CIA LIBRARY

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP84-00951R000300020003-6
• Release Decision: RIPPUB
• Original Classification: C
• Document Page Count: 83
• Document Creation Date: November 11, 2016
• Document Release Date: October 29, 1998
• Sequence Number: 3
• Content Type: REPORT

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1. Introduction
This chapter* will discuss those aspects
of the CIA Library that are not specifically concerned
with the Intellofax system or the Acquisitions-
Procurement function. Separate chapters appear
on these two important activities, which were an
integral part of the Library organization for many
years. This chapter does, however, cover the Consul-
tants' Survey of the Library (1957) and the Task
Team Reports (1958), because, although the Intellofax
system was a major topic of discussion, the reports
dealt with the Library as a whole and had an important
impact upon it. This history is arranged in a year-
by-year chronological sequence, except when it
seemed more logical to discuss the entire historical
development of an activity, such as Branch Libraries
and the CIA Library's relations with the Library
of Congress.
* Statistical information on Library services,
including information on requests serviced, books
cataloged, documents indexed, source cards filed,
and bibliographies prepared appear in OCD/OCR
Statistical Tables (1947-57) 1/ and OCR Annual
Reports (1958-67). 2/
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2. Early Organization of the Library--1947
On 1 January 1947 the CIA Library, with three
subprofessional people on duty, was organized
as the Intelligence Documents Division (IDD) of
the Reference Branch (in July renamed the Reference
Center), of the Office of Reports and Estimates
(ORE). It was assigned an initial T/O of 47.*
Organizationally,, 4/ it was planned with two divisions:
Bibliographic, including Classification and Cataloging;
and Accession, Reference, and Circulation. The
first professional person to report for duty was
25X1A9a
, who transferred from the Air Force
Intelligence Library on 2 February. She holds
the distinction of having remained on the reference
staff of the Library ever since--she will retire
25X1A9a
in the summer of 1973. Mrs. first task
was to set up interlibrary loan arrangements with
the Library of Congress (LC) and with other government
libraries.
* Information on the Library T/0 in 1947
ranges from 43 to 54; 47 seems to be the figure most
frequently quoted. -./ .
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In June the Libraryrreceived its first Chief
25X1A9a
Librarian (later CIA Librarian)--
25X1A9a
Mr. had transferred to the Central Intelligence
Group (CIG) from the Office of Naval Intelligence
(ONI) Library in December 1946 and had been assigned
as Chief Librarian in the Foreign Documents Division
(FDD) of the Office of Operations (00). When
he joined the ORE Reference Branch, he was given
complete authority for the Library's planning,
staffing, organization, and management. The Library
was charged with total repository responsibility
for the Agency of basic intelligence reference
25X1A9a
material. Under Mr. direction, it began
to assemble equipment and books, many surplus
The core of the reference collection was
based on fundamental standard reference works
supplemented by the specific requests of the ORE
branches. By 15 June the documentary floodgates
opened, and the Library became heir to approximately
50,000 unsorted intelligence documents, which
had been stored in the Message Center of ORE awaiting
establishment of the IDD. ,.a/ Arrangements were
made with the Agency's dissemination office so
T
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25X1A8b
that the Reference Center Library would receive
at least one copy of every incoming intelligence
document. Their receipt was recorded in a visible
serial file and arranged by source. In addition,
the Library acquired the Director's set of noncurrent
cables and arranged for the receipt of one copy
of every current cable J~`
~/ for filing; During
these formative months the Library received authoriza-
tion for centralization of purchase orders for
books and periodicals to avoid duplicative ordering
by offices in the Agency. I/
25X1A9a
In the latter half of 1947, Mr. - and
his small staff worked closely with the Reference
Center's Central Index (later the Machine Methods
Division [M_MD1) in preparing a comprehensive subject
classification system for intelligence documents.
These preliminary efforts toward what was soon
to be called the Intellofax lystem are described
in detail in the separate chapter on the Intellofax
,,ystem. Daily machine indexing of the FOIAb3b1
Reports (issued by_ was initiated jointly by
the Library and the Central Index in August.
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(See also Intellofax chapter.) Operating procedures
for cataloging of books was completed in July,
and cataloging commenced in August. /
As early as December 1947, the Chief Reference
25X1A9a
Librarian had raised the issue
25X1A9a
with the Acting Chief, Reference Center
25X1A9a
of the desirability of establishing
in the Reference Center a newspaper scanning and
clipping service for the various branches in CIA.
This was started in March of the following year
by using the facilities of the uncleared personnel
pool. _/
3. Off the Ground--1948-51
By the early part of 1948, the Library had
put into effect working procedures for reference,
interlibrary loan, circulation, preparation of
bibliographies, book selection, book cataloging,
and document indexing and filing. Reference Center
Special Authorization No. 5, dated 15 March 1948,
authorized the Library, Reference Center to
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(1) collect unclassified materials and (2) to
disseminate unclassified materials in accordance
with accepted interlibrary loan procedures. /$/
After the 1 May merger of the Reference Center
and the Office of Collection and Dissemination
(OCD).,, the CIA Library absorbed the information
and distribution duties of the former Central
Records Division/Services Branch/ Administration
and Management (A&M), 197/ and the number of persons
on duty rose from 31 to 55. Prior to that time,
the Library had indexed and filed the documents
but had not been responsible for their distribution.
The organizational breakdown of the Library was
25X1A9a
as follows: Field Survey Division
25X1A9a
_, Chief), responsible for locating and surveying
items of unusual intelligence significance in
universities, libraries, and research institutions,
both in and _g9of the Washington area; Bibliographic
Division XX , Chief), including
25X1A9a
the Analysis Section ~ Wile, Chief) for
indexing of documents and the Catalog Section
25X1A9a
, Chief) for book ordering and cataloging;
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25X1A9a
Reference Division (three chiefs within 1 ear:
25X1A9a ,_. - 1. a,
for answering information queries,
including Intellofax retrieval, preparing bibliographies,
and maintaining files of documents and books;
25X1A9a
Information Distribution Division ,
Chief) for recording the bibliographic information
for every incoming intelligence document, for
distributing documents, and for locating documents
through document control (assigning accession
or control numbers to documents); Archives Division
25X1A9a
( , Chief) for the efficient management
of active and inactive records in the Agency,
for maintaining a central record over all administrative
records, and for directing the control of all
Top Secret (TS) documents.*
25X1A9a
Mr. reported that by December 1948
the major organization of the Library was complete:
With 75% of the authorized organiza-
tion on hand, the Library devoted
320 of the staff's time to Library
* The TS control function was activated for
CIG on 4 April 1947.
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service, 10% to the processing of
intelligence documents for the
Library files, 23% for bibliographic
processing, 25% for service
distribution of intelligence
documents, 6% for planning and
procedures and the remaining 4%
of the staff's time to administra-
tive duties.
Two Library publications made their appearance
in 1948: The Weekly Accessions List (of books
received) and the Library Bulletin (see chapter
on Intellofax for an explanation of the locator
system for filing documents).
The workload in the Library increased as
the young Agency grew; fortunately, a T/O of 100
for the Library had already been approved for
FY 1949. 13/ There were 27% more intelligence
documents received, recorded, and distributed
in 1949 than in the previous year and an increase
of 277% in the number of copies received. During
1948 the number of publications ordered averaged
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628; for 1949--1,376. The number of reference
searches rose from 1,161 to 1,500; the number
of items circulated from 2,196 to 3,355.
The gradual dissolution of Special Project
No. 1 (uncleared personnel pool) in late 1948
and early 1949 increased the Library workload
.11
in three important aspects: newspaper clipping
service (clippings from 24 newspapers and 21 magazines
were supplied to six geographic branches of ORE
based on reading requirements), indexing of =
FOIAb3b1
Daily Reports, and indexing of unclassified documents
into the Intellofax System.
On 17 March 1949 the Agency's Assistant Directors
(AD's) established the Document Procurement Committee
to advise the CIA Library on matters pertaining
to the procurement of foreign and domestic publications.* ,'P
The CIA Library reference book collection
was converted in September 1949 from LC call numbers
to the classification scheme used for documents--
25X1X8
4* See chapter on Acquisitions-Procurement for
further discussion.
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Intelligence Subject Code (ISC), thus standardizing
the Library's subject anc3 area, approach to its
i Cam` V W_6 ,.2 P q-VL, a Li
resourcesi)Y in 1948 6,912 books had been cataloged
and these were all converted to the ISC scheme.)
In 1959 after several surveys recommended the use
of the LC scheme for book cataloging, the decision
was made to convert again--back to LC cataloging.
In November 1949 ].#/ the Library was reorganized
into the following six branches:* Analysis (under
25X1A9a 25X1A9a
), Catalogin (under ),
25X1A9a
Central Records (under , who supervised
this activity until her retirement in 1958), Field
25X1A9a
Survey (under , who also acted as
Assistant Chief, CIA Library), Records Management
25X1A9a
(under , and Reference (under
25X1A9a
until 1954). The Analysis Branch
performed the input to the Intellofax System.
