TASK FORCE REPORT ON PROPOSAL TO CONSOLIDATE MICROGRAPHICS PRODUCTION FACILITIES

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP10T01930R000100050007-7
• Release Decision: RIPPUB
• Original Classification: C
• Document Page Count: 32
• Document Creation Date: December 22, 2016
• Document Release Date: October 31, 2012
• Sequence Number: 7
• Publication Date: March 15, 1978
• Content Type: MEMO

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UNCLASSIFIED ? JUN TOP AND BOTTOM
25X1
25X1
OFFICIAL ROUTING SLIP
2
1D4124, Bqs.
Chief Reference Services Div
NPIC,
Chief, Support Services Divis'on,
OCR GE0424, Hqs.
Chief, Printing and Photograp
Division, OL 158 P&P Bldg.
Chief, Information Services S a
Remarks:
A third draft is attached:
- incorporating the changes we
our meeting;
- adding a suggested draft summary, conclusion,
recommendation;
attaching Annexes A & B. (The DDO _sumtary
makes the report Confidential.)
I would appreciate any suggestions for final
changes today, if possible.
FORM NO.
1-67 237 Use previous editions
(40)
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DRAFT
MEMORANDUM FOR: Executive Advisory Group Members
FROM : Micrographics Task Force
SUBJECT : Task Force Report on Proposal to Consolidate
Micrographics Production Facilities (U)
REFERENCES : A. Minutes of the 13 December 1977 Executive Advisory
Group Meeting, 20 December 1977
B. Summary of Recohniendation for the Consolidation of
Micrographics, 16 August 1977, (EAG 28)
1. The Task Force charged with examining a proposal to consolidate
micrographics production facilities in the Agency has evaluated the
advantages of consolidation, including the potential for cost savings;
analyzed the disadvantages; and developed four options for management -
consideration.
2. Taking into account amended personnel and space statistics
resulting from Task Force discussions, the Printing & Photography Division
(P&PD) and the Information Systems Analysis Staff (ISAS) of the
Administration Directorate (DDA) have prepared a revised proposal for
consolidation, herein presented as the first of the options. Its appeal
rests Primarily on an anticipated savings of $244,000 annually, to be
achieved mainly through an .elimination of 9 positions. Such savings
cannot be considered definite, however, because the costs of running
a consolidated micrographics production operation in CIA ate uncertain.
3. There are other advantages in consolidation, which include
the production of more uniform microimages, better control over archival
products, and easier conformance with standards. However, these efficiencies
and such economies that might be achieved must be weighed against
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substantial concerns on the part of the National Foreign Assessment
Center (NFAC), the Operations Directorate (DDO), and the Science
and Technology .Directorate (DDS&T), all of which would lose their
own local micrographics facilities.
4. Those directorates are concerned that loss of compartmentation,
detraction from smoothly-functioning, integrated information management
programs, reduced emphasis on unioue customer needs, and other disadvantages
would result from consolidation_ NFAC isPrarily concerned with
the potential negative impact that consolidation would have on AESTAR,
its microimage document storage system currently under development,
Particularly since revised configurations and timetables would affect
the ADSTAR contract. The DDO insists above all else that compartmentation
of sources and methods information must be maintained. The DDS&T is very
much concerned about the need to uphold its commitment to provide timely,
quality-assured micrographics service, through the National Photographic
Interpretation Center (NpIC), to Intelligence Community members.
57 On balance, it is the majority opinion of the Task Force that
an essentially decentralized environment should be retained, in which
components having special-micrographic requirements would continue to
operate their own locally-controlled production facilities, while the
main production facility would continue to provide central services,
technical guidance and back-up support on request.
Background
6. In December 1977 the Executive Advisory Croup (EAG) discussed
a paper prepared by the DDA which proposed the consolidation of the
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Agency's several micrographics production facilities, to be brought under
the management of P&PD within the Office of Logistics. The paper asserted
that consolidation would permit significant savings in manpower, space,
equipment, and supplies. An anticipated reduction of 19 positions accounted
for most of the $383,000 yearly savings foreseen.
. 7. EAG members expressed concern that the study had not taken
important factors into account--such as the need for compartmentation, the
implications of the new ArSTAR system being developed (under the manage-
ment of the Office of Data Processing) to automate document storage and
retrieval in NFAC and the DW, and certain costs inherent in a consolidated
arrangement which would tend to offset savings. The EAG agreed that an
inter-directorate task force should be formed to examine the proposal
on a comprehensive basis for EAG review. This approach was taken in
preference to the employment of an outside consulting firm.
