemrees could be tapped A central reference point would
assist an ORR anairst in. obtaining the re); ed iotcrmation in the shortest
pericd of' time. Wwever, time term2.?ting, -7:he analyst should be ercouraged
- to cortaet the OCR. components dIrectly
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B.
TTR/15-5
3. Periodic briefings co" tours should be arranged for ORR personnel, so
that the OCR services and facilities of particular relevance to ORR
research can be made known to research analysts. To be most meaningful,
such briefings or tours should be provided for analysts who have worked
in ORR from 3 to 6 months. Detailed arrangements should be worked out
by OCR and ORR.
Published descriptions of OCR services and facilities should be
made available to all ORR analysts, possibly in the form of mimeographed
insertions for the ORR Analyst's Manual.
Office of Scientific Intelligence, DDI
In connection with the objectives of Part (B) of Project 15 problems, OSI
will follow existing procedures. To keep OCR apprized of latest OSI research
activities, we will forward project outlines of new projects in sufficient
number to distribute to each of the interested Divisions. The annual
production program will be made available as in the past. The meetings
between OCR and OSI representatives designed to bring OCR more closely into
the planning phase of OSI work will continue to be held until each of the
OSI divisions are covered. In view of the success of meetings already
held it may well be desirable to maintain this practice for an indefinite
period.
As a result of my experience on Project 15 and from discussions with OSI
members of other OCR task teams, I am recommending that OSI designate a
member of its staff to be clearly responsible for OSI-OCR relationships
and who will be able to advise OSI analysts in regard to their liaison with
OCR.
C. Office of Basic Intelligence, DDI
It is important to realize that OBI is not an intelligence-producing office,
in the same sense as ORR. It does not actually research and prepare
intelligence reports, and would not have the same reference problems as a
producing office, such as ORR, OSI, or the State Department, which must
have access to all available material to produce a piece of intelligence
reporting. The primary mission of OBI is the coordination, review, and
publication of the National Intelligence Survey. The individual NIS units
are produced by those agencies of the Government - both DAC and non-IAC -
best qualified by reasons of their intelligence responsibilities, produc-
tion capabilities, and dominant interest. OBI, however, has the responsi-
bility of insuring that NIS standards are met by these producing components.
To carry out this responsibility, the review function in OBI is divided
between two main components: Editorial Division and Regiopal Division.
The area specialists in Regional Division review each NIS manuscript to
insure its regional accuracy and adequacy. The professionals in Editorial
Division are functional specialists (geologists, aerographers, economists,
etc.) whose job it is to ensure that the subject matter coverage of each
NIS is both accurate and adequate.
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TTR/15.-7
I?) conclusion, OBI's use of OR facilities has been limited, mainly due to
the nature of their operation. However, if the objectives of this task force
are realized, OBI will no longer need to advise NIS-producing offices of
OCR services and facilities; when the Agency moves to its new location, OBI
Will make more direct use of OCR's facilities because the distance factor
Will have been eliminAed. There is no actual reference problem here, just
possible improvement to existing policies.
Office of Current Intelligence, DDI
A reference staff as proposed in Project Fifteen would alter existing
contacts. If anything, such a staff might tend to destroy such contacts.
There are no apparent difficulties existing in the relationship between
OCI and OCR.
Because OCI operates, generally, on a daily or priority basis, present
contacts existing between. the OCI analysts and particularly the personnel
of the Library and Graphics Register are more than adequate.
It would be of great value to OCI, if OCR would prepare a detailed hand-
book giving functions, operations, capabilities, file coverage, etc.
of the various divisions.
E. Office of National Estimates, DDI
The Office of National Estimates makes limited use of OCR information
facilities and services. The consensus among the people interviewed is
that the ONE mission is not related to OCR service capabilities. The
staff is small, and there is neither time nor need to engage in basic
research for the preparation of national intelligence estimates) staff
memoranda, or spot appreciations.
ONE writes specifications for the preparation of NIE's and assigns
production responsibilities. There is no general rule about the scheduling
of projects. Other members of the intelligence community conduct the
research necessary for their contributions. ONE depends upon them to use
OCR.
ONE makes little use of Liaison Division because of its own direct working
relationships with the IAC. ONE COMBS to the CIA Library for a specific
book or document, rarely to determine what material is available on a
certain subject or area. The subjects covered in estimates are so broad
that the few bibliographies that ONE has requested the Library to prepare
have provided material only of marginal interest. ONE makes greater use
of State's Division of Biographic Information than it does of CIA's
Biographic Register.
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? TTR/15--Appendix A
CRAG 1-58
13 January 1958
CENTRAL INTELLIGENCE AGENCY
CENTRAL REFERENCE ADVISORY GROUP
Terms of Reference
Attached are the terms of reference of the CIA interoffice committee organized
7 January 1958 as the Central Reference Advisory Group (CRAG). It is noted
t, in addition to the concurrence of the regular membership, the Office of
ional Estimates, the Office of Current Intelligence, and the Office of
;rations, also concurred in these terms of reference, thereby agreeing to
ticipate under the third paragraph.
Paul A. Borel
Assistant Director
Central Reference
NN
stribution:
DD/I
DD/S
Mts.
