COMBINED PROGRAM CALL, FY 1967 - FY 1972

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP84-00951R000200020001-9
• Release Decision: RIPPUB
• Original Classification: S
• Document Page Count: 43
• Document Creation Date: November 11, 2016
• Document Release Date: December 9, 1998
• Sequence Number: 1
• Publication Date: March 7, 1966
• Content Type: REPORT

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. COMBINED PROGRAM CALL, FY 1967 - FY 1972
OFFXCE OF CENTRAL REFE.RENCE
? - Operating Prog-zards, 2Y 1967
Program plans and Proponais, FY /968 FY 1072
???-DIRECTORATE O IWTELLIOENCE
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Table of Conte:-Aa
OPERATING PROGR.AM, FY 67
I. Collection of Intelligence
Overt - Documentary
Page
1
1
1
Information Processing and Exploitation
A. General Management 7
B. Other Information Processing 9
1. Exploitation of Foreign Publications 9
2. Dissemination Services
3. Information Retrieval 18
C. ADP Systems 25
STATEMENT ON LINBUDGETED FY 1967 ITEMS 2$
I. Infox-mation Processing and Exploitation
ADP Systems
PROGRAM PLANS AND PROPOSALS, FY neri - FY .1972
I. Collectior. a Intelligence
IL Information Processing and Exploitation ?
A. General Management
B. Other Information Processing
1. Exploitation of Foreign Publications
2. Dissemination Services
3. Information Retrieval.
C. ADP Systems
Exhibits
A. Summary of Fund Requirements
B. Summary of Position Requirements
C. Distribution to Target Area
L. Office Distribution by Programs-
23
32
35
35
36
36
3'i
37
39
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COMITINED PROCrRAIVI CALL, FY 1967-FY 1972
. 'DIRECTORATE OF INTELLIGENCE
OFFICE-OF CENTRAL REFERENCE
OPERATING PROGRAM FY 1967
NARRATIVE
I. Collection of Intelligence*
Overt
Documentary
Objectives: (1) Open Literature Procurement:
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Perform all management functions relating to the coordination
of requirements, and the procurement and dissemination of foreign
and domestic publications for CIA, and selectively for other agencies
of the govcrament, through
channels (DID 2/5); jointly with the Map Library Division, OBI,
coordinate the overseas procurement of publications and maps
employing the services of
overseas.
(2) Graphics Procurement:
Through the employment of a wide variety of collection methods,
build and maintain au all subject, world-wide collection of ground
photography, motion pictures, and videotape responsive to US
intelligence needs. In support of the dramatic growth of overhead
reconnaissance systems since 1956, concentrate graphic collection
efforts on ground objects of particular usefulness to the National
Photographic Interpretation Center in the interpretation and
photogrametric analysis of high altitude images.
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(3) Diographic Data Collection:
Build and maintain a comprehensive foreign biographic
data base, for all except personalities of purely military interest
(DCID 1/9), employing the observation and reporting capabilities
screening the open
iterature (para. (1) and maintaining photographic coverage
of personalities through graphics collection (para. (2) above).
(OCR's biographic coverage is identified as "positive" intelligence
on significant foreign personalities and excludes for the most part
individuals of interest to US counterintelligence and personnel
security programs.)
a. What is done?
Gaps in present open literature, biographic and photographic or film
collections are identified and/or customer_ needs for current information
are specified, and collection action is initiated by the appropriate OCR
division.
b. Where s it done?
World-wide.
c. How is it done?
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d. What funds and tanp;ible resources are now associated with this work?
A total of is allocated for the collection of publications
and the purchase of films, photographs and videotapes. The major
portion of the cost is for personnel, with the residue for subscriptions,
direct purchase, and equipment and supplies.
e. What manpower resources are now associated with this work?
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laillstaff professional and? clerical slots are assigned to this
activity; there are Foreign Service
Publications Officers and =Graphics Procurement Officers. Eve
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Currently, to
test the comparativeJ. s. commercial procurement
of foreign publications in one geographic area. In addition, and as
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f. What are the accom lishments and results to date of the effort
expended in this work?
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Foreign publications have been acknowledged as a major source of
information for production of finished intelligence and as input to the
general bank of data that constitutes the Agency's memory; receipts
, significantly increased degree in recent years, information of direct
value to operations and production (particularly of aerospace, nuclear
energy and military/economic intelligence) and to photo interpretation
activities of NPIC with respect to target identification from aerial
photographs. Receipts average 240,000 photographs annually, with
"crash lab" reproduction, reflecting priority interests in the fields
cited, rising by 400% over the past 5 years. The need for and use of
biographic intelligence, both for intelligence and direct policy
formulation purposes, are very great and increasing. All parts of the
US Government, not just the USIM, use the biographic information
collected.
Q
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g. Users/Consumers/Beneficiaries
All Agency and 'USIB components benefit from the collection of foreign
publications, biographic data and graphics - the use of the first two
categories extending beyond the USIB to all US Government agencies
and, indeed, in the case of publications, to the academic and commercial
worlds through the Library of Congress* National Library of Medicine
and others. Other sources do furnish some of the same kinds of material
as that collected through Agency initiative, but the bulk comes through
Agency stimulation and much of the balance is coordinated rather than
duplicative. Information or specific material received is occasionally
? uniquely important to the user.
I, Problems/Handicaps
(1) Open Literature Procurement
err's
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cooperative effort to assure maximum coverage of such
target countries on behalf of intelligence analysts and to limit
_unwarranted duplication of effort.
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(2) Graphics Procurement
(3) Biographic Data Collection
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j. Efficiency/Cost Savings
CIA's Community role in acquiring and exploiting foreign publications
and its maintenance of a register of translations accomplished or in
process have resulted in demonstrated efficiencies, involving the 23
participating agencies in the
program and in obviating duplicative collection action (or permitting
? desired duplication as a planned tactic) by the other agencies (notably
Further improvement in publications
acquisition and exploitation is the subject of a current USIB Committee
(CODIB) study.