The Cataloging Branch had three sections: Cataloging,
Order (procurement of books and periodicals),
and Publications Review (clipping service). The
Central Records Branch was responsible for distribution
of documents, including TS, and maintenance of
* By General Order. No. 28, 21 September 1949,
a vertical departmental organizational structure
was adopted in CIA. The Library, therefore,
became a Division and all breakdowns thereof became
Branches.
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coxrfflENI,
TS files. The Field Survey Branch was responsible
for locating resources of intelligence interest.
Records Management (formerly Archives) was charged
with developing and implementing an active CIA
Records Management Program. Reference Branch
included three sections: Circulation, Information
25X1A9a
(under until her retirement in
Jur}e 1972), and Files (of documents).
With the issuance of CIA Notice 30-50, dated
26 July 1950, the Library accelerated the Records
Management Program for the Agency. 149,363 items
from 1948 and 1949 were microfilmed; this resulted
in the processing of 351,698 frames for archival
purposes.
25X1A9a
In April 1950 the DCI appointed Mr.
25X1A9a
to replace Mr. - as CIA Top Secret Control
Officer (TSCO) and as CIA Custodian of Registered
Documents. 11. He was also appointed CIA Control
Officer for certain codeword collections of documents.
In October 1950 he called a meeting of the Area
TSCO's. 1/ (Areas were intra-Agency office
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designations for TS control purposes.) The conference,
the first of a series, was designed to improve
the overall control system as much as possible
and to develop uniform understanding of procedures
25X1A9a
among the Areas. As a follow-up, Mr. - issued,
in August 1951, a Guide for Area Top Secret Control
Officers to provide all TSCO's with a uniform
functional understanding of the TS network or
system.
In 1951 the Library was relieved of two respon-
sibilities that had been time-consuming. On
28 February, James Andrews, the AD/CD, established
a centralized Cable Center Branch in the Liaison
Division (LD). / This consolidated the reading
or dissemination and the reference functions of
servicing cables in one Branch. Four months later,
the Administrative Services Office assumed operation
of the Vital Materials Program, which had been
25X1A9a
under the jurisdiction of Mr.
as the first
Vital Documents Officer since March 1949.
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4. CIA Library and the Library of Congress
Over the years, OCD (OCR) maintained close
working relationships with and provided a variety
of support to the LC. This discussion will cover
the entire period from 1948 until financial support
terminated in 1967. It appears in this chapter
because in 1948 the CIA Librarian became the first
official liaison officer from CIA to the LC, a
relationship that every CIA Librarian has continued.
a. Support to Slavic Catalogs and Accessions
Lists Az
The Monthly List of Russian Accessions
(The title was changed in-1958 to Monthly Index
of Russian Accessions (MIRA] as a more explanatory
title and will henceforth be so designated) was
first published by the LC in 1948 as a comprehensive
record of post-World War II Soviet publications
in all fields of knowledge received by the LC
and some 200 other major US libraries. in April
1949 the AD/CD negotiated an agreement with the
LC for incorporating into the MIRA certain unclassified
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25X1A8b
translated bibliographic information formerly
published by =DD. In December the Acting Librarian
of Congress informed CIA that the LC would be
unable to continue the printing and dissemination
of the MIRA because of shortage of funds during
the last quarter of FY 1950. Convinced of the
unique value of the MIRA, the AD/CD recommended
and the Projects Review Committee (PRC) approved
an expenditure of $1,000 to the LC. (LC
had asked for $4,000.)
In October 1951 the Librarian of Congress
set forth two proposals to CIA: (1) improvement
of the MIRA (including translating Russian titles
into English and providing detailed cross-referencing);
and (2) a project for the development of a subject
arrangement to the Slavic Union Catalog, an author
catalog that the LC had started in 1942 for material
in the Cyrillic alphabet acquired in the United
States since 1917. 29
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The ADs of ORR and OSI concurred in the AD/CD's
request to the Chairman/PRC to support the LC
facilities for reference to Slavic publications.
Dr. Andrews, in referring to the Slavic Union
Catalog, stated:
The intelligence family does not
now possess a central facility for.
obtaining adequate bibliographic control
of the books, monographs and periodicals
which are received from the Soviet Union.
As a result of its work, the Library of
Congress has assembled a Slavic Union
Catalog to which researchers the
country over can be referred including
Soviet publications cataloged by other
cooperating American libraries.
For budgetary reasons, the Library
of Congress has been restricted in
developing this catalog and the only
approach to the material is now by
author.
C45s"I 1UE I
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The LC cost estimates, as approved by.the
Director of Central Intelligence (DCI) on 23 November
1951, were $73,240 in support of the MIRA for
the initial year of sponsored operation and $198,760,
the entire cost, for adapting the Slavic Union
Catalog to a subject approach. In a letter of
8 August 1952, the Librarian of Congress raised
the estimate for the two projects to $314,698. 41-
The DCI authorized the increased expenditure in
October 1952. /
Beginning with the March 1952 issue,* and
as a product of the CIA-sponsored project, the
MIRA was expanded from two to four parts, and
with the increased FY 1953 budget, the LC added
a subject index of monographs.
Under the agreement to convert the Slavic
Union Catalog from author to subject approach,
the CIA Library received increments of the subject
catalog, which was henceforth known as the Cyrillic
.w4 C/~5
* A copy of a 1952 MIRA is on file i
4istorical Files. At/
C
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Subject Union Catalog (CSUC).* (All branches of
the Library assisted in trying to alleviate the
filing backlog created by the arrival of these
cards.) In 1956 the CIA Librarian as Project Officer
with the LC terminated the CSUC project. In listing
his reasons, he stated that he believed it was
more important to announce the availability of
publications (in the MIRA) than to build up a fully
cataloged set of cards. Termination of the CSUC
permitted the LC to transfer nine positions to
the MIRA staff, which needed relief because of
an increase in receipts of USSR publications.
In 1959 CIA, through OCR, began support to
a companion publication to the MIRA, the East European
Accessions Index (EEAI), published by the LC since
1952. Costs for the EEAI were $254,154 in FY 1959,
rising to $282,600 for FY 1961. $51,000 was received
from the National Science Foundation (NSF).
* These CSUC cards were augmented in 1954 by
cards that the CIA Library received from the Army G-2
Library, the Air Force ATIC Library, the National
Central Library in London, and the Armed Forces
Medical Library on Slavic materials in those libraries.
This companion catalog, known as the IAC Union
Catalog in the CIA Library, did not work successfully,
however, because of variations in cataloging practices
and the resultant incompatibility of cards for
filing purposes. The project ceased in 1956. /
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Funding by the Agency for the MIRA rose to
a peak of almost $441,000 by FY 1962, at which
time CIA secured the financial participation of
the NSF and the LC itself. CIA costs then stabilized
at the $350,000 - $370,000 level.
During a routine audit of the Office of Central
Reference (OCR--name changed from OCD in 1955)
by representatives of the General Accounting Office
in 1961, the question of propriety of CIA/OCR sponsorship
25X1A9a
of the two publications was raised.
AD/CR at the time, called on the Central Advisory
Group (CRAG)--which he had established in 1957--
and the members of the USIB Committee on Documentation
(CODIB) to survey the usefulness of the two publications.
The NSF and the LC hired an outside consultant,
25X1A5a1
, to determine the character and degree
of use of the MIRA and the EEAI. j/
In late 1961 CIA stopped its support of the
EEAI and the LC ceased its publication. As financial
pressure on CIA continued to build up in the 1960's,
the priority importance of the support to MIRA
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continued to drop. OCR felt that access to Russian
publishing had vastly improved compared with the
early 1950's, and intelligence users were no longer
making substantial use of the MIRA. OCR notified
the Librarian of Congress on 5 October 1965 of
its decision to terminate CIA's funding of the
MIRA in FY 1967. This occurred after much correspondence
between OCR and the LC and even congressional questioning
regarding CIA's termination of support to the MIRA.
b. Other Relationships With the LC
25X1X8
In the mid-1950's the CIA Library began
to transfer regularly to the LC those foreign publications
that (a) had been utilized by research components
of CIA and were not scheduled to be retained in
the CIA Library, (b) were archival materials no
longer re wired b CI example, the captured
Japanese collection), or (c) were current publications
received as a result of the CIA Library's worldwide
selection program but found to have little or no
intelligence value. By 1959 an average of 8,000
pieces, books and serials, had been sent to the
LC every month. 3/ 3
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An important but informal arrangement was
worked-out in December 1952--and has continued
to the present date--between the CIA Library and
the LC for one person from the Circulation Branch
of the Library to be detailed to the LC on a full-
time basis to handle searching and charging out
of all CIA requests, averaging 37 a day. 'j~
Arrangements were also made in the 1950's whereby
professional personnel recruited for OCR were utilized
by the LC while awaiting full security clearance.
