(UNTITLED)

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP84-00951R000300010005-5
• Release Decision: RIPPUB
• Original Classification: S
• Document Page Count: 148
• Document Creation Date: November 11, 2016
• Document Release Date: November 4, 1998
• Sequence Number: 5
• Content Type: REPORT

25X1A9a
App 951 R000300010005-5
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The mid-1950's were a quiet period for OCD (OCR after
1955). No major organization-1 changes occurred until the
Document Division (DD) was formed in November 1956. Top-
level personnel also remained much the same. Systems es-
tablished during the formative years were now working fairly
smoothly, though refinements were constantly being made.
195+
In January Machine Division (MID) began to use Filmsort
aperture cards for storing documents on 16mm microfilm in the
Intellofax System. In April a Radio Stations Branch (RSB).was
established in Special Register (SR)y in accordance with the
recently promulgated NSC 169, to process and evaluate infor-
mation on foreign radio frequency usage and on radio station
operations. By September OCD had achieved full-scale micro-
film coverage of all IAC information reports and selected
enclosures.
The only personnel change in a span of nearly 1+ years
occurred in September: Chief of MD and the man 25X1A9a
4~ of the Hoover Commission on the Organization of the
Ommmxticx Activities
In November members of the Task Force on Intelligence
directly responsible for the development of labor-saving
equipment for the central reference facilities since 194T, re-
signed to jbtni former
Assistant Chief of SR, was named Acting Chief, MD, after
departure.
Executive Branch spent several days reviewing OCD operations as
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part of their survey of CIA. OCD collected a great deal of
Task t=art e known c~
briefing material for he Clark CommitteeJQffer ;f L~',airrn Gec . l~ar) C r ,
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representative was the Executive; John Vence 25X1A9a
As of 1 July, according to this briefing material,
OCD had 752 persons on board out of an authorized T/O of
830. By November the number on board had dropped to 734--
311 clerical and 390 professional--primarily because of
recular turnover and the difficulty of recruiting qualified
replacements.
Working Group on Information Handling
In a 14 December memorandum to the Assistant Directors
of OCD, ORR, OSI, 00 and OCI, then Assistant
to the DDT (Planning) established a Working Group on Infor-
mation Handling, naming of ORR as
j Chairman. Other addressees each appointed a represen-
tative, and in some cases an alternate., 0am el~r. OCD's
of the Library was OCD alternate.
Work n
The December memorandum broadly directed theAGroup to
e
review and evaluate existing fecilities and methodologies of
information handling and to develop a program of system analysis
for future improvements. The Group was to consider the problem
in full recognition of the "new and highly potent possibilities
for the handling of mass data" that had been made practical by
recent developments in electronic technology. It was not, how-
ever, to consider the problems of machine technology. At its
early meetings the Group decided the study would be directed t
principally at information-processing centers, rest
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by the existing library system and its related services
as maintained by OCD.
subsequently met with the Group and fixed
its specific objectives as follows :
1. To identify the Valid deficiencies of the ~xi5~~ I system
as seen from the points of view of the research offices;
2. To identify valid deficiencies in research methodology
that might exist in these offices;
3. To suggest ways to alleviate these deficiencies.
He emphasized that one of the purposes of the survey should
be to strengthen the working relationships between the
researcher and the supporting service components.
The Working Group made an exhaustive survey of available
facilities and existing deficiencies and in its final report in
MAY 1955 recommended to the DDI:
1. That a program of system analysis be maintained in the
research offices in research principles and methodologies
C they affected information-handling systems; that the DDI
designate one research office to provide the chairman of a standing
g coup to monitor this program an nstruct the other research
.offices and OCD to designate members; and that this standing
group should give first priority to the matter of division of
labor between research analyst and information specialist.
2. That a program of system analysis be formalized on the
comprehensiveness of the Agency information system; that the
DDI instruct the AD/CD to admin'ster this program, by con-
tinuation of existing proceEdt r~sEc, development of new prmemxm
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procedures as might be necessary, and initially to cetermine,
by agreement with other operating officials, the extent of
psrticipstion of their offices; and that the goals of this
program should include (a) analysis both of those elements
within OCD and of elements under other DDI operating officials;
(b) continuing review of pr existing policies as to inclusive-
ness in collections and in the central index; and (c) eval-
uation of proposed additions in terms of cost and of value to
the Agency.
3. That a more formal program of system analysis function in
precision of indexing and recall; that the DDI instruct the
AD/CD to assume responsibility for and administer this program;
Arid that this program should explore multivel classification
systems and determine their applicability to the needs of the
Agency.
4. That approximately once a year the DDI request Management
Staff to make a spot check of some part of the research area
for efficiency in routing of documents.
1955
cew
sL of OCD's fe noteworthy activities in 19,55 were
In January the
Intelligence Subject Code (ISC) was released to SHAPE, at the
suggestion of the Army Department, for adoption as a collating
system for handling its intelligence materials. In that same
month, the CIA Librarian, was.designated CIA 25X1A9a
rempresentetive on the Interdepartmental Committee on Inter-
national Exchange of Publications, at the request of the
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Secretary of Commerce.
In April the AD/CD proposed to the Project Review
Committee, with the approval of the DDI and the concurrence
of the AD/00, that OCD take over from 00 fiscal support And
monitoring of a project with the US Bureau of Customs. This
project provided for procurement of foreign language materiels,
particularly films, through Customs' channels at the Port of
New York. At an annual cost to CIA of $25,000. The CIA
Librarian was appointed project monitor. (In July 1957 the
Chief of Graphics Register replaced the Librarian As pma*RMk
CIA contact with Customs.)
Minicsrd
In a 25 April memorandum to the Project Review Committee
OCD proposed
To conduct in OCD an early and large-scale test of
?i family of data handling equipment known as Mini-
card, which is believed capable of substantially
improving CIA's Intellofax System as a principal
instrument in support of intelligence research.
Minicard promises to contribute improved means for
collation of intelligence data, greeter speed and
flexibility in the conduct of document senrchesJ and
economies in operation, notably spacewise.
The reason for this propossl was that since its
inception the storage and retrieval capability of the Intel-
lofax /ystem had been increQsingly strained by the flow of
information until by 1955 storage, retrieval And cost prob-
lems were considered urgent. The increased growth of the
file had been Accomplished by multiplication of IBM equip=
ment rentals, storage units end personnel. Anolysts' re-
pests at that time for total sePrches of the 7i-year file,
Accounted to 60 percent of SVeCr rppfts received. Compliance
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with those recruests in categories numbering tens of thou-
sands of cards lengthened search time, multiplied overlap
problems and overloaded requesters with insufficiently
refined answers. The possibilities of additional space
and personnel ceased, and the alternative to an improved
system was reduction in range, speed and quality of
Intellofax service.
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Minicar mss- a system being developed by the
under a contract with the Air Ford held
prospects of being the improved system needed in OCD. It
was said to combine discrete item control, multiple access,
flexibility of electronic searching techniques, and inviolate
film storage. It could combine coded information and document
images that were handled separately by Intellofs x. It could
ease the critical storage problems with cards and hard-copy
documents. Much faster retrieval rate vRs expected. In
a ddition, it wras anticipated that Minicard would "hasten and
expand adoption of common data handling procedures throughout
the intelligence community." Cost reductions would be sub-
stantial if other agencies used Minicard and exchanged Mini-
cards after processing on a common basis; savings in machine.
rentals would be substantial; the major economy would be space.
Anticipated results then were for (a) a community
program for comprehensive one-time processing; (b) common
community storage and .retrieval using a common code, identical
equipment and procedures, and inviolate code record and docu-
ment storage; (c) improved reference service,particularly
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with retrieval according to subject associations, prompt
access (50-75 percent faster), and essentially simul-
taneous processing of overlapping requests; (d) economies
it operation.
The Minicard project was approved, and in June 1055
an order for equipment was placed. At that time the equip-
inert was in the blueprint stage, with delivery sceYduled
.for completion in December 1956. (Delivery actually
occurred in November 1958, nn4nstailation was not completed
until the following February. The'-test period, beginning with
document selection, ran from 15 January 1959 to March 1960. At
that time, because of many changes. in circumstances in the
intervening years, Minicard was rejected as an operational
system for OCR.)
FifL~rtrlt of/
In .May the C agreed to establish an Ad Hoc Subcommittee
on Information Processing (AHIP), in accordance *ith proposals
made by Maj. Gen. Arthur G. Trudeau, ACS, G-2, Department of
the Army. The success achieved by CIA's Intellofax equipment
pnd the services it performed for other agencies and departments
were 1Argely responsible for the IAC decision to establish AHIP.
CIA welcomed the formation of the new body and agreed to aceept
its chairmanship, as suggested by General Trudeau.
AHIP membership consisted of intelligence officers from
all the IAC agencies, plus NSA And USIA. The IAC Chairman,
Lt. Gen. Chorles P. CAbell (the DDCI) named mom
DAD/CD, Chairman of ATP. the LibrAris n, became 25X1A9a
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Secretary..f I. . The rest of CIA's membership was also
from OCD--as alternates t respectively,
M pnd John Vance were named.
The objective of the Subcommittee was to coordinate
the development and implementation of compatible systems
for documentation and processing of inforaation within the
intelligence community. Through its active leadership of
AHIP, OCD made a gradual transition from a predominantly
Agency service to one of arms leadership in reference planning
a nd programming on an interdepartmental basis.
Summer of 1955
From May to September Jamie Andrews took a leave of
C?le~,~ i
absence from OCD, leaving 4 Moreau, as -- -NPMMM Acting AD. In requesting permission for the long period of
leave Andrews noted that the rewards of his job had been many
but that after 7 years on the same job he was so stale that
he needed "a real brepther to blow Pray the cobwebs and get
m7 circulation going again.."
In June the Library was reorganized. The Book Branch
vas abolished and all procurement activities were transferred
to the Foreign Branch, which was then renamed Acauisitions
Branch. The Catalog Section was moved to the Analysis Branch,
which was *ban renamed Analysis and Catalog Branch. The Top
Secret Section was removed from the Library entirely, and e
new Classification Control Staff (T/0--7), under the OAD.
was created to handle consolidation of the document security
control functions of the Ag n xT~pj,Speret Control Officer and
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the Library Documents Branch.
The primary responsibility of the Acquisitions Branch
was. to provide, under the NSCID 16. a central
Agency service for the procurement through State Department
channels of foreign language publications of interest to the
intelligence community. In addition, it was responsible for
the procurement and acquisition of domestic US publications
and certein foreign publications through direct contact with
commercial dealers book agentss and covert3through cut-
outs, in response to Agency reauests. Because of its close relation
QQ~ 5
to the activities of 49w
the Branch was loceted in the same building as that
Division.
The Analysis and Catalog Branch was responsible for
indexing and cataloging all intelligence information, documents
and books received in the Library and for performing certein
related support functions.
The Classification Control Staff's principal function
involved the development and implementation of Agency policy
relative to compliance with the provisions of the President's
Executive Order No. 10501, issued in 1953. This Order, in
essence, required that each government department and agency
establish specific procedures for the control of classified
naterial with particular end specific emphasis on material in
the Top Secret category. Important subsidiary i`kiia features
of the Stpff's principal TS functions included the reclAssif?cation
And/or downgrading of all documents maintained by the Agency,
including) those received fro p;t&ex embers of the intelligence
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community; and serving as a secure repository for certain special and
sensitive collections of intelligence documents.
Several times during the summer OCD employees in the
notorious Stadium had to abandon their regular duties to
vavJs~ .~iv~(~~Y tv~ ant C IC~.~' +RS CGr,^
floodwaters JIeavy rains
irvG~dtC~
the working area, a"d
Stet rncc~ thf ;low vit4k
employees
W boxes of IBM cards. They also played janitor and 1ie3p
the subsequent mopping up. It is not hard to imagine
the feelings Among OCD staffers when on 15 July Congress
authorized the construction of a new CIA headouarters
building at Langley, even though they knew it would be some
time before any of them actually set foot in the new installation.
?C, 'kce Name CkCLK~1 .1_
e Office was renamed Office of Central
Reference (OCR). No change in functions was made; the new
title was simply considered a better description of the actual
mission of the Office. In sthe same month, OCR adjusted its
T/0 and ceiling from 835 to 827, in accordance with the re-
allocation made to absorb the DDI share. of an overall Agency cut.
25X1X4
OCR finished up the year
by issuing in December Intelligence Reference Materiel (CR-1),
the first compilation of hpndy research tools, both classified
and unclassified, ever prepared for th
an!lyst.
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use of the intelligence
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1956
In February 1956 a Statistical Branch ve s crested in
SR few ;,e "f provid research, reference, technical
reproduction, dissemiif~tation and record maintenance support to
25X1 A2d 1 Project The T/0 of the Branch was 5?, which brought
the ~~.,OC wP to 881.
In April, by DDI Notice 50-100-13, a coordinated Vital
Materials Program was established in OCR to assist the DDI
offices in the fulfillment of their responsibilities for
operation in time of emergency. Each office was to be
responsible for selecting appropriate nra teri!rls for use in the
an
event of/emergency. Except for administrative materials, OCR
was tote responsible for coordinating, arranging and trans-
ferring selected materials to the Vital Materials Repository.
The Vital Materials Officer for OCR was to maintain a complete
inventory of all intelligence materials in the DDI Central Col-
1 ection for review by any interested office. To ensure con-
tinued attention to the Vital Materials Program, a Vital Ma-
terials Committee was established under OCR chairmanship. This
/omrnlttee was to plan for and coordinate the overall DDI Vital
Materials Program; to recommend criteria for selection of
intelligence materials by the individual offices for incor-
poration into the Vital Materials Collection; and to recommend
to the DDI and the ADs specific actions for improvement of the 25X1A9a
Vital Materials Program. Executive, OCR, became (`5u6sla,j clk t ~~"wt. s r LU eY " J'eck
Chairman of the Committee.
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Inspector General's Report
During the first few months of 1956 three rep-
resentatives of the Office cff the Inspector General.
con
ducted an inspection of OCR during a survey of the anw.
*bW DDI side of the Agency. They reviewed all organizvtional
wits and their ecti~rities, visited all physical facilities
maintained by OCR, and inte7v1ewed 176 employees at all
grade levels. The IG report submitted to the DCI on 25
April stated that in general the Agency's central
reference system, es administered b+CR, was efficient
and effective in providing timely response to the needs
of the research components of CIA and other members ofk
the US intelligence community.
The inspectors found that OCR was making maximum use
of the latest in machine indexing systems and that it was
constantly alert to new developments in library technology
to inc?ease its support to consumers in terms of timely
responsiveness to their reference needs. They also found
OCR personnel in all its to be competent and imbued with
an excellent spiritrof service and support.
The IG/~team did find, however, that the total ref??
erence capabilities of OCR were close to the point of dimin-
ishing returns in terms of morale and efficiency. Because
there was no prospect of an increase in OCR's T/O author-
ization, and because space restrictions imposed P limit on
expansion, the inspectors stated that it vn s mandatory that
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OCR, with the active support of the DDI, conduct a
critical appraisal of its tv6wl-activities and take
specific action to onserve and improve its overall
services and support. P'To do this, they said, OCR must
review its functions snd eliminQte those that were mar-
ginal in terms of consumer needs; increase emphasis on
the consolidation and refinement of Agency consumer
needs through OCR participation in the planning and
programming activities of the DDlorthrough the inter-
departmental reference planning being conducted by AHIP,
exert all possible influence to establish the allocation
of reference responsibilities on an IA X ide basis; continue
emphasis on tsar development of new techniques of mechan-
ization (such as Minicard) to reduce document handling and
an
storage and Ur improvement in procedures to promote
greater efficiency of operation; And more critically review
t. 4
o,fionkumer reauests for the acquisition of books, periodicals
end publications to ensure that they were essential and
emphpsiz~mg the use of such material on >a loan basis es
opposed to outright purchase. These actions, the inspectors
noted, were contrary to thEo losophy of "service at all costs"
cverr t4 h 111111
that they ctivities of OCR at that time. Nonetheless,
they considered them essential in the interests of the continued
efficiency of the Agency's passaset excellent central reference
system.
The inspectors made 19 specific recommendations related
to the policies, philosoph P epts governing the operptinas
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of OCR as a whole And 19 more concerning deficiencies of a
procedural or administrative nature. On behalf of the DDI,
the AD/CR then drew up comments on each recommendation
indicating agreement or dissent. Action on most of the IG
proposals was taken soon after completion of the survey.
One, a proposal that the DDI consider transfer and consolidation
of the functions an74ersonnei of-from 00 to OCR a&- F OIAb3 b1
such time as the Agency acquired its new building and
physical consolidation could be effected, was finally
implemented in 1963.!-
Mechanical Translation Research
In Mny 1956 OCR recei?red approval to allocate funds
for researfh into mechpnical translation (Mr). CIA Interest
in MP research dated back to 1951, vhen?-some of its scientists
discussed the possibility of developing an AutomQtic indexing
a-nd transiAting machine with
then with the- 25X1A9a
-MIT Center for International Studies. nets-
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m_o~~~-l~ling~z3~la~te~~anc~-krc~tt'~3:atr~
~~imrx}at?f aterre st"'= an`tT~' 3~ea~l3~at~'Ct~t`t~p~~ ~f:~r"~~f'?"th'~
h-linf`"ei~it .
Over the next P or 3 years CIA reviewed various proposals,
taking the position that the development of an 1 XM* capability
was highly desirable and thus that the Agency should support an
HT program. At the same tit however, CIA recognized that such
A (~S oil
program had implications Spht ?nscended t" interests e~
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and even those of the intelligence community. The Agency
therefb a considered it preferable that an organization vlth
broader responsibilis than its own be prevailed upon to
take the initiative to push a comprehensive MT program. The
~Ox
immediate need vas
t,I sable product--that is, one th?t might
be fRr short of a perfect translation but neverrlees highly
useful.
In early 1955 CIA approached the National Science
Foundation (NSF) and concurrently ascertained the degree .~Ic rou'+
WK I ,k was nee ae skd ba."C+s E'
of interest of the Department of Defens : These overtures '^~+~?
were directly related air to one of a succession of proposals
by Professor
9R'J4
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___T _ Neggtiations with the NSF culminated
in early 1956 in an exchange of correspondence between Dr.
Alan T. Waterman, NSF Director, Pnd Allen Dulles, DCI. The
NSF agreed to administer any part of a program of research
in mecline translation which is geed by all concerned to
be desirable." CIA recognized the need for careful planning
and coordim tion "to insure mPximum progress toward our
immediate goal of P anchine capability to translate the
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Russian technical literature."
The DDI gave to OCR the responsibility for providing
P focal point for programs to develop MP. CIA provided
several hundred thousand dollars in support of the
before it was finally brought to sn end
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in March 1963.
AHIP--1956
In May 1956 AHIP submitted its first annual report,
w hich showed many of its activities to be directly related
to those of OCR, already the community's leader in intelligence
processing. Among its accomplishments for the year, AHIP
listed the following: a study of existing document processing
systems; endorsement by all IAC members except State Department
of the CIA's ISC foroap Vni rpA +,+.a
irae 'Mn1A 1;.
On 11 July, At the DDI's behest, Dr. Andrews made his
final accounting on the Consultants' Report, taking each of
its major points in turn. He recommended first that OCR
continue with Intellofax a nd with planning for Minicard,
doing its best to correct such genuine deficiencies as appeared;
And continue to exclude most types of information reports and
unfinished intelligence from the IPI.
$Dr. Andrews :also offered his own speculation on the
reasons for the ;Peakles6 wad Attack 1y the
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G----consultants on the Intellofax system. In his opinion,
who had spearheaded the attack, was infuriated
to find that others had succeeded where he himself had
failed--that while the mechanized Rapid Selector he had
spent years trying to d1evelop had failed. a different
^-
apprce ch to the same problems had overcome the mechanical
created P. system that, however imperfectly,
was able to carry an even bigger workload hhthnn that to
AAA_ e* Agriculture. This fury,,,Andrews surmised,
brought on "so severe an emotional disturbance that 25X1A9a
mm became incapable of telling black from white."
Dr-Andrews stated that the consultants' criticisms of the
ISC were generally sound and that OCR was taking steyrl s to -
comply with the recommendation that it be revised and made
internally consistent.
A recommendation that the Map Library and M be merged FOIAb3bl
into OCR on the ground that they were basically reference services
was not new with the consultants--the 1976 IG report, in particular,
FOIAb3I-1 D r.
bad made the suggestion about S ,Andrews recommended, however,
that +his suggestion not be considered until the Agency had occup*&d
its new building.
The consultants also came up with a plan for P complete
reorganization of OCR, with three Deputy ADs -one for Adminis-
trative Services, one for Reference Services and one for Technical
Services., Andrews did not like the scheme they proposed, though
he did feel that some sort of split in the chain of command would be
FOIAb3bl necessary if 1' p Library an or were ever put under OCR. He
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suggested_thr*t s better split, if one should be effected, would
be two.wey, rather than three-way, with perhaps fa Deputy for
Information Services, who would have under his charge lokv p`,
central ReferenneFStaff, the map and library reading rooms and
the Registers,, and a Deputy for Technical Support, who would have
all the rest. He also suggested that thought might be given
t o the question of whether Liaison Division should not
perhaps be transferred t
in many respects it wads Already functionally closer to that
Division than to OCR. (In 3!958 bb werael-lpe
1961 one of iie branches would ina ?ed be transferred to=
In 1966 a Document
Systems Group was formed that was similar to the Technical Support
pr. }o'e Ye!6+- r' C
system envisaged by.Andrews. The following yesr,AOCR was
e4aple ?y reorganized into he Information
Services Group
Another of the consultants' proposals was that OCR should
create A Central Reference Stiff, on which each of the Registers
would have a liaison representative. 1 Andrews felt that the
proposal had some merit tut that the consultants greatly
exaggerated when they asserted that for want of such a staff
i
'bed much confusion And duplicatio of effort p A drews
recommended that OCR begin building up the existing Reference
Branch of the Library, emphasizing its position much As the
consultants had suggested, and giving fairly intensive training
to its members, lut that they refrain from Any formAl
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9.