8. Accordingly, a part-time task force was appointed, chaired by a
member of the Comptroller's Office and composed of the managers having
jurisdiction over the bulk of the micrographics production work occurring
within their respective directorates.
9. Through a series-of discussions and an analysis of the situation
from the point of view of each directorate, the task force has re-evaluated
the merits of consolidation, including the potential for cost savings;
has identified the various disadvantages of consolidation; and has
developed a set of options for EAG consideration which include modified
proposals for consolidation--should such.action be considered justified.
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10. A summary, of_ the Agency's micrographics activity, as it currently
takes place within each of the four directorates, is attached as Annex A.
Revised Pro sal for Tull-Scale, Immediate Consolidation
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11. Taking into 3ccount amended figures resulting from Task Force
discussions, a revised proposal for full-scale, immediate consolidation has
been prepared by P&PD and ISAS and is herein presented as an option for
EAG consideration. Oneier this plan, a central P&PD-operated microform production
facility would be created which would routinely receive documents (or data
in the case of computer-output-microform) from Agency components and return
them in microform, as specified by the components. Most of the consolidated
facility would be located in the P&PD Building itself, which would work on
a three-shift, five-day-week schedule. A satellite P&PD operation
located in the Headquarters Building, within the area currently planned
to house NFAC's ADST1-',R project, would handle ADSTAR production for NFAC
and the DDO and quick turnaround, -high priority requests for all
Headquarters components. DEO, DDS&T, and NFAC microform production facilities
would cease to exist--in the Information Services Staff (ISS), the National
Photographic Interpretation Center (IC), the Office of Development and
Engineering (OD&E), and the Office of Central Reference (OCR). Twenty-five
of the positions currently dedicated to micrographics production activity
in those components would be transferred to P&PD to meet the demands of
the centralized facility; the remainder would be freed for other use by
the directorates. Space occupied by the existing facilities (apart from
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the satellite operation) would also revert to the directorates for other
use. Pieces of equipment judged by P&PD to be under-utilized and therefore
surplus to the consolidated facility would be declared excess. Office
of Finance (OF) and Office of Security (OS) micrographics facilities
would remain independent, because they only perform a filming function
(P&PD doing their processing) and so would offer no significant savings
opportunity through inclusion in the consolidation. The Microfilm
Programs Branch (MPB) within ISAS would continue to function as an integral
part of the Agency's Records Management Program; but two of its four positions
(systems analysts) would be transferred to P&PD.
The Potential for Savings Through Consolidation
12. P&PD and ISAS estimate that a total saving of $244,000 yearly may
be achieved through this revised consolidation proposal, as follows:
Salaries
$ 179,000
Space
39,000
Equipment
11,000
Supplies
15,000
$ 244,000
Their estimate is based on the elimination of 9 full-time positions from
micrographics production Work, two part-time employees, 4,058 square feet
of floor space, rental.andmaintenance costs for excess equipment which
has not been purchased, and reduced supply costs?accomplished through
bulk purchases. (See Annex B for details of the estimate.) The above figures
do not include savings in employee benefit costs (which amount to about
10 percent of salary) or in "hidden" administrative costs which are involved
in maintaining separate accounts, processing separate requisitions, etc.
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However., such items would not change the magnitude of potential savings
appreciably.
13. For purposes of comparison, estimated savings .would amount to the
following portions of the ,Agency's total micrographics production activity
which now exists:
9 of the current 68 full-time udcrographics positions (13%)
- 2 of the current 29 part-time micrographics personnel (7%)
4058 of the 15,360 square feet of space now devoted to micrographics (26%)
- 68 of the 145 major pieces of micrographics production ecruipment
now being used (47%)
- $244,000 of the $1,325,000 current annual operating costs for micrographic:
production (18%)
14. Estimates of savings, however, are complicated by differences of
opinion among Task Force members as to the actual economies which might
be achieved through consolidation, particularly in salaries--which
'constitute most of the savings projected. P&PD believes that position
savings might be even greater than 9, as it feels it has been cautious to
include enough positions to handle the burdens of the consolidated facility
without any degradation of service. DDO, DDS&T and NFAC task force members,
on the other hand, consider that the proposed staffing of the augmented
central facility would prove to be inadequate, and that to meet demands
P&PD would soon have to add positions, thereby eliminating the largest
portions of the savings achieved. They point out, moreover, that the
night differential involved in a 24-hour P&PD operation would introduce
additional costs which would partially offset savings. They emphasite,
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finally, that the directorates would have to retain personnel to log,
wrap, ship, receive, and control documents transported to and from P&PD,
and to serve as couriers and escorts to handle priority materials,
sensitive correspondence, and special requests. The revised consolidation
proposal set forth above gives consideration to the latter need, permitting
OCR and WIC each to retain a single clerk for document handling purposes;
but these two positions may not be enough to satisfy those components'
needs. An additional complicating factor has been the difficulty in
defining the number of positions devoted to micrographics production,
given the fact that some of the people involved in this activity are
responsible for other duties as well. And there are other complexities,
such as the anticipation of OCR and ISS that ADSTAR will permit a reduction
of personnel in any. event, something which cannot definitely .be resolved
at this time.
