CLASSIFICIATION OF OCR (SANITIZED)REFERENCE AIDS

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP79S01057A000100060017-5
• Release Decision: RIPPUB
• Original Classification: S
• Document Page Count: 24
• Document Creation Date: December 20, 2016
• Document Release Date: October 25, 2006
• Sequence Number: 17
• Publication Date: May 15, 1958
• Content Type: MF

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8 May 1958
C ENT RAL INTELLIGENCE AGEIdC Y
OFFICE OF CE1TTRAT, REFERENCE
MAY 12-11, 1958
Office of the SA/AD/CR - Room 1053 M Building
IIo MATERIAL
Task Team Reports
Consultants' Survey Report
Consultants' -orking Files
AHIP Documents
CRAG Documents
- Status Report on OCR
Task Team Roster
OCR Monthly Reports
.right Report
IIIn 1STo SESSION - MAY 12
a. AD's Tr:'elcome
b. Outline of Past Year's Developments:
1. Task Team Organization and Objectives
2. Establishment of CRAG
3. CODIAC Aims
4. Training Library Transfer
1. Review of Task Team Reports
2. Discussion with AD/CR and selected Task Team Chairmen
3. Agreement on procedure
4. Mode of reporting reactions to OCR action taken to date
d. Reading of Task Team Reports
DOCUMENT NO. / 7 -
NO CHANGE IN CLASS. ^
DECLASSIFIED
CLASS. CHANGED TO: TS S C
NEXT RiV16W DATE:
...}..RUTH: HR 70.2
` 2 5 MAIt 1980
DATE: REVIEWER:
V~ICTAL 1SE JONLY
STA
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*e. Discussion with
*t. Discussion with
on (COru ELATIVE FUNCTIONS)
bn (INFO-CENTER)
IV. 2ND. SESSION - MAY 13
a. Discussion with)
(1EFEREh-CE), and
CODING), as a group.
(CATALOG)
c. Discussion withi (PUBLICATIONS ST
PROCUREMENT), and-] FISCAL POLICY )s as agroup. ST
d. Discussion with SELECTION) ST
e. Discussion with) ((MACHINE USE) an (MINICARD) ST
V. 3RD. SESSION - MAY 14
a. Discussion with)
(CIRCULATION)
**b. Additional interviews as desired*
c. Preparation of written comments.
d. Official Lunch with General Cabell, Mr. Amory and CRAG
Members. (1300-1400 hrs. )
e. Oral report to Mr. Amory,
f?. Recapitulation and discussion with AD/CR.
Discussions will start when Consultants are ready. Perhaps not
until Tuesday morning. Regular participants will be: Messrs.
Above program does not provide for direct review of the following
Task Team Reports: #'13 (Reports), #14 (Training), 1'15 (Customer
Relations).
STAT
 CONFIDENTIAL
CRAG 121=58
10 May 1958
Summar-' Task Team Evaluations of the Findings
of the OC >. rary Consultants
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to With your cooperations during the last few months, task teams
made up of personnel from your offices and mine have been engaged in a
review of the operations of the CIA Library and related activities.
These team efforts have been focused on the recommendations made by the
OCR Library Consultants a copy of whose report I sent you some time ago.
As you know, I was anxious to proceed in this manner because certain of
the proposals made were so basic that their adoption would have reversed
a philosophy and approach to intelligence documentation built up over
a period of eleven years. I did not feel that the amount of investigation
permitted by the relatively limited amount of time available to the Con-
sultants was sufficient to act on their findings alone.
2. The sixteen task teams have now completed their work and have
sent me their reports. These are of course the findings of the individual
teams and, despite some coordination between groups, they contain some
conflicting recommendations which will require reconciliation. Further-
more, they do not necessarily reflect my own views.
3. Attached for your information and, in some cases, future CRAG
action, is a recapitulation of the problems posed and the summary findings
of the task teams. It is almost impossible to say, but t is my guess that,
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NEAT RZVi}:W DATE:
AlTHt HR 1 .2
2 5 MAI( 19 80
DATE s REVIEWER:
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CRAG 12-58
10 May 1958
over-all, the area of agreement between the respective findings, con-
clusions and recommendations of the task teams and those of the Con-
sultants is somewhere between 50% and 60%. In some cases the findings
were validated, but different conclusions or recommendations were
arrived at. In other cases, the findings could not be validated, but
similar conclusions or recommendations were arrived at.