These people worked at the LC on projects that
The AD/CR made an offer on 23 November 1959
to the Librarian of Congress to supply the LC with
a copy of every catalog entry representing original
cataloging by the CIA Library. The LC accepted
with the proviso that these cards would not be
filed in the LC's Union Catalog because CIA did
not want to get into the lending pattern for open
publications. Arrangements were made to transfer
the Library's retrospective collection of Russian
newspapers to the LC. By 1964 the CIA Library
had freed approximately 2,000 linear feet of shelving,
25X1 X8
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which provided badly needed space for other serial
material.
5. Branch Libraries (1951-1967)
As the Agency grew larger and personnel were
housed in widely scattered buildings, a need arose
to establish branch libraries that would be administra-
tively responsible to the CIA Library but would
specialize in satisfying the reference needs of
a particular group or component.
The first such Library to be established was
at the request of Matthew Baird, the Director of
Training. 3 / It opened in Alcott Hall in May
1951 to support the uncleared personnel going through
the recruitment process. It was known as Branch #2
because plans for a branch library specifically
tailored to the needs of the covert offices had
begun earlier in 1951 at the request of those offices. 3/
It was not until 11 February 1952, however, that
Branch #1 was officially opened in K Building with
two positions added to the Library's T/O. In September
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1952 0/ the medical Office requested of the CIA
Librarian a part-time librarian to take care of
processing the accumulation of medical documents.
A detail of 6 months was arranged. At the end
of this period, the medical Office initiated action
to augment the CIA Library T/O by one GS-9 librarian,
and Branch #3 opened in Central Building in November
1953.,: Library administration lasted until July
1959, when the Medical Staff took over completely.
In May 1953 the foreign publications procurement
function was transferred from the State Department
to the CIA Library. An agreement was reached with
OO/FDD * that Branch #4 be established at that
25X1A6a
time in 0 Building to function as the focal point
of procurement, receipt, bibliographic control,
and retention of foreign language publications
in the Agency. This branch operated until FDD's
move in 1960 to H Street, N.W. When the Office
of Scientific Intelligence (OSI) moved from M Building
to Barton Hall in 1954, it requested that a branch
* Discussions with FDD regarding a Branch Library
began as early as January 1952. The CIA Library
maintained that FDD had assumed certain LL.brary
functions for which it had no charter. /
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library be established for its purposes. Branch #5
opened in September of that year. As the Office
of Training (OTR) programs evolved, the training
of uncleared personnel dropped out of the picture
and the role of the OTR Library and Branch #2 tended
to blend. Mr. Baird and the AD/CR agreed that
these two facilities should be consolidated into
a single branch of the CIA Library in R&S Building.
The, takeover from OTR became effective in November
1957 and OTR transferred six T/O slots.
25XT6a arthest afield Branch Library was established
in in 1958, at the requ2% o Brig. Gen.
25X1A9a 1A 6a
, Chief of the
a
A6CChief of the Circulation Branch was
sent to to study the need for a station
library. He recommended the establishment of a
25X1A9a
reference and information activity. Mrs.
25X1A9a
from his staff became the station's first
OCR librarian on 15 February 1958 and served for
3 years. The Library terminated its support in
1964 because the activity no longer required professional
administration.*
25X1Aea A total of three librarians served in
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The Office of Communications (OC) Library
was transferred to OCR with a T/O of two persons
in 1 May 1959 to increase managerial efficiency.
This is the only branch library still under CIA
Library administration in 1973. The OTR Language
25X1A6a
and Area School, located in was
not scheduled-for a move to the new Agency building;
therefore, a Branch Library was established in
the fall of 1960 for these training activities
with a Library T/O increase of one. It was phased
out in 1966 because of a cutback in area training.
In 1963 the Office of General Counsel (OGC) asked
for assistance in providing specialized reference
service and in building up a legal collection for
its lawyers. As a result, another Branch Library
was established; its staff of one was administratively
transferred to OGC in 1968 as the CIA Library faced
T/O cuts. The last Branch Library to be established
was in the Office of Research and Development (ORD).
Opened in July 1966, it provided direct support
to ORD, including the use of a manual "profile
of interest file" for calling new materials to
the attention of ORD subject specialization. ORD
took over its administration in mid-1968.
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(t1L a'J,_,
The move to the new building in 1961 obviated
the need for Branch Libraries #1 and #5 and the
Training Library.
6. Much Ado About Something--1952
Reorganization
OCD's move to the 25X1A6a in
April 1952 resulted in the Librarian's Office being
placed "in the loft" above the troops, except for
the Reference and Circulation Branches, which remained
in M Building. Immediately before the move, the
Library had its second reorganization. Based on
25X1A9a
a survey by entitled A Report on
the Files and Circulation Sections of the CIA
Library, a new Circulation Branch was created made
up of the former Circulation and Files Sections
of the Reference Branch. Both the Analysis and
the Circulation Branches were organized on a document
source basis (State, Defense, CIA, and Miscellaneous)
* Planner and first editor of the Intelligence
Publications Index (IPI). See chapter on Intellofax.
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similar in pattern to that of the Liaison Division.
(Documents were also batched/envelopes according
to main source of origin.)
The Processing Unit of the Document Branch
(successor to central Records Branch), performing
duties in connection with preliminary cataloging
(typing) of incoming documents, was transferred
to the Production Section, Analysis Branch. The
project for microfilming all intelligence documents
was transferred from the Reference Branch to the
Document Branch, with nine positions added to the
T/O of the latter. A few months later this project
was transferred to MMD where the technical aspects
of microphotography could be researched and tested.
The Field Survey Branch of the Library had been
inactive for 2 years because of the other demands
25X1A9a
upon Mr. the Deputy Librarian, who also headed
the Branch.
As a result of inter-office discussions, OCD was charged
with planning and initiating a new operation for reporting to
analysts on reference facilities and resources The Library
received authority on 1 May 1952 to establish a Resources Section
in the Reference Branch with a staff of six.
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25X1A9a 25X1A9a
On 24 June Mr. ~ replaced
25X1A9a
as Librarian (Mr. - became Executive in the
25X1A9a
AD's office), and on 7 July chief of
the Book Branch, took over as Deputy Librarian.
The new Library team made a plea for additional
personnel. In a memo to the AD/CD they presented
statistically the growth of Library service:
ff
1948-49
1949-50
1950-51
1951-52
Reference
Questions
6,817
8,250
12,594
17,000
Documents
Supplied
34,084-
41,015
60,794
90,400
Books Purchased
8,184
10,760
24,436
44,100
Subscriptions
Placed
2,576
4,256
3,891
6,000
Books Cataloged
4,164
4,476
4,920
7,400
b. Clipping Service
Late in 1952 the Chief of the Book Branch
25X1A9a
at the request
of the AD/CD, made a survey of the newspaper and
FIB
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1 flu ,
periodical clipping service. At that time 17,000
clippings were being sent out each month based
on 145 requirements from CIA customers in all offices
except Administration and Management. 41/ Due
to the analysts' cry of "inestimable value" and
the threat of increasing publication subscriptions,
the service continued for another 3 years. The
T/O, however, was reduced from an approved T/O
of seven in 1949 / to five in 1952. Service
was finally terminated in 1956 because of budget
restrictions.
c. Selection
The important position of Selection Officer
was established in the Reference Branch in 1952.
One of the earliest mentions of selection procedures
25X1A9a
occurs in a memo from Mr. ~ 2 weeks after he
reported for duty in March 1948. / Six months
later the Librarian approved a proposal from
25X1A9a
Mr. _ that resulted in five librarians being
assigned responsibility for screening book reviews
in designated magazines to choose books for the
Library. 41 Selection policy was the key to
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the CIA Library's shaping of its reference capabilities.
Among the principal considerations were (a) knowing
what the major requirements of the Agency were
likely to be by studying the borrowing and purchase
patterns of individual requesters, requirements
lists, and reference questions, and (b) reviewing
trade announcements, bibliographies, book reviews,
and catalogs from all over the world. The emphasis
was usually on current material, with heavy reliance
on interlibrary loan for historical background
items. Originally set up for the purpose of selecting
material for the book and periodical collections,
this function expanded over the years to include
similar responsibility for the document collection.
Selection officers worked closely with document
disseminators and classifiers in determining what,
how, and where classified documents should be handled
in the Library. They also alerted production offices
to new and forthcoming publications.
A Joint Liaison-Library Selection Committee
was also established in May 1952. It consisted
of one officer from LD and three Library representatives
from the Analysis, Book, and Reference Branches.
s, 4
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The Committee determined processing treatment for
documents secured by LD officers, publications
from the Foreign Service, and enclosures that required
specialized treatment. #/
7. The Heyday of the Library (1953-mid-1956)
A "first" was the Library's publication in
January 1953 of theAindex to finished intelligence.
Its history and development are discussed in the
chapter on the Intellofax System, inasmuch as the
two indexing systems are closely related.
In May 1953 the Foreign Publications Branch
of the State Department was abolished, and the
important foreign publications procurement function
was transferred to CIA as a result of NSCID 16.