15. The $244 thousand yearly savings estimated by P&PD and ISAS,
therefore, cannot be regarded as definitive. P&PD and ISAS consider
that savings estimate to be conservative, while the DW, DDS&T and NFAC'
are convinced that there could very Well be no savings at all, particularly
since the costs of funning a new organization are always uncertain.
16. Of course, savings for replacement and new equipment which would
otherwise have to be purchased for the decentralized facilities must also
the a consideration. Once ADSTAR:is implemented, however, OCR would require
no other major micrographics equipment, and growth in the ISS and DDS&T
micrographics facilities is expected to be minimal. Nevertheless, some
replacement equipment would have to be purchased in the decentralized
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facilities to comply with externally-imposed standards, and this could
amount to a $50,000-$100,000 expenditure during the next few years.
Other Advantaaes of Consolidation
proposal emphasized the economics which might be
17. The original
achieved from consolidation. However, it contended that there would be
further advantages as well:
The Agency would be afforded a one-stop, technically-expert,
full-service production facility.
A central facility would be able to produce more uniform micrographics
products..
A central facility would permit better control over archival
micrographic products.
The duplicate filming which occasionally occurs would be eliminated,
since filming would take place in only one location.
18. Further benefits to be gained through consolidation were identified
during Task Force discussions:
Consolidation would facilitate central planning, control,
and coordination of the Agency's micrographics production function.
It would be easier to assure conformance with micrographics
standards, as regulated by GSA's National Archives and Records
Service, the National Bureau of Standards, and the Intelligence
Community. P&PD-produced microfiche meet established standards.
The appearance of duplicatory micrographics facilities, with under-
utilized equipment, would be avoided.
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- A career path in the combined micrographics, photography, and
printing field would become available to employees transferred
to P&PD.
-Directorate Concerns Regarding Consolidation
19. On the other side of the balance sheet, task force discussions
highlighted numerous drawbacks to consolidation in the area of mission
effectiveness, which must be weighed against the quantifiable economies
and efficiencies which might be achieved through centralized service.
These common concerns, deriving in part from experience with centralization
in other functional areas, are emphasized by the DDO, DDS&T, and NFAC::
Components would lose control over their ability to satisfy micro-
graphics production commitments and special customer requests.
- There Could be less timely service, particularly on priority
items, due to queuing and the additional time it would take to
handle and tranbmit materials, despite a three-shift operation.
Current production methods allow a component to assure quality
control through immediate on-the-spot inspection, without having
to achieve improved copy through cumbersome procedures.
- Highly sensitive compartmented products would be handled outside
the responsible directorates. Large amounts of sensitive material
would be concentrated in two (P&PD) locations.
- Components' enthusiasm to initiate new and imaginative micrographic
applications would be diminished through their loss of direct
responsibility for enhanced micrographic services. It would be mor
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difficult for a detached, centralized facility to launch new system
initiatives.
- Components' micrographic production activitie's constitute important,
integral parts of their total information management programs.
- Smoothly operating work flows would be disrupted, since. coMponent
micrographic operations have long been integrated within their
production activity.
- There would be less tailored service to unique customer needs, which
the directorates' own local facilities can best provide.
- A centralized facility would necessarily concentrate on a smooth
mechanical production process. Being further removed, it would
be less able to understand, appreciate and meet customer needs.
The micrographics technicians who would not be transferred to
P&PD under consolidation are specialists, often with many years of
experience, who would have to be re-trained for other lines of work,
if indeed new jobs could be found for them within CIA.