). The collection of the reports themselves is quite voluminous.
Copies of any or all reports are available to you for retention.
5. Beginning 12 may, I will be meeting with the Library Consultants
to get from them their reaction to these findings. On the basis of our
discussion, and subsequent discussions with you, I will, with DD/I
concurrence, effect those changes most likely to improve your central
reference facilities.
Paul A. Borel
Assistant Director
Central Reference
Attachment
Summitry Task Team Findings
TTRR1 through TTR-16
cc: DD/I
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9
Problem:
To study the Intellofax system in order to determine if:
(1) the encoding of requests is unreliable.
(2) the citations are inadequate.
(3) the system is unsufficiently used.
{4) the same data is given on repeated runs for the
same codes.
(5) the service is slow, untrustworthy, and costly.
(6) the older cards are unavailable.
(7) the system requires excessive space.
(8) the system duplicates work done in the other
OCR Registers.
(9)
the system fails to provide service at as high
an intellectual level as is needed for the program
of the Agency.
Summary Findings:
.
About 40% concurrence. Errors in encoding were serious and frequents
citations are inadequate. Widespread use is made of and reliance placed
upon the system. The Consultants' findings that the same data does not
appear on repeated runs for the same codes was not substantiated, though
this may be chance or the result of added atte:2tion now given by the
staff. System found untrustworthy because of inconsistencies, but slow
service was the reason least frequently cited ,Dy researchers for lack of
use of Intellofax. Older cards were available. The system does not re-
quire excessive space. The Consultants confused multiple processing
with duplication of processing. It is true that CIA needs are more
sophisticated than those of other kinds of orgr3nizations, but this
point makes comparison with outside reference libraries almost meaning-
less. Over-all these findings lead the task team to this basic con-
clusion, which is contrary to that of the Conwiltants: The present
Intellofax system, with certain improvements, a should be retained.
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To study the machine filing and reproduction of IBM index cards
in order to determine if:
(1) machine filing and selection is limited by virtue
of the multiplicity of IBM file decks.
(2) the machine files require excessive space.
(3) machine sorting and refinement 3s minimal.
(4) fascimile and photostat expediter service can be
obtained at lover cost by use of other processes.
(5) the reproduction ratio in use on the photostat
expeditors should be increased.
Summary Findings:
About 40% agreement with Consultants' findings. Agreed that subject
and area IBM file decks should be reduced in number (subject to 5, area
to 3). Also that the fascimile service can be obtained at lower cost by
using another process, and that, in the case where aperture images are
made of legal size documents, the reproduction given to the customer is
not acceptable. However, use of space by machine files was not found to
be excessive. It is less than that required by a conventional card
catalog if the required browsing space is considered. Photostat expe-
diter service was found relatively economical. Reproductio3 made
directly from hard copy or from apertures of letter size documents
were found acceptable.
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TTR-3
Problem:
To study the ISC, and compare the advantages of the present Intello-
fax-aperture card system with the benefits of a recommended printed
bibliography and intact hard copy system; to specifically determine
If:
(1) the ISC cannot be applied uniformly to book and
document coding.
(2) an intact hard copy system would be more economical
of space, provide speedier service, and be less
costly than the present system.
(3) the aperture card system is an inefficient substitute
for an intact hard copy file.
(4) program efficiency will result in having a printed
bibliography instead of the Intellofax system.
(5) the IPI could be expanded to include all documents,
books, periodical articles, and FBIS material.
(6) it is feasible to make photostat copies of single
copy enclosures for Acquisitions Branch customers.
(7) a printed bibliography would be cheap to produce and
would prove timely enough to serve information staff
needs in lieu of Intellofax:.