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reorganization until they had had Pn experimental trial of the
usefulness of putting Register liaison officers into the staff.
Explaining that the apernture card system had been
developed in the first place iszowder to conserve floor space,
to conserve file cabinets, and to ensure that the file would
Asi r
alwa be complete, n Andrews recommended flatly that OCR
reject the consultants' proposal with regard to a hard
copy file.
The consultants suggested that in the new building OCR
should be Prranged? in a circle of support elements surrounding
the central referencoint or libra Dr
ry. ThisAndrews agreed
with. He did not, however, fa'r a number of recommendations
the consultants made proposing space rearrangements prior to
t he move, inasmuch as all these proposals were based upon
acceptance of the recommendations for abandoning Intellofax,
going back to a conventional published index, and setting up
c hard copy files..
Dr.Andrd'i agreed with the consultants' agstatetnent that
OCR had held down the purchase of books for reasons of economy
and because of space limitations. He did not, however, feel
that they should rush into "building up the collections" once
they were in the new building. Instead, he said, the Library
should continue as it had in the past embarking on programs of
acquisitiwions in specific fields as experience showed a need for
The consultants made a number of amimia= criticisms of
l tk,r 0- off. -kf
the Library's efficiency as compared with the State Department
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Yale L 'W' other such institutions. Many
of these criticisms, r Andrews noted, were unsound, being base
on "faulty comparisons of the tipples-versus-oranges variety."
He therefore recommended that the charges of inefficiency
}
Staff, with a request that they be carefully snPlyzed and
either proved or disproved.
Finally, the consultants called for a more aggressive
and creative_philosophy in OCR with respect to its functions
and the development of a strong leadership both min and
iihout`OCR to properly provide for its effectiveless.,Andrews'
response to this suggestion was that it was naive--that the
community could not be coordim ted agiinst its will and that
any attempt to provide it with aggressive leadership * by
CIA would be instantly and ttrongly resented. He pointed out
that much could be done by friendly discussion and Voluntary
agreement but very little by fiat, citing the voluntary
adoption by most Agencies of OCR's ISC and other efforts
toward adoption of OCR methods.
Resignation R rewsl
Simultaneously with his wrnp?up comments on the
Dr.
Consultants' Report Andrews submitted his resignation,
to ke effective on 2~ August. As he put it,
I have been sitting so long a time at the
same desk that my job has ceased to be rewarding,
and I now want nothing so much as to gain my
release from the 8:'O to 5:00 reoutine. I really
would not carett to be Chief of Station in Paradise
if that cost required me to keep regular working
hours and restrict my leave to twenty days a year.
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It is doubtful whether the Consultants' Report caused D r?
And revs' resignation, but it seems likely that it may
e.r
have hastened his decision.
The Library Consultants' Report, though apparently
s uppressed as much ss possible within OCR, had n dramatic
effect on the morale of the personnel of the office. One
of its many side effects, for instance, was a feeling that
OCR had tried often to raise the grade level of its
staff by stressing the professional knowledge and training
required in many of its activities. The 1956 IG report
on OCR had acknowledged the inequity of OCR's grade structure
then compared to that of other DDI and Agency components anal
had tecommendeO that an overall cWssification end wage
review of OCR's grade structure be made. To some extent, the
trade structure was revised, but it still had.a long way to
go. (The 196? IG survey would find the sww inequity in
grade structure still in existence.)
The staaff had also worked hard to provide the omnol
LL
on 0trGryts
consultants with statistics, special samplcings end other fie..
the report stressed a lack of professionalism in OCR's
response to its service requirements. This did nothing
to ad aid OCR in its long fight to demolish its unjis tly
applied reputation as primarily a clerical operation.
during its survey. To have any of these contributions misinter-
preted, as turned out to be the case, helped to lower morale.
The resignation of Dr. Andrews in the middle of all the post-
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survey confusion did nothing to 'help matters. Further
problems were added in August, when the DDI ordered OCR
to reduce its personnel ceiling from 853 to 819.
New Administration
Once again, OCR was at a crossroads. Into it, on
9 September, stepped Dr. Andrews' successor, PPul A. Borel,
a member of the Board of National Estimates and a former
25X1A9a Secretary of the IAC. the DAD, was transferred
25X1A9a at that time to 00 and was replaced by who
had already been involved with OCR activities as Chairman
of the Advisory Committee on Foreign Language Publications
(ACFLP), head of the Working Group on Information Handling,
and head of the ad hoc Library Survey Committee.
Dr. Andrews had been a good Director,f
to&tffLj-, Tut he had, as he himself admitted, grown stale tied
to the s%~me desk for 91 years. The injection of new bloxd
Messrs. A9a in the persons of~Borel and hnd the potential for
dispelling Any parochialism that OCR ha.d a developed in
its first decade. Theitr wide experience in community
c~f1er Activities also meant that OCR would ieA Assume the
position of aggressive leadership in the community that the
Z. A .a.....~... ; .7 consultants had felt was necessary. ~racc~a~se z e~ws??~se sev.
MV -
In nddition,Oorel recognized the low state of OCR's morale
And devoted hi elf + to restoring its self-
confidence by vigorously >ttempting to improve its immge
pfd by drawing his Division4hiefs into greater involvement
in planning for the future of the 1I ~?ffice.
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25X1A9a
ryyrB{
A orel lost no time in getting down towork. His
first concern, naturally, was to review existing programs
and operations of the ,face Pnd, specifically, to evaluate
the recommendations of the Library consultants in order to
have a sound basis for making de c sions with respect thereto.
Sorel and his team exnmined the Consultants' Reports in
detail and found that several basic questions could be
identified. They then decided to set up t
forces within
OCR, with extra-OCR assistance as necessary, to deal Frith
each of the problems. The work of the task teams as to be
coordinated by the Special Assistant to the AD/CR--Joe
the former Executive, with a new title.
On 8 November Borel reported to the DDI on action
already taken on problem areas in OCR. He stated that the
current management program was to institute a continuing
program of executive action designed to anticipate and relate
individual ac/
tQns that might be required, and to facilitate
follow-up on t hte staff work undertaken to provide a sound
basis for making deci'Fons; to overhaul the internal managmnent
reports program of OCR in order to arrive at meaningful and
integrated periodic activity reports culminating in an OCR
annual report; and to analyze the Library Consultants'
Report in the manner*vralready noted above.
Mr. Borel also noted that when specific action could be
"taken 1'efore a major task study was completed, this would be
cone. He cited one rxmpexAmple of such action that had already
teen taken--as suggested
t, Tsulta n , OCR had taken
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over the OTR Library in order to make thisxx specialized
service an integral part of the Agency's overall
j1AbwsW library futilities. (The addition of the OTR Library's
six slots raised the overall OCR T/O to 825.)
Mr. Borel als+ ccoppliehed two more organizational
changes in the October-November 1957 period. First he
dissolved the Operations Staff and reassigned its functions
and personnel to appropriate OCR components. Then he
reconstituted the Statkitical Branch of SR as a Division of
OCR. He did this for two reasons--to ft m free the Chief
of SR from supervisory responsibility for the branch, in
view of the magnitude of his other duties, and to exercise
more direct supervision over it from his own office. As Mr.
Borel pointed out to the DDI when he first proposed the
change in October, tgee branch was actually separate from
th4rest of SR by mission, function and location. Furthermore,
its formative period was complete, and its operations were of
a divisional character--that is, the branch was directly
faced with pressures exerted by all parts of the intelligence
community, inter-Agency committees, the Director, the DDI's
Office and the Pro,je !fit Director. Thew
v ith three branches--Information, Technical an4Support_ WAS
OCR, hover. In ?/1958 it was transferrecto the
newly established Photographic Intelligence Center (PIC.~JW_
headed by SD was not to remain long in
vision was established
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Borel's Task Teams
In November Mr. Borel established 16 Task Teams to
study and evaluate the findings of the Library Consultants.
Most of
/;the Task Teams were chaired by OCR personnel, and 37 of the
team members were OCR employees. Other offices in the Agency
1. Intellofax
2. I! chine Use
Coding
4. Selection
cooperated in the study by contributing the services of more
than 30 of their own employees as Task Team members. The
Teams end their Chairmen were as follows:
Acquisition Operations
6. Fiscal Policy
7. Publications Procurement
8. Circulation
9. Catalog
10. Reference
11. Information Center
12. Minicard
1?. Reports
14. Training
15. Customer Relations
16. Correlptive Functions SECR
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25X1A9a
58;
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25X1A9a
The Task Teams were coordinated by
EstAblishment of CRAG
In December Mr. Borel decided to establish a Central
CSC. (
Reference Advisory Group (CRAG) to advise *MJR-on problems of
utunl concern to OCR and the operating offices. CRAG began
operating on 7 January 1958. Its Chairman was the AD/CR and
the regular members were the ADs of OBI, ORR And OSI and the
C/FI/CCP. Other operating components were to be invited to
sit in on matters of direct interest to them. CRAG's Aim
was to provide policy guidance in the conduct of OCR support
p rograms and facilitate the exchange of ideas in Areas of mutual
interest to the research, operational And reference activities
of the Agency.
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AHIP--1957
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By the end of 1957 AHIP had suece=~ded in:
1. Securing ag-?eement on the use of the ISC As n common
classification scheme for the indexing of d-O ments.
2. Adopting A common numbering scheme for documents, which
eliminated the confusion of the earlier system of multiple
numbering.
3. Obtaining interagency consent to reproduce'eAch other's
documents And thus reduce time delays in servicing requests
for these materials.
4. Instituting a standard form and procedure for borrowing
documents from IAC agency document centers.
5. Forming working groups to investigate the application of
machines to information handling problems, the feasibility of
developing P common format for IAC information reports, and
possible improvement of the document loan system within the
community.
In September AHIP established 9 Working Group on the
(WGl5C)~
25X1A9a ISC, chaired t y of OCR. This group was
1. To re-riew and clarify the philosophy underlying the common
use of the ISC.
2. To determine the extent to which the basic ISC should be
recast to meet the general needs of the IAC.
3. To develop a practical plRn for specialized user expansion
of the ISC beyond the basic structure.
4. To Agree to methods for systematic revision, printing and
d istribution of the basic I$C.
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5. To recommend action to AHIP outlining ways and means
by which the ISC should be modified.
The WGISC presented its final report to the Chairman,
AHIP, on 27 November. It made the following r@commendations:
1. That CIA assume responsibility to revise the ISC in
accordance with certain principles of common use and instruc-
tions spelled out in lengthy attachments to their report.
2. That CIA utilize an outside consultant in hierarchical
c1assific tion, as necessary, for advice And guidance.
That the final version of the ISC be issued before 1
January 1959, under IAC auspices.
4. That the W}ISC continue as coordinators and advisers
to the CIA staff in charge of the ISC revision.
In October the IAC issued a policy statement designed
to f?cilitate third-agency use of intelligence documents
among full-time member agencies whenever the documentation
in question had received general disseminAtion and was free
of special classification ditamntm restricting distribution
and reproduction. In December AHIP issued a Guide to Intel-
.
ligence Periodicals, pub-lished ry CIA.
1958
OCR entered 1958 on > sad note: In mid-January
25X1A9a Chief of MD, died suddenly.
replaced him on an acting basis; he was named Chief in his
own right in September 1958.
During January-February Task TeAm 1 (TTI), which vas
surveying the Intellofax sxpfrated a Composite Group,
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25X1A9a
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on nn experimental basis, to handle all Intellofax requests.
The group consisted of one representative apiece from the
CIA Library, DD and MD. The objective of -the group was to
t rita to~
g on each request the combined skills of the
librarian, the coder and the machine systems expert. Their
eventual aim was to establish the most efficient and pro-
d uctive method of supplying the requester with information
best suited to his need. As A result of this experiment, a
senior document coder was detailed on rotation as a regular
member of the reference retrievAl service to increase the
effectiveness of Intellofax searches.
direction, OCR's personnel
ling vas increased from 825 to 842 to provide for
25X1A9a
expansion of the Statistical Division. Later in the month,
however, the ceiling was cut back to 829 to absorb OCR's
prorated share of a general cut.
7-t,?v
In February, st the DDI'
The ice Borel~llllllllllllllllteam was to go down in 25X1A9a
Widdl,,
OCR history as the most wA&Y-trnveled of all the top leadership
of the Office. Throughout their tenures, they sysxv seemed
to be almost constantly on the move, attending conferences
add demonstrations of new equipment; giving speeches on various
aspects of OCR's work, and generally seeking information of
value to the f ffice, both in the United States and abroad. Much o~ 1+ke it
r1'vel Was GQnKei-+td w+r- 4 , ketr Coca ri4--i ,s a5 ,C irineY, 0; V+rou5 ihl~er_.
The first major trip taken by either member of the aG ev'~ct~ roues
OCR top team was No From 28 February to 1 (CO Di a> eoc,ID),
who was responsible for the fiscal administration of the
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3t
May, accompanied by R, and 25X1A9a
C.. e 1
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publications procurement program, he visited 28 cities
in 19 countries of Europe pne the Middle East. The
purposes of the tour were to accelerate and simplify the
graphics and putlications procurement programs. Respon-
sibility to collect graphics snd publications, with the
initiative assigned to a member of the Embassy staff, was
established in each country. Fourteen of these officers.,
newly appointed, received their first briefings from the
25X1A9a tour party. In S during 16-18 April,
25X1 A6a-
25X1A6a
chaired p conference of Publications Procurement Officers
(PPes) from As
p result of the trip, the number of spontaneously selected
publications more than doubled. In June 1958, alone,
more than 2100 photographs or negatives were received that
were directly Pttributed to the trip.
NSCID 2
On 21 April 1958 NSCID 2, Coordination of Collection
Activities. vas issued. Those of its provisions that were
particularly important to OCR were the following:
The CIA, as p service of common concern, wk was to be
responsible for the selective exploitation within the United
States of nongovernmental organizations and individuals es
sources of foreign intelligence information.
The CIA was to conduct the exploitation of foreign
1 n:guage publications for intelligence purposes, as appropriate.
s a service of common concern.
9
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25X1A9a
25X1A9a
Estsblithment of CODIAC
In late 1957 AHIP had proposed that its ad hoc status
be terminated and that it be replaced with a standing
committee of the IAC, with revised and expanded terms of
reference. As a result, under DCID 1/4 (new series) of
1958
21 Apri the IAC approved the establishment of the
Committee on Documentation (CODIAC). The new DCID broadened
the Agency's responsibilities in intelligence documentation
and information processing. OCR provided both the Chairman
I~crel
And the Secretary for CODIAC, as it hd for
n
AHIP.
CODIAC was to be composed of representatives of the
IAC Agencies, with other government invited
to participate As appropriate. Its mission was to promote
means by which the intelligence community could make optimal
use of information of intelligence value however recorded.
The functions of CODIAC were as follows:
1. To recommend policy to the IAC in the field of documentation.
2. To conduct surveys required to support the mission of the
committee, subject to agreement by departments and agencies
concerned.
To coordinate the development of compatible systems for
documentation and the processing of information.
Ii. To review the operation of reference services of common
concern.
~. To exchange information vithin the intelligence community
on the solution of documentation problems, including studies,
research contracts, prop5,ecXments pnd actions,
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publications, seminars and demonstrations.
6. To monitor interagency agreements in the field of
the committee's responsibility.
7. To Assist member agencies in solving problems arising
from programs or projects under way pnd of mutual interest.
8. To coordinate selected documentation Activities with
foreign intelligence services with which the interchange
of information had been authorized by the IAC.
Reorganization of Liaison Division
In May the L:-Division of OCR was reorganized.
First a Collection Branch was established to fill an overt
collection gap, namely exploitation of US Government officials
inlthe Washington area who through TDY travel abroad, corres-
potttttndence with foreigners or contact with foreign visitors to
the United States, obtained intelligence information of use
to the community. The branch grew out of the old International
Conferences Brpneh. Upon creation of the Collection Branch,
the rectuirements coordination function was transferred to
Liaison Branch, and a direct, rather than indirect, collection
activity was initiated, extending its exploitation horizon
beyond the conference And trade fair media. The division was
then renamed Liaison anO Collection Division (LCD).
Task Team Reports
By MAy the Task Teams had completed their reports,
and on 10 MAy Mr. Borel drew up a summary statement of the
team evaluations. He found that overall the area of agreement
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between the respective findings, conclusions and
recommendations of the teams and those of the Library
Consult was tomewher.e between 50 and 60 vercent.
In some cases the findings of the consultants were
validated, but different conclusions or recommendations
were reached. In other cases, the findings could not
be validated, but similar conjflusions or recommendations
were arrived at.
The first 12 Task Teams dealt with operations of
the Library and the Machine and Document Divisions and will
a,5L -ssad
be in the chapter of this History
devoted to those bodies. The other four will be
below.
TT13 studied the OCR operational reporting program,
specificRlly to determine if too much ref time vas bpent
cx sk K
keeping unnecessary records; if monthly reports could
be retired to better reflect information of special rAlue
to management; And if an annual (or semiannual) report could
be devised Ps an integral pRrt of OCR's report system. which
report would be of value to top Agency management es well as
to supervisors within OCR. The Task Teem was in -virtual
agreement with the coiultatts on these points. Even before
t hey mAde their final report, a new system of monthly (16ter
changed to quarterly) reporting v s designed end put into
operation within the divisions of OCR. In Addition, Mr.
Sorel planned the issuance of en OCR annual report.(Such
reports were subsectuently issued on a fiscal year bcsis
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if 0
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TT 11 studied the training policies of OCR and
OTR to determine if professional employees of OCR should be
"iven the same training program, particularly in the intros.
ductory courses, as were the analysts in producing offices
in the Agency; and if a training program could be devised
that would enable the professional staff of OCR to give a
higher level of reference service to users of OCR facilities
from the intelligence community. The team agreed that
professional OCR employees should continue to reveive the
same training in courses having common application as did
analysts from ORR and OSI. They felt that raising the level
of OCR reference service involved. more than a question of
training, inasmuch as training beyond that appropriate to
an individual's grade would result in a transfer to another
f ob of higher grade, rather than in R sustained higher
{'e-el of service At the same ,grade. The team thought that the
OCR training program should be tailored to the specific needs
of the individual within the general requirements of the
division in which he worked.
The 15th task Team studied means whereby OCR could
get adequate guidance for its operations from customer
offices. Specifics-lly, they sought to determine whether a
Library Committee composed of representatives of all the
components of the Agency should be created to serve in an
Ad=Fisory capaJpity to the AD/CR and as a channel of commun-
/11
I cation to the Agency; ant if a program should be developed
to bring together the analyst and the reference staff so that
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the latter might be aware as much as possible of what
intelligence reports and programs were under wPy so that the
staff might give a higher level reference service and be
prepared to call to the attention of the analyst pertinent
do uments, teriodical Prticles, intelligence r ports, books,
etc., which was a normal special library technique and
Cervice. The team fully concurred with the consultatts
in these m,tters. One important aspect, in fact, was well
under way by the time they finished their study: Instead
of the Library Committee recommended by the consultants,
the MOY e W1d e (V 641964.1
Mr. Sorel had established1CRAG.
The team's other recommendation was that a program
should be developed to establish closer rapport between
research Analysts and reference personnel and that this
program should include briefings and tours of OCR facilities
and the prepRration for publication and wide distribution of a
handbook explaining OCR services and facilities. By W y
1958 such a program was c well under way.
The last Task Team studied the feasibility and
desirability of regrouping within OCR certain reference-
type functions then theesponsibility of other offices,
specificQlly the Map Library of ORR; the Mf 00; the FOlAb3bl
Historicpl Intelligence Collection (HIC), then under the
ODDI; and the OTR Library. By the time the team mRde its
report, the GTR Library had already been transferred to OCR.
The team recommended that !K FDD not be transferred on the
grounds that it was not a reference service. They recognized
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*tx
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that the Map Library was indeed s reference service but
r ecommended that it remain in ORR because of the inter-
relationships of the Map Library and other activities in
the geographic area of ORR. They noted that the transfer
of the HIC awaited action on the IG report on the O/DDI.
(The HIC was transferred to OCR in 1959.) In addition, the
team proposed highly trained research and reference personnel
for staffing a central reference unit, an independent OCR
espability for first-echelon linguistic service, and an
integrated program for all reference functionsoof the Agency.
After Mr. Borel had had time to digest the Task Team
r eports, he invited the here Library Consultants back for
d&ys in Mvy to meet with the Task Team Chairmentto
evaluate the total Library program. The Consultants ex-
pressed their sAtisfaction with the progre
enthusiasm for the planned program.
Community Activities inpPublications Field
In MMy the IAC spproved two new DCIDs--2/4, on the
exploitation of foreign language publications, and 2/5 on
the procurement of foreign publications. Both affected
OCR. DID 2/4 stated that CIA (a) would, as a service of
common concern, provide for the exploitation of foreign
e publications for intelligence purposes in accordance
with requirements' established by the IAC departments and
agencies; and (b) would coordinAte this service with similAr
ac*tivities maintained by the various departments And Agencies
of the government to satig*Cthe departmental requirements.
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25X1A9a
The other government agencies and departments were to keep
CIA advised of departmental activities in the exploitation
and transl tion of foreign language publications.
DCID 2/4 also established the Committee on Exploitation
of Foreign Language Publications, an interdepartmental body
under the chairmanship of CIA'thnt was to advise and assist CIA
in the implementation of the DCID.
DCID 2/5 sat,ted that the IAC departments and Agencies (A)
would keep CIA advised of their a cti--sties in the procurement
of foreign publications, including the effectiveness of their
existing facilities and programs for the procurement of foreign
publications; (b) would ensure cooperation by their field
representatives with those of other departments and agencies of
the government engaged in like setivIties; and (c) would implement
the above with due regard to departmental and agency capabilities
and priorities. CIA was to coordinate programs for the procure--
the
went of foreign publications to ensure/most effective and
practivable utilization of the capabilities of the government
departments and agencies. This DCID also extsblis hed the
Committee on Procurement of Foreign Publications (PROCIAC),
an interdepartmental committee under the chpirmpnship of CIA.
was designated Chsirmnn.