- Components deem it essential to include Micrographics management
and production experience as part of their employees' career developmenl
program within the overall field of information management.
- Security problems could be caused by documents which may be mis-
directed or lost as the result of increased movement of materials
to and from P&PD.
Centralization could be expected to result in increased bureaucracy,
bookkeeping, and organizational antagonisms. Component shops elicit
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of this suppott, and that external support would have to be greatly
curtailed or eliminated if NPIC were to lose direct control of its
micrographic services.
The OD&E micrographics operation is a very small and highly specialized
service. This organization's equipment was purchased specifically to inter-
face with equipment located at industrial contractor facilities. It can be
operated, moreover, by non-micrographic-trained personnel, so that they can
complete their work satisfactorily according to their own special needs
with minimum diffiCulty'and lost time. In some instances, their work must
be accomplished within a short time period, leaving insufficient time for
transport of materials to and from P&PD.
As remote customers, NPIC and OD&E both fear that their frequent
need for service within 24 hours might not always be satisfied, due to
priority conflicts with other directorates' work and the physical
problems involved in getting materials to and from P&PD in time,
particularly if some products were found to be unsuitable and needed-to
be re-photographed.
Options for EAG Consideration
21. The estimated economies and other advantages of consolidation
must be weighed against the several disadvantages cited above, which,
it is,clear,-are not merely matters of convenience. The two most obvious
options are to consolidate in accordance with the revised proposal or
to leave micrographics production essentially decentralized. There are
other possibilities falling somewhere in between, but these options have
their own advantages and disadvantages and cannot properly be regarded
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the support Of 'their users; While a separated, centralized facility
easily becomes a target for criticism.
20. In addition to the above, the directorates have the following special
concerns:
NFAC
NFA(''s chief concerns lie in the potential negative impact that the propose(
consolidation would have on ADSTAR, its microimage document storage and
retrieval system currently under development, and on the planning for SAFE,
its computerized information handling system also under developfflent, with
which ADSTAR is to be collocated.
Consolidation would require a change of scope in the ADSTAR contract
as well as in the site preparation contracts which have been negotiated.
This would result in increased costs, altered timetahles, and a revised
configuration. The contractor's proposal and current efforts are dependent
(on the maintenance of ADSTAR as a dedicated facility and on the availability
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of equipment listed in the RFP.
The integration of the minicomputer-controlled subsystems for ADSTAR
input and retrieval do not permit a breakout of the filming (production)
process. Neither do the individual camera units permit non-ADSTAR filming
due to their need for minicomputer prompting and control and the unique
film addressing information to be placed beneath each ADSTAR image.
The ADSTAR area, which would become the P&PD satellite facility under
the revised consolidated plan, would not be sufficient to perform both
ADSTAR and non-ADSTAR filming on a timely basis, nor would it accommodate
the growth accompanying Project SAFE. In the joint AD-STAR/SAFE environment,
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microfilming volumes will be substantially increased as analysts store their
working files in ADSTAR. Also, the joint operation will include direct links
between the SAFE host computer and the ADSTAR minicomputer to complement
input and retrieval activities.
DDO
Compartmentation of sources and methods information is of paramount con-
cern to the DDO. The DDO feels it must operate its new ADSTAR system (EORIC/W)
in the production, as well as the retrieval, mode. To minimize risk, it wants
the information DORIC/W will contain to be confined to internal DDO handling.
Many components in the DDO are reluctant to release their materials for
clerical handling outside their immediate working environment. Consolidation
would cause these components to withhold documents from regular and special
microfilming programs and thereby undermine the increasingly successful
DDO micrographics effort..
The DDO, furthermore, plans to integrate its local computer-output-
microform capability with its electrical cable/telepouch document storage
system (COMET) now under development, so that older documents may be periodicall]
moved into less costly microform storage on a corivenient basis.
DDS&T
In its role as a national center, NPIC is responsible for providing
both internal micrographics services to its in-house and remotely located
,component organizations in support of a national priority exploitation
effort and external micrographics services to Intelligence Community
members located within NPIC's building
It is concerned that consolidation could disrupt the timeliness and quality
STAT
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of this support, and that external support would have to be greatly
curtailed or eliminated if NPIC were to lose direct.control of its
micrographic services.
The OP&E micrographics operation is a very small and highly specialized
service. This organization's equipment waS purchased specifically to inter-
face with equipment located at industrial contractor facilities.