Summary Findings:
About 406 concurrence. Agreed that ISC cannot be applied uniformly
to book and document coding. Adoption of Library of Congress scheme for
books is recaim nded. While efficiency of program would be improved if
printed bibliography were adopted to supplement Intellofax, such a scheme
could never entirely replace Intellofax. It is feasible tozake photo-
stat copies of single copy enclosures fo?p Acquisitions Branch customers,
but costs prohibit photostating all book? and all enclosures. An intact
hard copy system would not be more economical of space, provide speedier
service, or be less costly than the present system. The IPI could not
be expanded to include all documents, books, periodical articles and
FBIS material; impractical from sheer size alone. Both a "general"
and a "reasonably detailed and flexible" approach to documents are
needed. Additional reference tools to supplement existing facilities
are therefore recommended: (a) a manual card catalog to documents,
and (b) a printed index to the FBIS.
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TTR-4
To study book and document selection criteria and determine the
proper location of the selection function in the organizational
structure; specifically to determine if:
(1) the Agency staff parti:ipates in the selection
process.
(2) there is a satisfactory selection policy.
(3) the selection function should be in Acquisitions
Branch or in Referee'.-e.
Summary Findings:
For all practical purposes, fu:1 concurrence in the findings and
recommendations of the Consultants. When the survey vas made, the
Agency staff did not participate it the selection process in a regular,
organized manner. Through CR1G, msahinery now exists to accomplish
the objective. The selection policy is not satisfactory in the sense
that there are selection standards and practices for which there is no
official endorsement. Written gouges are incomplete, and limitations
of space and manpower has restrict-ad selection. Selection policy is
satisfactory in the sense that selection is oriented to CIA and not
IAC interests, and a strong referince and bibliographic collection
has been emphasized. The selection function should be in Reference
Branch, primarily in order to ensure effective review and selection
of materials appropriate to the collections that come into CIA
through intelligence document chancels.
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TTR-5
AC JISITION OPERATIONS
To study the Ac isitions Branch work load and production,* the con-
timiance of anri, the utilization of
specifically to determine ifs
(1) Acquisitions Branch functions overlap those of Reference
and Circulation.
(2) Acquisitions Branch work output is below standard.
(3) The Domestic Section Should be moved to
(4) distribution and dissemination processes should be
clearly split and separately administered.
(5)
(6)
Summary Findings:
About 50% concurrence. There it some duplication of function and
duplication of effort by the ?.cquisition, reference, and circulation
activities of the Library. Some of this - such as that involved in the
logging in of periodicals - is unavoidable so long as these activities
are not collocated. On the other hand, the concentration of other
functions - such as the search for bibliographic and purchase data -
can now eliminate some duplication of effort. The basis used by the
Consultants to calculate work output is not considered valid. A more
refined analysis of work output indicates that the Acquisitions Branch
is not below standard. Truly meaningful standards of comparing the
acquisitions activities of libraries, hmwever, do not exist. The
present location of main units of OCR sad the location of FDD indicates
that the Domestic Section should not be moved. Short of an over-all
reorganization which would indicate a change, the advantages of
splitting and administering separately the distribution and dissemina-
tion functions are outweighed by the disadvantages. There is need for
a procurement channel was in essence
reduced in size in the recent reorganization of the Acquisitions
Branch.
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TTR-6
FISCAL POLICY
(1) the budget for publications is too low.
(2) the rate of purchase is in any tray affected by
staff and space limitations.
(3) the budget for expendables and the budget for the
main collections should be separate.
(4) the present budget philosophy should be revised.
(5) the fiscal controls and procedures in Acquisitions
need changing.
8>munasy Findings a
While concurrence in this field is apparently only 400, in
reality it is greater. The budget philosophy has already been
changed and clarified through CRAG action, and the fiscal con-
trols and procedures in Acquisitions Branch have u dergrone same
change. Further study in this area is planned. Main disagree.
meat is based on differing reasons for arriving at substantially
annual budget for the procurement of books and
periodicals. This is now the current budget. However, part of
this is accounted for by an appreciable rise in procurement costs,
and not because we have discovered important gaps in the selection
policy which dictates the nature of the library collections. The
rate of purchase has not been influenced by staff and space
limitations. While expendables and collection items should con-
tinue to be covered by the same budget, distinctions can be made
in the subsequent accountability for these items.