Improvements,hoped for in graphics and biographic collection from a
cost/effectiv,mess standpoint include continuously modified response
tO the increased short deadline demands of the PI backup effort
mentioned above and to policy guiding or policy formulating levels on
biographies. Here though, increased effectiveness is primarily a
function of people, and the reduced numbers have meant increased
strangulation or constriction of the product. Planned improvements
are difficult; ad hoc adjustments are about all we can accomplish.
e". ? ?-s
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II. Information Processing and Exploitation
A. General Management
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Objective; Provide over-all direction and supervision for central
reference and related facilities in support of intelligence
production and operations as delineated elsewhere in this
report.
A general management program is conducted in OCR by the Office
of the Director, CODIB Support Staff, and the Administrative Staff.
The Office of the Director manages the Agency's central reference
facilities and promotes USIB cooperative efforts in the field of
Information processing.
The CODIB Support Staff was authorized by UM for the purpose
of assisting the activities of task teams conducting research into
specific community information handling problems.. It is a six-man
secretariat with two professional members designated by the Depart-
ment of Defense and two professionals and two clericals by OCR. It
reports to the Clair man. CODIB, through the Deputy Director/CR
who is presently Secretary to CODIB.
The Administrative Staff provides administrative support for the
operations of the Office of Central Reference, both departmental and
field, in the areas of personnel, training, career service, logistics,
budget, finance, records management, security, cover, safety and
emergency planning. In the performance of its support activity, the
Staff provides advice, and plans and implements procedures relative
to these functions in conformance with Office policy and CIA regula-
tions.
The cost to OCR for general management during FY 67 will be
The major part of this cost is for personnel. A total
of twenty-five slate is assigned to this function.
General management is expected to continue relatively unchanged
in numbers and costs over the next five years; however, we have
recently taken steps to increase the efficiency of management review
of the Office activities. by breaking them out into three major program
areas; (I) information services; (2) document storage and retrieval;
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and (3) foreign literature acclisition and exploitation. The present
Special Assistant, Executive Assistant, and Chlefj 25X1 A8a
Division, respectively, .serve as "monitors" of these program areas,
and, with the Director, his Deputy, and the Chief/Administrative Staff,
constitute the Office's Executive Committee. Our present thinidng is
to evolve during the pre-CHIVE period from the monitoring to a line
supervision mode (already in effect in the foreign literature area),
with the heads of each program area at the supergrade level. It is
highly probable that this latter action would generate a need for a new
staff assistant position to support the Director and Deputy.
Phasing out of extant line functions into the five CHIVE geographic
area divisions will go on gradually during Fiscal Years 67-70, the
largest increment phasing into CHIVE in 1970. This will change the
Office superstructure, but details have not yet been developed. Also,
the Office's system analysis capability (the Development Staff) is
currently totally subsumed within CHIVE; our intention is to effect
gradually other system studies in the non-CHIVE Library, dissemina-
tion, or other organizational/functional complexes and to retain a
permanent front office system analysis stuff capability after CHIVE
has gone operational.
In addition to these large-scale and complex internnl management
areas, .the Office of the Director is, and to an increasing degree is
expected to be, involved in Community irSorrnation processing planning
and policy, via the CODIB mechanism; in non-intelligence (nut directly
relevant) US Government planning via the Committee on Scientific and
Technical Information (COSATI); and, in an advisory/educational/
coordinating capacity on a bilateral basis vis-a-vis such planning as
that for mrr's INTREX, Library of Congress automation plans, and
the like.
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IL Iniormatieu Processing and E)cploitz..'tion (Continued)
B. Other Information Processing
1. Exploitation of Foreign Publications
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Objective: Exploit, as a service of common concern, foreign
language publications for intelligence information;
and coordinate similar activities by other elements
of the intelligence community (DCID 2/4). Provide
translation support to Agency components and, to the
extent possible, other US Government agencies.
a. What is done?
Receipts fmrnthe world-wide publications collection activity
described in Section I are screened for information relevant
to both general and specific CIA and other USIB-agencies'
requirements, and, on a highly selective basis, reports
containing extracts or summaries are prepared. Transla-
tion services are performed for CIA offices, and to the degree
possible, for other USIB components; exploitation and transla-
tion activities of the intellig iea are coordinated to
avoid duplication of effort. serves as focal point
for machine translation interests.
b. Whore is it done?
Service
rovided at Headquarters,
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0. How is it done?
(1) More than 40 controlled serial reports concerning priority
areas identified by the USIB agencies are published in-house.
In addition, the field offices publish more 41.1,11 SO unclassified
serial reports.
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(2) Translation service is provided for all areas of CIA ?and, in
the rarer languages, for other USII3 agencies. More than 2,000
translated items are added to the Consolidated Translation
Survey (CTS) Index each month and listings of these additions ? "
are published. Reference to the index (contalning data on transla-
tions accomplished or in process) prevents duplication by others
and permits significant dollar savings to the US Government each
year. Competence exists in 65 different languages.
(3) Jointly with the Office of Computer Services, under Project
CHIVE, a machine-assisted translation project (ALP) is currently
being tested. On a continuing basis, provides the 25X1A8a
primary link to the Joint (cLA,./Da/Ns:F) Automatic Language
Processing Group (jALPG), on behalf of the CIA member
(currently Mr. Borel).
. What funds and tangible resources are now associated with this work?
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Salaries and benefits (including overtime) will cost
in FY 67 and part-time and contractual personal services,
A total of will be spent on contractual
translations. Other administrative, equipment, and supply 25X1Alat
costs amount to approximately . (See statement below
on unbudgeted FY 67 items, for a proposed reinstatement and
expansion of resources.)
e. What manpower resources are now as3ociated with this work?
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The FY 67 WO provides for professional and 54 clerical
positions. Part-time and contractual personnel assist in this
operation; the resources available through number about 25X1A8a
? staff members and contract employees. 25X9A2
f. Virnat are the accomplishments and results- to date of the effort
expended in this work?
Following the receipt and screening of approximately 39 million
pages of foreign language materials last year, this activity
published 400, 000 pages of translated, abstraot?ed or summarized
information responsive to customer rec;uirements. Even with
tI.
r-rri
,sL.