It can be
operated, moreover, by non-micrographic-trained personnel, so that they can
complete their work satisfactorily according to their own special needs
with minimum difficulty and lost time. In some instances, their work must
be accomplished within a short time period, leaving insufficient time for
transport of materials to and from P&PD.
As remote customers, NPIC and OD&E both fear that their frequent
need for service within 24 hours might not always be satisfied, due to
priority conflicts with other directorates' work and the physical
problems involved in getting materials to and from P&PD in time,
particularly if some products were found to be unsuitable and needed to
be re-photographed.
Options for EAG Consideration
21. The estimated economies and other advantages of consolidation
must be weighed against the several disadvantages cited above, which,
it is clear,-are not merely matters of convenience. The two most obvious
options are to consolidate in accordance with
to leave micrographics production essentially
the revised proposal or
decentralized. There are
other possibilities falling somewhere in between, but these options have
their OWD advantages and disadvantages and cannot properly be regarded
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as 'compromise" solutions.
22. The task_force has defined the following options for EAG
consideration:
1) Full-scale, immediate consolidation in accordance with the
revised proposal. The preceding pages of this paper and Annex B have
described the advantages and disadvantages of this course of action at
length.
2) Retention of a decentralized arrangement, which in the next
two years will be altered considerably by the implementation of large-scale
ADSTAR systems in NFAC and the DDO. Components having special requirements
(OCR, ISS, NPIC, OD&E, OS, and OF) would continue to operate their own
production facilities. P&PD would continue to act as the Agency's primary
micrographics production center and to provide technical guidance and
back-up support. MPB, through the existing, sucessful Agency-wide
Micrographics Users Group, would continue to coordinate records and standards
aspect S of micrographics production and to promote the use of micrographics,
as it has in the past. Components would not compete with P&PD or
further expand their respective micrographics production facilities,
aside from ADSTAR. Upon the request of a component, P&PD and MPB
would provide advice to improve procedures which would save costs,
promote the production of consistent-quality microforms, and eliminate
the need for duplicate filming.
3) Restriction of decentralized micrographics production activity
to the requirements of large dedicated systems. This partial consolida-
tion would mean, in effect, that the ADSTAR systems of NFAC and the
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DDC) would remain decentralized as planned. However, OCR and ISS would
no longer perform any other production services for their respective
directorates or for other directorates. The NPIC and CD&E facilities
would be consolidated. On the plus side, this move would begin a process
of phased consolidation, while providing several of its benefits.- With
the implementation of ADSTAR, NFAC plans to limit its production activity
exclusively to that system anyway. On the negative side, this option
would permit very little savings, would totally ignore DDS&T's objections
to consolidation, and would not satisfy the security and planning
requirements of the DDO which exist apart from ADSTAR:
4) Consolidation of the management of all micrographics
production under P&PD, while leaving the outlying facilities in place,
with their existing equipment and personnel, as satellite operations.
The facilities of CCR, ISS, NPIC, OD&E, and of OS and OF as well,
would thus be placed under the budget and jurisdiction of P&PD. The
advantage would be to work toward phased consolidation, with no imediate
upheaval. While this option would afford no immediate savings, it
would permit most of the other benefits of consolidation to be achieved
and would provide, in effect, a trial period in which directorates
could gain confidence in P&PD responsiveness to their needs and in
which a new, mutually satisfactory configuration could eventually
emerge. Aside from the lack of immediate economies, disadvantages
of this scheme include the difficulty of determining precisely which
areas and personnel P&PD would manage (given the integration of micrographics
production with other component activities); the unwelcome separation
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of inicrographics production from comprehensive component information
management and career development programs; the loss of component
control, user orientation, arid compartmentation; the unettling situation
which would be imposed on personnel involved; and the likelihood that
reversal of the arrangement, should it prove unsatisfactory. to customers,
would be highly problematical and wasteful of resources.
Conclusion
237 Agency-level management. must weigh the inherent efficiencies
and possible economies of consolidation against the benefits of
continued decentralization, which center upon mission effectiveness.
There are numerous conceivable alternative courses of action which
would entail partial and/Cr phased consolidations of various combina-
tions of facilities. Two such alternatives have been defined as options
3 and 4. But, really, the choice comes down to a question of funda-
mental managerial judgment, in choosing between a basically central-
ized or a basically decentralized mode of operation in this unglamorous
but critically important support activity.