On 9 May the Foreign Branch (later called the Acquisitions
25X1A9a
Branch) became part of the CIA Library with -
25X1A9a
as its chief. .4/ (The Branch was established
with a T/O of 16, supplemented by 13 additional
positions from State in July.) At that time the
Library added to its managerial staff a Deputy
25X1A9a
Librarian for Procurement- , an ex-Army
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Major who had been G-2 Librarian. (He remained
with the Agency until. 1955 when he transferred
to NSA and the second Deputy Librarian's slot was
then dropped.)
As mentioned in the organizational setup of
the Reference Branch in 1948 (see page l), retrieval
for;:the Intellofax System was not the administrative
responsibility of the classifiers. The reasoning
behind this separation was that professional librarians
considered Intellofax queries no different from
any other reference question. In 1953 a policy
was inaugprated whereby one senior classifier was
rotated from the Analysis Branch to Reference on
a weekly basis. The gains realized were evident
in a wider understanding of reference problems
and a closer knowledge of the end product.
In May 1953 a Serials Unit was developed in
the Circulation Branch to resolve the many specialized
problems concerning the treatment of the serials
collection. in cooperation with LD, arrangements
were completed giving the Circulation Branch direct
V..,., S a.1#
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ear, [I
access to Armed Services Technical Information
Agency (ASTIA) for the procurement of reports originating
from contractors for the Department of Defense
(DoD).
25X1A9a
In October 1954 resigned
as Chief of the Reference Branch to accept a position
25X1A9a
with USIA, and , editor of the
IPI, transferred from the Book Branch to become
Reference Chief.
a. Reorganization Again
In June 1955 the Library was again reorganized.
At that time it had a T/O of 250--the highest it
has ever had to date (1973). In the course of
the reorganization the Book Branch was abolished,
and all procurement activities, domestic and foreign,
were transferred to. the Acquisitions Branch. The
TS Section was removed from the Library entirely,
and a new Classification Control Staff was created
25X1A9a
in the CAD, with as chief, to handle
consolidation of the document security control
functions of the Agency TSCO and of the Library's
Document Branch.
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The Catalog Section was moved to the Analysis
Branch, which was renamed Analysis and Catalog
Branch. All-subject indexing functions of the
Library were combined in this new Branch, which
comprised three sections: Reports, for indexing
intelligence reports into Intellofax; Book, for
cataloging books; and Periodicals, for indexing
finished intelligence and periodicals and for handling
;a
the clipping service.
The Special Resources Section of the Reference
Branch was abolished as an administrative unit.
During its 3 years of existence it had identified
and surveyed a variety of non-CIA library collections
and activities.* This part of its mission was
completed and its activities were redirected toward
book selection and management of special reference
projects for the Library.
b. IG Survey
The Inspector General (IG) surveyed OCR
in 1956 and submitted a report to the DCI on 25 April. If'/
* For its surveys see the list of Library
publications o-n-page
' ; e4 i
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Nixh
The Library received plus marks for its accomplishments,
which the survey described as "impressive." The
overall appraisal of the Library, its personnel,
organization, management, and operations was highly
favorable. Certain minor deficiencies were noted,
namely: restricted data material was not indexed
in the central reference system; there were no
written selection criteria for selecting material
for inclusion in the IPI; there seemed to be a
duplication of the Library's clipping service elsewhere
in the Agency (DDP's News Highlights) and in the
government (the IG questioned whether the Agency
was getting a maximum return from the service as
conducted in the Library); a considerable amount
of time was lost in moving documents from place
to place--dissemination, coding, keypunching, microfilming,
distribution--all in a variety of areas in OCD
(the IG recognized that this problem common to
all OCR operations was under continuing study and
changes were made as experience dictated); grade
structure in the Document Branch was too low to
provide adequate compensation for the service performed;
a serious space problem existed in the Circulation
Branch, which jeopardized efficiency and morale;
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and the Circulation Branch found it difficult to
recover books and documents borrowed from the Library.
The DD/I's (Amory) comments on certain of
the Library deficiencies were: restricted data
should not be merged into the central reference
system any more than special intelligence should
be indluded on an Intellofax tape because of the
danger of compromise; because the DCI had given
his approval to continued production of News High hts
by DD/Pthe IG's recommendation concerning
elimination of certain duplication of clipping
services was no longer valid; OCR grade structure
in general was inequitable and the DD/S would be
asked to take the recommended action; the AD/CR
would prepare and publish an Agency notice defining
employee responsibilities with respect to materials
borrowed from the CIA Library.
c. Treaty Collection
Because of a flap that occurred at the
time of the Suez Crisis in the summer of 1956 when
reference librarians searched all over the Washington
DT
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government area. for the Suez Canal Treaty of 1888,
the Library took steps to strengthen its treaty
collection. It undertook to establish microfilm-
ing schedules with the LC for the latter's out-
of-print treaty reference works.
8. B Reorganization - September 1956
25X1A9a 25X1A9a
Mr. _, the Librarian, and Mr.
Chief, Acquisitions Branch, left on a round-the-
world trip in August 1956. While they were away,
another reorganization--the most extensive
yet--took place. In September the DD/I ordered
an across-the-board personnel cut, as a result
of which OCR had to discontinue several operations
that were considered to be of relatively low priority
and costly in manpower, including the Library Clipping
Service and the Week1yj ccessions List. To achieve
a more effective utilization of manpower, OCR was
reorganized on 1 November, 56/ and parts of the
Library and LD, plus the Classification Control
Staff, were regrouped into a new Document Division
(DD). This change placed the coding and dissemination
j 1,
p{r JAL
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functions in the same Division--DD.. Management
had considered adding the dissemination function
to the Library but had decided that this would
make the Library too unwieldy. The shift of duties
and personnel left the Library with a T/O of 141
and stripped it of the distinction of being the
largest single Division in OCR. Circulation and
Reference were left basically intact. Book cataloging
was attached to the Acquisitions Branch.
9. Library Consultants' Survey and Task Team Reports
a. Consultants' Survey--1957 5 /
In 1957 the Library underwent a traumatic
experience--the Library Consultants I Survey. This
survey was, in fact, the major issue concerning OCR
during 1957. It stemmed from a proposal of the
DD/I the previous year that a panel of library
experts be engaged to make a special survey of
the library. He apparently made this proposal
largely upon the recommendation of one of his Special
Assistants (Walter Pforzheimer), who felt that
the Library was in poor shape but was himself unable
to pinpoint the problems. In August 1956 Mr. Amory
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established an ad hoc Library survey committee,
representing many segments of CIA, which drew up
terms of reference for a panel of three outside
librarians who were to survey the CIA Library and
the OCR documentation processes so that OCR could
be sure of developing optimum efficiency and best
possible use of space and manpower before its move
to the new building.
The three consultants-
25X1A5a1
25X1A5a1
25X1A5a1
--spent
over three months in OCR. probed vigorously 25X1A5a1
into the details of the entire reference problem.
25X1A5a1
Mr. llllllllllllllllllllllllllllllwas mainly interested in the Library
collections, in relations between the Library and
the Registers, and in overall problems of office
25X1A5a1
policy, command, and operation. Mr.
concentrated on acquisitions problems. On the
.whole, the Consultants were not favorably impressed
with the Library operations and related document
activities, many of which affected DD and Machine
Division (MD) as well.
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Dr. Andrews was greatly disturbed by the specific
criticisms the Consultants levied on OCR, its Intellofax
System, and its mechanized approach to the documentation
problems. He stated: "We knew the family car
had plenty of squeaks and rattles, but we did not
believe it was in quite such a shape as the Consultants
say it is." / He took issue with their recommenda-
tionssthat OCR cease using microfilm aperture cards
and go back to hard copy, abandon the Intellofax
System, and expand the IPI into a monthly publication
much like the Bibliography of Agriculture (BOA).
25X1A5a1 i
had been Librarian at the Department
25X1A5a1
of Agriculture before affiliating with ~)
Dr. Andrews likened the adoption of these recommendations
to telling OCR to "junk the family car and buy
a horse."
On 18'June ff/ Dr. Andrews answered the Consultants'
criticisms of the handling and usage of Intellofax
cards over 5 years old. They claimed the cards
were not available to the customers, who were not
even told of the retirement policy. Dr. Andrews
actually made an Intellofax request and in 20 minutes
had legible photos of the older cards, which had
been put on microfilm. He claimed that most of
the indictments were untrue and particularly misleading.
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LIII
No aspect of the survey caused Dr. Andrews
as much concern as the "Ten Horrible cases" they
cited to "point up some of the intellectual and
mechanical problems of the Intellofax System."
He spent the better part of a week examining in
detail each of the 10 Intellofax requests.
He the, bluntly stated to the DDI: "Now hear me!
These are not Ten Horrible Cases at all." He admitted
that two of the cases were serious human errors
causing MD to miss some cards that should have
been supplied to the customers. Two others were
similar, but the Consultants failed to note that
these mistakes were caught and corrected within
OCR itself. The other six cases he described as
"phonies and bogus"; he showed why reruns did not
always retrieve the same Intellofax references,
due in specific instances to a change in retrieval
parameters, such as date coverage, source specificity,
or subject or area breakdowns.