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screening and reduced T/O, this reprcser,t2 an 6% increase
over the preceding year's page publication figure. The
Consolidated Translation Survey Index, which now contains
over 1.3 million citations, served as the vehicle for pre-
vention of unnecessary duplicative translation, saving the US
Government an estimated $550,000 during FY 05 and a
cumulative total of $4,400,000 since 1958. The value of the
open foreign literature as a major input to intelligence pro-
duction was convincingly reaffirmed during FY 66 during a
CODIB Task Team Survey of USIB Community foreign pub-
lications interests and in response to an internal CIA survey
of customer evaluation of the Foreign Document Division
products. Developmental advances in machine-assisted
translation were manifested in the implementation of the
ALP system for testing purposes; the test period is to run
one year (until about January 1967)
g. Users/Consumers/Beneficiaries
25X1A8a
Users include the Agency, the USIB Community, other
agencies of the US Government and, in effect, the world at
large, the latter two groups through the unclassified publica-
tions of the alla Open literature constitutes a major portion
of the information in intelligence production (estimates ranging
to 90% of input for Soviet economic intelligence production),
and plays a rapidly increasing role in backing up the photo-
interpretation work of NPIC. Other translating or abstracting
facilities exist and serve as complementary vehicles when time
factors permit. Open literature receipts are often uniquely
significant to production and operational components.
h. Related Work of Other Agencies
Other agencies throughout the Intelligence Community have
limited translation capabilities for the support of immediate
or specialized interests. The only sizeable effort is' con-
ducted by the Air Force/ATC; CIA's work is closely co-
ordinated with Air Force and the others. The CODIB Task
Team referred to above is seeking new arrangements, pro-
cedures, techniques for Community action on the publications
front.
MOPre
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I. Problerns./Handicai2s
(1) Publication of the world's literature continues to expand at
enormous rates. Obviously selection from the total is required,
but selection can only be accomplished after scanning. Since
much of that which is received is unclassified, it can be, and.
is, contracted out; selection for contracting on the basis of
Intelligence requirements, however, is a professional staff
function, as is the classified in-house translation, the reverse
translation from English to other languages to support the DDP,
the guide/translator duties vis-a-vin foreign visitors and U.S.
delegations abroad. T/0 cuts have had a serious adverse effect
on this activity and recruitment of linguists to keep up to strength
Is not currently successful.
. (2) Notwithstanding the repeated customer statements concerning
the value of open literature, OCR is facing heavy budget cuts in
the activity because it is unclassified and because it in-
volves, essentially, expenditures for contractual rather than
staff personnel. This "savings cut" is false economy since (a)
the source material is so consistently rated of major value; (b)
some part of that which is cut from must be performed by
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cleared staff personnel; and (c) the dollar rates for pub-
lie,ation are far below those charged by commercial translation
services. Receipts are up; requirements are up; T/O is down
and major new programs are requested regularly, the latest .
being a DDS&T request for significant increases in Chinese
Communist coverage.
(3) On the machine front, problems to be tackled through
further developmental. work or new R&D include breaking the
input bottleneck (particularly re stenotype/flexowriter equip-
ment), advancing character recognition capabilities, a break-
through in semantic analysis utilizing EDP gear, development
of additional machine language dictionaries, and the like.
(4) Finally, on the personnel front, a growing requirement is
noted for aural linguistic capabilities to handle increased audio
source materials. OCR has few people now capable of handling
.other than documentary materials. A significant recruitment
. and training effort is anticipated,
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J. Ealciency/Cost Savingri
Efficiency in foreign language exploitation results from the
coordination of translation activities through the government
as established by DCII) 2/4 and rnaintenrnce of the Consolidated
Translation Survey Index which eliminates duplication of effort
as discussed above. Also as noted, the CODIB Task Team is
necking additional steps to improve effectiveness throughout the
Community. Finally, the baste purpose of the ALP system is
to improve at least one of the three facets of the cost/sPeed/
quality cluster without downgrading the other two.
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B. Other Information Processing, (Continued)
2. Dissemination Services
Objective: Develop and implement dissemination policies and pro- ,
. ,
cedurcs in coordination with other offices of CIA and of
i
the intelligence community, including preliminary in- f
vestigation of automatic dissemination possibilities /
f
and/or new devices to improve human dissemination; ,
i
receive and disseminate incoming intelligence reports 1
and publications; disseminate CIA-produced reports. 1
i
a. What is done? 1
[
I.
Information and intelligence reports are disseminated to Agency t
!
and USIB components; copies are distributed to 225 points in i
CIA and other agencies according to standard copy distribution 1
and/or specific user subject/area requirements. ? c
I
i
t
b. Whore is it done? I
t
Headquarters.
c. How is it done?
CIA and USIB components' subject interests and multiple copy
needs are periodically validated or updated by the recipients.
Resultant data are recorded in a requirements manual. The
incoming documents are read against these requirements and
appropriate dissemination is accomplished. The incoming
material is disseminatedwilln 1-2 work days after receipt.
A record of distribution is maintained for security account-
ability.
d. What funds and tangible resources are now associated with
this work?
ail
for personnel. An additional cost o
The major cost for this disserninatiiiii is
is spent on
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reproduction equipment and supplies; some 720,000 pages were
reproduced in Y 65 to supplement insufficient original copy
receipts.
e. What manpower resources are now associated with this work?
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people are assigned to this activity. Professional
people determine the dissemination (i.e., match the content
of the document with the liZaW11 user office subject/area
interests) and clerical personnel perform the actual distri-
bution.
f. What are the accomplishments and results to date of the effort
expended in this work?
Over 800,000 informaton and intelligence reports totalling
approximately 14 million copies are processed annually.
'Ninety-two per cent of this material originates outside of the
Agency. The one to two day distribution of this large volume
represents the fastest dissemination eystem in the Community;
the relevance, or match of fast disseminated with that sought,
is sufficiently good that in several surveys of over-all OCR
activities, the dissemination role has consistently received
good marks.
g. Users/Consurners/13eneficiaries
Production offices of the Agency receive the main benefits from
this dissemination activity, although dissemination is Agency-
wide. The analyst receives both collateral and sensitive source
information that is pertinent to his responsibility. A by-product
of this activity is the maintenance of a dissemination record,
which is used by Security to recall documents or to identify
recipients for document tracing purposes; this precludes
maintenance of numerous log entries along the route.
h. "Related Work of Other Agencies?