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Recommendation
24. The Task Force being divided on the issue, it is the majority
opinion that Option 2 is best--that an essentially decentralized micro-
graphics production environment should be retained.
Task Force Members:
William Donnelly
Chairman STAT
Micrographics Task Force
Office of the Comptroller
Administration Directorate
Operations Directorate
Science and Technology Directorate
National Foreign Assessment Center
STAT
STAT
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ANNEX A
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SUMMARY OF DDA MICROGRAPHICS ACTIVITY
1. The DDA relies heavily on micrographics in the processing,
use, and storage of information. This includes both Source Document
and Computer Output Microfilm (COM), and it includes microfilm
obtained on subscription from commercial sources, microfilm received
from other federal agencies, as well as microfilm of records and
information created by the DDA Offices.
2. All microfilm of records and information created by the
DDA is processed by the Agency's central micrographics production
facility in the Printing Photography Division, Office of Logistics
(PUD/OL). Also, except for two small applications, one in the
Office of Finance and one in the Office of Security, all microfilming',
both Source Document and COM, is accomplished by this same central
production facility. All DDA micrographics applications are
developed in conjunction with and reviewed periodically by the
Micrographics Program Branch (MPB) DDA. Each of these DDA applica-
tions are set up and scheduled in the production facility by the
KIDD Systems Staff.
3. Every Office in the DDA has ongoing micrographics applica-
tions. These range from the Communications Control File, consisting
of an annual growth of two reels of 16mm microfilm, in the Office
of the DDA to the payroll file consisting of 175 microfiche every
two weeks. Microfilm is used by the DDA Offices for current
reference, for dissemination to other users of DDA information, ,-
for vital records, for storage of noncurrent information, and for
archival preservation of permanently valuable information.
4. As a part of the overall responsibility for developing
a Records Management Program for the Agency, the DDA provides
staff guidance and assistance to each Directorate and Independent
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p.lis is accomplished through
01.1.. ---..... -
thCMPB:DDA. MPB is responsiole 1,,, ?1:-912D
Micrographics Program. The objective of this program is to
promote the widest possible use of microforms in the Agency to
improve the efficiency and effectiveness of information handling,
data storage, and retrieval by saving space and filing equipment;
reducing records to a uniform size for filing and searching;
providing less expensive duplicate copies of records for
multiple users; including copies of Vital Records and archival
storage, providing an economical way to distribute copies of
records to users at different locations; and providing thorough
mechanization and automation of the capability of manipulating
large volumes of information. MPB provides the staff guidance,
systems analysis, standards and procedures, training, promotion,
coordination, and program review to accomplish this objective.
5. The DDA operates a central micrographics facility in
the PUD/OL. This facility has the capabilities of producing,
processing, and duplicating microforms for all facets of th.e
technology. The micrographics operation in PUD operates on
a two-shift basis, five day per week. The resources of this
facility include production equipment valued in excess of
$700,000 and 16 full-time and 11 part-time positions dedicated
to the production of micrographics.
6. In calendar year 1977, PEIPD produced 3,438,728 original
source document images and 6,864,753 original COM images. Also,
over 57,000,000 duplicate micrographic images were produced in
1977. PUD is currently supporting over 70 Source Document
applications and 180 COM applications from all four Agency
Directorates. These applications range from very small applications
produced on an ad hoc or annual basis to applications run on a
daily basis, requiring less than a three hour turnaround.
7. PUD also provides technical and systems support for
Agency applications and equipment purchases. PUD works together
with MPB and reviews potential micrographics applications from
a production viewpoint. Quality control and technical support
is provided to those users who film their own material and have
PUD do the processing and duplication.
?
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NFAC'S USE OF MICROGRAPHICS
The National Foreign Assessment Center, as the central analytical
wing of the CIA, is a prominent producer and consumer of intelligence
documents recorded on microfilm. The Office of Central Reference
maintains a dedicated microform recording facility for the specific
purposes of filming repository documents for the Agency document library
(OCR/DSB), and to support Interim SAFE branches in NFAC offices.
The OCR Microform Processing Branch operates a camera unit utilizing
step and repeat cameras (35mm 8-up aperture card and NMA microfiche
formats) to record the documents, a laboratory to process, inspect,
control quality, and duplicate the microforms, and a reproduction unit
to make hard copy prints of selected images for document library requestors.