Chief, FI
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CENTRAL INTELLIGENCE AGENCY
TERMS OF REFERENCE OF THE
CENTRAL REFBEENCE ADVISORY GROUP
TTR/15--Appendix A-2
7 January 1958
Recognizing that the Office of Central Reference provides services of common
oncern, particularly for the research and operating components of the Agency, and
1414t there exists therefore an interdependence among our offices requiring coopera-
axe effort if we are to serve the best interests of the intelligence community, we
re agreed to establish the Central Reference Advisory Group (CRAG).
The regular membership of CRAG, under the Chairmanship of the Assistant
irector for Central Reference, shall include the following officials or their
esignees:
Assistant Director for Basic Intelligence
Assistant Director for Research and Reports
Assistant Director for Scientific Intelligence
Chief of Foreign Intelligence
Other components of the Agency will be invited to participate in meetings
aen an agenda item indicates they have an interest in it.
The general objectives of CRAG are:
a. To provide AD/CR with policy guidance in the conduct of programs in
support of research and operations, including matters of interest to the
IAC.
b. To facilitate referral by AD/CR to the members for advice of proposed
changes in reference service programs.
c. To facilitate referral by the members to AD/CR for appropriate action
of plans and programs the implementation of which would affect reference
support programs.
d.
To provide a forum for the exchange of ideas in areas of mutual interest to
the research, operational and reference activities of the Agency.
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AD/BI
AD/RR
AD/SI
Chief, FI
AD/CR
gn
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CENTRAL INTELLIGENCE AGENCY
CORRELATIVE FUNCTIONS
OF.HICE OF CENTRAL REFERENCE
TASK TEAM REPORT NO. 1 TTR 1
11NORANDUM FOR: Assistant Director, Central Reference
SUBJECT
20 March 1958
Final Report on CorrelatiVe Functions, Task Team No. 16
1. Membership
William A. Tidwell Chairman, Office of the DD/I
Geographic Research Area, ORE
Plans Staff, OCI
Fundamental Science Division, OSI
Jean W. Moreau, Planning and Coordinating Staff, 00
Statistical Division, OCR
2, The Problem*
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To study the feasibility and desirability of regrouping within OCR
certain reference-type functions now the responsibility of other Offices; specif-
ically to determine if:
(1) The Map Library, ORR, should be transferred to OCR.
(2) The Foreign Documents Division, 00, should be transferred to OCR.
(3) The Office of Training Library should be transferred to OCR.
(4) The Historical Intelligence Collection should be transferred to
OCR.
(5)
Such transfers are essential to preserve the "central reference"
concept.
(6) Timing of transfer is an important element, assuming transfer.
* In view of other decisions taken outside of the scope of Task Force 16, only
items 1, 2, 5, and 6 were considered in our study.
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SZir Ti1/16-3
provides essential technical and other support to the Map
Library, and because the Map Library operates as part of
an integrated geographic activity under the direction of
geographers.
d. 11Centra1 Reference" Concept
(1) There should be an integrated program for the
development of reference services throughout the Agency.
(2) There are components of the Agency with a
reference capability which apparently were not considered
by the consultants.
(3) It would be desirable to develop a complete
inventory of reference facilities in the Agency and
develop an integrated program for them under the leader-
ship of OCR.
(4) It is not essential, however, to have all
organizations with a reference capability belong to the
same administrative body for them to be part of an
integrated program for reference services.
)1kr-
In addition to these views on the specific problems of the Task Force,
we felt that our views on a =fiber of related matters should be brought to your
attention in the hope that they might help to suggest other ways in which the
objectives of the consultants might be reached. These are summarized below:
a. If, as a result of the work of Task Team 11, it is
decided to establish a single reference point, such a
reference facility could be staffed by highly trained
research and reference personnel who would be fully
witting of the organization of the Agency, the functions
of all components, reference materials available, etc.
Such personnel would not be designated reference librar-
ians, but would have a much broader appreciation of the
Agency-wide reference resources. On the other hand, if
it is decided to staff a single reference point with
representatives of all major reference components, the
Map Library should be asked to establish an advance
element at the reference point on a trial basis. The
present physical separation of the Map Library from the
probable location of the reference point may make its
participation impractical, but this can be determined
accurately only by trial. In any case, we feel that
the plans for the location of the Map Library in the
new building, adjacent to OCR reference facilities, will
enable the Map Library to overcome this difficulty in
the future.
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b. The Office of Central Reference should develop an
Independent capability to give first-echelon linguistic
assistance to analysts researching foreign language publi-
cations and documents. This could be accomplished in time
by recruitment and training policies designed to equip OCR
reference personnel with the knowledge of languages neces-
sary to undertake this service as a normal part of their
reference work.
c. The AD/CR should sponsor the development of an inte-
grated program for the reference functions in the Agency
on an evolutionary basis and provide means for the cross-
fertilization of ideas and discussion of reference problems
among the various components of the Agency_1).aving some
reference function (not only FDD and Map Library but such
others as the Estimates File of ORR, for example). He
might consider as a means to this end, developing a subor-
dinate body to CRAG as a working party to help him in this
task. The members of the working party should be persons
directly concerned with reference activities.
L. Conclusions
It is concluded that:
a. The Map Library should not be transferred to OCR.
b. The Foreign Documents Division should not be transferred
to OCR.
c. Such transfers are not essential to preserve the "central
reference" concept.
5. Recommendation
It is recommended that FDD and the Map Library not be transferred to OCR.
WILLIAM A. TIDWELL
Chairman
Task Team Sixteen
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