Unclassified Translations
In June the DCI appro,ed a policy for releAse Of
unc1Assi.fied CIA translations and related reference aids to
the public through the channels of other interestvagencies.
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May Un :or DCID 2/5, the IAC approved the establishment of a standing IN ~.. E
Committee for the Procurement of Foremen Publications (PROCIAC); C-aM*i
2bX1Aga DAD/CR as designated Chairman: This
Committee rem l laced the Advisory Committee on Foreign Language
Publications.
Task Team studies were completed and recommendations submitted
for review to AD/CR. Joint sessions were held with the Library ? ,- ` r
Consultants and the Task Team Chairmen to evaluate the total V
Library program.
June As a result of a formal program review, the cIA_ Librs
e2r0anized. Changes included: (a) reduction of ceiling by 8
positions; (b) increase in average grade level from GS-7.7 to
GS-8.4; (c) improved administrative and professional guidance
within the over-all Library organizational structure; (d)
establishment of a Staff Assistant position to provide the CIA.
Librarian with support in coordinating internal library
activities; (e) strengthening of reference function under a
Chief Reference Librarian who was also to serve as division
deputy.
do-
V/
DCI approved release of unclassified CIA translations to the
", 'S ( re- V I C,
public via OCR, which in turn was to provide copies to the
Department of Commerce, Office of Technical Services, for
dissemination.
The DD/I approved an Immediate Program for Imi,lementing
Recommendations of the Consultants and the Task Teams -
action to follow in FY 1959.
In order to provide better information for operating officials
and management, AD/CR introduced new reporting format at ?
the start of FY 1959.
Statistical nivision transfers with 62 positions to Photographic 64-
Interpretation Center (PIC).
Mr.
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OCR was to provide copies of such information to the other
agencies for disc minstion. Most such unclassified tx
reports were distributed without CIA attribution by the
Office of Te'chnicaal Services of the Department of Commerce.
Pro ram for Changes
On 12 June Mr. Borel submitted to the DDI his
"immediate program for implementing recommendations of
the consultahts and the task teams." In general, this
program involved the reorganization of OCR's reference
service; the organization of an Automation Development
Group in OCR; a number of changes in storage and retrieval
es, including revision of the ISC to make it a
community code; the modification of several operational
procedures in the Library and the Machine Division; the drafting
of a program for CODIAC and other actions related to publications
procurement; several changes in administrative procedures,
encluding installation of a new divisional monthly reports
program and the publication of an OCR handbook; and the centralization
of the info ption reference service.
The first order of business after OCR obtained approval
for its program of changes was to reorganize/he Library.
Changes included reduction of ceiling by eight positions (from
149 to lLi); an increase in the average grade level from
GS-7.7 to GS-8.4; improved administrative and. professional
guidance within the overall Library organizational structure; the
establishment of a Staff Ass.sgtant position to provide the CIA
Librarian with support in coordinating internal library activities;
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25X1A9a
And the strengthening of the reference function under A
Chief Reference Librarian, who was Also to serve As division
d eputy.
In July OCR established its Automation Development
Group (ADG)--a small staff with documentation And technical
backgrounds to follow automation developments in industry and
government and to plan applications of new equipment in OCR.
The head of the ADG was previously
Chief/ Planning Staff/ MD. In August tl Mr. Sorel
proposed to the DDS that the Management Staff undertake An
overall study of 2 Agency computer needs, including feasibility
of a Computer Center in the new building. This suggestion
led to An ADP responsibilities study, which was completed In
the Agency in January 1959, and even#sueUy to Project
Coven uu eV
CHIVE And othereevelopments.
i;44--bed -be campttber ope"
25X1A9a In August left to begin 2 years of training
At the Western Data Proces ~ing Lnboray, UCLA. The objective
of this training vas to provide him with knowledge of computers
for possible application to Agency information processing programs.
25X1A9a
25X1A9a
25X1A9a
John Vance, Chief/ DD, succeeded Becker as SA /AD/CR, and Vance's
7
Deputy, , moved up to Cl DD. Vance also succeeded
as Executive Secretary of CODIAC.
Mechanical Translation
On 20 August U
who had been coo0dixp tang
the Agency's interests in mechanical translation, chaired the
first successful demonstration (held in Alexandria, Virginn) of
translation of chemical literature frossian to English using
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an electronic computer. This was a result of the Georgetown
Me project that OCR had been sponsoring since 1956.
Name Changes for. PROCIAC and CODIAC
In September the NSC estRblished the US Intelligence
Board (USIB), which replaced the IAC and the USCIB. As a
result, the designation of PROCIAC was changed to PROCIB and
that of CODIAC to CODIB.xm l am
The DCIDs that governed these two bodies were revised the
following June to reflect the changes in names.
~c~kthia Paul Borel--Around the World In Nye
6ig
25X1A9a
25X1 C8a
25X1 C8a
t:e world; he returned on 22 December. During most of the trip
he was accompanied by of the CIA LibrRry. The
major purposes of the trip were:
1. To attend the - Conference on intelligence research
methods (15-27 November) held by the United States; the
2. To promote, on behalf of the intelligence community, pro-
grams of American Embassies And Consulates General for the
procurement of foreign publications and nhotogrephy of
intelligence 1Rlue.
25X1 C8a
4. To obtain firsthand rnS`TVon of US intelligence
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On 21 September X Sorel left on a trip around
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25X1 C8a
community problems in handling intelligence infor-
mation, particularly those relating to areas of respons-
ibility of OCR, CODIB and PROCIB.
Borel considered the sinc1F most impressive accomplish-
ment of the Conference to be "the crystallization in
mare tangible form of an international intelligence community."
At the conference he presented a paperl"On Processing Intel-
ligence Informaation, 7which was well received.
With regard to the procurement of publications end
25X1A9a graphics, the Borel-~ mission carried out essentially
25X1A9a
the same program as had Pnd,his associates in
Europe and the Near East th~pre Ious spring. Mr. Borel
felt that his talks with senior officials at Q dip-
lomatic and consular missions would result in an increase in
the flow of valuable information through the graphics and
publications procurement progrnmsbut that these programs
were not soundly based because (aa) language competence in
missions was low; (b) personnel turnover was extremely high;
(c) no accurate measure of performance versus potential was
taken; (d) collection effort was not sufficiently related to
t he cap?bilities to exploit the materiel once collected; and
25X1X4
25X1X4
Mr. Borel found that the documentation problems were
Father simple, requiring S o copying eruipment to permit the
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it f
coordination in the field was marginal.
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simultaneous distribution of incoming information to
interested sections and the provision of research or reference
assistants to relieve the intelligenceofficers of time-con-
timing scanning, collation and search o erations
25X1 C8a In at the request of Mr. Cline, Mr. Borel
spent some time with _ intelligence officials who 25X1C8a
were organizing a central information center and sought
guidance.
DCID 1/9
In December, under the eponsorship of CODIB, DCID 1/9
was issued. This Directive for the first time gave to the
biographic systems of the intelligence community a definition
of their respebtive reference and data exchange responsibilities.
OCR/BR Assumed responsibility for scientific and technical
biogrpphic,conrerage, which it had previously been granted by
NSCID 8, .
Also in December, based on its own role in managing
document dissemination services in CIA and in the coordination
of documentation practices through CODIB, OCR provided a series
of briefings and writ ^n eummaries on parallel community projects--
25X1A5a1 Air Force and Minicard and Army/RCA--to an
Agency planning group investigating the movement of routine
information from the field to Washington Analysts. This program
derived from a paper written in March 1958 by the Assistant to
25X1A9a
the DDS for Planning
Communications And Relate F e a."
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on "Intelligence
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25X1A9a
1959
In JAnuary CIA Reference Librarian,
aampleted a 12-week Mid-Career Course at the Foreign
we,
Service Institute. Hu vss the first OCR representative
to At t9d a running of this course. For OCR purposes
`the course was useful for its associations with senior
FSOs and for the insights offered into the preparation
of despatches from the standpoint of their subsequent
indexing And reference use.
7Ae f/I
At some time in early 1959 the CIA Historical
from the OIDDI, where it had been estab-
Intelligence Collection was transferred/to the juris- lished in 1956 At
request of the DCI
diction of the AD/CR so that the management of the his-
torical materials could be closely coordinated with CIA
Dibrary facilities. By the time the HIC was moved into
OCR it was believed to be the finest library of overt
intelligencd materials in the world, contAining some 6,000
volumes collected since its establishment.
The HIC contained then, as it does now, books in all
languRges from all countries. Its subject headings included
espionage, counterintelligence,unconventional warfare,
resistance, escape and evasion, subversion, cryptography,
economic, political and psychological wArfAre, law treatises,
legislative committee records on un-.American activities, rind
mryny other intelligence tradecraft topics. From the be-ginning
it was useful in many ways. Valuable precedents And rractical
tips were uncovered in historical intelligence materials that
were useful for operationsppA fining purposes. It wRs Also
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Year - 11;59
January Survey of OCR Function 15 January 1959, prepared by AD/CR
in response to request from Office of the DUI. Paper was useful
summary of programs, the authority for establishing them, and
the costs both in manpower and dollars as of 1959.
March SR's Radio Fre uenc ecord,(700, 000 cards) r produced and
forwarded to NSA for conversion to magnetic tame for processing
on IBM 705 computer. Together with NSA, listings were prepari~j
f -US eTegates to International Radio Conference in Geneva,
August 1959. This was the first OCR component to employ a
computer.
f`1 ,e6,..
Established a ranch library for the.Office f mmu ications, p
based on a staff study prepared by the CIA Library at the
request of the Director of Communications. Commo trans-
ferred two positions to OCR for this purpose.
,May viemorandum from AD/CR to DDI, 12 May 1959 Progress Report
on OCR Program to Implement Recommendations of the Con-
sultants and Task Teams.
of L'~
The CIA Library began to change its book classification scheme 1-1..
from the Intelligence Subject Code to the Library of Congress ?11.0 c'ti-'
system. Anticipated to take ten years.
June DCID No. 2/5 on Procurement of Foreign Publications was K f Wr_'L (i C'?m
revised, effective 26 June 1959. It changed the Procurement ?
Committee designation from PROCIAC to PROCIB.
The Air Force._ ro tical Chart ~. r nation Center (ACIC) j (L 10 (Z4
assi ned two research personnel to theIndus r a1 Register for 4.
purposes o specialized exploitation of portions of IR files.
OCR issued pamphlet Searching for Information as a guide toy,ju
OCR services, files, and collections.
DCID1L.4,A.priL 1958, revised-June 1959 to reflect change in
the Documentation Committee name from CODIAC to CODIB.
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possible to establish that there were traditions in American
intelligence, going back to the founding of the country, that
provided a historical foundation for building up a CIA heritage
to which career employees could ant with pride.
The Curator of the HIC was -4aa P4944-4e pos of A
Walter Pforzheimer, who had a large personal collection of
Ira "& b e qv K : w 1 q 4la ,
historical intelligence items The HIC contained fiction as
well as nonfiction. The works of fiction were selected according
to the following criteria: (1) The books should be based on
fact. (2) Any book mentioning CIA should be acquired. (3)
Some books were acquired because they ap looked like good
reading, in the opinion of the Curator. Mr. Pforzheimer
orozrided for the HIC photostats of some rare items from
personal collections, including his owns, .
More on the Consultants' Report and the Task Teams
On 12 May Mr. Borel submitted to the DDI A R "Progress
Report on OCR Program to Implement Recommendations of the Con-
sultants and Task Teams." In it he summed up the measures OCR
had taken throughout the previous year to improve its reference
services, especis1ly with reiard to improvements in the Intel-
lofax system And revision of the ISC. Mr also summed up
changes in procedures concerning the procurement and control of
open literature, a perennial problem because of dual adminis-
tration of the publications procurement program by CIA and the
State Department.
Mr. Borel a4ee listed briefly the changes in ndministretiire
procedures resulting Proms R ETry Consultants' recommendations.
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25X1A9a
such ss installation of new divisional cuarterlyrpporting
progrsm, the development of training guides, and the estab-
lishment of the ADG. Finally, Mn. .1 listed various long-
range problems and lines of action, such as the Wending de-
cision on Minicard and the encouragement of analysts to edu-
cate themselves tbn the application of computers to intel-
11gecx data processing. In the latter regard, Mr. Borel
:L61t that the efforts of CIA to organize an Agencywide approach
to computer applications plus the return in 1960 of
from his special training in that field vem-U seem?'ta promise
increasing OCR responsibility there, including closer coopera-
tion with offices undertaking specific applications.
Book Cataloging Systems
In May OCR's book cataloging staff began conversion from
the ISC to the Library of Connress^system. The books would have
had to be recatalogued in any case, because of the re,-ision of
r-?
t he ISC then under way, and the decision to Adopt the LOC
system was based on a desire to take advantage of the many and
readily available professional cataloging services of the LOC and
to be compatible with most other intelligence libraries. The
xsa conversion process was expected to take 10 years; in fact,
it took only 5, being combleted in October 1964.
OCR Handbook
One of the Library Consultants' recommendations had been
that a handbook on OCR services should be available. In June 1959
SeArching for Information was issued. This wxs a brief guide to
OCR's services, files and collections. It vas followed.vwith R
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series of reference aids published by OCR as more detailed
guides to its services and facilities. These were on -
Photographs and Motion Pictaire Films (CIA/CR 25, June 1959),
Non-CIA-Produced Cables (CIA/CR 25.1, June 1959), Docwient
Processin (CIA/CR 25.2, November 1959) Find M- big ne Sup-Dort
Services (CIA/CR 25.3, December 1959), (Copies of these
reference aids are available in the CRS Historical Files,
Room 1H5102 HesdcuArters.)
More Consultants
In June OCR brought in two well-mown library building
25X1A9a
Library, to review its plans for the reading room And reference
facilities in the new CIA building. Various changes in layodt
were agreed upon and were subsequently negotiated with the
building architects.
Beginning on 15 June the Document Division for the first
time used document coding performed by another Kg USTB Agency--
Air Force. This action freed indexers to support the CIA Mini-
card test and set a precedent for m operative processing in
the intelligence community.
World List of Future Meetings
T In recognition of the intelligence potential of
i nternationnl conferences, OCR, with support from the NSF,
arranged with the Li'hrn-y of Congress to produce P monthly
unclassified World List of Future International Meetings.
The first issue was xx published 'ry the GPO in June 1959.
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It vas more comprehensive than any go-ernment or private
publication of its kind, or combination of them. covering
over 2,000 meetings each month. (OCR continued to support
the World List nm mxth through the end of F Ys
1967, when *t because of budgetary pressures it had to
terminate its funding. The NSF continued to support the
list', ham=tRt.
esst'3n par-E'"Gecause of Mr. Borel's August 1958
memorandum calling for a Management Staff study of the Agency's
computer needs, such s study vas completed in early 1959 and
approved by the DCI in May. The study concluded that CIA
needed a composite data processing program end recommended
that a data processing committee be established, that a review
be made of the end products from existing data processing
installations to ascertain current requirements for them;
that MS conduct a .study to ascertain how existing machine
installations could be centralized and to what extent com-
pater-type machines could replace existing machines under
centralized conditions; and that computer requirements be
e stablished by the DDI operating offices.
On 25 June CIA Notice 7-200-2 established en Automatic
DPtR Processing Committee (ADPC) to provide Agencywide guidance
and au Aoritqti ire screening for all aspects of data processing
requirements pnd equipment to serve such requirements. The
Commite was to deal with the utilization of existing .utomptic.
he;NPc~N~ascs,
dpta processing machines for existing and new-umoo,
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of new and existing machines, value of end products and
assessment of costs against end-product value. The DDS
pro- ided the Chairman of the Committee, 25X1A9a
end the DDS, DDI and DDP each provided a member. The
DDI member vas Mr. Borel.
Even before the establishment of the ADPC, CRAG was
considering methods of kmimin training Agency personnel in
how computers worked, what they could do and how to program
them to make them do what they could. In early July 12
officers from O/DDI, ORR, OSI, OCR and DDP were selected
for special training in electronic data processing machines
(EDPM).
More personnel cuts
The OCR authorized personnel ceiling dropped from 85? in
FY 1958 to 761 by the end of FY 1959. Transfer of SD, with its
62 slots, accounted for the bulk of the decrease. In the OCR
Annual Report for FY 1959 Mr. Sorel stated that more reductions
v ere in prospect and costs of operation and some categories
of receipts were on the rise. Therefore, he said, OCR clearly
faced mounting pressure to do more with less--by Putomation, through
improved procedures, and by reevaluation And elimination of low
priority activities.
CRAG--FY 1959
the end of 'Y 1 9 CRA 's efforts h r ncluc'reviews
a nd evaluatiol of graphic service economic person i s
the processin?.' t e fair inf tion, the' sigi of IR, and
bra 's system fo n, books. ttee also
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25X1A9a
25X1A9a
In July 1959 ecame the first OCR person
to attend a senior service school--in this case, the Army War
College. He was to be gone for a year, during which time his
W a Vick
Deputy, serve as Acting Chief of BR.
Possible EDPM Applications
In accordance with the M study recommendations, with
DDI oral instructions to the IADs, and with instructions in
N 7-200-2, ORAG investigated possible EDPM applications in
the DDI area. w Their conclusions were pre-
sented as CRAG 9/2/59 in August. CRAG found that the nature of
,zany functions performed in the DDI area wea similar to cases
in which EDPM applications had succeeded. They noted that the
mere existence of such areas did not necessarily mean that a com-
puter must be obtnined. First, they must ascertain whether
application would mean improvement, which improvement would be
gained by securing greater accuracy end more timely data, greater
rel>tRbility s,mong data, potential for expansion, needed data
no'r
previously available, and economy of time, manpower,* space
or money.
VRAG' concluded that the need for securing some of the above
objectives meas vas clearly indicated in various DDI situations.
As far as OCR was concerned, they noted that,
1. The volume of incoming information exceeded processing,
capabilities used on existing manual or RAM techniques.
2. The proportion of receipts that could be fully processed
as declining. .
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Service from existing facilities is becoming slower as the
size of the several indexes increased.
4. Quality of service in terms of listing, subject correlation,
updating and display was declining or not offered because of
the limitations of staff and equipment.
CRAG also found ltmtkad indicated applications in ORR
and OSI. They concluded that the rapid evolution of the computer
and the existing level of its capabilities in information
processing offered significant potential support for and
improvement in the quality of information in the DDI area.
CRAG then recommended:
1. That their report be sent to the ADPC in compliance with
the call for the computer requirements of the DDI area.
2. That it be the policy of DDI operating officials to
develop staff competence in the computer art and to conduct
continuing and intensive planning for and testing of applications
of automatic data processing equipment to DDI programs.
3. That an EDPM feasilility study for the DDI area be under-
taken. The scope of this study was to cover the requirements
of all DDI offices and also to determine (1) / st/computer
requirrments should be met from within CIA; (2) the ole of
the Minicard system in an assumed computer center; and (3)
what use could be made of the excesss capacities of the pros-
pective DDP WALNUT computer (a special-purpose /1-ographic system)
and the DDS RAF.' RCA-501. The DDI apmroved the CRAG recommendations on ?1 August.
Mechanical Translation Again
In ]ate 1959 Gener ge the DDCI, decided that a more
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th
June Reference Aid on Fhoto";ra;?hs and Motion Picture Films, first in
a series (CIA/CII. 25) of reference aids published by OCR as
.-aides to its services and facilities.
Reference Aid on Non-CIA Produced Cables, second in a series-V
(CIA/CR 25.1) of reference aids published by OCR as guides ~~
to its services and facilities.
The first issue of the World List of Future International Meetings
appeared, published by the Library of Congress and sponsored
by the Liaison and Collection Division, OCR. Preliminary
discussions regarding this type of coverage were held with the
Library of Congress as far back as 1954.
Agency Data Processing .Committee (ADP) established 25 June ~t C,
1959 (Notice No. 7-200-2) with AD/C111 representing DDI.
The Document Division for the first time utilized the document
coding per y '-another USIB agency (Air Force), based
on the ISC.
July Report on Office of Central Reference, b~
25X1A5a1 31 July 1959. A study to determine
25X1A5a1 mechanization requirements of OCR.
25X1A9a
'
Chief, BR, first OCR person assigned to
Army War College for one year.
August CIA Library ceased staffing Branch Library for the Medical ? a ' L V
Office.
Memorandum from AD/CR to DDI, 19 August 1959 (CRAG 9/24-'-
59), Computer Requirements in the DDI Area.
Oc,c,;aer Report on the CIA Library Acquisitions Program, prepared by
25X1A5a1
11
77-
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formal mechanism was renuired for providing advice and guidance
for the development and implementation of the mechanical trAns-
lation research program, which Paul Howerton had been monitoring
on behalf of the Agency since 1956. General Cabell considered
this particularly necessary in s~`'uc~. a s
the Agency
program was moving out of research into the operational phase
for translation of Russian organic chemistry literature.
Theredore, ireptember he designated AHowerton the CIA Mechanical
Linguistics Project Officer, to be responsible for the
preparation of programs of research, development anc operations
in mechaical linguistics, in consultation with the CIA
Mechanical Linguistics Advisory Committee, which he established
at the same time. (Mechanical linguistics was a term so
zeanLuw,
wckvAs"ve 'v,ecL V1 ko.c~.i ~r~vsl is a
=~~' Upon approval of the DCI. Mr. Howerton was to
supervise the execution of thew programs. At about the same
time, CODIB established a Subcommittee on Mechanical Translation (SC OM 1
and named AHowerton as its Chairman. Thus, Mr. Howerton was able
to represent the Agency position in the community and any community
position in the Agency.
The investigation of computer applications in the DDI area
eared toward implementation in December 1959 with the appointment
of OCRts Joe Becker to the DDI)s staff as head of the DDI Feasibility
lo-4r 4-vG ~i,u os~r ,
Team, A Inasmuch as Becker was still assigned to the Western Data
Processing Laboratory, UCLA, and was not expected back until June
1960, Albert Highley of to T chosen to direct cettain
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Yo:..: - 1959
, vumber Reference Aid on Document Processing, third in a series ?