Approximately 300,000 documents a year are filmed for the document
library, an additional 12,000 documents a year are filmed for the Interim
SAFE project, and over 1,000,000 pages a year are reproduced to paper
from microfilm holdings.
The Agency central -document library is maintained by OCR, which
services primarily NFAC and DOD requestors. Intelligence documents and
selected reference aids are stored on aperture card and microfiche
produced by the Office facility. At present, an automated document
storage and retrieval system (ADSTAR) is being developed under contract
for installation in CY79. The ADSTAR project is a joint effort of
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OCR/NFAC and ISS/DDO under the management of ODP/DDA. This system
will store do6uments on 16mm cartridged microfilm, housed in automatic
retrieval modules. Soft copy display, paper output, and microfiche
output will be available at local and remote locatiOns through the
use of sophisticated solid-state image scanners.
As Project SAFE, NFAC's large scale information storage, manipulation,
and retrieval system, is implemented in the 1980's, ADSTAR will grow to
accept its projected workloads. The system will be the primary storage
and retrieval vehicle for analysts file material and electrically
received material. Tha capability to permit NF/\C analysts to store
their paper files on microfilm, and access them remotely via soft
display terminals, will account for a projected doubling of ADSTAR
input filming to a total of over 6,000,000 pages per year.
NFAC is a prime participant in the Finished Intelligence Program
(FIP) under the aegis of the Agency Micrographics Officer. Published
reports are selected by the producing offices, which are then microfilmed
by POD and made available via initial distribution (and document library
retrieval) to the user community.
To illustrate the importance of micrographics to NFAC, well over
300 readers and reader/printers have been located in directorate offices.
This number is continually increasing as micrographics usage is encouraged
by limited file space and by Interim SAFE branch microfilm files. These
readers and related micrographic devices are routinely serviced by the
technical services shop of OCR.
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OCR has a traditional close tie to the Printing and Photography
Division. Micrographics personnel from both offices cooperate in the
Micrographics User Group, the IHC Micrographics Working Group and its
subcommittees, and on a day-to-day production level. At present, P&PD
provides support to OCR in the Computer-Output Microfilming of electrical
messages, the processing of microfiche film and captions, and occasional
special filming jobs.
As the CIA agent for the dissemination and storage of intelligence
reports received from the Community, OCR monitors document image quality
on a continuing basis. All documents distributed to NFAC and other
Agency com'ponents, whether on microfilm or paper, are subjected to
strict quality standards. The receipt of barely legible microforms
or hard copy paper documents severely limits the transfer of information
to the analyst. Through the use of high resolution cameras, controlled
processing, and regularly maintained equipment OCR ensures that documents
disseminated, stored, and retrieved for the user community maintain the
highest possible legibility. Further, OCR continually endeavors to
upgrade the quality of receipts through representing the CIA in the
INC Micrographics Working Group and by maintaining open channels of
communications with Community agencies.
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DO MICROGRAPHICS PROGRAM
I. GENERAL
The DO's micrographic program is one of the largest
in the Agency. Its facility, with an annual operating
cost of $552,000, a capital investment of $31,000 in
micrographics production equipment (excluding WALNUT and
rental equipment), and a staff of 17 full-time and 12
part-time employees, produces a variety of microforms in
support of many systems involving virtually every Head-
quarters component and fieldinstallation. Established
systems analysis, approval, and audit procedures ensure
that systems are efficient, cost effective and user
oriented.
II. TYPES OF APPLICATIONS
A. Conventional Microfilm
These are 16mm cartridge, roll film, and up-
datable microjacket applications produced on con-
ventional rotary and planetary cameras for
components which need additional records storage
space, back-up capability and/or a more efficient
system to control, store, disseminate and retrieve
information. Approximately 300 active and
inactive paper holdings varying in size from a
few feet to more than a thousand feet have been
converted to microfilm since the inception of the
DO's micrographics program. In the past year, 1.5
million microimages were produced via conventional
means.
Since inception of the project, 325,000
files (3,600 linear feet) have been converted to
microjackets and then to microfiche for subsequent
distribution to DO file requesters.
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SU141ARY OF DD/SU MICROGRAPHICS ACTIVITY
I. BACKGROUND
The DD/SU micrographics operations are limited to the offices of
NPIC and ODE. The scope of the operations in both of these offices is
relatively small when compared to the micrographics activities in the
other Agency Directorates. For example, the DD/SU has only six full-time
micrographics personnel and the Directorate's total micrographics production
output amounts to only 7.3% of the Agency's annual production effort.