On 11 July A(/ he prepared a final accounting
for the DD/I referring to his two previous memos
which he said proved that most of the criticisms
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of the Intellofax System were thoroughly unsound.
He was certain that OCR (and the DD/I) should reject
the Consultants' most important recommendation
that the Intellofax System be phased out as rapidly
as possible. He admitted, as he always had, that
the System had imperfections, but he claimed it
was doing a better job for OCR than any conventional
published index* could do.
Dr. Andrews felt that the Consultants' proposal
that OCR should create a Central Reference Staff
had some merit; he recommended, however, that OCR
build up its Library Reference Staff through fairly
intensive training but that there be no formal
reorganization until there could be an experimental
trial of the usefulness of putting liaison officers
from the Registers into the staff. He suggested
as a start that each Register might be required
to place one person full-time with the reference
librarians for a week or so. Dr. Andrews stated
that the Consultants were right in saying that
* He even appended a nine-page study of the BoA
to his report. He had asked Mrs. , formerly 25X1A9a
associated with the BoA, to prepare the study.
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the Library held down purchase of books for reasons
of economy and space limitations. He recommended
a slow buildup of collections even in the new building,
and embarcation on a program of acquisition in
specific fields, such as the Treaty Collection.
Dr. Andrews bristled at the Consultants' criticisms
of the, Library's efficiency and manpower as compared
with libraries at the State Department, Yale, and
other institutions. He found many of these criticisms
unsound. He recommended that the Management Staff
study the charges of inefficiency and wasteful
use of manpower. He agreed with the criticisms
of the ISC that it was too detailed for efficient
and consistent use. However, he did refer to the
difficulty of keeping other agencies from expanding
segments of the ISC in which they were specifically
interested. He was confident that a Working Group
el, ( ,, A, , G acv -i. v { sx, ,c~ Ot t s Gib{ N,.t _A~ct ca rx n+ at~ez r~ y j~ ~rl %t
of A4-P-would be able to agree on a simpler version
'4-
for a revised ISC. Dr. Andrews absolutely rejected
the Consultants' recommendation that the document
collection be maintained in hard copy rather than
A t_
on microfilm in aperture cards. The original reasons
for developing the aperture card system were still
valid: conserve floor space and cabinets and ensure
a complete file.
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b. Task Team Reports (1958)
With his last blast against the consultants
on 11 July, Dr. Andrews also submitted his resignation.
His successor as AD/CR, Paul Borel, arrived in
September and immediately set out to evaluate the
recofnmendations of the Library consultants in order
to have a sound basis for making decisions on them.
Examining the Consultants' Report in detail, he
found that basic questions could be identified,
and he set up 16 Task Teams (TT) to deal with these
problems. Most of these Teams were chaired by
OCR personnel, and 37 of the Team members were
OCR employees. Other Agency offices contributed
the services of more than 30 of their employees
as Team members.
Twelve of the 16 Teams dealt with Library
or related operations; the others with general
topics, such as training and customer relations.
Three of the 12 that concerned the Library were
directed toward acquisitions and ublications procure-
ment (TT 5, 6, and 7) and will e discussed in s
relation to the Consultants' c
iti
i
r
c
sms on the
Library and related operations.
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(1) Intellofax (TT1)
25X1A5a1
had devoted a great deal
of time examining, dissecting, and relentlessly
attacking the Intellofax System in all its ramifications.
TT1's seven-man committee came up with the longest
study of all the Teams--90 pages, including much
philosophizing on the part of the chairman about
information storage and retrieval. The committee
participated in a joint questionnaire with TT10
(Reference) and TT11 (Information Center) designed
to elicit information from customers regarding
their attitude toward and opinions of the OCR information
services. Some of TTl's findings overlapped with
TT3 (Coding) and TT9 (Cataloging) in the use of
the ISC and with TT2 (Machine Use) in the machine
applications of the Intellofax System.
Before the Task Teams were actually
organized, Mr. Sorel had asked an user analyst
to study OCR's document system in the light of
25X1A9a
the Consultants' findings. of the
Office of National Estimates (ONE) prepared a thorough
37-page study,
which Mr. Borel gave to TT1.
iAa ~..a .1Y31t4&+
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The Consultants had charged that
Intellofax was unreliable in coding and encoding,
citing 20 cases in which the same subject was not
coded twice in the same ISC terms. TT1 confirmed
that this charge was substantially correct, stating
that these errors were due to lack of direct contact
with the requester, lack of experience of reference
.11
librarians, lack of advice from the Analysis Branch,
and lack of a continuing and growing tradition
that would benefit from past experience. TT1 felt
that all of these factors could be alleviated with
a revised ISC with tools that would contain enough
information for proper code choices and with an
Analysis Branch representation on the retrieval
end. TT1 agreed with the Consultants that citations
(titles) on documents were inadequate and should
be improved.*
The Consultants also charged that
8n Iy'sL
the System was insufficiently used, slow,** untrustworthy,
* Even before Mr. Borel had taken up the community
problem of improved titles with ,.,
l
Branch had prepared and put into practice a "Gu de 4 A "ijP in ]95s):
on How to Write Abs acts and title Expansions"
in February 1959. /
for lack of use.
** The Intellofax Questionnaire showed that
slowness was the least frequently cited reason
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and costly, and that it required excessive space,-
overlapped work done in the OCR Registers, and
failed to provide service at as high an intellectual
level as was needed for the programs of the Agency.
TT1 pointed out that Intellofax was chosen as a
solution to a requester's problems if the information
he needed could be found only in information reports;
that11-2 days to satisfy a request was not unreasonably
slow; that it was impossible to compare the Consultants'
cited figure of $200 for each search with any norm
or ideal; that the recommended card catalog and
intact hard-copy file would take more space than
Intellofax; that the Consultants confused multiple
processing among the Registers with duplicate processing;
and that Intellofax was not designed to retrieve
by name of individual or industrial installation.
The Task Team felt that the Intellofax System provided
very sophisticated service when combined with the
researchers' screening of the document services.
TTl and TT3 both recommended that the Analysis
Branch be divided by subject/area specialization
to raise the intellectual level.*
* Subject specialization was considered but
never put into effect, because a large percentage
of the documents were multisubject. The eventual
reorganization of the Analysis Branch in November
1960 was by area specialization. See chapter c
Document Division). the ,~
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Two other criticisms were directed
to the mechanical aspects of the System: the same
data did not appear on repeated runs for the same
codes, and older IBM cards were unavailable.
Dr. Andrews had directed himself to these two issues
3 9 ~/o
(see pages 2=6-and 2:W). According to TT1 and TT2,
MD had
'already corrected the weakness of a multiplicity
11
of files, which the Consultants claimed as one
of the major reasons for the errors in the Ten
Horrible Cases. The Consultants' charge of unavailability
of older cards was partly true insofar as it referred
to the information given the requester. TT1 claimed,
however, that it was not correct in relation to
the true facts. Some librarians had been remiss
in not alerting a requester that the Intellofax
cards older than 5 years had been retired to Records
Center and that these cards were on microfilm in
Headquarters. The Task Team also determined that
the cards could be returned from Records Center
within a relatively short time. TTl recommended
that microfilming of retired Intellofax cards should
be discontinued.
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During the Task Team's investigations,
a Composite Group was set up as an experiment to
handle Intellofax runs in the Reference Branch.
The Group consisted of one representative each
25X1A9a
from the Analysis Branch, DD ( also
25X1A9a
a member of TT1), MDX( ), and the Library
Reference Branch ( 'f Intellofax retrieval
under'this arrangement reflected the maximum efforts
of the three divisions involved. The establishment
of the Composite Group was probably one of the
most important results of this Task Team's efforts,
for it emphasized the importance of amalgamating
input and output. The arrangement became a permanent
one, with a senior Intellofaxer on rotation to
the Reference Branch for a month to work with one
librarian whose sole responsibility was Intellofax
retrieval. After the initial experiment, it was
not considered necessary to have a permanent MD
representative--he was on call, if necessary.
The activity was given a more descriptive name
in January 1961, when it became the Intellofax
Reference Group (IRG).`
'a.1wr ?"r ~1~ d~~~
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(2) Machine Use (TT2)
This Task Team consisted of three
individuals with varied degrees of experience in
machine data handling system operations. TT2 agreed
with the Consultants' criticism that eight Subject
and 14 Area Files in MD were excessive and impaired
the efficiency of the Intellofax operations. It
also discovered that the machine sorting of the
Area File was minimal, and it recommended that
all parts of it be combined in arrangement by area
only. TT2 agreed with the Consultants that the
electronic facsimile printers used for the preparation
of Intellofax tapes had become outmoded. MD had
performed tests and produced sample Intellofax
tapes using Card List Cameras (built in MD) and
Photostat Expeditors, which processed the exposed
photographic paper. TT2 confirmed that these machines
could produce tapes at twice the speed of the facsimile
printers. It recommended that they should continue
to be used because they also could be readily converted
for use with hard-copy documents or with aperture
cards and because the services they provided could
not be obtained at a lower cost by other systems
App
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ti? F UEiIIA L
M
as the Consultants claimed. TT2 agreed with the
charge that the machine files required excessive
space. (See TTl above)
(3) Coding (TT3)
This Team covered a variety of subjects,
some of which overlapped with TTl, TT2, and TT9.