All agencies distribute their reports (DIA having the central,
responsibility within the DoD intelligence community). No
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official agreed division of labor exists th tho USIB community,
but reading requiremento for subject coverage, and standard ?
distribution copy requirements arc levied across agencies.
Considorablo negative impact can result when backloga in other
?agencies build jonons which when broken flood us - as? occurred
not to long ago vis-a-vis DIA. Another CODIB Task Team
(this ono on Content Control) is looking at the community
dissemination activities to see if improvements can lee intro-
duced, particularly at the point in the field-to-nnniy,st flow
where control is, theoretically, simplest, i.e., at the dozen-
or-so headquarters points (such as FI and DCS) where field
reporting is put on at for subsequent large volume repro-
duction and distribution.
i. Problems/Handicaps
A major problem is an apparent lack of management aware- .
ness or understanding, of the dimensions, complexities, and
growing significance of information handling problems and
of the need for heroic measures to resolve them. Vol=e
of receipts (the rising tide of the product of the multi-source
collection activities) is very definitely not subject to our
control and has direct and often fairly staggering manpower
implications; the method a stemming the tide is not to reduce
the number of disseminators - this just piles it up in the hall
and slows. distribution. The solution to redundant or un-
necessary reporting is more effective collection mana,gernent,
which, in turn, is linked to the existing bank a information.
As noted in the statement of objectives, the are certain
AD? or other systems approaches which will be explored to
match more carefully documents distributed with user pro-
files and/or to screen out irrelevant material, or to produce
announcement lists without actually doing across-the-board
distribution. One paradox is that the fact that the Agency ?
does have the best dissomination 8yotera in the community
sometimea. works to the disadvantage of our storage and
retrieval role, i.e., the ennlyst can maintain his ovra all-
source file and he may then fail to make consistent uce of
the cenUla system. This not only produces file space and
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based on partial or outdated inforu:lation (ie ecutral system
always being more comprehensive, 4r.c1 where machine-
controlled on a named-object basis, able to rnake compari-
sons and orderin,gs not possible by the analyst himself).
j. Efficiency/Cost Savings
Dissemination efficiency in terms of relevance is accomplished
by periodic updating of the reading requirements rnanua/ and by
customer feed-back. Standard distribution arrarcements save
professional re-reading time. Speed-up in distribution may
result from selected automatic disserathation, from use of
the LDX system as a complement to regular dissemination,
and from tie-in with Clandestine Service (and other) plans for
ma.chine-Iang,uage by-product generation of field reports and ?
transnaission over the communication _network. On, a. naore -
mundane level, increased community attention to the problems
created by poor copy originals and single-copy enclosures -
could lead to cost and time savintzs.
, ?
g
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B. Other information Proce3s1nr; (Continued)
3. Information Retrieval
Objective: Design, develop, and operate such central reference
facilities and intelligence documentation system as
will ensure that appropriate intelligence materials
are accessible to all offices of the Agency and, to the
extent possible, to other agencies of the intelligence
community.
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a. What is done?
*(1) The Office of Central Reference operates the CIA Library
and other specialized collections or registers of intelligence
data, including ground photography, motion pictures, and
videotape.
*(2) Maintains biographic information and produces biographic
intelligence, as a service of common concern, on forein
(3) Maintains the Agency'e machine-supported epecial intelligence
(SI/TMH/RD) document library and provides retrieval,
particularly concerning people, organizations, subjects/
commodities and geographic areas.
1
(4) Maintains a selective all-source file on foreign installations.
with particular emphasis on forgetting interests, and
particularly but not exclueiveiy, ii support of COMOR,
NPIC and DDP operational planning.
* For a s'toternent on OCR's responsibilities for coordinating the
collection 02 biographic arid graphie materials, cco Category X.
'Collection of Intelligence, Overt, Documentary..
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(5) -Designs, tests, and plans to implement an. integrated, all-
sourco, information storage and retrieval system (CHIVE)
to -consolidate most of the functions described above.
(6) Promotes interagency cooperative efforts in the field of
informa.tion processing (DCID 1/4).
(7) Conducts and coordinates liaif3on in the United States
between CIA and other US Government agencies, and
coordinates a program of briefings and debriefings for
selected US Government officials and foreign nationals.
b. Where is it done?
The input processing and liaison are performed at Head-
quarters; the reference service is available world-wide.
(3. How is it done?
25X1 X2
. (1) The Office of Central Reference offers a general library
and centralized intelligence document collection both for
document retrieval and reference support, with a subject/ "
area index to CIA, USIB and selected non-USIB, foreign
government and contractor reporth.
(3) Provides document and information retrieval from the
Agency's central library of sensitive intelligence docu-
ments, backed by machine-controlled indexes and card
files.
(4) Provides individual prints, or collections of photographs,
training/operationaVprocluction'support films, or machine-
listings pertinent thereto, from an extensive collection of
still and motion picture photoixaphy.
irNs N"..1
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25X1X2
(6) Promotes USIB cooperative efforts in the field of information
processing throutle,h the COMB Committee (DCII) 1/4).
(7)Arranges and conducts interagency liaison; coordinates
the Agency briefing and debriefing program.
d. What funds and tangible resources are now associated with the work?
This s.ctivity's resources include: 375,000 dossiers and some
17,000,000 name file references on personalities; 195,000 files
on foreign industrial plants (including 60,000 high priority target
installations); 1,000,000 still photographs and 20,000 films;
11,000,000 intelligence documents; 100,000 books and 3,000 ?
newspaper and periodical titles. The cost of this operation is
e. What manpower resources are now associated with this work?
9A2
The manpower resource for this work is Outside
consultants have been used on specific problems or for
special surveys of procedures.
f. What are the accomplishments and results to date of the effort
expended in this work?
Although constrained by the limitations inherent in punch card
system speeds and data storage capacities and the physical
problem in assembling all-source data which cuts across all
the Office organizational components, this central reference
facility maintained its role in the Community as the largest
and most effective active system. :its machine-lansuage
(punch card) data base is probably the largest in the country;
its general. document retrieval capability, particularly when
dealing with concepts and general subjects, is the strongest
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25X1 X2
available in the Intelligence Community - nearly 50% of its
machinc.:-Esearch collateral document requests come from
non-CIA agencies (particularly DIA), although this is not a
service-of-commen-concera responsibility.