Even though the DD/SU's micrographics operations are comparatively
small they are extremely vital to the mission and services provided by
NPIC and ODE. Both of these micrographic operations are custom tailored
to the specific office and customer needs. In addition both operations are
integral parts of office production cycles and work flows. The loss or
impairment of these services would have a serious effect on the ability
of the DD/SU to meet its customer needs and tasking requirements.
II. ODE MICROGRAPHICS OPERATIONS
The ODE micrographics operations are built around a contract monitor/
industrial contractor interactive system. The ODE micrographics equipment
was specifically purchased to interface with similar equipment currently
located at industrial contractor facilities. The ODE equipment is
located at several different and strategic component office sites for
maximum customer utilization. This equipment was also selected so that
it could be operated by the non-micrographic-trained personnel. Thus, the
customer or contract officer who needs a quick response can carry his own
work to the equipment, complete it according to his own special needs,
examine the finished product for quality and completeness, and carry the
finished production back to his office with a minimum amount of trouble and
lost time.
III. NPIC MICROGRAPHICS OPERATION
At NPIC, the micrographics operations are cOstom-tailored to support
a priority photographic exploitation effort. In its role as a national
center, NPIC must provide internal and external micrographics support to
intelligence community components. To meet this responsibility the NPIC
Microform Section must:
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- provide for timely, high-quality micrographic reproductions
of all national imagery-derived exploitation products;
- maintain a master microfiche file of all imagery-derived
exploitation products;
-'provide for the timely micro-publishing and dissemination
microfilm copies of imagery-derived products to members of the
intelligence community including, in particular, NPIC components,
NPIC tenant organizations
of
. - provide direct, timely and customized microfilming services
to individuals by converting work files, photo interpreter aids and
reference materials to a variety of different microfilm formats.
The NPIC Microform Section spends approximately two-thirds of its
annual effort supporting internal NPIC and tenant component
requirements.
STAT
STAT
NPIC's-micrographics applications and programs are conventional in
nature. The Microform Section's equipment inventory cofisists of two
step-and-repeat microfiche cameras, three planetary cameras, and two
rotary cameras, one rotoline.camera, and associated film processors and
duplicators for a total of 21 different pieces of micrographic equipment.
With this equipment, NPIC produces 16mm and 35mm roll film, standard
microfiche, microfiche jackets, and aperture cards.
NPIC produces regular microfilm output on 25 different types of NPIC
exploitation products which are, in turn, disseminated regularly to 20 to
30 different customers throughout the intelligence conllnunity. NPIC does
not have any special micrographics programs or unique equipment such as
a CCM output capability.
TV. DD/SU FUTURE MICROGRAPHICS ROLE
The DD/SU does not intend to greatly expand its micrographics operations
in the future. The Directorate's present requirements are adequately being
met with current micrographic personnel and equipment. The DD/SU ?foresees
no major special equipment purchases, or major product dissemination
expansions.. Both NPIC and ODE will, however, attempt to follow a vigorous
program to get more people to use its services and convert their files,
where applicable, to microform folmats. NPIC will also attempt to emphasize
micropublishing as a viable dissemination technique. Both applications can,
however, be handled' within DD/ST'S present micrographic resources.
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V DD'S&T MI:=PfdPHIC TIES TO PRINTING AND PHOTOGRAPHY DIVISION
. ,
NPIC a?:_nd OD alie close- ties to the Printing and Photography Division
(P&PD)/OL/DDA_.":"?=ographics personnel from both offices are in close
contact u-i-L-h PEP cm both special and routine day-to-day production
requiremen-Is. NP:C is totally dependent upon PPD to meet all of its
COM requirements anal ODETE is dependent upon PPD for occasional special
filming jobs. In p(Fidition, the DD/ST recognizes PPD and the Agency's
Microg-raphics Officer in the InforMation Systems Analysis Staff (ISAS)/DDA
as -the ? Agency's r.ncrographics experts. As such, NPIC and ODU look to
both these organi172t-..dons for Agency micrographics policy and technical
guidance. NPIC aad DD&E also have representatives on the Micrographics
User Group and TIE Micrographics Working Group and its subcoDunittees.
In addition, the =0/S&T intends to continue to coordinate all micrographics
equipment purchases and future technical problems including micrographics
standards, with FEPD and ISAS.
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ANNEX B
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STAT
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