To study all aspects at publications expenditures including the
book budget, cash procurement, and fiscal controls; specifically
to determine if:
similar answers. For example, the Consultants recamnended a
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TIR _8
To study work load, production, and service rendered by the Circu-
lation Branch; specifically to determine if:
(1) production is low.
(2) service is slow.
(3) the Branch is over-staffed to do its job.
(4) it is performing functions that should be assigned
elsewhere.
Summary Findings:
About 70% concurrence. The Circulation Branch is over-organized
and may to same extent be over-staffed, but the latter point cannot be
determined precisely until a change of organization has been tried.
Production of the Branch as a whole has been low, as has the produc-
tion of some individuals. The basis of the difficulty has been a
deficiency in organization and in the level of some of the personnel
assigned in that professional work is being demanded of some clericals.
Most types of circulation service is reasonably prompt, but in a few
areas service is intolerably slow. There are only limited areas of
duplication of effort. A reorganization is under way designed to
alleviate these difficulties.
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TTA-9
To study the present card catalogs, cataloging section work loads,
and the cost of cataloging; specifically to determine if:
(1) the catalogs are inefficient tools badly kept.
(2) too many cards per title are made.
(3) cataloging costs are abnormally high.
(k) work load is low.
(5) the cataloging staff should be reduced by half.
(6) conventional 3x5 cards can be substituted for
IBM cards.
(7) Library of Congress cataloging can be profitably
applied to CIA cataloging procedures.
Su v ry Findings.
With the exception that the cataloging staff be reduced by half,
which is based on an apparent mathematical miscalculation, there is
virtually full concurrence. The present catalog system is not efficient
and has been badly kept; too many catalog cards have been made; catalog
costs are high - though not abnormally so; and work load (presumed to
mean production per professional cataloger) is lov. These conditions,
though charged to the Catalog Section by the Consultants, are the
result of administrative and policy decisions - or the lack of them -
not within the control of the Catalog Section. There is no justification
for the continued use of a common system for cataloging books and
documents. The Library of Congress system for the cataloging of books,
with slight modification, can be profitably adopted if carefully
planned.
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Problem:
To study Reference Branch work load, reference tools, and the technique
of giving infarmation services; specifically to determine ifs
(1) service is by cow red to number of analysts served.
(2) three fourths of the work is routine.
(3) work is by in quality.
(4) staff is untrained.
(5) reference tools are inferior.
(6) the information unit is overstaffed.
(7) the book and periodical collection in Acquisitions should
be transferred to Reference.
(8) reference librarians should be used to give customer
higher cut of references on a given request.
(9) service to customers can be put on a give minute or less
schedule.
S?mmar
y ~a
About 6C% concurrence. The quantity or quality of reference service needed
by the Agency is not now provided. The present staff is capable of rendering
improved service., but there also exist needs for superior service beyond present
staff capabilities. The information services offered is rated fair to good.,
while the directional service is highly satisfactory. Slowness of service was
not found to be a serious complaint among users. Calibre of reference service
should be raised, but the timing of responses should be a function of the urgency
of the question rather than set by arbitrary time standards. Bibliographic service,
not widely used in the DD/I area, is on the whole considered by users to be satis-
factory or better., but many non users are critical of it. This service could
well be extended to meet existing needs of analysts. The primary need for
bibliographic support is less for evaluated bibliographies than for the identi-
fication of the many types of reports not recoverable through the Intellofax
system such as periodical articles, monographs,, government documents, and other
fugitive types of information. The reference staff should be reorganized along
geographic and functional disciplines, rather than present library-type lines
i.e., selection., bibliographic and intellofax). Improvements in and additions
to the reference collection are needed; the skills of the reference librarians
need to be supplemented in economics., natural sciences, the Slavic and Chinese
languages, and by an increased awareness of the research program of the major
producing offices.
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S-E-C -R-E-T
To neigh the advantages and disadvantages of the single information
center concept; specifically to determine if:
(1) it is feasible to create a single point for OCR
customer service.
(2) short term requests can be accamodated at the
single point without further referral.
(3) a pilot approach could be made in advance of the
big move.
(k) and how the single point idea should be organized.