Charged with a study of the ISC, it made no tests
on the coding scheme per se, because the ISC was
already undergoing extensive revision. The Consultants
had strongly recommended the adoption of the LC
system of classification for the cataloging of
books in the CIA Library. TT3 had no argument
with this, agreed that the ISC was inadequate for
book cataloging, and heartily recommended the conversion
from the ISC to the LC scheme. Two main claims
of the Consultants that the aperture cards should
be discontinued in favor of an intact hard-copy
document system and that the Intellofax punch card
system should be replaced by a manual card catalog
were partly accepted by TT3. It recommended the
establishment on a trial basis of a 1-5 year collection
4:
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of hard-copy documents, but as a supplement to,
not a replacement for the aperture card program.
TT3 stated that, although there was no substitute
for the extensive searching capability of a good
machine indexing system, there might be some advantage
to the rapid browsing ability offered by a card
catalog. It therefore recommended that such a
catalog be adopted, with extra IBM cards prepared
as a by-product of the Intellofax file.*
In attacking the Intellofax System
the Consultants' urged that it be replaced by an
expanded IPI to cover all documents, books and
FOlAb3bl
periodical articles, including ~ materials.
TT3 rejected this recommendation (and agreed with
Dr. Andrews) based on size alone, estimatthat
an annual cumulation of the augmented IPI would
be three times as thick as Webster's unabridged
dictionary. In addition, TT3 asserted that the
At the recommendation of the.eD/CR in
January 1959, Mr. Borel agreed to defer further
action on these two recommendations until OCR
had an opportunity to evaluate the impact of
the MINXeAI.b experiment on OCR operation. As
far as this historian recollects, these two
changes were never recommended again.
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publication would not be a$ ,curren
Intellofax
TW
and the total expenditure would be more. TT3 did,
however, recommend a printed index of published
FEIS material, possibly through an external research
contract.*
(4) Selection (TT4)
TT4 was assigned the problem of
studying the publication selection criteria and
determining whether the Agency staff participated
in the selection process, whether there was a satisfactory
selection policy, and whether the selection function
should be in the Acquisitions Branch or in the
Reference Branch. The Team recommended that a
committee of Library selection consultants be designated
a channel subordinate to CRAG representation to
receive research programming and project planning
papers. TT4 gave both plus and minus marks to
the selection policy. It was not satisfactory
in that there were selection standards and practices
FOIAb3bl
25X1A5a1
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CoNrf
f1NTb
for which there were no official endorsements.
Written statements of policy, criteria, and procedures
were also incomplete. A plus mark was given to
the emphasis on a strong reference and bibliographic
collection.
(5) Circulation (TT8 )
25X1A9a
Deputy Librarian
since 1957 and chairman of TT8, was also Acting
Chief of the Circulation Branch for a short period
in order to coordinate the TT study and to delve
into circulation weaknesses. TT8 studied in detail
actual operating procedures, forms in use, files
or records maintained, working tools and equipment
available, staffing patterns, the existence, if
any, of duplication of effort, and the possibility
of combining functions or operations. The detailed
procedural charts made by the TT member from the
Management Staff provided a useful management tool,
and several suggestions for simplification of work
methods were put into effect while the survey was
underway.
FUUNFIDENTIAL
01,
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TT8 agreed with the Consultants
that with 16 units the Branch was overorganized.
It recommended that some realignment of functions
should take place immediately: the ultimate goal
should be the consolidation of the Services Section
(with its four units) into a Document Section and
a Book-Periodical Section. The Team also recommended
procedural changes, more precise work standards,
clearly defined work methods, and discontinuation
of the indefinite loan files. According to the
TT members, the Consultants' charges of low production
and slow service could be overcome by the following
actions: simplifying procedures; outlining precise
work standards and methods; microfilming all NCp
documents onto aperture cards; annotating source
cards when documents required special handling;
placing cards in the card catalogs for only those
books that were available to users of the catalogs;
assigning to the Branch Chief wide discretion in
purchasing and reproducing materials when this
appeared to be the best method of servicing a request;
and, finally, placing responsibility on the purchasing
offices for the custody and accountability for
materials purchased with other than CIA Library
funds.
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(6) Cataloging (TT9)
TT9, two members of which were professional
catalogers--one head of the Catalog Section and
one a former head--directed its efforts to studying
the card catalogs, the workloads and the cost of
cataloging. The Team members agreed with all five
of the Consultants' criticisms: (1) The catalogs
were inefficient tools and badly kept, because
new and additional cards were machine filed in
the Subject and Area Catalogs at irregular intervals
from 5 months to 1 year.. For catalog purposes,
the long, narrow IBM card was considered impractical,
whether filed on end or on the side. (2) Too many
cards per title were made--19 per title plus special
card service based on 82 requirements (for example,
one card for %.l for every title in an oriental
language). TT9 recommended that cards be prepared
only for the Catalog Section (one for Author/Title
and one for the Shelf List), for Reference Branch
(one for Author/Title, one for Subject, one for
Area) and for the Branch Libraries (one, for Author/Title
for each library). (3) High cataloging costs were
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due to the lack of clearly defined acquisition
and selection policies and the preparation and
distribution of catalog cards all over the Agency.
(4) The use of the ISC was not profitable for cataloging
books. TT9 heartily endorsed the adoption of the
LC classification scheme and devoted itself to
establishing workload standards for conversion.
(5) Assuming that the Consultants meant that production
rather than workload was low, TT9 pointed up the
need for a better balancing of the professional
versus the nonprofessional personnel in the cataloging
operation.
(7) Reference (TT10)
The Consultants had criticized the
Information Unit of the Reference Branch on several
scores: It was grossly overstaffed, it made too
much use of untrained staff for work requiring
professional competence, and it used tools inferior
to those in most reference libraries. The Consultants
claimed that analyst must go to many places to
get the information that was available and must
also maintain large personal files because Library
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service was poor and undependable. The Consultants
also accused the Bibliographic Unit of low quantity
and quality work, requiring little special competence.
With these harsh criticisms in mind,
TT10 stated that the organization of the Reference
Branch..,into information, bibliography, selection
and Intellofax units dispersed manpower, segmented
and duplicated efforts, and failed to develop the
kind of well-rounded reference competence required
by the Agency. The Team recommended that the Branch
be reorganized along area.and functional lines,
assigning to each specialist all the reference
functions, including selection. TT10 felt that
the Reference staff needed strengthening in economics
and natural sciences as well as in reading capability
in the Slavic and Chinese languages. The Team
recommended more aggressive methods to acquaint
Agency personnel with reference services and to
secure feedback on services rendered. It also
suggested a more meaningful system of record keeping
and reporting to describe and evaluate Branch activities.
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(8) Single Information Center (TT11)
The Consultants' proposed organization
for OCR was based upon the major premise of a centralized
information service for CIA in OCR. By this they
meant the establishment of one point of contact
for users of OCR reference services and the representation
of each OCR service division at the central point.
TT11 maintained that the Consultants did not provide
a clear and consistent definition of the proposed
information center, not differentiating between
the concept of "centralized information center
for CIA in OCR" and of "one point of contact for
users of OCR reference service. TT11 concluded
that the single information point concept. was illusory
because in practice the Consultants themselves
indicated that except for short-term transactions,
the customers would be referred to several registers
and/or other supporting information units. The
Team felt that the nucleus of a central (in contrast
to a single) information unit already existed in
the Reference Branch. TT11 accused the Consultants
of making too superficial a study of the Registers
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itflfforfiAL
(and the Consultants admitted as much) and of other
units outside the Library for them to evaluate
adequately the-unique character of their reference
services. The Task Team was very much concerned
that the Consultants had extended the reference
yardstick to the point where it was proposed to
separate the reference service per se in the Registers,
25X1A8a in WFDD and in the ORR Map Library from each
parent organization and incorporating it into a
single reference unit. TT11 recommended that a
central information unit be established within
the Library and that the following activities,
whether administratively part of OCR or not, be
located in close proximity to each other in the
new building and that they be readily accessible
from the central information unit: Library, Industrial
Register, Biographic Register, Graphics Register,
FAD
the Map Library and t-he--Fare?grrHacument-s---D v s' on..
(9) Mt~frCARD (TT12)
The Consultants obviously could
not criticize the M!WYQ RD System* in depth because
* See chapter on-~ e Cntellofax Syster for
discussion of the MII'ICARD experiment.
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F 1D E T1A ,
it was not operational in 1957, nor was there a
staff or formal paper evaluating the gains anticipated
from the new system. The task of TT12 was to determine
if (1) M*10 Rb offered advantages over Intellofax;
(2) the M1gflt, -h pilot operations had been satisfactorily
planned; (3) OCR should have a continuing high-
level planning and management staff to investigate
new ideas.