General rclerenca and bibliographic support from the various
collections was furnished in response to some 160,000 informa-
tion requests during FY 65. Biographic production continued its
upward pressure curve in support of policy planning and opera-
. ,
17-
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on CIA, and particularly OCR. Also, approved recommenda-
tions oi- the Presidents' Foreign Intelligence Advisory Board
concerning information processing in the Community resulted
in the establishment of two CODIB Working Groups and a
PFIAB panel (Knox Panel), adding to the list of outside
activities in which OCR mera,gement and working levels were
deeply committed.
g. Users/Consumers/Beneficiaries
The primary users of CIA's reference services are the Agency's
finished intelligence production offices but the support is Agency-
wide; some parts of the system being, deeply involved in
clandestine, or other operational/collection management
planning. The support furnished is significant (sometimes
crucial and often unique, particularly in format) in that it is
Information which is being furnished - information for policy
planning or support at all levels.. Other sources are available:
analyst working files, colleagues organizationally elsewhere,
other agencies files, open literature, and the like, but the job
of central reference is to retrieve rapidly and to organize all
relevant materials in support of the requester, sometimes
complementing the foregoing sources, but frequently also
drawing upon the holdings of other facilities.
Ii. Related Work of Other Agencies
Information processing activities are available in all agencies
but these are directed generally toward their own particular
needs. CIA has been directed (DCI)) 1/4, 1/), 2/4, 2/5) to
perform certain tasks for the community. Undesirable
duplication of effort at a minimum level is sought through
interagency committee actions such as those of CODIB and
through close relations between agencies at the working level.
Problems/Handicaps
The problems are sometimes overWhelmingly vast; they include
very limited management awareness (1) of the real role of
information processing in the intelligence cycle, (2) of the
intricacies and complexities of man/machine syntems including
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(a) the limitations as well as capabilities of computers, (0)
the inevitable information loss in changing natural language
to coded representation for storage in files, and (c) the
human engineering aspects of system design, from work
environment to recruitment, wage and classification policy.
This management education need (not by any means limited
to intelligence, but typical of industry, the academic world
and other government agencies) is, of course, felt most
strongly during budget review periods and when attempting
priority comparison among competing programs on the
collection and production sides. Related areas of manage-
ment decision which impact on our information processing
world include those regarding (3) ADP policy (centralization
vs. decentralization, particularly since we could have replaced
punch card gear with a small computer for pre-CHIVE pro-
cessing some time ago), and (4) R&D policy (particularly in
allocating funds for information processing ree-earch
TO-RD/DDS&17 vs. development fenoclifications to equipment/
procedures within the OCR/DDI line operations7).
Another kind of problem, which imposes constraints not often
recognized by management or users (and occasionelly ignored
by system designers themselves) is the state of the art. Hard-
ware improvements in computers themselves have not been
matched at a comparable level by easy-to-write-and-use
computer programs; better input/output devices (including
approaches toward breaking the bottlenecks caused by the
need for human involvement in key punching or flexotyping
and the speed and font constraints at output in present
printing gear); or by intellectual improvements in indexing
theory - particularly in seeking unambiguous and yet.
natural-language-like coding of concepts and general
subjects.
The big problem that is recognized is that of the "information
explosion" or, as it is now often called, the "information
revolution". The quantity of information continues to rise,
almost exponentially, and particularly in the Community, as
more sensors pour in more billions of analog and digital
bits for data reduction to some human-understandable form.
Project CHIVE is our evolutionary attempt to deal with
present and future needs for Integrated, rapid and relevant
retrieval from this flood.. The key to these problems is
people - trained and motivated people, not hardware or
CIA R&D. At present, both existing line operations and
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new system deSign effort;s surfer because of (1) severe T/0
and budget cuts in recent years in the face of continuing
source receipts and customer requests; (2) an unfavorable
wage/classification situation leading to continuing attrition
losses to other offices/agencies/industry whore material
gain is greater; and (3) an on-board vs. TAD gap not being
adequately filled by existing recruitment programs.
j. Efficiency/Cost Savings
Specific cost savings in this activity in FY 67 include the
cancellation of the Monthly Index of Russian Accessions
(MUIA) (S370,000) at the Library of Congress. There is a
constant re-direction of effort as customer priorities change
and as present line operations are constricted to provide
manpower to CHIVE and to meet T/0 cuts. Punch-card
equipment has been pushed beyond the limit of sophistication
expected of it by the manufacturer. CHIVE, of course, is
the major activity to introduce greater efficiency; it is by
no means certain that it will introduce directly calculable
cost savings.
r r.
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II. Information Processing and Exploitation (Continued)
C. ADP Systems
25X1A1 a
25X9A2
Objective: Implement advanced man-machine systems to support data
processing activities related to intelligence collection,
analysis and production.
a. What is done?
Plans and provides machine support to intelligence data handling
problems, including those concerned with data base files and
machine-prepared publications.
b. Where is it done?
Headquarters.
0. How is it done?
Perforn-is machine searches of over 50,000,000 punch card files;
locates pertinent references, and arranges them in the desired
sequence; and produces for the consumers' retention a printed copy
of the selected data. This machine language index capability with
its punch card base is complemented by a microstorage system with
its own hardware, the basic storage medium being a 16 ram aperture
card.
25X1A1 a
d. What funds and tangible resources are now associated with this work?
A complex of IBM
that costs
costs are
ching, sorting, collating, and tabulating machines
annually is employed in this operation. Personnel
25X1A1 a
e. What manpower resources are now associated with this work?
X9A2
A labor force of people is divided into machine operators,
supervisors, and a small group of punch card operation planners.
Note also that the new system design work (Project CHIVE)
discussed in Section II.B.3. includes an Office complement of
=slots as part of a joint OCS/OCR CHIVE Task Force of 75 slots.
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A portion of the OCR complement, now part of a Development Staff
will, after CHIVE, serve as abase for a continuing systermanalysis
capability looking at improved design in the Office as a whole. The
CHIVE Task Force manpower resources are included in Section II.B.3.
f. What are the accomplishments and results to date of the effort
expended in this work?