(CIA/CR 25-2) of reference aids published by OCR as guides
to its services and facilities.
:;;camber Reference Aid on Machine Support Services, fourth in a series 12u
(CIA/CR 25.3) of reference aids published by OCR as guides 0
to its services and facilities.
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pre feasibility studies.
1960%
Effective 4 January 1960 John Vance accepted an
assignment to the staff of the Inspector General. Replacing
25X1A9a him as SA/AD/CR was of LCD.
DCID 2 /1
On 9 March DCID 2/1 (New Series), "Coordination of
Overt Collection Abroad," was issued. This DCID, initiated
by OCR's LCD, served to implement in part NSCID 2, "Coordination
of Collection Activities." It superseded DCID 2/l, "Implementation
of Coordination of Collection Plpn," dated 25 October 1948. OCR
o rtginally hoped that in the reirision of DCID 2/1 agreement
could be reached to form a USIB Committee to Coordinate
Guidance for Overt Collection Abroad. This was rejected by
,11 USIB representatives) however, and was Plso opposed within
the Agency by OSI and ORR. The consensus was that certain
aspects of the problem of coordinating collection were already
the responsibility of existing USIB subcommittees. Other
aspects of the collection problem were not considered Rppr4piate
-for resolution by committee but _hou k = '__aa'_? by the varties
concerned on an ad hoc basis.
Mr. Borel did not wholly share this view, feeling that
xx1dance to the field, follow-through on requirements and
evaluations, the development of mutual support programs in
overt collection, field-headouarters relations, and Awareness
bl
in W shington of what was already evai]a Ile were problem areas
concerted attack on *?Thich would yld impressiire results. He
n Fvertheless vent +long with the others because he felt that
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these dividends would be forthcoming only.if the members of
the community were solidly behind a committee sppprofl ch. Inpsmuch
1-11
a s this proposal did not get into the DCID, its final form was
little chftnged from the 1948 Directive, except for the intro-
duction f clarific,tion and additional detail.
LCD subsequently stimulated the production of a new DCID
concerning exploitation of US Government officials.
Revised ISC
In March the revised edition of the ISC with the new
Area Classification Code was published under the ae:spices of
CODIB. Copies were distributed to the USIB member agencies.
OCR planned to begin using the new codes in the Intellofax
system upon agm completion of indexing and machine procedures
and necessary training.
C~-~on
Records Reduce,...
In April Mr. Borel reported to the DDI on the status
of OCR's records reduction program in Anticipation of the move
to the new tuilding. In the first 4 months of the year OCR had
disposed of 3,780 cubic feet of files--12 percent of its total
holdings. Mr. Borel estimated that by the time OCR moved to
Langley it would have disposed of a minimum of 8,000 cubic feet
of material--25 percent of the totsl holdings.
End of Minicard Test
The Minicard test was concluded in April 19(0, and OCR
management, taking into account the negative findings of the
~orking roup conducting the test plus ,ffice budget And
personnel pressures and the relative use of Intellofax in the
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overAll office reference picture, decided against adopting
Minicard. The nuipment, spare parts and supplies t-rere
r`e`leased to PIC to 4ugment their proposed Minicard installation.
Following completion of the Minicard test, improvements
in the Intellofax system, booed on experience from the test and
improved IBM sn:1 other equipment, were studied by an OCR Forking
,droup. The group's recommendAtions calling for (a) coding
uniformity, as the technique most likely to achieve a high
recovery rate of documents satisfying any given request, and (b)
greater selectivity, as the means of achieving a. higher rate
of relevance among the documents recovered by machine searches
were approved and were incorporated into an improved system using the
revised ISC =_s the indexing mechanism.
25X1A9a Another rip
25X1A9a During April-June again took an oversees
~lA
25X1A9a trip on t,ehalf of OCR. Accompanied b the,,,Librarinn.
And Secretary of PROCIB, he surveyed publications and graphic
m sterials available in Africa south of the Sahara. The two men
also Attended the Second Conference of Publications Officers,
beld in Paris.
Hongressionpl Appearance gmkmxm for Mr. Borel
On 13 May Mr. Borel, along with Mr. Houston, the General
25X1A9a Counsel, and Appeered before the House Committeee
FOIAb3b1
on Science and Astronautics) at its invitation, to outline the CIA
views on machine translation. He reviewed the history of CIA in~?olve-
went in Mr research, discussed the needs for MT, mentioned the
problems areas encountered and discussed the possibility of an
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eventual central facility for Mr and the development of
coordination of MP activities among government departments.
25X1A5a1
25X1 A5a 1 In June a proposal to support the
Mi' project in the amount of $445,000 was approved to develop
operational capnbilit in five disciplines--organic chemistry,
physfal chemistry, economics and high energy and solid state
p hysics.
25X1A9a
25X1A9a
CODIB Subcom?i.ttee on C1Assification
In May the CODIB Working Groups on the ISC and on the
Revised Area Code were consolidated into a. Subcommittee on
Cia Csification. This body was to establish procedures for
revising the ISC and for approving any changes, deletions and
additions thereto. OCR's Document Division provided the
Chairman, Chief/DD, and Vice Chairman,
SA/CDD. The first mission assigned the new group vas a study
of an Army proposal for a joint system of indexing finished
intelligence publications.
More OCR Information for Capitol Hill
In addttion to his appearance before the House Committee
o n Science and Astronautics, the Mr. Borel (and other OCR officials)
during FY 1960 provided information to the Senate Committee on
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briefed its staff members curing the committee's survey of
a
scientific documentation and information processing programs.
The Committee's published report,.Sen?te Document No. 113,
Documentation, Indexing, and Retriez ral of Scientific Infor-
mation, included the following comments on CIA's progress
in this field, as cited in the OCR Annual Report for FY 1960:
The staff was much impressed with the advanced
stage of the Agency's automatic data processing
activities, and by the fact that the CIA has
developed a number of comprehensive independent
systems to meet i@g special needs, as well as
machines to implement these systems. It is
the opinion of the committee staff that the CIA
and the AEC have made the most progress and
achieved the greatest advancement of all Fed-
eral agencies in the field of information
processing.
Personnel Changes and Cuts
In late resigned as Chief of
SR to become head of the Nashville, Tennessee, city library
system. The following month, s named to succeed
him as soon as he k*mra himself returned from the Army War
College (July). In the interim, was Acting Chief,
SR. became Chief, BR, after moved to SR.
In 1959 the DDI ordered OCR to effect certain reductions
i n personnel by ?0 June 1960. Mr. Borel subsequently concluded
that it was prefereable to eliminate a discrete unit rather than
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Ja~t;ary /naVance, SA/AD/Cii,, detailed to IG Staff. - i /~~ (2.,,s
~ppointed SA/AD/C11 vice John K.. Vance.
a.3 c,::tih
25X1A9a
Overt Collection Abroad, was a revision, initiated by OCR, of 'V
DCID 2/1, 25 October 1948.
Memo from AD/CR to DDI 14 January 1960 covered major tasks
and activities (involving five or more people) that were eliminated
or curtailed from 1 July 1955 to 1959.
Report of the study of t ro._th_lndustrial Register in support
of intelligence resg_axghjn the DDI aroaprepared by Ad Hoc DDI ?
Review anel for the Industrial Register
Chairman). 15 January 1960.
reh DCID 2/1 (New Series) issued 8 March 1960, Coordination of
25X1A5a1
OCR began searching some months prior to March 1960 for
equipment to replace photostatic system in use for copying
selected to f requ remen an run es s.
documents.
Aril Minicard Project dropped by OCR. Equipment given to PIC.
cal Re ister abolished (30 `
s:.1> Radio Stations Branch L ft
rose w.~w.~s
positions).
lation before Congressional Committees.
Extensive records dis osal program accomplished by OCR ,#
prior to move to new Headquarters Building.
May Statement was made by AD/CR and others on Machine Trans- ?1.
card files and the Actifilm was interfiled. a
C
Ar be an providin&_ CIA with Actifilxn codes of some of its I. * h 4 R. ?ry
material. OCR found the Actifilm compatible with the aperture
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allocate cuts across the board and thereby reduce further the
operational capabilities of several units. Because the mission
of SR's Radio Stations Branch wps in many respects less closely
related to the main thrust of CIA responsibilities, he selected
it as the unit to abolish in order to stave ?O people.
By of eho a FY 1%4) Lea itsK
04"1 ? OCR's personnel ceiling wss? &Sea*"
reduced.wto 725, 'I--- -L ,k_ 'I
Three slots
two from ADG and one from SR--were released to the DDI fors his
new Automation Staff. The abolition of RSB/SR took 30 positions,
and three Library jobs were also dropped. The majority of
persons involved were reass3g d within OCR; eight transferred
to other Agency components; five elected to resign to accept
non-CIA employement.
25X1A9a
25X1A9a
In August OCR made several presentations to the Presidential
CTsc,)
Joint Study Group,,investigating the intelligence coordination
mechanisms of the US GOvernment. These included requirements
end collection guidance, a plan for a central requirements
registry, requirements for foreign publications, and the
uncoordinated proliferation of requirements. 1~% IN 01 OCI W015 fo
becom involved in Carry. incl out Several of -thee 3S(r r ecovnmerdcc-ioh5.
Sl f t
d
to u
y on a Revised Intellofax System
A staff study presented on 24 August by the Chiefs of
DD and MID, the CIA Librarian and the head of the ADG presented
proposals regarding orga%WK~ requirements of a modified
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Intellofax system. Thetr major recommendations were that a coding
manual and dictionary be adopted and maintained as standard tools
for document processing and retrieval, that the indexing of
finished intelligence be eliminated from the Intellofax system
and be serviced through reference to the IPI, that the three
divisions (DD. Nfl, Library) continue to participate in major
input decisions affectiving retrievability, and that the
revised Intellofax system be put into operation within OCR
as soon as possible. Mr. Borel approved this study on 30
August.
V~a C 5 i m' T CL i's
With the move of CIA to Langley pending within the year,
CODIB decided that it was both necessary and desirable to make
plans for the repid transmission of documentary materials among
the respective headquarters of its members. To develop the
requirements for such a system and to examine fst the various
media that could be used, they established a Working Group on Fac-
25X1A9a simile Transmission, at OCR suggesion.
die ADG, vas named to head the working group.
Reused 13C
Full implementation of the revised ISC was effected on 1
November 10,60. To Improve the Duality of indexing and to arxcm
accomplish treater uniformity of input, two working aids were
developed and published in collaboration with ADG, CIA Library
and ND--an Intellofax M,nu81 and an indexing dictionary. Three
coding experts from OCR were detailed for several weeks to th
ONI, SACgAnd USAFE to instruct service personnel in the use of
I
the revised code. Fifty oA sons from USIB Rgencies attended
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25X1A9a
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DD training classes in application of the revised ISC.
1961
Effecve 13 January 1961
since 1953, became Chief, LCD;
since 1951, became Chief, GR; and
Chief, IR,
Chief, LCD
0 Chief, GR.
since 1947, became Chief, IR. The purpose of this shift was
to provide managerial development opportunities to the
individuals involved.
Formation of IRG
In January the Chiefs of the three divisions involved in the
Composite Group (MD, DD, Library) recommended that the term
"Composite Group" be dropped and that the combined effort to
Drovide reference service from coded raw intelligence reports
be knwwn as the Intellofax Reference Group (IRG). Their
reasoning vas that Composite Group gave users end potential
users virtually no indication of the results that could
be expected, vhile the term Intellofax was widely act-fed,
and its definition,including its limits as well as its
strengths, was spreading through improved briefings and more
precise usage in training courses and desdriptive lectures.
Their xamman x recommendation was accepted, and the name was changed.
Joint Study Grou4Recommendations
On 18 January the President, with minor qualifications,
app~'oved the 4? recommendations of his Joint Study Group. The
implementation of a number of these recommendations affected the
DDI Prea, and some required DDI initiative. Several addressed
themselves to changes in the manner in khich requirements and
guidance to collectors we ?t i d -A. Among these were the
Vj IX F-
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following, as nuoted by the DDI in n memorandum for the
IADs on ?O January:
21 Thet7 the USIB establish a central recuire-
ments facility, initially to coordinate all
requirements levied for clandestine and signal
intelligence collection, rind if successful,
subsequently expand its operations to other types
of requirements. Personnel assigned to this
facility should be drawn from existing require-
ments personnel of the member agencies.
22. JThag the new central requirements rag
facility use the CIA's OCR as its ztzg reference
facility.
23. Tha9 the USIB establish a program for the
integration of all collection requirements
manuals into a compatible series of coordinated
guides; likewise, the creation of integrated
requirements guides on a country-to-country basis
setting forth the specific collection recuire-
ments and responsibilities of each department and agency
concerned.
25X1A5a1
25X1A5a1
25X1A5a1
The DDI directed the AD/CR to initiate appropriate action
s might be necessary to implement these recomm.en4ations
end related matters.
Computer Surveys
During January-Feburary both
conducted 6-seek surveys of the
DDI computer need. Both submitted their reports to CIA
in Mrch. In brief, the - paper rmmended that the DDI
upgrade its machine operations to the computer level and
25X1A5a1
simultaneously undertake a major system design effort to meet
future needs. The =found that the DDI yes seriously 't '^k, =-
the state of the information handling art and computing efforts
in other parts of the corn sxd recommended that a very large
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25X1A9a
scale effort be launche4 immediately, with heavy contractor
participation, to restructure and automate wherever feasible
CIA's information processing.
.:Pr1
a,
ril the DDI Automation Staff
gpA~l
.,r XL
issued a paper recommending that the DDI establish a Computer
Center, implement production applications on the computer
in direct support of DDI intelligence officers, and undertake
a major system design effort in the document and information
retrieval field. Reactions from the IADs to the Automation
Staff's paper were submitted during May and June. They were
generally favorable, endopsing the basic recommendation that the
DDT should establish a computing capability.
Mr. Borel still. felt that the ultimate goal should be
a CIA Computer Center, embracing the capability to meet the
needs of DDI, DDS ?nd DDP. Assuming, hove-rer, that no CIA-
vide center could then be had, htstrong-ly opposed the creation
of another CIA operational component in which to vest
-esponsibility for managing a DDT computing facility. Instedd,
AD P 54-aer(a new cre&4.1or- under ff-e DDS #o be ar:ra+;-'~e ar ~F
he felt, the CIA should conduct the exploratory I TV0fj v;
phase of systems development and experimentation in the DDI a ;.)
area and that any computing center resulting from such exploration
should be placed as an operating component under AD/CR. He also
recommended that the DDI Automation Staff mold be aft abolished
as a separate component in view of the creation under the DDS of
25X1A9a
an Agency ADP Staff
Tame Mr.
dann,nanr
Borel Also recommended that CRAG play the dmminabb role in de,relopknq
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objectives and plans concerning tle computer center.
Some of Mr. Borel's recommendations were accepted.
When the CIA ADPS was created in June, the DDT Automation
Staff and the CIA Management Staff were both abolished.
Ceiling authorizations and selected personnel from these
two staffs were combined to form the ADPS.
In September the DDI, Mr. Amory, formally Approved
the Automation Staffs proposAl for developing s DDI com-
p uting rx program. Colonel White, the DDS, approved the
EDP development program for the DDT the following month.
scheduled to begin in JanuPry 19624t
vas to be called Project CHIVE.
The ADPS yes charged with implementinr, the EDP
development program for the DDI area with the assistance of
the offices of the DDI.Pmr The ftsff was to report operationally
to the 4DDI in carrying out its assignment but was also to
keep CRAG fully informed of its %;ctivities within the DDI
area. The program was to be developed within a DDI-bride
context, taking into account computing activities elsewhere
within the Agency and the community, as necessary. The
Irogram called for the establishamnt of a single Computer
Center for the DDI area, which Fo uld be established and
operated by the ADPS during its developmental period Find then
assigned by the D D I within his area as #% deemed appropriate.
The program vas to be planned, controlled and executed
predominantly by CIA personnel. Contractors were to be
employed only to provide certain technical skills no available
within the Agency but neede-Arr yinn oull the overall DDT
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development program.
OCR assistance was to be needed for many parts of the
DDI computer pro--ram. The ADPS planned to do as much as
passible of the preparation of data for input for s special
project, tut it planned to call for assistance from the office
sponsoring the ppoject or from OCR, where such skk1 skills
already existed in high degree, dspt3uhM depending upon which
office was more appropriate to the task at hand. An intimate
working relatiohsip between ADPS members and the components
of OCR vas also considered necessary to the effective pursuit
of the systems design effort. In addition, rather than
establish an independent EAM facility to support the omputer
program, the ALPS planned to look to CCR to provide this type
of support via already established facilities. Finally, the
initial hardware element of the DDI Computer Denter was to
be located in space assigned to CRS, Rnd the ADPS
card and tape punch kt equipment was to be housed within
the Punch Unit of SR.
OY~
~Fa csimile Tw!xzx Transmission
In February the CODIB Working Group on Facsimile
Transmission Service concluded that interagency facsimile
service was. not justified At ths+t time because the problem
of secure transmission had not been resolved, because of the
c ost, and, principally, because the existing courier
system would suffice. The group then disbanded. (OCR would
later take up study of this problem on its oTin.)
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25X1A9a
Still more on Mf
At its 27th meeting, on 2 February, CODIB, on Psul
recommendation, dissolved ti- ' SCOMT ??t4___---
'"---'4 r. One of the primary reasons for
doing so was that an Inter-Agency Committees on Mechanical
Translation Research had been established, under the
as
chairmanship of the NSF, and including/representatives fx
the same individuals from USIB agencies that were on the
CODIB subcomt1ttee. Recognizing that the NSF-chaired
group was broader in its membership and interests than
Vftw- B SCONT, and wishing, to maintain direct contact with
MP Activities, CODIB piste designatedAHowerton as their
1 iAison representative to that committeee, i~ aAWa s i
3091"- CIA representative.
SR Reorgani z t ion
As a first step toward an "all source servQce concept
SR was reorganized in March. The reorganization provided for
countero et components in SR for most of the other OCR divisions,
thereby -permitting more substantive and professional collaboration
between these units.' It was designed primarily to better serve
xxox consumer interests.
DCID 2/8
During 1960-61 exploitation of US Government officials
engaged in TrSY travel or receiving foreign visitors resulted
in reporting improved in both quality end quantity. The --slue
of this source attracted USIB attention to the extent that
DCID 2/8 (New Series), "Dome
yrloitation of US Government
SEL,h
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Organizations And Officials," was approved and distributed on
21 March. It was originally drafted by OCR. By May 1961 kke
Mr. Borel was able to state that DOID 2/8 arks had already
begun to facilitate the work of the Collection Branch of LCD.
Central Requirements Registry?
In response to the JSG recommendation 22, 2 study was
undertaken in March 1961 to deign design a system for the
operation of a Central Reauirements Registry within CIA to
reduce undesirable duplication in levying collection requests
on field collectors, to provide more effective tie-in
between requirements and responses, and to improve feed-back
from consumer to collector. LCD chaired a jodxnt DDI-DDS Working
Group, composed of representatives from Requirements Staffs,
collection components and OCR's ADG, which developed a plan for
t he operation of such a Registry within CIA that could be
extended to include the indexing of all requirement for the
i ntelligence community--that is, a National Requirements
Registry. The Working Group then proposed to activate
the systems design pnd to build an initial data base. The
proposed Registry could function indepdndently within the frame-
work of the Liaison Staff (as it was known by the time of the
Working Group report] in August 1961) or as an integral part
of a Central Requirements Facility.
At the outset, the Registry was to have as its mission
the indexing of all Collection Reauirements (pd hoc and guide-
type) originating within CIA or served on CIA ry other USIB
members for collection action, exclusive of those Already levied
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FOIAb3bl on such components ash the CIA Library (for foreign
p ublications procurement) Pnd NPIC. The Registry vAs
to support the comprehensive file of collection directives
Tainteined by OCR through a mechanized index to the file.
It would enable OCR to better Nerve as the communication
1 ink between the customer and the collector.
Moreover, it would make possible a consultative service,
through OCR/LS) to both customer and collector on the
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correct expression of requirements and the gllbss assets
avAijable for collection.
Briefing Paper for Kilday Committee
May E Mr. Borel submitted an extensive briefing
paper on'The Central Reference System"in response to the IG's
request to P11 RRxm2mxmxmxbxK Deputy Directors for such
papers. The briefing papers were to be supplied to
Congressman Paul J. Kilday, Chairman of the CIA Subcommittee
of House Armed Seree Services, who was anxious to establish a
record of review of CIA activities on the part of the Subcommittee.
Another Post for
In aurae IGbI +1,e NSF aSV ed +kaf niece
Le
named as representative of CIA to
work with the NSF at the policy and programming level idir
WHY Re-
'?~ --=:? In naming o the post, Mr. Borel noted
NSF Director Dr. Alan Waterman in P letter to
that becaus had been CIA representative on the Federpl
Advisory Committee on Scientific Information, headed by the NSF,
he =ould provide continuity of representption in this important
area.
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Liaison Acti'-ities Again Reorcani,ed
In July the Collection Branch of LCD, with 10
positions, was transferred tot LCD was renamed
Lieison Staff (LS). The International Conferences Unit
was transferred from LS to BR, with one position.
The merger of Collection Branch and 00/CD had been
the subject of informal discussion on the working level for
several years. The mission and functions of the branch were
the same as those of 00/CD, except that the sources in
Collection Branch's case were government employees rather
than nongovern.?nent employees. Moreover, the branch's
mission and functions did not resemble those of its parent
office\nd 'ith existing And prospective pressures on
OCR's basic information storage and retrieval responsibility,
the office found it increasingly difficult to provide a
level of support that would permit the development of the
activit;'s high potential. Mr. Borel therefore recommended
that for the benefit of the Agency and the intelligence
community as P whole, the branch be combined with 00/CD.
Piographic Responsibilities Merger
As of 1 July responsibility for the control of bio-
graphic information on political And other personalities wps
transferred to CIA from the Department of State. The files
and a few of the personnel of State's Biographic Information
Division were merged with OCR,/BR, which gained 67 slots in
the process. Physical merger was delayed until R mo-ed to
the new building in November.