Summary Findings:
With some redefinition of terms, the objective and the general
concept of the Consultants are concurred in. A central information
unit, as distinguished from a single information unit, should be
established within the Library, using the present Reference Branch
as a nucleus. This unit should be clearly identified as the place
where (a) initial contacts for OCR reference service may be made;
(b) information will be available regarding capabilities of other
OCR reference facilities; (c) short-term inquiries of a general
reference nature may be answered by the use of orthodox library
tools; (d) basic reference materials will be available; (e) bib-
liographies (including requests for Intellofax runs) will be pre-
pared; and (f) the other reference functions performed in the
Library will be available. Transfers to this unit of reference
functions now performed by other units (e.g. Circulation Branch,
Acquisition Branch, Document Division) be made. That space for
reference purposes be provided in each of the Registers, the Map
Library, and FDD. These components in turn to be in close
proximity to each other and to the central information unit.
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To devise a plan for installing a pilot OCR MIWICARD system
for coding, storage, and retrieval of IAC produced documents;
specifically to determine if:
(1) OCR should have a continuing high level planning
and management staff to investigate new ideas.
(2) MIBICARD offers advantages over Intellofax.
(3) the KMCARD pilot operation has been satisfactorily
planned (and to develop a current plan),
Sumeary Findings:
The "intellectual level" of an indexing-retrieval system whether
it be manual, Intellofax, Minicard or any other, is determined by docu-
ment selection, the classification code and its application, rather
than by the equipment used. Given -the same input as Intellofax,
Minicard will give more selective search results and greater choice
of form of end product with less elapsed time. Minicard equipment
can be used to advantage for pert of the storage and retrieval fob,
and it can also solve many of the urgent problems of speed and
quality of service. Much planning, coordinating, testing and
experimentation must be undertaken to determine the areas in which
this tool can be used effectively. A complete systems study should
be made, and a special staff will be required to do this (OCR has
established the staff proposed in the presentation made to the
Project Review Board in April, 1955; equipment deliveries are
running two years behind schedule).
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TTRml3
To study the OCR operational reporting program; specifically to
determine ifs
(1) Too much time is spent keeping unnecessary records.
(2) Present monthly reports can be revised in order better
to reflect information of especial value to management.
(3) An annual. (or sent-annual) report can be devised as an
integral part of OCR's report system, which report
would be of value to top Agency management as veil as
to supervisors within OCR,
SUnM9Lr
Findings.
Virtual agreement. There can be argument as to what records were
kept which were also unneeessax ', but full agree=nt that the monthl?v
reports used at the time of the survey could be revised in order to
better reflect information of ekspeccial value to management. A new
systeiin has in fact been designed and its adoption by OCR divisions
is now largely complete. Its installation in the Library has been
deferred pending organizational, changes o An annual report is
planned along the lines of the recently published OCR Status Report
(March 1958) 0
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TTR-14
To study the training policies of OCR and OTR; specifically to
determine if:
(1) Professional employees of OCR should be given the same
training program, particularly in introductory ccor-ses,
as are the analysts in producing offices in the Agency.
(2) A training program can be devised which will enable
the professional staff of OCR to give a higher level
of reference service to users of OCR facilities from
the intelligence community.
S~y Findings:
General concurrence. Professional employees of OCR should continue
to receive the same training in courses having cocoon application as
analysts from ORR and OBI. (Of the three offices.. OCR has had the
highest percentage of professional participation in area studies and
research methods. OCR over-all professional training, internal and
external, compares favorably with that undertaken by ORR.) But raising
the level of OCR reference service involves more than a question of
training. For training beyond that appropriate to the individual's
grade will result in a transfer to another job of higher grade, rather
than in a sustained higher level of service at the same graded The
OCR training program should be tailored to the specific needs of the
individual within the general requirements of the Division in which
he workso
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Ti R-15
CUB RELATIONS
Problems
To study means whereby OCR can get adequate guidance for its opera-
tions from customer offices; specifically to determine if:
(1) A Library Comm ittee composed of representatives of all
the components of the Agency should be created to verve
in an advisory capacity to the Assistant Director/OCR
and as a channel of coimnunic ation to the Agency.