TT12 concluded that (1) M1L,R;RD
did offer many advantages over Intellofax and would
substantially improve OCR's support of intelligence
research; (2) OCR should immediately organize a
MididA,Rt Pilot Operating Staff composed of a Chief
and personnel from the Machine and Document Divisions
and the Library to develop policies and procedures
and to direct the pilot MIN1CA td operation system;
(3).0CR should have a high level planning and manage-
ment staff to investigate new ideas of document
receipt, dissemination indexing and retrieval,
to keep abreast of new developments in the fields
CON c!D HT
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and to study continually the OCR system in order
to recommend changes to improve its efficiency
and service to user offices.
10. After the Storm--1958-59
What did the Consultants' Survey and the Task
Team Reports do to the Library? It was obvious
that many of the recommendations were dependent
upon the move to the new building and those referring
to the Intellofax System dependent upon the success
of the M ~Tlct D experiment.. The overall history
of OCR discusses in general Mr. Borel's 1958 program
for implementing recommendations of the Consultants
and the Task Teams.
Needless to say, the Library reorganized on
25X1A9a
4 June 1958. Mr. - comments at that time
are pertinent to an understanding of the Library's
reaction to the 2 years of intensive examination
(IG, Consultants, and Task Teams).0
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What the Library Survey attempted
to do, and what Task Teams, including
CRAG, are trying to resolve are
certain basic goals or standards
needed to give our Agency the best
kind of Library...I believe that the
mountain of words being amassed on
what our problems are tends to over-
whelm and becloud fundamentals...As
we experiment with new techniques
and procedures in the new environment
which we are now creating, the
recommendations (by the Consultants
and Task Teams) will be studied
and adopted as appropriate to our
entrance into the new building...
These have been difficult times
but I believe we can look forward
now for the next few years to a
period when our objectives of
optimum service are clearly in
sight. 41
JFIENT
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cl A f ~~j I I 1 11 LEPla I
a. Revitalized Reference Branch
In the reorganization,
25X1A9a
25X1A9a
was designated Chief Reference Librarian, replacing
25X1A9a
Mrs. as Chief of the Reference Branch.
25X1A9a
He continued to act as CIA Librarian in Mr. -
absenc:e.* A Bibliographic Section, combining the
bibliographic and selection functions, was established
25X1A9a
with Mrs. as Chief.** The Branch Libraries
were transferred out of the Circulation Branch
because of their across-the-board library activities
and established briefly under the control of an
25X1A9a
independent Branch, with as chief.
By December 1958, however, they were brought under
the Reference Branch on the recommendation of the
Management Staff because it was recognized that
the most important part of their work was of a
reference nature.
25)(1-A9a
* was named Staff Assistant to
the CIA Librarian to perform work previously assigned
to the Deputy Librarian: staff work and much of
the coordinating below the policy level.
~?, :.? }Lva ~~ 25X1 A9a
** As a special service to (NMrs.
was detailed to that office in ov/ember 1958 for
2 months to compile an index to National Intelligence
Estimates (NIE's) and Special National Intelligence
Estimates (SNIE's) published during 1957 and 1958.
One. of Mrs. assistants continued compilation
of the index until 1964..
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The Catalog Section, which had been under
Acquisitions Branch since November 1956, was for
the first time in its history placed in the Reference
Branch (where it remains).* This was a recognition
of the vital role of the catalog in reference work.
25X1A9a
In February 1959 Mr. _ appointed a specific
task to-am made up of Library personnel to recommend
the cataloging system that would be the most useful
from the Library point of view. A/ Everyone
agreed on the LC system and, although this change
was an internal matter and would be adopted,
Mr. Borel decided to so inform CODIB He received
its blessings, and the changeover began in the
summer of 1959. To provide for subjects inadequately
covered by the LC scheme, the Catalog Section produced
three of its own schedules: te/ Law, Communism
and Communist Parties, and Intelligence and Security.
These schedules were distributed to CODIB members
and selected nonintelligence libraries, including
the LC. The recataloging, to everyone's surprise,
* This Library activity was administratively
transferred more than any other.
iAL
..a 'S~aa..ti L
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TL.
was concluded by January 1963, except for a small
number of titles in the Historical Intelligence
Collection, which were given low priority and not
completed until October 1964.
Back to School
The need to provide more training for
its librarians, some of whom did not have degrees
in library science, had become evident during the
2 years of investigations, so in 1959 the Library
began a program o 2spongoring training at recognized
Library schools. 5X , who headed the
Training Branch Library, attended Rutgers University
during the school year 1959-60 and became the first
employee to receive a master's degree in library
science under Agency sponsorship. Through 1970
eight more OCR employees received similar training
at Rutgers, Columbia, Catholic, and Maryland Universities
and at Drexel Institute of Technology.
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C. Accessions List Again
The subject of an accessions list for
the CIA Library had come up recurrently ever since
the last one was published in 1956. In 1959 the
Library and Mr. Borel, through CRAG, explored
the demand for such a list because of an increase
in volume of Russian books on many subjects. Only
three customers replied to CRAG 15-59, so Mr. Borel
issued CRAG 15/1-59, announcing that an accessions
list would not be published.
11. A Reorganization Before A Move--1961
In line with OCR policy to coordinate like
functions for possible economies, five positions
in the Copy Unit of the Circulation Branch were
transferred administratively in April 1961 to MD
for operation of the photostat machines. This
gave the Library a T/O of 133. The filing and
servicing of the filmed collection continued to
be performed in the Circulation Branch. A further
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organizational change involved the transfer of
the three-man Selection Unit from the Bibliography
Section of the Reference Branch to the Acquisitions
Branch. The Librarian's reasoning for this transfer
was to allow the Selection Staff to participate
more actively in the preparation of selection guides
for the foreign procurement program and to plan
for the actual location of the Selection Section
in the Acquisitions Branch in the new building.
The shift was on paper only; the selection activity
never moved administratively or physically because
there was no room in the new building for the Acquisitions
Branch. The Selection Staff therefore was assigned
directly to the Librarian's Office. The title
of Chief of the Catalog Section moved up a notch
in prestige and became Chief Cataloger as an acknowledg-
ment of the Library-wide responsibilities of the
incumbent.
The move of the main library to Langley was
completed on 28 September 1961. During the move,
main library service points were maintained at
the Branch Libraries, State Department Library,
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and the LC. All hands assisted in unpacking and
shelving the Reference Collection, unpacking and
placing furniture, and locating periodicals, newspapers,
and press summaries for display purposes. The
Branch Libraries in Barton Hall and R&5 and K
Buildings were abolished before the end of 1961
and their functions consolidated with the main
Library. Library service increased significantly.
Intellofax requests were up 310 over 1960, and
requests for the loan and/or retention of books
and documents increased 59%.
At the invitation of the AD/CR, two consultants
visited the Library in June 1962 to review operations
and facilities in the new building and to advise
officials on policy and procedures. 25X1A5a1
25X1A5a1
25X1A5a1
25X1A5a1
submitted quite a different report '[,from the
devastating Consultants' Report of 1957 (although
had also been a member of that team). They
I
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commented favorably on fYi~ 40f programs
and services and suggested only minor changes in
organization, training programs for staff members
and the publication of accessions lists. The Accessions
List resumed publication as a monthly issuance
in 1963 partly on this recommendation and partly
because of consumers' requests.
An OCR management decision of November 1962
assigned to the Inter-Agency Service (IAS) unit
of the Circulation Branch the job of ordering and
distributing military procurement materials that
could be obtained without charge from US military
establishments. This was transferred from the
Acquisitions Branch to IAS in order to reduce the
number of Library points contacting the same suppliers
and to clarify and reduce the responsibilities
of Acquisitions Branch with regard to the procurement
of classified and "free" publications.
a. IG Again
The Inspector General surveyed OCR again
in September 1963. i/ The Library was rated
high, and the overall tone of the report was that
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it had been able to render an increasing amount
of effective service to both CIA and non-CIA users.
Commending the work of the Selection Staff, the
IG nevertheless stressed the need for a reevaluation
of selection policies. He recommended the establishment
of a group of representatives of the major components
of the Agency who would discuss and reexamine with
the Librarian and the Chief of the Selection Staff
the policies pertaining to book procurement. This
was not a new idea; TT4 and CRAG had recommended
similar action. .1~/ The IG felt that the
move to the new building had substantially reduced
many of the former difficulties that the Circulation
Branch had had in recovering borrowed books and
documents. Recognizing the faults inherent in
the Intellofax System, the IG nevertheless described
the System as an asset to the Agency and complimented
the Library on "improving and producing a better
coding system." The IG recommended a system of
rotation of assignment every 2-3 years for reference
librarians to other parts of the Library for new
and challenging responsibilities. Describing the
CIA Library as unique, the IG recommended the establishment
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of a training course in the use of the Library
for production analyst recruits. The IG recommended
that the Historical Intelligence Collection (HIC)
be transferred to and become a subordinate unit
of the Library.
The following actions were taken by Mr. Borel
and Join Vance, who became AD/CR in December 1963,
to implement IG recommendations: / (1) Another
CRAG Notice was issued in January 1964 urging all
users of the Library to participate in the strengthening
of the Library collections through comments or
specific recommendations to the Selection Staff.