Over 5,000,000 punched cards are processed annually to support
the document and information retrieval services offered by OCR.
Punch card machine programs have been developed for specific
other office projects within CIA. This activity has also programmed
the card input portion for special computer projects in the Office
of Computer Services; participated in systems design and implementation
activities in support of Project CHIVE; and provided advice and machine
support to the CODM Support Staff in manipulating data relevant to
certain of the extant CODM Task Teams.
As previously noted, the punch card systems developed here represent
highly sophisticated use of EAM equipment - in fact, what we have
evolved from pioneer development of a man/machine system approach
begun in 1947. Even with the constraints in storage capacity in an
80 column card and in speed in EAM equipment, the system nevertheless
serves many customers effectively, including those in both CIA and
DIA, who have computer systems for special limited file-size or highly
formatted data applications.
. Users/Consumers/Beneficiaries
Direct machine support is provided to OCR for the fulfillment of its
mission. Support is also provided on a limited basis for a variety of
special projects of other CIA and non-CIA components. Obviously,
retrieval requests levied on the Office reference facilities whose
Information has a machine language base, must have a machine
operation backup; therefore, OCR management is, itself, a direct
beneficiary of this activity. We have stated , and continue to believe,
that management control over the tools used to fulfill our mission
(in this case, ADP hardware) is an absolute must.
???? '7;'? 1",?
:
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h. Related Work of Other Afr,cncies
All other 1.35IB agencies have, or are developing, ADP systems. For
years we have reproduced and distributed on request all, or portions,
of our card files to them. More recently we have moved increasingly
In the direction of exchange of computer files. Both bilaterally and
through CODIB, we are active participants in approaches for
Improved Community systems, information exchange, better
communications links for remote query and display and the like.
There are many related efforts under way to improve information
exchange and reduce unnecessary duplication besides COMB, CHIVE
and bilateral operating division arrangements; these include those of
the Knox Panel of the PFIAB; BoB Committees and general pressure
for ADP standardization; a national network proposal and less
ambitious facet improvements therein stimulated by the OST/PSAC/
Committee on Scientific and Technical Information (COSATI); plans to
automate the Library of Congress; a large MIT-sponsored experiment
in remote-query, file sharing library links called INTRF.,X, and
many more. We are aware of and will use what's useful from all
of these.
. Problems/Handicaps
The problems relevant here have been sufficiently described in
Section II. A. 3.i. above; to repeat only the categories, they
Include: (a) management education; (b) state-of-the-art constraints;
and (0) the information explosion. The solution, to repeat, is
people; the no-longer-resilient line operations and over-all Office
management must find the time to follow and participate in the
additional non-CIA activities mentioned in II.C.h. above.
Efficiency/Cost Savings
Programs and procedures are constantly reviewed to attempt more
efficient operations; the big effort now is CHIVE.
'tL
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STATEMENT ON UNBUDGETED ITEMS, ry 1967
I. Information Processing and Exploitation
25X9A2 1. In our original FY 67 budget submission, OCR requested
additional slots (of which were for CHIVE) and some over 25X9A2
and above our FY 66 personnel ceiling and approved funds. The request
25X9A2 was denied except for one slot and (to be used for pay increase). 25X9A2
Giving priority to CHIVE, we took the Elslots from the Office's line
25X9A2 divisions, making the over-all cut from line activities over the past two
years a total of about.. slots. We have doted repeatedly the curve
reflecting increasing receipts and increasing customer requirements in
the face of decreasing T/O, a situation which can only be handled by
decreasing service or improving efficiency. CHIVE is an attempt at the
. latter, using new tools and an integrated personnel and processing approach
not only to be more efficient with respect to the receipt/request load but
also to provide more relevant information, on an all-source basis, in the
shorter response times required today. But CHIVE will not be totally
operational until 1970 or even partially operational 4Ch1com area only) until
1967. In the interim, we cannot continue to degrade our services in the face
of the customer needs which justified CHIVE in the first place, and yet that
is exactly what we are forced to do. It has been said elsewhere, including,
we understand, in the DCI's presentation to the BoB, that the information
explosion is one of the gravest problems facing the Community during the
next few years. That is true now and - with the increased multi-sensor
collection plans, NPIC production plans, continuing world crises and
emerging nations problems with related biographic intelligence needs,
open literature (particularly Chicom), requests, and a continual rise in
COIVIINT - it will be even more true in FY 67 and onward.
2. We have taken a very realistic, tough-minded look at our original
FY 67 budget request and have concluded that the following represents
(a) essential or (b) very highly desirable, but currently unbudgeted increased
capability in FY 67;
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a. Essential
,Z.X9A2
- (1) woositions All in Program rk.13.3
(Information Retrieval) for the Biographic Register, Graphics
Register, Spacial. Register, and Foreign Installations Branch
(see paras. 3-6, below).
(2)111 for foreign language exploitation
(see para. 7, below).
(3) for training (see para. 8, below).
b. Very Highly Desirable
25X9A2
(1) 1.111111?1 for an LDX link to the Key Building (see
para. 7, below). ?
(2)11111 for travel (see para. 8, below).
3. The Biographic Re7ister, with a DCID 1/9 assigned production respon-
sibility, and the Office's most direct and immediate support responsibility to
the highest levels of CIA, State and other agencies and to the White House, is
getting farther and farther out on a limb whose base is weakening. The absolute
need to respond to quick crisis-oriented ad,hoc requests means that less and less
time goes to processing biographic data arid more time to writing reports - the,
inevitable result being that time i6 wasted on the'writing and searching through'
m.ultiple manual files. Dossiers are not being updated; basic data is not being
coded for machine processing; manual files are multiplying; refezence aids such
as -Chinese Communist Men of Science, last published in 1962, are not being
produced; the basic NIS-supporting Biographic Handbook series is 50% behind
its planned (and committed) schedule. We seek 10 extra slots for BR in FY 67
and project a need for 10 per year through 1972.