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25X1A9a
Background of SCIPS
In June 1960 CODIB had notified USIB that it was
timely to give serious consideration to the conduct of a
general systems study of the information processing prob-
lems of the intelligence community. In September USIB
directed CODIB to recommend uidelines for the development
of information processing facilities in the community, in-
cluding, if necessary,?the conduct of a general systems study."
In December the Presidential Join` Study Group recommended
t h At "The USIB should monitor efforts to develop Automatic
systems to store and retrieve intelligence information and
the extent to which compatibility of systems is Assured."
The following February CODIB recommended a study. In March
USIB directed preparation of R plan for study to "define
long-range goals, with particular emphasis on considerations
attending use of automatic data processing and the develop-
ment of cornv'tible systems." Tmxr mRmR m=m
In June 1961 CODIB completed the terms of reference
for the study, and at its 11 July meeting Ube USIB Approved
them. It was to be a comprehensive study of the information
processing problems of the intelligence community, looking
t oward (1) clarification of responsibilities; (2) clarification
of compatibility goads; ( a ) inauguration of ftn overall community
systems concept; And (!i.) creation of ?n integrated research
.support program. Mr. Borel, as CODIB Chairman, was directed
to proceed with the selection of a staff director and staff
to imblement the plan. SA/RR, vns designated
Acting Staff Director. The ~f I,as named Staff for the
No Foreign Dissent
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Community Information Processing Study (SCIPS).
Move to Langley ( \(k--
In September 1961 SR was the first.OC comvonent to
m ove into the new hendouarters building at Lan-,ley and by
the end of October all of OCR had moved. The cnntral
location of the Library and the Registers was expected to
contribute to much greater efficiency and a much closer
approximation of all-source reference service (not an all-
source file, which would have considerable attendant security
problems). At the same time, however, the physical distance
of the new building from other USIB components posed problems,
which in turn generated increased interest in such develop-
ments as secure facsimile or other communication links be-
tween community information storage and retrieval systems.
'rht Abs) CartsfaeriK-j i'+
In October X' OCR abolished
unnecessary noWthat the CIA X
ADPS existed.
25X1A9a Departure of
25X1A9a On 15 December
25X1A9a
submitted his resignation,
to be effective on 19 January 1962. In a memorandum to the
DDCI he stated that he had "reached s, place in life... when...
the frustrations of the public servant can be put aside... (to)
return to private enterprise." Following his departure, Jack
was designated Acting DAD; he served in that zmpnm
caps^ity throughout most of 1962.
JSG Recommendation 23
Once action was well begun on JSG Recommendation 22, Mr.
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Borel decided thQt it was time to start on Recommendation 23.
A review of intelligence collection guides published by com-
ponents of the Agency and discussions during the review of a
DIA (established 1 August 196].) intelligence guidance manual
disclosed considerable differences in opinion about what the
scope and nature of guidance to collectors should be.
therefore proposed in December 1961 that a Working Group on
Collection Guidance be organized to draft a collection guidance
policy and program, which, when approved, would provide
adenuate guidpnce to collectors upon whom the Agency levied
recuirements. Representatives to the Working Group from the
DDI production offices and from the DDP were designated in
early January 1962.
1962
25X1A9a
Director of the Nntionni Indications
Center, vas selected in January [ to replace Paul
25X1A9a -as DAD/CR, but he was not scheduled to assume his
duties until dam June. As it happened,
he was subsequently detailed to the DDCI's office for sa brief
time and die not actually take up his duties in OCR until '4
September.
In January OCR devised a plan for providing an a11-
source service to those customers who desired it. SR ,,as
to serve Qs the focal point for this service and to le-y re-
quests on other divisions to send collateral ms#teriAl to SR
whenever r customer expressed interett in seeing other than
SI documents. No general announcement of this plan ves to
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be made, however, because due to SR's manpower and worklond
to be
problems the service was necessarily/limited.
SLIPS k i +J Sw
In February 1962 Ift USIB Approved A revised plan of
operations for SCIPS. The initial Alan was modified by USIB
direction to take account of the newly organized DIA's need
to emphasize critical information processsing, problems while
the community simultaneously considered the broader problem
areas to which the critical problems related. The study, then,
as to have two tasks: (a) identifying information ndeds Rnd
output capabilities of existing major automated or near-aautomaated
s ystems; (b) identifying th and measuring the floe of infor-
m etion between nonRutomRted activities and surveying significant
existing information repositories. The result of the SLIPS
rogram was expected to be provision of community standards fort-.,.1'
(1) the exchange of data and information files between components;
(2) formatting of reports or information; (3) indexing and coding
of information. It was also to provide a more comprehensive view
of the total processing system and identification of critical
-reas for further study.
The SCIPS study was to involve the full time of nt 1Fast
90 persons and take About fl year to complete. Staffing included
r epresentatiyres from the DDI offices, the DDP, Army, Air Force,
DT-A. N?vy Purenu of the Budget, DOD/JCS, NSA and the NRtionpl
Bureau of Stpndnrds. PQrticipsting agencies were slo?.,- to detail
members to SCIPS, lout ly thxmxmftmdxM61mtmx early 1962 most of the
htOff was on duty and prep srjr},; t j unch its fact-finding surveys
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anO analyses of information processing systems. CIA personnel
pssi?ned to SCIPS included four from OCR, six from other DDI
offices, and one each from DDS and DDP.
Effective 5 Mprch 1962 was eetniled. from
OCR to the CIA ADPS. He was to serve as a consultant on OCR
operations; as a liiison officer between ADPS and OCR Ps well
as between ADPS Pnd SCIPS; and as a systems analyst on ADPS
studies in OCR areas of interest.
OCR Missile Committee
In May Qn OCR Missile Committee was established to
: cilitate the handling of special projects within OCR that
concerned missile or missile-related problems; to keep the
diviions apprised of current missile developments and
indicators in the Sino-Soviet bloc; and to give the Agency
research offices concerned with missile intelligence pro-
duction a better understanding of OCR's support cap+bilities
fn this field. Each OCR division was represented on the
committee.
M Reseafch
Between 19"6 and 1962 CIA had spent $1.4 million in support
25X1A5a1 of the Mr Project. In April 1962 Mr. Borel, in a memow
rsndum to the Acting DDI, pointed out thRt the project hpd been
(`ontroversial since its inception and had survived largely
25X1A9a because of the strong stand taken by sus project
FOIAb3b1
designed and the W&
project officer^on how near they had come
achieving an MP operational cA Ability.
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officer. The principal point of disagreement between =for
whose principal aid in translation the project was initially
S
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ft The Project Review Committee questioned whether
this was the kind of research the Agency should even he sup-
p orting. The attitude of the US Comptroller Geners+l on some
of CIA's broad support programs tended to question the legit-
imacy of continued support. Moreover, in the congressional
h earings of 1960 on mechanical translation, the Space Committee
had clearly indicated that the NSF was to assume leadership
in the field. NSF and Defense were by 1962 spending close
to $2 million annually on MP research. Mr. Sorel therefore
consulted with members of the CIA Advisory Committee on Mech-
anical Linguistics, the Comptroller, the DDR, Chief/FDD, Chief/
ADDS, and the Assistant to the DDI (Administration). All agreed
that the project should be discontinued. Mr. Borel therefore
25X1 A5a 1 notified that the project was to
nPnc a
be dropped. OCR/support finally terminated in March 196.
OCR planned to participate in the future jointly with the NSF
Pnd Defense in P coordinntiprogram of directed research responsive
to the priority needs of the government.
25X1X8
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Requirements Registry
25X1A9a On 27 April the DDI directed Mr. Borel to organize
a Requirements Registry, on a provisional basis ,with a
staff of four, "to Provide management type informF+tion and
PubJect-area coverage of ad hoc requirements" along the
lines set forth in a CRAG study pursuant to JSG Re~mmendation 22.
On 1+ May the DDI reaffirmed this decision and also stated that
he was forming a CIA Requirements Committee (CIARC), which
would "sddress itself to pny requirements policy or priority
problem of general concern arising from the conduct of CIA's
production or collection activities. Initially, membership on
the CIARC was to be limited to the research and reference
o ffices of the DDI area, with other offices to be brought in
as necessary. The Chairman of CIARC was the DDI. Mrx Mr.
Borel was Alternate Chairman. Support to the ~ommittee was
to be given by a Requirements Support Group, consisting of
25X1A9a representatives from various DDI components;
of OCR was to be its chairman.
In accordance with the DDT's order, Mr. Borel created 25X1A5a1
25X1A5a1 the position of Staff Requirements Coordinator and named M
to fill it; the Requirements Registry was then established
25X1A9a under The Working Group on Collectinn Guidance was to
i,ha.se out as soon as it could pass its findings up to that time
'o the Requirement SupporfGroup. The latter body vns as p first
order of rusiness to d "draft
s collection guidance policy and program, which when -ppro-ed,
could provide adequate gur f,tq.Tcollectors upon whom the Agency
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levied requirements."
Effective 4 June a machine-supported CIA Central
Requirements Registry was established in LS. CIA reouire-
Tents and those levied on CIA for collection were submitted
to it for registration. The new service was to provide a
regularly published management index of requirements sorted
according to subject, area, collector and originator. Later,
a substantive requirements index consisting of total coverage
of all organizations, personalities, subjects and locations
included in requirement statements wss to be developed and
published.
Reouest Load
By the end of FY 1962, while the ratios of processing and
sex-ice to the available manpower remained about the same as in
the preceding year, the number of requests levied on OCR components
increased significantly. The increases were primarily caused by
the move to the new building and the1hift of various functional
responsibilities from the Department of State to CIA. For example,
the number of recuesters visiting BR in search of personality and
or?anizational information increased 180 percent o,--er FY 1961. A
tf'arpllel situation taxed the fpcilities of the Library. Intellofax
requests were up 21 percent o'er the preceding year, and requests for
jhe loan and/or retention of books and documen4ncreased s9 percent.
Of particular importpnce was the transfer from State to OBI of the
responsibility for the preparation of the ,arious chapters of the
NIS and the inclusion of thezesponsibility for polibital bio sphic
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intelligence into the mission of BR. The OCR Annual Report
for FY 1962 egtimated that OCR components hnd expended time
equivalent to 140 ma
ears in support of the NIS program during
the past year, with the Library an+R acoounting for more than
half the total. Also important in assessing; the overall
increased request load in OCR was the increased intelligence
interest in several nonbloc areas, particulaly Cuba and Africa.
In order to handle its increased request load, Emig
lx ohn OCR carefully surveyed the processing techniques
employed by its various divisions, and in many cases improve-
ments were introduced, resulting in more efficient processing
procedures. Additional pieces of equipment were br
into the processing phases of several of the registers, including
microfilm reader-printers, Xerox copiers ?nd other reproduction
devices.
End of PROCIB
In July USIB disestablished
'err "T o, 'ITS 1 CIud1llq
several 4?9-1& committees,
12
"(,f`~ulols~4-ious_~roaurevHrwh
Activities continued, however, under OCR
coordinating direction.
Facsimile TransmissionA sia in
Inasmuch as the CODTB Working Group on Facsimile Trans-
mission had reached a negative conclusion in 1961, CCR decided
to move ahead on its own. On 3 July 1962 it submitted to the
DDS specifications for a communications system designed to
handle the transmission of inform-tion in documents between OCR
and other government agenicFFes,primarily the State Department.
Mr. Sorel noted that he h(d'ce?egtiy found th?t the Xerox ro
No Foreign Dissem
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Corporation had a capability qqto meet at least part of the
requirement and was interest~in pursuing the matter further
with appropriate Agency personnel. Various sytems were
examined over the next 2 years; eventually the Long Distance.
Xerox (LDX) system was chosen as meeting most of the requirements.
Manpower Review
In July, as part of governmentwide manpow?r review
J
f rogram, the set up an Agency Manpower Review Task Force
n
and established four task teams to survey the ov rall CIA
manpower situation. Task Force Team No. under the chairmanship
25X1A9a of ME" surveyed OCR, smbmitting its report to the
Chairman Task Force Rowim" on 10 September. TFT
4im 2 found many areas in which OCR was functioning efficiently-
but made a number of recommendations that established "a framework
within which savings in manpower may be effected."
Mr. Borel subsequently commented that the conduct of the
~eam mehbers during the course of their study was exemplary
and that they tackled a difficult undertaking with energy and
keen interest. He also noted, however, that in his Judgment,
T; T 2
the ~S~.~..w.:~ findings were not responsive to the purposes of
the survey as outlined in General Carter's July memorandum, which
called for a review "to develop general conclusions concerning
the efficient allocation of manpower" and specifically stated that
"the Takk Force R1 mmmdmnk will conduct its examination on the
assumption that functions and programs presently performed by
components will continue . at approximately their present
7-
levels ...." He neveeless considered that the
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report was useful in minting up areas that the investigators
believed need varticulsr attention, and that these ress
warranted further study in -;renter detail than had been
possible hiring the survey.
W. Borel then commented on several of the specific
TFr a. .
recommendations made by . First he considered
their comments on standards and criteria in OCR. Thelleam
hid stated that "Throughout its history, OCR has taken the
on its own." T Mr. Borel stated in response that in his opinion
the team had missed a key point--that OCR was the link between
collection and research and its activities must remain geared to
a reflection of acticity in collection and research. OCR was
position that it is A service unit, hence demands for service,
too often, ;ire weightd eTually snd met wherever possible. This
service concept has led OCR occasionally to undertake'resenrch
n of in aposition to go its own way. It was by definition and
must
intent a servlee organization and M not set otherwise.
Therefore, the sole standard for judging OCR must be how well it
bras able to respond to the demands of researchers with what had
b een eollected.
The Task Force Team felt that the Priority National Intel-
ligence Objectives (PNIO) guide wAs one useful measure to be used
as A general guide, both for the allocation of manpower to fulfill
s ssined functions and for weighing demands for service made
%.
-Ct a K Ft,\\ V
upon the OCR staff. NIf adequate managerial review were given to
recuests for OCR services, both 1y the revuester And by OCR itself,
aiiiqi i~"ik. OCR would be under less onerous demands for services of
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i11 sorts. To this Mr. Borel replied :hat indeed flexibility
was required to meet changing current needs and thPt a continual
review instead of last minute crash ndjustment was desired within
or between divisions. He diagreed emphatically, however, that n
central reference facility should bind its j6nAX
exclusively, or even too tightly, to current national priorities.
He felt that it must have breadth of coverage to cope with overnight
world developments with at least "controlled backlog" depth inn
substance.
Another of the jeam's findings was that a study on the
id6gof establishing an all,rsource register "so far as can be
determined-was quietly shelyed." Mr. Sorel pointed out that
this statement was "altogether misleading" and that action had
been deferred for three reasons: (~) the former physical
facilities in OCR mpde it impossible to undertake a serious effort;
(a) the studies undertaken by the CIA ADPS And SC]PS had priority
and the findings of those groups was bound to have a bearing on
the feasibility of OCR's giving P11-source reference service; and
(~) the cue=-elopment of NPIC and the changing need for integrating
its output would have made any earlier attempt largely a vaste ""-
of time. He noted that OCR had already made considerable
strides in providfIR all-source service on a limited basis in
SR and that OCR had gone further in that direction with the move
t o the new building. He stated that the concept had been and
ned a major OCR goal
.
5f e
In August 1962 OCR vas given the responsihiltty for monitoring
the and funding the State Department's External Research StAff, a
function formerly handled by AK 1 . The annual cost at that time
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amounted to $92,000.
SIPS
By August, although it was till not fully staffed,
SCIPS had completed its first phase of the study and was
ready to start the field survey fact-gathering phase, which
was to run for 4-5 months In selected infommation processing
activities throughout the community.
Another Borel Trip
In the late summer Mr. Sorel once again ventured abroad.
25X1A9a Accomppnied by Director of SCIPS,
25X1A9a j six
25X1A9a
SA.AD CR, and representatives of COMB, he attended the
International Federation of Information Processing Congress
in Munich from 27 August to ~ September. Afterward, members
of the group visited other areas in Europe to survey information
file holdings and processing procedures.
Project CHIVE
In October the DDI directed a memorandum to all the
IADs on the subject of Project CHIVE. He listed the three
crincipal tasks in CHIVE and their current progress:
1. To establish a computer center for the DDI.
2. To implement selected computing and data processing appli-
cations on the CHIVE computer in direct support of DDI intelligence
officers.
? To conduct a study and systems design effort to satisy
future DDT needs, primarily in the areas of document retrieval
and automated information systems.
stated that he had recently reviewed the CHIVE
p rogrAm carefully. He th%yl fs t l bAlanced and timely pnd
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expressed his full endorsement of it.
The 2-year Rule
For years OCR had suffered under a staffing problem
caused by a rate of personnel turnover consistently much
higher than the Re Agency average. This vas due primarily
to the monotonous and tedious nature of the duties in many
OCR positions, as well as to the lack of promotional
possibilities in some areas. The great majority of.personnel
leaving OCR did not resign but were recruited saway from OCR
by other Agency components, primarily in the DDI, or themselves
actively sought transfer to other agency components. Because of
problem posed by the raids on OCR personnel by other
Agency components, Mr. Borel in October 1962 issued CR 20-17,
entitled "Release of OCR Employees to Other Agency Components,"
Mich established minimum s standard 2-year tours of duty for
OCR personnel before they would be considered "normally" for
re&ease to other Agency assignments. This rule was retropctive
in its Apvlieptinn and was met with Almost uniform complaint by
a ffected personnel, especiallyrm with respect to its retpo-
active aspect.
Cuban Crisis
On 1 November OCR issued How OCR Can Support Task Force ""
P specifically tAilored directory of its facilities for the use
of the Agency task team appointed to coordinate response to the
Cuban crisis. On 20 November the office submitted its "Con-
tribution to Review of Intelligence Activities Relpting to the
Cuban Arms Buildup, 14 April Through ib- October 1962." This
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was in response to k x a request from the DDCI,
who on 15 November established P vorking grou4in CIA to prepare
the response o the request by the President's Foreign A
Intelligence Advisory Board (PFIAB) for an all-agency, all-
source re~riew of the intelligence ctivities relating to the
Cuban situation. F (Information on specific contribu
t ions from the various OCR divisions may be found in the
diapters of this history dealing with those divisions.)
Finally, on 29 November Mr. Borel submtt4ed to the Executive
Director, at the latter's request, a mWorandurn entitled
"Post Mortem on Lessons Learned."
In his post mortem paper, Mr. Borel noted that the
Cuban crisis had emphasized the increased intensity of the
policy-intelligence tie-in; indicated that much was expected
of the DDI area in such s crisis; demonstrated the need for
maximum support flexibility, precision, rapid reac~ton time,
a nd clear channels for communicating information; and provided
a model to follow (in its ad hoc task team approach) for
future crises. It also demonstrated, he said, that in that
case, with the exception of high altitude photog+,aphy no
single source or report series was outstanding in reflecting
the arms buildup.-.rather, that the collation of information
from literally thousands of reports and from many sources of xst
varying degrees of sensitiviy provided the data required for
the policy decisions made.
Mr.
Within OCR,/Borel stated, this had reaffirmed the
belief that an all-source central referencex capability was
mandato SECRET
zy; that the fleibj, iyn ,e~pnction time required
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could not be guaranteed if the ceTralized information
processing activities only paralleled current interest,
ignoring areas of the world not currently important; that
the Agency was not yet sufficiently aware of the potential
of its reference facilities; and that OCR must be party to
Agency planning on any given crisis or policy problem at
+he inception of such planning.
Mr. Borel vent on to mention several points concerning
A ?ency relocation plans that he felt should be studied by an
A4nry Agency planning group, such Ps the logic of detloyment
to
25X1A6a
to
the need for prehostility advance teams to go
e confusion existing between vital materials Rnd
sprtime emergency relocation support materials. Finally, he said,
that a axd a m "stand-in'` or 'understudy system" should be
developed in calmer times against future crisis situations.
Under this sytem, individuals with regional and functional
ss pecielization normally working in support components of the
Agency (OCR, 00, various parts of DDP and even DDS) would be
identified and trained to assist analysts in prodtn Lion offices
(ONE, OCI,ORR, OSI), or operational components of DDP. This w
-stistance would be rendered on call by the first-line analysts
when a crisis created an undue burden on them. This approach
was based on the observation that the 3 ppct of n crisis fell
,uw unequally upon differenicindividupls and components in
the Agency. Just as normal command structure must gi?7e way to
the task teem approach, as being more responsive to the impera-
tives of ? given b roblemS be so could reserve tuTI assets
E- C k*
No Foreign Dissern
96)
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be redeployed to advantage provided there was advance planning
against this contingency.
1963
The year 1967 wes notable for its high-level OCR
personnel chenges. By the end of the year the AD had
changed once, the DAD had changed twice, the SA had changed,
Assistant (ESA) o,a,.
a new Executive/position U" established in the O/AD./CR,
and the Librarian had changed. (These changes will be dealt
with in detail at their prover places.)
Reauirements Cocination Staff
In a 6 January memorandum to the DDI entitled "Guid~g
Collection," Mr. Borel reviewed the situation surrounding
t his subject and his attempts to clarify the respective roles
of OCR and the production offices in the preparation and coor-
dination of requirements and guides. He noted that neither
ORR nor OSI saw the need for centralization in the planning and
coordination of requirements or guides largely responsiVk to
t htir individual needs, and which they in any ease would continue
to have to draft. This position, he said, largely reflected the
resistance to change of established practice and disregarded the
impact of DIA on how business vas to be done in the community.
He emphasized that unless CIA spoke as one voice and participated
in A rCIA-DTA collection 'uidence program, feverrnd fewer
specific requirements would be accepted by DIA on the grounds that
they were already covered in documents issued by DIA. This vould
m e?n that CIA must rely on the returns to reauirements that did
rot precisely reflect its needs.
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Mr. Sorel stated that CIA had three choices:
1. To set up P strong cenral requirements center within the
Agency that would function.much the same ss the office
requirements staffs did but would speak with one voice within
the Agency and the community.
2. To strengthen the role of the Requirements Coooinstor
enough to exercise some of the needed controls over the
independent office coordination staffs.