(2) A program should be developed to bring together the
analyst and, the Reference Staff so that the Reference
Staff may be aware as such as possible of what intelli-
gene reports and programs are under way so that the
staff might give a higher level reference service and
be prepared to call to the attention of the analyst
pertinent periodical articles, intelligence reports,
books, documents, etc., which is a normal special
library technique and service.
Sum 17 Findtngas
Full concurrence. An important aspect has already been implemented.
In lieu of the Library Cammittee recommended by the Consultants, a
Central Reference Advisory Group (CRAG) was formed and has been operat-
since 7 January 1958. This group - which consists of AD/RR, AD/SI,
ADD/ /BI, Chief of Foreign Intelligence - advises AD/C.R on problems concern-
ing all activities in OCR including the Library. A program should be
developed to establish closer rapport between research analysts and
reference personnel; it should include briefings and tours of OCR
facilities, and the preparation for publication and wide distribution
of a handbook explaining OCR services and facilities. (Notes Such
a program is now well under way.)
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CONFIDENTIAL
Tm-i6
To study the feasibility and desirability of regrouping within OCR
certain reference-type functions now the responsibility of other
Offices; specifically to determine if:
(1) The Map Library, ORR, should be transferred to OCR.
(2) The Foreign Document Division, 00, should be trans-
ferred to OCR.
(3) The Office of Training Library should be transferred
to OCR.
(4) The Historical Intelligence Collection should be
transferred to OCR.
(5) Stich transfers are essential to preserve the "central
reference" concept.
(6) Timing of transfer is an important element, assuming
transfer.
bury Findings:
The task team by and large dissents from the recommendations of the
Consultants. It was recommended that FDD not be transferred to OCR on
the grounds that FM is not a reference service. The Map Library, while
recognized as a reference service, should remain in ORB because of the
interrelationships of the Map Library and other activities of the
Geographic Area of ORR. It is not essential that the several organiza-
tions with a reference capability have common administrative control
for them to participate effectively in an integrated program for
reference services. The Office of Training Library has already been
transferred to OCR. The transfer of the Historical Intelligence
Collection awaits action on the IG report an O/DDI. Additionally,
the task team has proposed highly trained research and reference
personnel for staffing a central reference unit, an independent OCR
capability for first-echelon liagvistic service, and an integrated
program for all reference functions of the Agency.
CONFIDENTIAL
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O FD E TIAL
Minicard Equipment on Hand and Scheduled for Delivery
Number of Items
Rece ve Scheduled for Delivery
Minicard Camera 2 am
Film Processor 1 Inspector Viewer 1
Film Cutter 1 Ge
Film Lubricator 1
Analysis Viewer 3
Desk Viewer 4
Flexowriter and IBM 024 Key Punch Combination 2
Flexowriter 2
File Cabinet 2
File Block 1 various
Sticks, Transfer Trays and Other Handling
Equipment various various
Duplicator 1 June
Selector 1 June
Sorter om 1 June
Enlarger-Print Processor 1 June
B. Project HTAUTOMAT Installation
Minicard P.I. Camera (Aerial Film)
Minicard Processor
Minicard Film Lubricator
Minicard Mask Printer
Minicard Film Cutter
Minicard Inspection Viewer
Minicard Transfer Tray
Aerial Photo Viewer
Niinicard Long Sticks
Minicard Short Sticks
PNinicard SIS Camera (Opaque Materials)
10:1 Adapter for SIS Camera
Reflex Copy Illumination Adapter for
P.I. Camera
Selector
Sorter
Duplicator
Number of Items
Rece ve a ed for Delivery
1 July
1 July
1 July
1 December
1 December
1 December
 MKIORMUX 1 FOR! Deputy Director/Intelligence
SUBJECT : Library of Congress Press Release
Attached for your information is an advance
copy of a Library of Congress press release which will be
issued in a few days.
Paul A. re
Assistant Director
Central Reference
---2A -----------------------
Document to.
No Change In Class. ^
^ Declassified
Class. Changed to: is S
Next Review Date: ----------
Auth : ER 7D-3
t::: By:`
Approved For lease 2006/11/01 : CIA-RDP79S01057A0001000606A-
!`~NF?6E!~TftAL
20 February 19
CONFIDENTIAL