4. The Graphics Register has not had a T/O increase since 1952 in spite of
a four-fold increase in requests, particularly in support of target identification
requirements Of NPIC. Vent amounts of photography in open literature go unprocessed
although NPIC has testified time and again to its great value. Excellent photograph
?
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collections, including increasing amounts of color prints and slides, available
from US travelers, go unexploited. Video coverage is minimal now but significant
increases in valuable footage are expected; a new collection technique developed
for NSA by makes possible significant low cost collection of denied-area 25X9A2
telecasts. We seek an increase of 1116 slots for GR - and project a need for
per year through 1972 - to realize a doubling of present effort to support, among
others, the planned NPIC four-fold increase.
25X1X2
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25X1X2
25X9A2 7. Besides the salary funds of positions, we seek in
FY. G7 an additional for translation of open literature. Agency 25X1A8a
and Community testimony as to the value of open literature was cited above in
Section II.B.1. and is documented in the findings of the CODIB Task Team III; 25X1A8a
likewise, .the false economy in taking funds from because it is a contract
activity was noted. The apparent low-priority assigned to in a recent 25X1A8a
budget exercise was the result of a listing arrangementaimed first, by direction,
at saving people and slots. It is not now, and never was, an OCR judgement that
open literature exploitation is of low priority - and the written statements of
senior officers in the DDI and DDS&T production offices, in DDS&T research
programs, and DDP operations support our view. The latest significant require-
ment in this field is a request, signed by the DDS&T, for a major increase in
exploitation of Chicom scientific and technical literature, a project which OSI 25X1A8a
25 was planning to contract out to some other organization than Use of the
X1A8a
asset for this purpose will definitely save Government money but
even its reduced cost is unbudgeted as of now. Finally, since is physically 25X1A8a
located in the Key Building, we had planned but then removed from our FY 67
budget an LDX link to Headquarters. This could materially speed up processing
of the increased quick translation requirements which transcend the language
capabilities of the small staff maintained in Langley; we view LDX as a highly
desirable major communication link in our central reference facilities.
25X9A2
8. The restitutional training and travel money request..2
specifically relates to current ADP systems analysis and programmer training
for our CHIVE Task Force people and ADP familiarization for our current
non-CHIVE operating division personnel. With nearly 50% of the office (a
projected slots) identified for change-over to a new computer-backed
geographic organization, training needs are great and must be phased. Resti-
tution of travel funds is in support of CODIB Task Team activities, for conference
attendance and state-of-the-art awareness vis-a-vis CHIVE, and for foreign
travel concerning selected graphics, biographic, literature acquisition and special
intelligence programs.
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STATEMENT ON UNBUDGETED ITEMS, FY 1067 (Continued)
Xl ADP Systems
1. By agreement, Project CHIVE computer support through Phases
III and IV (implementation and operational testing) has come and will come
from DD/S&T/OCS. However, as stated above, CHIVE is a design effort
with no payoff in terms of operational support to customers until 106 7, and
then only with respect to Chicom materials. Customer needs justifying
cl-nvE in the first instance cannot be deferred and it behooves us to
introduce pre-CHIVE improvements to the extent possible and feasible.
One of the ways to introduce improvements is to use the best tools currently
available.
2. OCR is, by BoB and DoD definition, an ADP facility (and according
to one member of the current Knox Panel one with the largest central reference
machine language data bases in the United States, if not the world). Electronic
data processing (computer) equipment is the latest version of ADP gear. By
converting certain of our present Machine Division and Special Register
puncheard files and henceforth processing with computer equipment, we can
both improve present operations at no significant cost increase and gain the
kind of on-the-jab experience with a, computer operation not available through
training courses.
3. Our intent is to replace at least 20 pieces of EAIVI equipment, with
a monthly rental of $5,157 with an IBM 360/30 system, with a monthly rental
of $5,253. Present files identified on a priority basis for conversion and/or
future EDP processing include those listed below. In addition, there are
over twenty other possible candidate files,
and personality index records (over 1,500,000 cards):
a) BR Dossier file - About 3,000,000 punch cards. .Averago
;monthly growth is 10,000 cards with 33,000 transa.ctions.
Six different card formats are now required to record all
information pertinent to an individual.
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b) SR "Y" Control Project - 20,000 cards with monthly growth
of 6-8,000 cards. Cost of E.AM processing of cumulated listing
(13 hours for the first month, 30 hours in the sixth month) and
title control are very expensive compared with computer
25X1XF0 cost.essing
SR Keyword Title Indexes - Over 1,000,000 punchcards with
monthly growth of 12-15,000. EAM processing, excluding
keypunching, approximates 50 hours in the first month and
80 hours in the final month of cumulation. A total of 75 copies
is printed. To make maximum use of EDP we would re-design
input format.
CGS Requirements Registry - Over 600,000 cards and 13,000
monthly transactions. Nine card formats cause the same kinds
of EAlVi limitations as with the'BR dossier file and FIB index.
f) SR Organizations Dictionary - About 150,000 cards, the basic
problem being that about 500 hours of machine time per year are
expended on cumulative and supplemental listings, and a complete
cumulative listing for Soviet organizations can only be provided
to SR analysts as a working desk tool once a year, because of the
cost.
4. In addition to some conversion of existing programs, we assume a
combination of Machine Division and Special Register E.AM/EDP Operations
and a ten-year current file life (the CHIVE interface task with inherited and
non-converted fil(2$ or converted but not re-designed in CHIVE format files).
IBM has indicated that a 360/30 system could be delivered during FY 67.
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5. Site preparation costs would be incurred but the over-all operational
costs would approximately equal that of our present EAM operation. We mention
It here because of the long hiatus in discussion of over-all Agency ADP policy
regarding centralization vs. decentralization. We note our continued plea for
our own computer capability in the past as (a) an upgrading of our extant ADP
facility; (b) a means of improving service now, in parallel with our continuing
CHIVE design; and (c) an invaluable training and on-the-job experience opportunity
for application in the operating CHIVE world. We have lost at least three years
while this debate has been going on. Slippage and problems have arisen in IBM's
360/67 planning and operating schedule, particularly involving software. And
until the 67 is in operation, no valid statistical base will exist to evaluate cost/
effectiveness vs. mission accomplishment arguments in a centralized vs.
decentralized environment. We contend, too, that OCS cannot take on our
activities now or in the near future and that the information support to the
customer has suffered and will suffer if jurisdictional debates continue. We
further believe that in about 1968, when about half of the CHIVE geographic
structure has become operational, we would evolve to a 360/50 to handle the
total OCR machine backup needs, CHIVE and non-CHIVE.