0
3. Stake the Rgistry as strong as possible and thereby provide
individual anelysts with the means of coordinating their require-
m ents on those occasions when they saw fit to do it.
With this memormndum Mr. Borel submitted a copy of P draft directive
fox on "Guiding Collection of Intelligence Information," which
he had previously reviewed with the DDI on 27 November 1962.
On 21 Jsnuary 1963 the Pbo,-e-mentioned directive vtas
issued as DDS N 50-100-31. Its purpose wr,s to establish P
centralized program for guiding th+ollection of intelligence
information. The besic policy was to provide guidAnce Ps precise
as circumstances permitted and to limit the guidF,nce provided to
an amount that could be usefully employed by collectors. Inherent
in tkxmxpm this approach, the notice stated, was the need to
coordinate the CIA program with State Pnd Defense programs in
order to minimize unnecessary duplication of effort. The
??esponsibility for supervising the implementation of the program
-as given to OCR acting under the policy direction of the CIA
Requirements Committee. All Collection Revirtiments issued were
to be registered with and dEhf the CIA Requirements Registry
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25X1A9a
in OCR. The Registry was to be All-source in its coverage.
Simultaneously with the issuance of DDI N 50-100-31.
Mr. Borel issued CR 1-1-0-7, which relieved LS of respon-
sibility for the coordination of collection requirements
add'established a Requirements Coordination Staff to carry
out the duties in the DDI Notice and to report to the 7 D.
The Staff was to be headed by
Task Force on Cuba
On 25 February 196? HN 1-3O Announced the creation
of A CIA Task Force on Cuba to monitor all reporting on Soviet
m ilitary personnel in Cuba and to serve as An a11-source
requirements channel on this subject. Named to head the
Task Force was the DAD/CR, J.J. Hitchcock. (He was replaced
a month later, however.)
DDI All-Source Center
During early 1963 OCR was involved in planning for e
DDI AU-Source Center to provide a multioffice secure area
for dissemination, analysis, storage and retrieval of all
informa.ion relative to a given interest regardless of cles-
25X1A9a sifeation or special controls. On 1i. March the SA/AD,/CR
presented a staff study that attempted "to solidify the concept
of the AU-Source Center, particularly with regard to
centralized support acttivieis." The study recommended, among
other things, that the Center's support Actiirities, including truly
=11-source document receipt, screening, dissemina!:ion (SI and
TKH only), storage and retrieval, reference service, and
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teauirements control 1e c ^ ralized under OCR management, and
thathe OCI Registry and Dissemination components transfer
organizationally to OCR. It Plso recommended that liaison
between the 4enter and ADPS be effected via OCR to focus the
enter's intertionship with Project CHIVE.
As recommended in the staff study, SR began to index,
store and retrieve TKff document4n May, and the document
disssemind;ion functions of ORR {{and the SI dissemination
function of OCI were transferred to DD, with 20 positions,
in June.
New Position in he OAD
Existing anc rospective demands ufon the management
of OCR by April 1963 had reached the point that Mr. Borel
decided an augmentation of senior staff personnel was necessary.
He kxxm therefore requested that the position of Special
Assistant (GS-15) be superseded by two positions--an Executive
25X1A9a Assistant (GS-16) and a Special Assistant (GS-15). This was
approved, and moved up from SA/AD/CR to EXA/AD/CR,
25X1A9a while Special Assistant for Planning, ONE,
became thew SPA/AD/CR.
More on All-Source Center
DDI Notice 50-100--45 of 24 May 196? announced that OCR
would be responsible for provi ng all-source information
support for research and production within the DDI Special
Center. Such support meant centralized management of the infor-
mation processing functions, includin receipt; logging and control;
screening and distribution; indexing; storage and retrieval;
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served tempoosrily as Acting DAD/CR after
t.
Hitchcock's departure until John Vance Was named to the post
effective 8 July.
Early in 1963 agreement vas reached with the State
25X1A9a Department to have the CIA Librarian, serve a
tour of duty as Regional Publications Procurement Officer at
25X1 A6a the He departed to take up his new duties
i n August. For about amonth before his actual departure
25X1A9a
served as Actin CIA Librarian. Effective 19
25X1A9a August, who had been serving with SCIPS
since 1061, vps designated CIA Librarian.
25X1A9a As stated above, received the first QSI
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and reference ser-c-ice. All-source information `'as defined as
including reports resulting from hum-n, SIGINT Rnd
reconnsissance//collection. Consolidation effected to
c entralize nc~is support activity involved the transfer
of functions, slots and personnel from other DDI offices,
Qvkloimm -_ -_ -1 44011-191"Up 'gnu
eAWCt-ds QKt) PeYSaMhet St.iC*S
On 29 May t Mr. Borel presented OCR's first nuality
step increase award to . Chief/R&A Branch/SR,
for his superior contributions in filling the mission
of the office.
In May Mr. Hitchcock was appointed. Chief of the newly
Established Collection Guidance Staff (CGS) in the OIDDI.
The following month OCR's Requirements Roordination Staff was
transferred to CGS.
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in OCR. By the end of FY 196? QSIs had been~warr!ed to
25X1A9a 12 employees in OCR. was selected as the
Agency's nominee for the William A. Jump Award for
Distinguished Career Service in Public Administration,
receiving Honorable Mention in the competition add
Meritorious Award presented by the DCI in the presence of
the members of -t se. USIB.
Personnel Losses
The rate of personnel losses during FY 1963 was
pCl'Vios~
greater then in any year in the1history of the office (2.4 percent
in FY 1963; 2.1 percent in FY 1962; i,.6 percent in FY 1961).
A total of 18b- persons left OCR jobs; 78 of these transferred
to other Agency components, and 106 resigned. Sucessful
recruiting efforts brought the office up to authorized
strength by November 1962 end kepreplacements reporting
for duty on a regular basis during; the r n"' -- . of the fiscal
year. A total of 213 new employees entered on duty--106
professional and 107 nonprofessional. Five senior persons
from OCR particips?ted in the field recruiting program, visiting
27 colle~s in the Fast, South end Midwest.
During most of FY 1963 OCR's authorized ceiling was 77i+,
an increase of two over the previous fiscal year (one position added
for a librarian in the General Counsel's office; the second added
for the StOff Requirements Coo'e ina t r). By detcil action and
double-encumbering several positions, the office continued to operate
its Central Requirements Registry and a supporting cadre for
SCIPS during most of the fiscal year.. In June 1963 the DDI
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25X1A6a
25X1A6a
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,gave 20 positions to OCR Along with the ORR and OCI dissemination
functions. Three activities and personnel were assigned to the
Document Division Rnd were integrated with other dissemination.
units. Other changes occurring at the end of the fiscal
veer were the transfer of the RCS to CGS; the transfer of
two positions to the DDI's Foreign Field T/0, one to Pecomodate
assignment in and the other to establish
an overseas slot for the Director of the Documents
Center (see BR chapter for details of the letter); and the
allocation of an additional staff position in the OAD. All
of the changes resulted in a year-end temporary ceiling of
793, h a decrease of 15 expecteAsoon after because of
Budget Bureau reductions levied on the DDI Area. Unresolved
at the tnd of the fiscal year was the problem of allocating
15 additional slots to SR for the operation of the all-source
center.
In Auest the DDI requested 66 slots from OCR's T /O.
To supply these, Mr. Borel disestablished IR. Before doing
so, ho ^rer, he conducted a staff study evaluating the impact
of such a move. He concluded that complete abolition of the
functions performed by IR would result in an undesirable
end unncessAry loss of support for analysts. He therefore
created a reoriented a11-source Foreign Installations Branch
(FIB) in SR, composed of ?1 persons out of the original T/0
of 97. Fifteen of the remaining slots went to SR to help estpr.-
fish the a11-source center.
Another IG Survey
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In 196, the IG's office surveyed OCR for the first
time since 1956. In the course of the survey the inspectors
interviewed 743 persons out of a total OCR staff of 774. By
and lvrge, they found the office to be well managed and
competently staffed with dedicated personnel at all levels.
They noted that JA the time or the 1956 inspection OCR had
838 employees. As of 1963, it had only 774, rut its respon-
sribnities had expanded considerably. Despite the reduction in
versonnel, OCR was found to be rendering the intelligence
community substantially more service than it did during the
years of its largest T/O. This, they felt, reflected the
c ontinuin1development of mechanized reference facilities, the
experience gained by employees, capable management and the
a dT-ntages accruing from the move to the new ~uilding.
Despite generally high morale, the inspectors
encountered a recurrent feeling of frustration At Various
leVels throughout OCR. Some of this could be attriruted to
the inherent monotony and tedium associated pith mAny of its
functions. Much of the undercurrent, however, stemmed directly
from a feeling by OCR employees that they were not given equitable
treatment gradewise with personnel of other components performing
similar functions. The inspectors found that the alleged
inequities did in fact exist. Because of this situation and
the strength of this feeling, the keynote of their report
vas a recommendation that the Office of Personnel undertake a major
classification study of OCR, including comparative analysis emobr
vith other DDI components.
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Other recommendations were designed to broaden the
scope of OCR training practices end enhance individual career
development. They proposed the issuance of new regulations
to systematize the Agency's Top Secret contr(l procedures and
to prthvide a charter for the overt liaison functions performed
by the OCR Liaison Staff. They Plso felt that there was a need
for P new inter-Agency directive to establish GR as a service
of common concern in the Area of photographic intelligence (not
the first time this had been suggested, but never to any avail).
Additional recommendations dealt with the security and efficiency
of physical working conditions And adjustments in internal.
organization arisin Prom the recent inPu-;uration of the CGS.
The IG report contained 28 numbered recomme>3 tions
Proposing 42 specific a ions. Mr. Borel recommended concurrence
With '2, concurrence in part with four, and nonconcurrence with
sCix. Many of these reommdations dealt with individual divisions
A
and will be considered in the chapters of this
history devoted to those divisions. Some of the others will
be mentioned below.
The first recommendation was that the AD/CR rescind the
retroactive portion of CR 20-17, the notice concerning the release
of personnel too other offices. Upon review of OCR losses by
transfer prior to and under the rel
e policy set forth in
CR 20-17, Mr. Sorel found that the conditions that led to the
inPugurption of the pp.licy had cased and that OCR could control
the Problem by other means. He therefore Announced the
termination of the policy E$_a-17, 12 December 196?.
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!J The second, and most important ,recommendation of the IG
rbc rt vas that the DDI request the Office of Personnel to
conduct s. comprehensive classification study of OCR. with the
view to possible general upgrading of positions therein.
Mr. Porel Agreed that a :general upgrading appeared to be
Justified on the basis of the character and c+uplity of the
tasks being performed and that increased opportunities for
4dvrncement would materially 'benefit morale and would contribute
to making employment in OCR much more attractive as a career.
He noted that although previous efforts of this kind, some of
them quite recent, had been disAppointiny unprodu^ ive, he
would again request the Office of Personnel to undertake
such a review, citing findings s4 strong recommendations of the
IG in support. Aa a result, on 4 December the DDI.reouested that
the Director of Personnel conduct a classification survey. Eft
ItIvision chiefs subsequently submitted planning papers and
upgrading proposals for ~AD review, and in February 19611-
Sslary and WQge Division started the /lassl?'icatlon
survey. (A generl rise in grades was eventuallyachieved.)
Reommendption Number ? called for the AD/CR to continue
at
sending (IiR officers into the domestic field to assist Office
of Personnel recruiters in the screening And selection of analyst
personnel. Mr. Sorel agreed that this was useful but
s tete that Personnel had increased its recruiting staff and was at
that time able to fill OCR's needs aptisfnctorily. He agreekthat
OCR would continue to participat4n the recruiting effort on a
limited basis, as might be ncessary. -
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Recommendation Number ,called for the DDI to draft
and request the DDS to coordinate and issue an Agency re,,uia tion
designed to:
1. Describe the liaison functions of OCR as the primary CIA
p oint of liaison with ell other departments and Agencies of the
US G vernment in matters invol ng the dissemination and
acquisit!on of intelligeer a informAtiaprthe briefing and de-.
briefing of US Governmeri officials, and other activities of a
g nerally o'ert nature.
2. Require all CIA components to maintain with OC/LS a current
list of all their declared personnel engaged in overt liaison
with other US Government departments and agencies.
? Exempt from the Aove provisions certain CIA components
engaged in specialized or covert#l -Prrangements with
other US Government departments and agencies. flMr.. Borel con-
curred with P11 of these suggestions. Subseoueul y, on 5
NovembeW- regulation (HR 60-4) enti`led "Central Responsibility
for Coordination of Interagency Liaison" was published ft in
revised version, and on 22 November HR 51-2, "CIA Briefing and
Debriefing Program," was published. Thseregula?tions satisfied
the recommendations of the IG.
Recommendation Number 24 called for the trans, of the
HIC from the +D to the Library. This transfer vas accomplished
on 24 September.
In October 1963 16 positions were deleted from the OCR T/O.
The office hed l egun the fiscal year with a T/O of 793.; it nov
hed an authorized strength of 777.
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=mss c~~ ~h,e. Top
Effective 7 October the DDI Assigned Mr. Borel temporary
additional duty as Special Counselor of the Intelligence Directorate.
In this capabity he was to advise the DDI on management matters,
with particular emphasis on contingency financial plannin. Re -
On 13 No-,-ember the DDI'; office was
FOIAb3b1
25X1A9a
25X1A9a
FOIAb3b1
VQnce.
reorganized under two Assistant DDIs--for Policy Support and for
Monagement. Mr. Borel was appointed to the latter position.
He left OCR in December and was succeeded as AD/CR by John
At about the same time, ??1 FDDj with 269 positions, including
i is domestic field offfx staff. is finally shifted from 00 to
OCR, the Chief of
replacin Vance.
'became the new DAD/CR,
A9a
i-*as designpted Acting Chief
wed - effective ?0 December.
1961+
In January 196+ OCR was ordered to take an immediate
reduction in ceiling of 10 positions. These positions were
FOIAb3b1 subsequently eliminated from DD, the Library, MD, SR and -
brining OCR's staffing complement down to an authorized strength
of & 085.
25X1A9a
OCR Notice CR 5-11 of 10 February assigned to
SPA/AD/CR, in addition to his other duties, theesponsibility for
continuing critical review and evelustion of the publications
01,11.1
OCR and of all policies and procedures relpted thereto. In
that capacity he as to keep the AD/CR informed on all Aspects
of the OCR publications program and to represent the AD1CR on DDI
or other interoffice commi~e~d hoc groups concerned v~ith
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FOIAb3bl publishing programs.
25X1A9a Effective 17 February was appointed Chief 25X1A9a
Chief/Reference and Analysis Branch/SR, replaced
25X1A9a ~as AcFng Chief/SR; he recame Chief in his own right
on 28 March 1965.
A d rr ~; s I,r a} v Sa ff
since 1949, 1P''?-
resiAne . , the SPA/AD/CR, was named
Acting Chief, AS, in addition to his regular duties. I
pril
25X1A9a Deputy to the Special Support Asisstant
to the DDS seriring the DDP, was named Chief/AS. He took up his
duties in June.
25X1A9a
he launched an arrangement of distinct adi'antage and promise
for OCR management purposes in the field of information storage
was the first senior officer from the DDS
Career Service to be assigned on rotation to OCR. As such
and ret(1jeval. Tkxv^-~h-e--s--e-rv-i-c-es of an outstanding DDS career
officer Th" a O" to bring broad professional support
ecperience to bear on programs and policies and, over time,
to promote ii%creased understanding of DDI information handling
25X1A9a activities on the part of ^ for officers in the DDS. IMEM
25X1A9a approved of the work of his able predecessor, but
also helped OCR to break new ground in a number of areas. These
included the development of meaningful careel%plans for OCR
support personnel, which -promised substantial benefits for them
~erfsnwlly
p-1.1 and for the Agency; the establishment of publications
procurement Arrangemen'-s oveseQs under dffecti n commercial cover;
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1103
n April 1961+ of/Administrative Staf/OCR,
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he application of improved systems and procedures for OCR
purchasing programs; and the provision of extensive support
to Project CHIVE.
SLIPS R&4f
OCR continued during the ! early 1960's to provide
major staff support to CODIB through the facilities of the
qAD, and particularly through its EXA, as Secretary of CODIB.
The *Mdwe chief preoccupation of CODIB during FY 1964 was
the Stage I report of SCIPS and subsequent actions related
1:0 to I is
thereto. After review of the SCIPS final report .D1* it
A J
was proposed in June 1964 that the nametCIPS be dropped and
Chat a permanent group known as the CODIB Support Staff (CSS)
be established, consisting of senior intelligence officers from
DIA and CIA (two each), with clerical support from CIA. The
/taff was subsequently housed within OCR. and the slots for the
t wo CIA officers and two clerks were taken foom OCR's T/O.
The CSS mission was to support CODIB in promotping
means by which the intelligence community could make optimal
use of information of intelligent Yplue, however recorded. The
staff %asfully operational by October 1964.
In addition to the CSS, DODIB organized Various ad hoe task
teems to cope with a number of specific pis?m problems, such as
content controlr, bibliographies, for?ign publications, biographies,
Pnd analyst communication. The Bibliographies (later Item
Identification) and Foreign Publications Task Teams t. 'ere chrirec?
25X1A9a ^y OCR personnel- respectively.
25X1A9a
The EXA /AD /CR, FF~~~ FFT continued during this time
to act as Secretary for C~DiB"a7td .ras closely involved in the
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dsy-to-day guidance of the CSind of the ad hoc task teems.
Handbook on OCR //
In June OCR issued a complete revision of its booklet
Searching for Information. The new booklet was issued in an
eitirely new format and entitled Your Imformation Center--OCR--
Office of Central Reference. That there was a widespread demand
fora publication of this kind was evidenced by the necessity
ihr repeating the initial printing of 2,000 copies within just
a few months. This "Guide to the Resources of the Office of
Central Reference," as it was subtitled, provided a descrip-
tion of the organization and resources of OCR, its several information
systems and the ervices available in each of its components.
ch? LDX t
OCR's pushing of developments for a secure facsimile
trassion system resulted in FY 1964 in the funding of R
reseprch and development effort in this Rres by the Office of
Communications. Preliminary machine testing of the LDX system
was uadertflken between DD and BR in June 1964. An initial
Droject for transmission between~DDI and State Operations Centers
was projected.
Cut
n July OCR was again faced with the profAect of a T/O
cut as part of an Agencywide cut. Once again, too, the decision
was made to apportion the cut among the divisions, but the major
FOIAb3b1
part was to affect those activities in ,nd the Library thRt
were amenable to handling by contractual means. Tke Mr. Vance
Mted that this cut would have nn officewide adverse effect in
restricting flexibility to provide the operational testing
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-protected for FY 1966.
support necessary for the rq.pid development of CHIVE. This time the
(zt amounted to 64 slots; a further cut of nine more slots wQs
In mid-1963 tj"QCHIVE 113 ? ended. "R.19
__--
a In submitting the Phase I report to
the DDI, ADPS requested that DDI management approve Phase
III systems design), The MI then established a CHIVE
Evaluation Group, composed of represehtatives from OCR and
several other
a7~DDIfffices, as well as the DIP and the DDS&T.
Paul Borel Chan of this group; was P 25X1A9a
member representing OCR.
After the evaluation of J;U&Vii' Phase I report, approval
was given to proceed into Phase II, which was to be managei-y
OCR, with OCS giving support by designing a more effective
rstem. The original concept of CHIVE as development of a
DDI Computer Center had undergone major modifications after
the establishment of OCS and its location, with most of the
ATency's computer hardware, in the DDS&T. On 6 April 1961E
the DDI issued Notice ~O-100-3Q, announcing that OCR and OCS
ere now associated in a long-range program for investigation
of the Application of automatic data processing equipment to
the central information storage and retrieval activities of
the Agency. This developmental program was to cut across all
Agency organizational 3m lines in that the information needs
of all components werelto be considered. The initial design
g)als were pointed toward all-source and all-topic single-entry-point
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service; both information And document retrie;-al systems were
DDI
25X1A9a to be explored. was appoin ed /CHIVE
Officer, in. ?m to his reoa~] duties. In this cepa ity
components with the AD/CS in defining program objectives
he was to represent the management of CIA
and serving as the primary information channel to Agency
management; coordinate relations between CHIVE and Agency
operating personnel in such areas as user needs, statistics,
"esting, orgRnizational and procedun 1 planning; and
a ppro--e CHIVE scope, tasks, schedules Rnd directions on
behalf of higher management.
Work during Fiscal Year 1964 on tdW Phrase II prti
of CHIVE consisted primarily of extending and refining
prelitins_-ry design concepts coupled with some initial
testing of indexing technivues. In December 1963 a formal
report was issued whose purpose was twofold: (1) to prgsent
a set of preliminary functional specifications and (2) to
indicate critical problems areas in system design. Succeeding
studies addre.5sed themselves to more specific tasks. Dettiled
design was scheduled to continue throughlendar year 1965, with
a target date for initial systeimplementation on one geographic
wee (China) in early 1966. rr
Divisional Reporting
,~^~ PAu1 Borel had initiated e system of quarterly reporting;
from his division chiefs, after having first considered monthly
re,orts. John Vance now decided he vould have monthly reports.
Effective with the beginnrp X1965 he celled for each division
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and staff chief to submit a "crisply written narrative of no
more then 2 pages covering highlights of activities" and including
as pn appendix a statistical report on operations covering
a ppropripte specifics and a list of any nonperiodic pub-
lications, with appropriate bibliographic data and identification
of reouester.
Proposals for Reorganization
25X1A9a On ?1 December 1,064 submitted to Mr. Vance
a paper proposing changes in the organization of - OCR. The
general objectives of such a change were to align similar ac-
tivities under common management, to achieve greater standard-
ization of procedures.and to eliminate overlapping or dupli-
25X1 A9a cp tive activities. Such a reorganizef ionI stated,
must also take into account mainteeance of average grade,
pppropriate placement of all supervisory personnel, minimum
disruption of on-going activities, and consonance with future
plans.