(2) The AD directed the CIA Librarian to outline
a suitable training program for production analyst
recruits. One reference librarian was assigned
to this task and by March 1964 had completed work
on a paper outlining such a course. (3) The transfer
to the Library of HIC and its personnel was accomplished
on 24 September 1963 (but it was transferred b
to the,,Director's Office in 1965). No further
action was taken on the recommendation to rotate
reference librarians because 10 of the 11 reference
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librarians had had professional library experience
outside the Information Section and five of them
elsewhere within the Library. The Executive Director
of the Agency also disapproved of the recommendation.
b. New Librarian
25X1A9a
Mr. . who had had foreign publications
procurement experience right after World War II
25X1A6a in - and had been closely involved with the
program throughout his 15-year career with the
CIA Library, first as Deputy Librarian and then
as Librarian, was chosen to fill the post of Regional
Publications Procurement Officer in London. He
25X1A9a
departed in July 1963, and , formerly
with BR and the Staff for the Community Information
Processing Study (SCIPS), became the CIA Librarian./
c. Impact of CHIVE
Beginning in FY 1964, one of OCR's major
efforts was directed to Project CHIVE, a long-range
large-scale plan for a computer-based central reference
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facility. Working closely'r4 Office of Computer
Services, OCR conducted an indexing e nriment
in the fall of 1964. The Library's Chief Cataloger
was one of the chief indexers, and he decided to
remain permanently on the CHIVE staff. He and
the ISC Training Officer were responsible for revising
the ISC into a detailed indexing scheme to be
used for both collateral and codeword material--
the Subject Intelligence Code (SIC). The Library
Staff Assistant became the CHIVE recruitment officer
and during 1965 the Library lost five additional
persons to CHIVE.
External Relations
(1) The Industrial College of the Armed
Forces (ICAF) and the Pan American
Union (PAU)
Interlibrary loan service was established
with the ICAF Library in January 1961 and.a similar
relationship with the PAU Library in October 1961.
The Office of Security and the DD/I offered no
coffl TI
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objections to these working relationships with
the latter, even though it was an international
organization.
(2) COSATI and US Secret Service
In February 1964 the Library was
accorded observer status on the President's Federal
Council on Science and Technology's Committee on
Scientific and Technical Information (COSATI);
25X1A9a
Mr.
attended the monthly meetings regularly,
and this exposure gave the Library an insight into
developments in other government libraries, particularly
7~," . 25X1A9a
nonintelligence. In Bred Mr. - was also
designated OCR contact point with the Protective
Research Section of the US Secret Service. DD
cooperated in screening incoming items of possible
use in protective research relative to presidential
visits abroad. Extensive Intellofax runs were
made before each visit and turned over to the Secret
25X1A9a
Service via Mr. and DD/P channels.
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(3) Machine Literature Searches
25X1A5a1
25X1A5a1
1966 saw the beginning of machine
literature searches using the systems of the National
Library of Medicine, the Defense Documentation
Center (DDC) and the National Aeronautical and
Space Agency (NASA). A year later, at the request
of ORD-, a model 33 ASR telewriter was installed
in the Library, providing a direct link to the
This supported Project COLEX,
a data base of 54,000 citations to unclassified
articles and reports on aerospace technology.
The approach was by author, descriptors or COSATI
subject category. The response was immediate with
TWX printouts at 100 words per minute.
(4) Chinese Publications
The Coordinator for Academic Relations
recommended to Mr. Borel that CIA make available
to the academic community its holdings of unclassified
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Tuff
mainland Chinese publications.
In 1967 the
CIA Library began a program of microfilming more
than 2 million pages for the Hoover Institution
at Stanford University. A microfilm copy was also
made for the Library and the hard copies were sent
to LC. This program was not completed until 1972.
e. Servicing
Budget cuts in 1964 caused the curtailment
of two Library services. Special indexes to the
NIE's were stopped. With. the abolishment of the
Bibliography Section of the Reference Branch, the
Library ceased preparing formal bibliographies,
and the responsibility for limited bibliographic
service was transferred to the Information Section.
At the same time, however, new services were added.
The Library inaugurated a Scientific and Technical
Information Service (SATIS) in support of the scientific
and technical activities of CIA. A/ In response
to a request from ORD, the Library provided an
announcement service by means of reproduced tables
C %I
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~N.
of contents of selected journals, which were located
on display shelving at one end of the Reading Room.
SATIS, which was used extensively but without much
selectivity by ORD and one office in OC, was discontinued
in 1967 because of dwindling Library personnel
resources and ORD's own capabilities.
The Information Section also assumed
responsibility for servicing requests from BR's
International Conference File, to which BR had
added no new material after 1965. The Library
finally retired the file of 60 boxes to Records
Center in July 1966 because of little request traffic.
To meet expressed needs of NPIC, ORR,
f a
1,C.TLtC.%,,k.A(:Lvt(r"
(~OSI~)and the Deputy Director/Research, the Library
took steps to receive and distribute, but not store
or catalog, selected US reports on missile and
space research and development. The volume of
such reports by US contractor groups was staggering
and would have buried OCR and the analysts if received
in toto. The Library felt that although this was
OF13IA
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an ASTIA responsibility, ASTIA was not geared to
meet CIA's needs, and so the Library negotiated
an interim approach with the research components
of DoD and separately with NASA.
(1) Library's Servicing of Intellofax
To ensure all-source reference support
(the name of the game under the CHIVE concept),
the Intellofax Reference Group on 1 June 1965 began
a systematic exchange with the Special Register
of request sheets for machine listings of documents.
The retrieval aspect of the Intellofax
System was finally transferred from Library Reference
to DD in November 1965, and the activity was renamed
the Intellofax Reference Service (IRS) with the
transfer of one slot from the Library. OCR
Instruction 1-3,
/ dated 19 October, gave the
reason for the change: "This change places both
indexing and retrieval of collateral documents
under single management and represents pre-CHIVE
planning designed to-ease the transition into the
computer-backed reference world." it took 18 years
CGIUDENTIAL
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to achieve an ever-hoped-for goal on the part of
the document classifiers--to put input and output
together!
Two mammoth machine runs in the
summer of 1966 taxed the resources of the three
divisions involved in the Intellofax System. OSI's
request for a machine run for the purpose of updating
Section 43 of various(NIS) areJJas resulted in 9,953
references. The Circulation Branch agreed it would
print documents up through eight pages, the contents
of one aperture card, without viewing. The OSI
requester agreed to view all large reports before
they were reproduced. During this elephantine
task, another request of similar magnitude was
received from ORR. This request resulted in 7,645
references. The requester agreed to the same restrictions
as OSI, and the Library reproduced 100 documents
for him each day. This number was increased after
the completion of the OSI project. Results: two
satisfied but rather overwhelmed customers.
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f. The Future of the Library
In a memo commenting on CIA Library cost
reduction goals, Walter Pforzheimer, HIC Curator
who was Acting Librarian for a few months in 1965
25X1A9a
until Mr. _ returned, wrote:
Personnelwise the Library is
at rock-bottom. Nothing
significant can be cut from any
Object Class without detriment
to, or even outright denial of,
service in certain areas,
particularly document delivery.
We have no low-priority
activities to eliminate. '7I'
25X1A9a
Alex MEMO% returning from his two-year
25X1A6a tour of duty in
- to resume his duties as
CIA Librarian in October 1965, found a greatly
weakened Library in terms of strength and stature.
The Acquisitions Branch, which had been part of
the Library since 1953, had been transferred in
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April 1965 to FDD. (F 5 jJ1rt of OCR since
27 December 1963.) Mr. became concerned with
the lack of a delineation of any meaningful role
for that part of OCR referred to in the OCR Five-
Year Plan of 16 March 1966 as the "non-CHIVE Library."
He felt that a few lines on the Library were necessary,
otherwise the "Library's bare bones are fair game
for further paring." He continued with almost
a plea:
The Plan highlights the "exploitation"
of open literature through the
services provided by translation,
dissemination and its subsequent
retrievability in the CHIVE
mechanism. The Plan does not
acknowledge that such open
literature may also be available
in book or periodical form in
the CIA Library...The Library's
daily role, which it refuses
to call "exploitation," in
aiding less demanding requesters
cc1 F
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responds to about 1,000 reference
requests per month, to say nothing
of the Library materials which
the requesters find by themselves
in the Library. To have essential
Library service available takes
high caliber people - cataloging,
circulation, and reference - to
keep available a current vibrant
collection. They are as important
to the program for making open
literature available as the
translators and/or mechanized
equipment-There are many
facets in the OCR blueprint
for the future where the CIA
Library has important contribu-
tions to make. It offers its
capabilities as a member of this
partnership to help the plans
achieve fruition.
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Many of the plans for reorganization
of OCR included curtailment of Library services
with the threat of cutting back the existing reference,
periodical, selection and cataloging services to
a minimum level. Fortunately, this did not occur
in the September 1967 reorganization. A/
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