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25X1A2g
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PROGRAM PLANS AND PROPOSALS
FY 1968 - FY 1072 ?
I. Collection of Intelligence (Overt - Documentary)
25X1X2
2. Manpower and funds required over the reporting period are estimated
as follows: ?
Year Funds
FY G8
69
70
71
72
Manpower
11. Information Processing, and Exploitation
A. General Management
1. No comment is required beyond that made above in Section IL A.
of the FY 67 Operating Program.
?
1 ?
ir Le.
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2. Manpower and funds required over the reporting period are
as follows:
Year Fund3
FY 68
69
70
71
72
Manpower
B. Other Information Processing
1. Exploitation of Foreign Publications
(a)
Augmented plans for FY 67 and related arguments are
applicable also to the 1068-72 projection and wore
presented in the Statement on Unbudgeted FY 67 Items.,
in addition to our regular requirements for. exploitatioa
and translation from documents aimed at the rapidly
growing published literature world, there is growing
need for interpreting- (political/economic/technical),
for monitoring (audio-surveilla.nce end products) and ?
composition (writing, of letter,s, propaganda leaflets
and tracts) in major languages at an hie-real:ATV; level'
of competence. There is also part-time need for.
certain exotic languages. We plan also to coatinue to
stimulate automatic language :processing applications
and research and developnaent in coordination with
OCS, ORD and the CODIB community.
(b) Manpower and funds required over the reporting period
are estimated as follows:
Year ?
.1101.0.601..?
63
60
70
71
k7a rlr' 7
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25X1 X2
2.T.);-2,,neminf,,tion Serv.ccs
(a)
No major changes- are proposed. There is a limited personnel
increase of eight people over the five-year period to handle
an estimated growth of 6% per year in document receipts.
We will explore the possibilities of e.uton-iatic dissemination
but do not, at this point, cee any basis for projecting any
T/0 reductions.
(b) Manpower and funds required over the reporting period
are estimated as follows:
Year
FY 68
69
70
71
72
3. Information Retrieval
(a) The most significant ,chatage, of course, is the complete
phase-over of about one-half of the Office during the first
three years of this reporting period, into the CHIVE
geographic configuration. The CHIVE design and rationale
have been exhaustively treated in previously issued docu-
ments, particularly the seven-volume Phase ii Report:
CHIVE/R-3/65. Full conversion is anticipated M 1070
and include all people presently in the Biographic
e Document axd Machine Divisions (iess issemination),
the Document Section of the Library Circulation Branch,
and part of the Development Staff now totally subsumed
under CHIVE. The personnel growth pattern, reflecting
both minimal response to steady receipt/rcquest patterns
and the more severe response to biographic and g-raphics
support needs described in the Statement on Unbudgeted
FY 67 Items is from 551 positions in FY 38 to 703
positions in 1972.
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(b)
(0)
:icy points niade,in. previous CHIVE documentation, but wor.t'a
repeating, are that we will be (1) including* iore material in
the system than is now included ia the c)everal OCI'l systems;
(2) ir.dexing material in greater depth than is now the case,
thereby providing for more fact retrieval, as distinct from
only document citations; (3) providing- for croes-source
comparisons (including :Map and photo source materials and
all classification levels); (4) providing for greater opeed and
higher probability of relevance in retrieval; (5) reorganizing
on a geographic division base with a topical (political/
economic/military/S&T) second level organization; and
(6) establit.thing an integrated personnel configuration., using
an integrated index to integratc.d files. The main point is
that vie will ba doing more with more, but people are still
the doers - and the main working level professional, the
Intelligence Analyst, will have to be something of a super-
man. We cannot inake a 1:1 conversion from today'c.; T/O
or with today's people az they are. Much training will be
required; Tb O increases are necessa.ry for physical handlie-g
reasons (even given good selection, indexing level, and purge
criteria); wage and classifica.tion levels higher thafl those at
present will undoubtedly be required to hold people, and
recruiting standards must change.
As previously noted, much time will go to and, perhaps,
'much gain will come from, CODIB Community, COSATI,
VET/INTREX and other cooper.ative, developmental
activities. Our greatest asf.?,ct is our in-house, line-
eperieuced Went, generally without experienced competitors
elsewhere in the CornraunitY; our guess is that of all the
la.rge-scale systern development efforts well under way,
CHIVE has the best chance of succeeding. It would be
something of a model for the Community; it is indeed
charged to be G o by the former DCI, as recorded in
Mr. Kirkpatrick's Action Memorandum A-375 of. -
28 April 1.964. But its success depends entirely upon.
natuaagernent support and recog-nition of the information
processing role az the bridge between collection and
production and vital to both.
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(d)
25X9A2
(0)
-
One point yet to be noted, since it docorz't fit the Program
Call's ADP category box, 13 that we are moving from the ,
16rnm aperture card, which has been associated uniquely
with the OCR microstorage system for many years, to the
35mm world. We are proceeding in stages, beginning with
an off-line, non-automatic system, but aiming in 1969 for -
a next generation Walnut-like system (such. as IBM's
Cypress) which will be directly tied to the computer. The
FY 1969 figure contains for Cypress.
Manpower and funds required over the reporting period
are estimated as follows:
Year
FY 68
69
70
71
72
C. ADP Systems
1. ADP developments during this reporting period will represent a
modular growth from the IBM 360/30 model to the 360/50, as noted in
the ADP section of the Statement on Unbudgeted FY 67 Items. We would
not consider this a program change, given the original move from a
punch card to an EDP base. Further improvements in ADP Systems
will be sought in coordination with ORD, the other Agency ADP facilities,
and cam. A progressive reduction in personnel is projected for this
period (from 80 to 52) in anticipation of the greater efficiency of the
proposed EDP system.
2. Manpower and funds required over the reporting Period are
- estimated as follows:
Year `11.,fanr)ower
68
69
70
71
72
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