25X1A9a
proposed basic organization di?Tided the
office into a three-pronged breakdown of (1) input/indexing,
(2) Deference/retrievp.l, and (?) procurement/exploitption.
These would be calle&, respectively, Documents Group, Reference
FOIAb3b1 IV$ Aciv'4144oo% BralcG / /C/A L OrAPL )
Group and Publications Group^
196
e following February also submitted P 25X1 A9a
study considering the feasibility of reorganized management
of OCR's pctivrities in the pre-CHIVE period (CHIVE waw going
neib
to require major AreorgVixat 0, if accepted.) He noted
No Foreign Dissent
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25X1A9a that approach had considerpble merit but felt
25X1A9a
managed by a suprgrade. These would be a Processing Group and
that continuing FDD's activities as a unique would, which is
what the Publications Group would amount to under 25X1A9a
flan, would be less desirable n homogenizing its~""_
activities, now that it had been brought into OCR.
main recommendation was to centralize processing
and service, in two stages, into to major groups, each to be
a Services Group. The former would include an Analysis Division,
Dissemination Division, Machine Support Divisioi nd Publications
FOIAb3b1 Division ;`the last to consist of =plus the Libra 's
/fi So.me arro~n3ement Gts
r /~ (4-k~
~_.._L ~1L~ _ __ -- ...
`,1 Aga ?.. ~.d
sitth.ns B
~s,-,lca ons Crro47 b6 0- V% tau )z.. ~.~x~R
b
The Services Group would consist
25X1A9a
25X1A9a
of nn Information Center, a Document Center and the Biographic
Retister, with the CHIVE Chins Test Branch added later.
ADP Committee
In March - was named the DDI representative on
theme 4 ADP Committee, reactivated qA1xihb:mxmrzwaam by
sir. Ki-kpAtrick, the Executive Director-Compbtoller, under
the chpirmanship of The new ADPC vss to pull
together information on existing and future AD interest in
each Diredvorate.
Acquisitions Brarc h Transfer
Effective 1 April 1965, the Acauisitions Branch of
the Library was transferred to - This move had been suggested FOIAb3b1
25X1A9a by both in their reorganization
owls. The rationale for the move was that the acquisition
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and exploitation of foreign language material were such
closely related activities that it was considered necessary
and efficient from a management standpoint to combine
responsibility for both in one division.
OCR Program Plans
On 2 April, in response to a request from the Director,
Office of Budget, Program Analysis and Manpower,
as Acting AD/CR, submitted OCR's program plans and budget
projections for FY 1967-70. The major objectives were:
1. Index the mounting flow of intelligence information into
the central files, on a selective but all-source basis, and
vd.th greater specificity, increased breadth, greater speed and
increased flexibility in adjusting to chnngin requirements.
2. Automate further by moving from EAM equipment to computer
s upport for greer speed., storage caps,city and mAnipulability
25X1A9a
in processing information received and in providing for fact
and document storage and retrieval.
Reorganize so As to (a) bring to bear centralized management
and/or common procedural approaches, as feasible. to the indexing
Pnd retrieval of biographic, graphic, target installation and all
other categories of information from both special And collateral
sources and (b) provide one central reference point for the re-
trtevnl of all-source positive intelligenctinformation.
h. Invest iq and experiment with new machines that offered
promise of greater speed end efficiency in translation, document
retrie-?A1, data transmission, dissemination, grnphics storage,
c-tPlogin and data input to files.
P-ocess And provide s
the basis of the following
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(illustrati-,e) jitandards:
a. Index and input 4,000 document per day and,
against 400 machine bibliogra by and 5,000 document
reauestSa day, provide 4-hour service for routine and 'zO-
minute service for priority lisngs, plus 10-minute over-
the-counter document service;
h. against 1,000 requests a day for information (fect
retrieval) searches, provide 2-hour service for routine send
2-minute ser--ice for priority requests.
6. Establish P small staff (5-7 persons) to meet the growing
n eed for a trained cadre capable of continuing systems
Pnalysis and/or operations research of the office's large
p rocessing activities, particul n y when computer supported.
25X1A9a pointed out that these objectives did not represent
signifiennt changes from previous or existing objectives,
merely growth toward a more effective system through improved
manpgement with better tools.
Establishment of SAS
With the increasing tempo of CHIVE developments pnd the
greet need for continuing review And devllopment of the various
systems of operation used in OCR, it became imperative that
objective number 6 from the list Prove re nut into effedt immedip-tely.
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Therefore, on 27 April, CR 1-130-12 announced the establ ^hment in the
O/AD/CR of a Systems Analysis Staff (SAS) to advise the AD/CR
on improved methods of operations for the various OCR (livisions.
25X1A9a Effective 1 May *,ias named Chief of the
SAS, with three other officers and a secretary under him.
25X1A9a became Acting CIA Librarian in - stead, 25X1A9a
25X1A6a pending the return from- of ) It was planned
that the staff would be Augur tc red from time to time by the
temporary rotation of mideareerists for training purposes and by
programming personnel and other specialists as needed ."or
specific developmental projects.
The functions of SAS were:
1. Assist in defining problem areas.
2. Ascertain overall objectives and constra'nts applicable
to problem area.
C~iS~~r?~
Study method of operation and its rationale.
4. Survey, through available documentation and intefyiew,
previous methods of operation.
5. Search for new methods.
6. Compare efficiencies of various alternatives on a
cost, manpower and work'-flow basis.
7. Recommend improved systems of operation.
8. When recommendations had been approved, develop detailed
phasing-in plan.
"~- the phasing-in of a nee; system until it was fully
cperatioo'n'al.
More oniBeorganiz--tion
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25X1A9a
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F Follokdng upon the various suggestions for OCR
internal reo anization by regrouping, tke Mr. Vance had
A
some of his senior personnel prepare studies on the proposed
plans primarily on the possible results of establishment of
the Processing end Service Groups, inasmuch as the Publications
Group had essentially already come to pass with the integration
FOIAb3b1 into Mf Acquisitions Branch. The basic point made by the
s tudies was that there was not enough indication of cause for
intuitive judgments concerning improvement through reorganization
a nd that more facts needed to be gathered. The studies also
noted that the proposed reorganization was in conflict with
,he CHIVE integrated processing philosophy and that such
major change was not only inconsistent with this planning but
i.Tould probably comple cate rather than ease transition into
the CHIVE world. The studies therefore recommended, in
general, that OCR should try tt improve its on-going system
wherever possibN but should not interfere with CHIVE-!the
-oromise of the future.')
In MDy USIB approved a directive stating that CODIB would
henceforth have a CIA member in addition art to its Chairman, still
Paul Borel. ItOOctober John Vance was named CIA member of CODIB.
Effective 1 July the heads of offices in the DDI who had
b een designated Assistant Directors were redesignated Directors,
and their Deputies were renamed Deputy Direcors. Henceforth, Mr.
25X1A9a
Vance and Mr. were known As D/CR And DD/CR.
CR 1-? of 19 October announced the formation of the Intel-
1 ofax Reference Service v k$l,p_, Document Division. This was
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25X1X8
the former Intellofax Reference Group of the Library.
25X1A9a Effective 25 October was redesignated CIA
25X1A9a
25X1A9a
25X1A9a
Librarian, upon his return from his tour of duty 6n_ 25X1A6a
In late November left OCR to become DDI 25X1A9a
Planning Officer, a new post. He was succeeded as DD!CR
by ho wakn turn succeeded as EXA/D/CR by
Ro of OBI's Map Division.
On 17 December it vas announced that 25X1A9a
had been appointed to replace as Chief/Administrative
Staff. had previously served as Deputy Chief of
Support in the WH Division of DDP. He reported for duty in
February 1966.
CHIVE In '65
In July 1965 the Phase III effort on CHIVE was organized
as the CHIVE Task Force (Cr'F), drawing on personnel from both
25X1A9a OCR and OCS. chief of the OCS Development
Division, was designated Director/CTF, to report to the D/CR.
25X1A9a in addition It his other duties, continued to
a ct as CHIVE Protect Officer, relating design activities to
other A?ency components and obtaining advice and assistance
from them Rs required. 17x apmmntu Bruce
25X1A9a
vas the senior OCR officer under-GPs well as 25X1A9a
Chief of the Reouirements and Pl^ns Group vPithin the CTF.
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25X1A7b
The CTF consisted of the entire OCS Development
Division (on deteil), the OCR SAS, the embryonic CHIVE
China Operations Group (COG),- machinjassisted trrns-
lrtion gxm'a project for mown Ps ALP (see -History FOIAb3b1
for details), and a cadre to pro-:ide continuity in various
o rocedural, file-building, selection, indexing and other
t asks As CHIVE evolved from the initial China test group
( other geographic areas. OCR's initial contribution to the
personnel of the CIF was to be 54 slots of P total of 75.
The office attempted to obtain new positions, but BPAM
denied the request and various other OCR activities had
to le reduced or eliminated in order to continue* with
CHIVE development.
During August and September 1965 OCR conducted an
i ntensive review of all its operations in an effort to identify
those that might be curtailed or eliminated to meet the high
p ri
y CHIVE requirement. Wherever possible, they took those
positions, a.nd employees, whose ac~krities were closely related
t o 4W CHIVE and who would expect to be associated with
the program in the normal course of events. In other cases, they
had to levy against other components, such as - whose relation- F OIAb3 b1
s hip to CHIVE vas remote. In the latter instances, the ceiling
-x~sitions .rer+llocsted to CHIVE, but the employees concerned
had to be accommodated within the reduced T/O of the parent
group. Through this process, OCR managed to identify the necessary
54 positions.
Staffin? for Phase III began in earnest with the
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publication on j3 October of CR 65-p. .thich explained whnt
positions were wkivft nvsilsble end urged OCR employees with
a genuine interest i4uch assignment to apply for positions
m the CHIVE TPsk Force.
The objective of CHIVE Phase III was the creetion4f
the initial element of OCR to perform as an all-source,
machine-supported unit having certain capabilities. This
i uitial element, the COG, was topperate in Phase IV in
p ara]1el with existing OCR Communist China activities, the
parallelism reflecting an insurance principle and not a
black-or-white sftmatim condition.
'xmhnlmi idMxnaMnm~
1
The target date for completkng.Phase III was/April
1967. This phpse vas to be considered ended when the
D/CTF had carried out a demonstrPtion of system capabilities
thpt would Assure the D/CR that,-;
1. The COG was Pdeouately manned and trained to carry out
its functions.
2. The necessary computer programs to support these functions
h ed been developed and tested.
A complete stt of procedures for the COG end its
interactions with the other components of OCR had been
specified and tested.
4-. An acceptable level of competence had been~chieved in
indexing, file maintenance and retrieval service.
Adeauate methods had been designed and implemented to
gather management data, i},r~;pconomic parameters, during Phase IV.
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25X1A9a
In late 1965, at the request of the President, a
study of information handling within the intelligenctcommunity
was begun by the PFIAB and the S~cial Assistant for Science
a nd Technology. The study groupJwas known formally as the
Joint PFIAB-OST Guidance and Evaluation Panel and informally
25X1A9a 25X1A9a
as the- Panel, after its Chaitman,
Technical Assistant to 'e Director, OST.
25X1A9a
25X1A9a
The M Panel was tasked with providing guidance to
the intelligence community in accelerPting use of improved
methods and facilities for information handling and/ccess
Pnd with evaluating in technical terms the true meaning of
the enormous And somewhat heterogeneous growth of the community's
information pool. "Information handling" as defined as
.the processing of the various kinds of raw intelligence input,
including messages, reports, documents, signals and pho7graphs..
NQtuftly, OCR provided many papers and briefings to the panel
over a pe(iod of several months.
Another Reorganization Suggestion
One of the CHIVE Task Teems had studied the document
delivery system and suggested specific changes in organizatio n
structure within OCR in response to CTF And OCR management
requirements. The team addressed itself to the recommendation
that "document processing, repository and service functions"
~efr com ined under a single organizational entity. Inasmuch as
the i olementation of the task team recommendations would have
significant impact otat least four existing OCR dL visions,
.he EXA, examined with the appropriate division
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chiefs the entire area of document handling And machine
support in hopes of arriving at a proposed organizational
structure that would not only offer considerable promise
for improvement in the management of existing operations but also
facilitate the gradual evolution of these activities into the full
CHIVE environment of the future. Discussions with the
complete
operating managers did not result in a/consensus, but there was
a common acceptance of such basic considerations as the
rationality of combining ra chine support functions, document
a rmlysis and reference activities, and document handling
activities.
25X1A9a
therefore recommended that as Fi prelude to
in ore detailed planning with regard to staffing, timing and
space considerations, certain principles of reorganization be
accepted. In summary, th4ecommendetiorinvolved a new grouping
of ~mYT.axaxm functions 111111 then carried on in DD, SR, CIA Library
and ND. Indexing activities of SR and DD were to be combined as
a Document Reference and Analysis Division, which would assume the
reponsibility for the Intellofsx, IPI and related SR reference
a cti?-ities.-that is, this division would perform all document
reference activities reouiring professional search direction as
4e
opposed to clerical retrieval of specifically identifid documents.
EAM and microfilming activities of MD and SR were to be comined
in a MMchine Support Division. Document handling, controlled by
SR, DD And LY sould be combined into a single Docu Processing
Div$gion and would include receipt, distribution, disseminr.tion
and files.
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25X1A9a
25X1A9a As of 1, M'rch 1966 wes Appointdd Chief,
25X1A9a Development Staff, CTF, vice vho was detailed to
ACU& t>0
25X1 Aga r
ec ive 29 April an LDX circuit between the CIA
25X1A7b
headquarters building and NPIC'became operative. This
channel as a high-speed, secure, facsimile transmission system
that linked the two bodies tog4jer. The headquarters
building terminal was located in OCR/SR, which was responsible
for the record keeping, including maintenance of incoming And
W,going logs and assigning and controlling of message numbers.
SR was also responsible for notifying individuals who had
received LDX messages and for delivering LDX messages to
senior officials vlbhin the headquarters building. The L]$
circuit 7-'as not to replace normal dissemination channels but to provide
a rapid means for transmitting critical nonrecord end Rdvpnce copies' of
waaaaq ". intelligere e documents, memorandums, And othegmaterials at' all levels
of security classification when it was determined that courier or
teletype transmissions would not suffice. It weal to bEused especially
as P means for coordinating and reviewin g all Available information
in fast-moving, criticial situltions.
25X1A9a - _= - -r tj __
25X1A9a elAmqftnedw
25X1A9a
25X1A9a
L!j Committee
In May 1966 OCR presented several papers to a DDI
Committee on Publications Control, chaired by James W.
which was investigating 4roPosPi to
centrslizfti dissemination, record-keeping A.nd storing of
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DDI publications, presumably under OCR, v?hich was already
doing part of th4 ob and Appeared to be the logical place
for the whole job. In his final report to the ADDI of
25X1A9a 15 June 1966, however, recommended that
no attempt to be made to put the proposal into effect, for
25X1A9a
e number of reasons. OCR concurred.
Report
In MAy the ADDI, noting that it had been suggested
V. ?+'0DrI `
press pnd Yroadcast,0.,,i
that combining i the field
could lead to econmies in operat ^ , greater speed in
0
receipt of press information, elimination ofA-duplicatik
between press and broadcast reporting, send attendant improve-
25X1A9a ment in overall reporting from both media, psked
25X1A9a Chief, Resources and Industries Division, ORR, to
FOIAb3b1
FOIAb3b1
chair a group to study this guggestion. The Ad Hoc DDI
Committee for the Study of Press and BrondcastirMonitoring
Activities began its consideration of the possible advantages
of a merger of in June 1966.
was Y *W much in. favor of the merger and insisted
'diat it had in fact already been decided at the DDI level, pointing
rut that the DDI 5-year planning paper included a statement of
FOIAb3b1 intention to effect the merger. Fora number of reasons
F OIAb3 b1 opposed the proposed merger. lost. On 1 March 1967
e xcept for the Acquisitions Branch, vas transferred to FBIS.
FOIAb3b1 The Acquisitions Branch subsequently reported to the D/CR.
FOIAb3b1
(Detpils of the-merger will be found in the ~ History.)
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25X1A9a
25X1A9a
25X1A9a
25X1A9a
25X1A9a
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,25X1A9a
On 26 September a major orgRnizational change tool
plrce in OCR, with the formation of three new divisions,
OCS. He was succeeded as DD/CR by M
Assistant for Administration in NPIC.
Major Changes
constituted e ~fwa %4 dements of the old MD, SR
and DD as well as a. portion of the CIA Library. In general,
this followed the recommendations of the study made in early
1966 by
and Files Division( Chief, L ), Indexing
and Services Division (C4ie Machine
Support Division (Chief ). The three divisions
were to function as a Document Systems Group, under the management
of who was deaignpted Group Chief.
This regrouping of functional elements had, as its overall
objectives, improved management and operational efficiency, greater
flexibility in personnel utilization, and acceleration toward the
A11-source do rent and information servicing goals of OCR, Ps
expressed in CHIVE.
Specific objects included. the 4ollowing:
1. Savings by more flexible machine utilization.
that should be achieved by combining the sepirPte EAM support
functions.
2. Improved efficiency And more expeditious handling of
documents by combining\ under s single management, document
handling activities then found in four divisions.
3. A start in the direct, 1 O t all-source
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reference service, combining thete^t profes&ional services
cif the CIA Library and SR as n single corr ect point for
All customer contacts.
f:. Placing all indexing activities under a single management
that would allow greater flexibility of personnel utilization
and would create an operational environment in which pre-CHIVE
collateral or all-source header indexing could be achieved.
In summary, the following functional realignments took
place in the formation of the new group:
1. Indexing activities of SR and DD came under a sikigle manege-
ment in the new Indexing and Services Division.
2. The SR Special Section, CIA Library Interagency Services end
Search Units, the Chief of the SR Library, and the IPI Section
of the Document Division were consolidated in A Customer Service
Branch of the new Indexing end Services Division. This branch
s u}segnently handled all processing of finished intelligence,
title And header indexing, inte_rAgency service reauestsI And
professional document ser-icing.
The Chief of the CIA Library Circulation Branch was moved
over to the new Dissemition end Files Division to held A
new Files Branch in that division. This branch incorporated
the ?Kici?ofilming Unit of the Machine Division and the document
files units of the CIA Library And SR. All existing Library
and SR document files were under the control of this branch.
4+. EAM ncti-.~ities of SR Rn4D were collocated in the new
Machine Support Division. Initially, all key punch operations
vpre consolidated in one e this new division.
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The Foreign Installations PrPnch of SR was redetignated
11. a division and placed directly under the O/D/CR.
EDP for OCR?
In September, with DDI approval, OCR began a stuc?y
to determine the feasibility of converting its EAM-based
system to Pn EDP system. The study, which evaluated costs,
effectiveness, benefits, timing, and personnel and training
requirements, was spearheaded by assisted ley
~noviedgeable officials from OCS and IBM, ns well as by
several other OCR representatives.
25X1A9a
On the basis of the conclusions of the feasibility study
and considerAtion of various Plternptiires, the D/CR on 1
November requested aut rizAtion from the DDI to proceed with
the immediate Pcouisition of sn IBM ?60/?O then about to be
released 1-y OCS. This was to be a limited amxmea1tim and
relatively simple computer installation to meet the file
mAnipulation needs of OCR's existing system. It in no way
duplicated or replaced the CHIVE effort, which vas to be
dfiven by the OCS large-scale computer complex.
Some of the basic points of the feasibility study were
that:
.I. Installation of the EDP equipment would effort qualitative
improvement in OCR's management of its massive punch card files
in terms of currency of input and completeness Pnd timeliness
of response.
2. A cost trade off Faith the EAM equipment could be achieved
w ithin 12-16 months. Additional modest expenses Acrruinr during
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this period. could be paid for within the OCR budget. No
increase of manpower would be required.
'R. There would be no degradation of the CHIVE effort, and
in fact, the acquisition of this gear would allow CHIVE
debugging to proceed rapidly while offering relief to OCS
of its ?60165 computer.
4+. A machine system to handle the massive inherited files
of OCR must be maintained for some years to come even assuming
the success of CHIVE because the cost of conversion of these
old files to the CHIVE system was impractical and too costly.
5. The eouipment could be accommodated within OCR space with
a modest investment of about $2,000.
6. There would be no serious interruption of the level of
OCR. retrieval service during the transition.
7. No personnel problems v*ould be c.reeted,and in fact,
eoused 614
xMm-xffiz existing attritionaproblem5 .
*chine personnel no longer ads wish to remain associated
with an EAM setup in the age of computers) WOUIa. $O ate vs at-
8. OCR personnel would acquire training in the use of EDP
ecuipment and would the Sy become employable in the CHIVE
and other computer operations of the Agency.
The DDI's office found the logic of OCR's arguments for
the acquisition of the computer persuasive and decided to approve
it, feeling that the benefits to be derived far outweighed the
small additional cost involved.
CHIVE--COG
25X1A9a
Effective 7 November wes epDtintee Chief,
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25X1A9a China Ooerptions Group, CHIVE TPsk Force. brought
19 years of intelligence production end m9negeriel experience
to his new post. He had most recently served since 1962 as
Director, National Indicstion4 Center.
25X1A9a Study
During the latter pert of 1966 OCR wps the object of yet
25X1A9a
another surrey--by a DDI study group chaired by
25X1A9a Plens and Technology Officer, OCI. The ADDI's original request
to on 23 May 1966, was that he chair a study to see
tether NPIC could profit from a broader reference support base
in the Directorate. By 1 September, however, the focus of the
study had been changed from the narrow field of OCR-NPICAO"
relationships to the broad plan of studying OCR programs in
support of the troduction offices. The study wps to include
examination of CHIVE proposals, including in-depth indexing
systems, to determine costs and zxo increased reference benefits
that the production offices would derive from these programs;
emaminfltion of programs in being in OCR covering their costs,
u tiliz?tion by production offices, and overall effectiveness;
comparison of CHIVE's program end effectiveness as measured
against existing programs or any alternates; contributions from
OCI, NPIC, ORR And perhaps OBI on the effectiveness end useful-
ness of current OCR support to their production Activities; And
comparison of the cost of CHIVE with NPIC development programs
in the same field.
The terms of reference Agreed upon for the study of central
reference support were to assess the existing base of central
reference support to the nr cu tin offices; to evaluate programs
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v ith a view to appraisal of comparative costs and benefits.
These three options were as follows:
1. Adhere generally to the existing organizational pattern of
OCR, to the existing scope of file coverage, to the existing
methods of file control, and to much th?.existing inventory of
e ouipment. This course vas examined primarily hecquse th4nocm
costs and capabilities of the existing system provided a reference
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25X1A9a
Already under fray in the Directorpte to improve central
reference support services; and with due regard for com-
parative benefits and costs, to appr,
)se other possible
configurations of central reference support. The study was to
limit itself to OCR storage and retrieval functions, excluding
review of OCR activities relating to collection, dissemination
o f incoming intelligence, biographic finished intelligence
production (as distinguished from biographic document and
information support to production offices), And trAnslation
of foreign documents. Morespecifically, coverage of the
study was to encompass those reference services of OCR that
drew on its grpphics, specipl-source documents, foreign
instpllAtion dossiers, library opn literature, biographic
files and intellofax system. This coverage was to take in the
existing levels of machine support for these services, as well
as projected con--ersions requiring more advanced equipment under
Proj ect CHIVE.
On 1 December submitted his report
"Choosing the OCR File System," to the ADDI. In reaching his
25X1 A9a conclusions, ME
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base for appraising other options.
~~
2. Within the framework of the s. ~a+~ting rather than the CHIVE
system, proceed to greater automation (e.g., computers in place
of mnehine tabulating equipment) in areas where there was
promise of effecting necessary improvements with no or only
modest increase in cost. DDI management had already considered
this course and decided in its favor. It was further examined
25X1 A9a in the - study to determine if its adoption affected the
case for or against CHIVE.
3. Implement CHIVE, extending scope of file coyersge, depth
of index control, and degree of automation. This was the
crucial issue in the final report, involving possible equipment
and systems changes that could bear heavily on the Directorate's
budget.
25X1A9a
In efAluating the three options, pointed
out to* the (tear technical superiority of Option 2 (existing
system in a computer environment) over Option 1 (existing
system) but noted that Option 3 (CHIVE) and Option 2 were not
mutually exclusive. The determination that remained to be
made, he said, was whether computerization of the existing
system would suffice or whether the benefits from moving on
to CHIVE would warrant the added costs. The realistic choices
25X1A9a
ith regard to CHIVE,
said, were twoc.to test a
chance that testing -t:vould show CHIVE to yield benefits commensurate
with costs in at least one doff the system's possible confi=z.urations.
The rationale proceeded sd~bhq'fA C the feasibility of funding a
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of oast labor in its design as a s cost reCond reeo ery.
He noted that the rationale for testing proceeded first from the
working model or to crop CHIVE, writing off perhaps 100 manrars
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test. The minimum, if no" the optimum, funding requirements
were within the likely budgetary allocations to OCR. He also
pointed out that the chance that test operations over the nay
2 years might work toward some degradation of OCR services was not
to be dismissed as negligible. Under continued conditions of
budgetary stringency, the funding for CHIVE would not Rl1ow for
i ncrase din OCR's personnel ceiling. Thus the test would be
IInre then a test of CHIVE; it would also be s test of management
talents in difficult circumstancs for keeping up services to
the level of previous standards.
After considering these options and the various possible
results, recommended that:
1. OCR proceed with the operational test phase of CHIVE scheduled
to begin in mid-1967.
2. During the test phase, exQmine various fallback positions
in order to uncover possible system configurations under different
budget assumptions.
Test with a view to developing R flexible system design that
w ould enable a beginning that did not foreclose economical
transition to more expensive configuration when the budget
Allowed.
h Test with an eye cocked especially for economizing the
massive labor inputs required for deep indexing, guided by
criteria of selectivity in choice of files for deep indexing end
by possibilities of incorporating files indexed outside of OCR
into the CHIVE system.
5. Incorporate procedures for effective liaison into the test
phase design, so that user iuld become better informed about
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25X1A9a
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CHIVE's capabilities than they were stout existing central files.
Historical Officer
.. T .
On 8 November DDI'Notice 1-1?0-27 officially established
the DDI Historical Board and Historical Officer. 'Walter..
the SPA/CR, was named to both positions, in addition
to his other duties. Walter Pforzheimer was named the OCR
Historical Officer. The following January, however, Mr.
Vence asked to assume the duties of the latter
position, as well as his others.
Abolition of Liaison Staff
In December Mr: Borel, then the Director of Intelligence
Support, submitted to the DDI a proposal for organizational
moves in the Intelligence Support Services that would, among
other things, abolish OCR's Liaison Staff. The actions he
r ecommended were as follows:
1. To abolish LS As then constituted.
2. To constitute a small DCS element in the CIA Head-
nuarters building, to function as the CIA Protocol Staff
(mainly organizing and conducting briefings and debriefings)
but also to prolrUe a DCS beachhead in headeuarters.
3. To assign the function of conducting operational
liaison with the non-USIB agencies to the DCS Washington
Field Office.
i+. To assignthe function of conducting operational
liaison with the USIB agencies to the Human Resources Group (HRG)
of CGS.
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5. To establish the principle that CGS positions were
to be filled by careerists from other operating components
detailed to the specific job for a specific time.
I
These changes would yield the following important
benefits, in Mr. Borel's opinion:
1. Weaknesses in certain aspects of career planning
wuld be eliminated, end su#terior career opportunities for
staff personnel assigned to collection guidance end liaison
d uties would be provided. '
2. Some T/0 slots %ould be saved immediately and more could
be with the passage of time without cutting out important functions.
The reduction in the number of different Agency represen-
t atiz res contacting the same departments, and in some cases the
same people, would improve the Agency's image.
4. The reduction in the nun?- er of components performing
functions that were essentially similar would improve efficiency.
In-essorA _, the DDI accepted Mr. Borel's proposals, and LS
was abolished effective 30 January 1967) with some of its functions
end personnel transferred to CGS and others to DCS, as outlined above.
1967
During the list three quarters of FY 1967 the OCR
information processing systems underwent intensive study end
reassessment in preparation for a comprehensive reorganization
and streamlining of the entire centrQl reference function. This
activity was one phase of a general plan for restructuring and
realigning the Agencs intelligence production offices and their
supporting specialized sq Lk ctions. The objective vas to
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increase the resources allocated to intelligence production
and reduce the investment in s~knport by curtailing nonessential
services and increasing the efficiency and responsiveness of
.the reduced resources allocated to the support function.
By the.end of FY 1967 OCR as it had been for 20 yea'r's
no longer existed. It,aa s in the process of being reorganized
from an office of loosely associated, functionally aligned
c omponents into an integrated system of geographically
oriented operating divisions supported by a streaamline`d basic
services group. The reorganization was a accompanied by a
planned 24 percent reduction in manpower between FY 1967 and
FY 1969. Even the old name of the office disapperred.
Effective 28 July the name was changed from office of Central
Reference to Central Reference Service (CRS).
Background of the Reorganization
In late 1966 the DDI asked the D/CR t4ubmit plans for
the possible reduction of OCR's personnel strength by up 4o
one-third, or from the Authorized strength of 926 to a mini-
F01 Ab3bl mum of 600 (both figures were changed after was transferred
out of OCR in March). In January 1967 Mr. Vance submitted
three alternaative'plans1 t7"' of which would brim; the strength down
to 600 within Pperiod of 24-?0 months, and a third that would level
off the reduced strength at 755. HF pointed out that any reduction
of the order contemplated would force a material .reorientation
of the effort and a reorganization of the structure of OCR. His
p roblem was complicated because OCR was just a approaching the point
w here it could begin testing the validity and usefulness of Lhe
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CHIVE design. As he spid in kic a 12 January 1967 mwxm
memo to the DDI, without the benffit of an operational test
of the CHIVE system and.a subseouentperiod for evaluation
of its contribution to the production and other elements
of the Agency and community, it was difficult to select
and recommend precise courses, of action.
Mr. Vance approached the problem by estimating that 18
months would be needed to complete and test the basic elements
o f the CHIVE design and at the same time to develop, as a deriv?tive
o f that system, a much -cheaper and less powerful computer-supported
indexing and retrieval program. He then reviewed the functions
a nd tasks being performed by the OCR divisions and decided on
the maximum level of cuts that he could levy and implement
in an 18-month period while maintaining some capability in all
major functions and still retaining the existing functional
orp nization of the office.
The three plans Mr. Vance presented were,~_tm}rtrry~ as
follows:
Plan A called for a strength of 755. It retained a fairly
viable foreign literature operation at a strength of 220. At the
10
s ame time, it provided sufficient personnel to man the Library at a reduced
level, a limited film and photographic processing capability,
and enough people to operate a CHIVE system with a reasonably rich
retrieval capability in selected important fields,-with a lesser
effort being spent on the majority of less important areas.
Plan B reduced the foreign literature Activities by an
additional 70 people and eizl...,Mr. Vance considered "en
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absolute bare bones coverage." The Library would be retained in
a skeletal fashion, and the film and photo business would
probably have to be virtually abandoned. Indexing end retrieval
e (forts would probably be patterned after the leanest mix of
the CHIVE design, although even this could not be determined
without an actual test,,
Flen C, in essence, called for a complete abandonment of
the CHIVE concept and attempts to preserve two of the existing
la sic functions in a viable fashion with the others either
drastically curtailed or eliminated completely. In this plan,
foreign literature exploitation would be staffed at the 220 level,
-&bC the biographic function would be maintained in its existing
wr
form ith an operating strength of 75 vercent of what it then had.
The film and photographic business would be abandoned, and the
b est OCR could do in an indexing and retrieval system would
be essentially an automated spurce card file in which tetrrd
utd be covy -rolled
,v-9a4gol-documentsnonly by the bibliographic or header indexing
c ontained in them. pp
After submitting his various proposals for a Auction uction in
strength, Mr. Vance established a User Study Group o conduct
a study of OCR information retrieval services. Its basic
objective was to develop a recommended program for OCR infor-
mation retrieval services that would be Liapable of meeting basic requirements
without devoting resources to activities of minimum value. It was
to be concerned only with the information retrie-al and finished
intelligence functions of OCR., not those functions Plresdy identified
as basic. The study group was to be composed of -epresentstives
b FRgJI em
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25X1A9a
from OCR, ORR OLT, OBI, OSI, NPIC, FISAC and DDP, with the D/CR
s rvingas chairman, both of
whom had recently, other surveys of OCR
activities, were among those named to the group.
On 14+ April Mr. Vance-submitted to the DDI a memorandum entit
"Reexeminination of OCR's Role," which summarized the results of
the 8-week user summey study. The study group found, in general,
a heavy, continuing, and indeed probably incring demand for
detailed biographic data ,cross the world; a lesser and regionally
spotty requirement for.organization and installations data; and
a generally shallow interest in indexing subject, concept and
events information,. The users indicated their greatest need for
sipportin the areas where their production activity was highest.
There was no discernable trend to have OCR deemphasize its
operations in areas where production activity was high and coat-
centrist its resources in areas where the production offices had
a lesser degree of coverage.
The user study did not forecast major reductions in the
trend of reau^ements that would permit significant cutbacirs
in OCR mappower. Therefore, in view of the necessity to
materially reduce OCR's manpower needs, Mr. Vence stated that
it was necessary to tackle the problem on three fronts:
1. OCR must develop new and less expensive methods
of controlling and retrieving documentation and informtion. The system
must be reorganized and rationalized so that economies might be
found in such areas as single processing of the document flow,
reduction in reproduction and filing in multiple copy, use
of single -ocabularies foKneeing etc.
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2. Working with the principal user offices, OCR must
develop more sensitive criteria for the determination of what
was important to index and hold and what was not, in order to
cut the size of both the input and file maintenance and re-
trieval jobs.
~. OCR would have to curtail or eliminate activities that
were wanted by customers but were in a & ower* spectrum of
d emand than others.
These findings, Mr. Vance stated, meant that OCR must
redesign the central reference system to meet the following
objectives:
1. The system must haveiigh degree of sensitivity to
the changing character of user requirements, must be flexible
enough to permit rapid, effective accomodation t hange, and
must provide contingency coverage against areas of possible
future interest.
2. The system must be capable of fast. response to legitimate
priority requests for service but, at the same time, must be
c ontrolled to ensure that the costly quick response ,capability
was not used to service lower priority requesttthat could be
d
handled by slower, less expensive methods.
3. The system must be regulated by integrated and
standardized operating procedures that minimt.ze/r~c t du licate
r
or redundant processing of materials entering the system.
i+. The system must be highly selective in choosing
material for processing And retention and must have reasonable,
enforC4Aable guidelines for purging itself of information
too costly to store in relati`o Eto its use.
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5. The system must be capable of handling a11-source
reference materials in an integrated manner.
6. The system must have provision for accomodating
CHIVE in the event the COG test established the feasibility
of CHIVE implementatizji~however~ the system must be able tp
operate effectively br itself if CHIVE did not materialize
as nn effective central reference capability.
To meet these objectives, Mr. Vance said, OCR must develop
a relatively inexpensive, computer-assisted indexing end retrieval
system through which it could get minimal control over that
portion of the document flow that must be controlled Pt all. Then,
.he said, they would put the balance of forces to work on a
n
combination of machine-assisted Rnd manually supported efforts
against the functions and areas of highest interest, particularly
biographies. Although OCR had never had uniform coverage by subject
and area, it planned, in the future, to stress even more the
t argeting of resources against the priolity needs of cutomers,
retaining only B minimal base control of the mass of material that
would afford a,contingency retries-a1 service. In addition, kk it
planned to preserve the effective operation of f,asid document
services in receit,. control, storage and dif~ssemination, as well as
minimal Xibrsry selection and cataloging, reference services, pnd some film
a nd photographic effort.
A ao mplete reorganization of OCR was[considerea necessPry
to accomplish the manpower reductions des{red and to
ro reshape the service on e more minimal basis. In essence,
its
OCR decided to place the ~ R~}p n- in two main groups--s d.ocu rant
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delivery systems group, handling the basic document services
o f receipt, filing, storage, dissemination, reproduction and
machine operations, and an information group providing indexing
and information services. The latter element would.be subdivied
into regional, rather than functional components-in reasonably
balanced area divisions. This reconfiguration would allow'the
office to provide single-point, all-source service for
customers; single, or at least minimal, processing of the
incoming documents; use of a minimum number of vocabularies; and
t he development of OCR personnel who, overtime, would become more
familiar with the problems of the regionally oriented user.
Mr. Vance noted that testing of the CHIVE concept should go
forward, in his judgment, even though the thinning of OCR
#sesources would probably preclude its implementation on any
large scale. The planned CHIVE experiment on the China area vas
s till considered worth trying in. view of the large amount of
rimnney already invested in it, but this experimentation was not
to be a prerequisite to re ganization on regional lines, mor
was it to substitute for the immediate development ofa less
costly, less complex, computerized indexing and rette~val system.
In summary, Mr. Vance recommended the following courses of 10
action, which the DDI, R. J. Smith, approved on 4 May:
1. That OCR be reorganized into two main groups 9e-11
the document delivery systems Rroup and the regionally oriented
information group. Intaddition to the Pdvnntages cited above,
this organization would shorten the span of management control at the
office level and give OCR a fresh look at its operations from a
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regional, as opposed to A functional, basis. Further, it would
establish five area divisions, all working on similar problems,
and thereby allow management simultaneously to experiment with
different approaches S'nd systems.
2. That OCR be allowed to develop,a new computer1-assisted
indexing and retrieval system that would provide a minim4,, shallow-
le vel of control over that,'bortion of the basid c14ument flow
worth indexing at all. This system would be installed as the basic
processing tool within the regionally configured divisions.
3. That testing ct the CHIVE concept be continued in the
form of the COG. This element would take on the actual
p rotesting of documentation about the China area so that it
wou)Apot be simply an overhead experiment. In addition, certain
minimum staff would have to re keppon finishing up the design
phase.
4. That maximum effort be made within the area divisions
to allocate their effort and manpower against the areas of prime
concern as indicated by the users. The basic ~omputermdriven
indexing system, mentioned in 2. above, would be supplemented
by various forms of manual and machine-driven systems where
necessary to enha.pce the control and access of biographic,
organization, and other types of informatinn.
That the concept of developing end oprrating a referral
system be incorporated in the design of each of OCR's area
divisions, and that the full cooperation of the research offices
be given so that a meaningful experiment could be conducted.
6. In line with the prceding recommendation, that
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OCR seek a much closer and continuing relationship with the user
o ffices so* that its services might be tailored more to their
priority demands, and that more real co=shing of support and
p roduction take place.
7. That the DDI approve an organizational strength of 530
for OCR through at least FY..1969, unless the D/CH indicated his ,
ability. to make further reductions prior to that.
Rejution in Intelligence Support Services
On 31 March 1967 the DDI notified the Director of DIA that
because of increasingly stringent manpower and budget constraints
support activities of the DDI to DIA would have to be curtailed.
Among those drastically affected were the document retrieval and
copying services provided by OCR. The specific document'serVices
provided to DOD elements, including private and government agencies
under contract to DOD, were among those the DDI planned to terminate
in time to effect savings by 1 July:
1. Document retrieval andcopying of any no ' IA-originated
mate4al.
2. Document retie val services associated with special
intelligence.
8. Tntellofax, including both machine searches of the
document index records and document retrieval and copying
esso3rated therewith.
4. Retrieval and copying of CIA-originated documents
previously disseminated to DOD.
Reorganization Planning Group
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25X1A9a
25X1A9a
On 10 May, following the DDI's approval of
the OCR reorM nization per plans, Mr. Vance established an
OCR ? e .ReorT, nizRtian Planning Group (RPG) to
develop the operational plan, procedures and logistics for
implementing an area reorganization of the office.
=vies named RPG Chairman. Six other'senior officers were
assigned to the group, five on a full-time balls;
t he pct sixth, was to continue to serve part-time Ps Director
CHIVE Task Force.
The RPG's Job was to:
1. Develop vi j
a plan for
-o miWs implementing a five-area division reorganization of the office's
information an4reference services.
2. Allocate OCR personnel, functions and space to those
area divisions and coordinate with Chief/Document Systems Group,
the allocation of repponsibilities and functions assigned to his
group.
Establish operational processing Pnd service
procedures within the new organi?ational structure.
4. Implement th initial phase of the reorganization by
establibhing and monitoring the first area division. It was then
a hQ icipated that'the first area division would be established
in September 1967 and that the entire area division structure would
be in operation by 1 January 1968. (The period eventually stretched
to March
On 7 M July the dma dffi details of the reorganization were
resented in CR 1-6. By ~ times senior management and the RBI
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had completed the major tasks of p1annin; the reorganization,
allocating people and spacdto the.nex structure, formulating
the initial operational processing and service procedures end
preparing the schedule for implementation. The'new organ3z ation
stressed standardization, uniformity and high selectivity in
processing intelligence information. The new office was to have
two major line components and a sta::
1. An Information Services Group (ISG), consisting of
five geographic divisions and the CIA Library, to index and
process information, answer questions and produce reports.
2. A Document- Systems Group(DSG)
4 x101- consisting of three functionally aligned divisions, to
provide centralized support to the geographic divisions and to
other Agency and community ativitjes as appropriate, in the
areas of open literature acquisition, photo and film collection
service, document and photo dissemination, storage and retrieval, and
electronic data processing.
3. A planning and Mm agement Staff (PMS) to pox operate a
management information system, perform centralized planning and
program analyses, direct and coordinate experimental system
development and testing of nex concepts, handle PPB matters, and
provide administrative services to the entire organization.
In placing personnel in the new structure, the talents, experience,
performance and career potential of each employee were considered;
each assignment vaconsidered a practical compromise between the
capabilities of the individual and the reauitements of the office.
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Each employee, regardless of grade, was assiued on a trial
basis for a period of observation and evaluation; changes in
assignments were to be made, if necessary, to perfect the
matching of talents to the needs of the office.
OCR strength was to be reduced from 615.in FY.1968 to 526 in
FY 1969. Normal personnel attrition was expected to account for
most of this reduction. and limit the impact on the individual
employee.
The senior personnel assignments in. the nev organization
were as follows:
Chief, Information Services Group C~S4 /
Programs Coordinator.
Staff Assistant/Indexing Officer
Chief,-USSR Division
(FeIPft0
Chief, Far East/PacificA Division
(EA2)
Chief, Europe ADivision
(NE/R )
Chief, Near East/Africa Division
()H)
Chief, Western Hemisphere Division
Chief, Document Serviees Group (D5
Chief Acquisition and Dissemination Division ('qDp)
LDPsD,
Chief, Document and Pictorial Services Division
Chief, EDP Support Division (T- u P5 L))
Chief, Planning and Manatmen Staff (Pj10
Curator, HIC !!~~
25X1A9a
The FE/PJ9C Division was chosen to initiate the roer;anization.
It was to be parti. ally formed on or about 15 August and to begin
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full operations 15 September. The other divisions were to follow
Arnim
begin operations a t=o=cer on 17 July.
The divisions and branches
of DSG were to be established within the time period allotted to
the reorganization of the ISG geographic divisions, depen3ent
upon the overall pace of the reorganization and the
availability of personnel or space.
During the Judy-September period the RPG was to execute
various follow-on tasks aimed at setting the detailed operating
procedures for the ISG. Similar work was to be done concurrently
within DSG.
The CHIVE project was affected by the directed manpower
reductions, the OCR reorganization and slippages in the develop-
ment of computer programs. Several CHIVE concepts were incor-
porated into the OCR reorganization, thus eliminating the
necessity for continued CHIVE work on the concepts and freeing
CHIV1 personnel for assignment in OCR line pr operations. Pending
clarification of the computer programming prog?m, testing of
selected CHIVE concepts in COG was to continue under the direction
10
of the PMS.
iY-3~ 1,l)o~c~
us ended OCR as it had been known, and thus began the
Central Reference Service subject of a future history.
SECRET
No L oreign Dissem
Approved For Release 1999/09/24: CIA-RDP84-00951 R000300010005-5