AHIP- -1957

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP84-00951R000400070008-5
• Release Decision: RIPPUB
• Original Classification: S
• Document Page Count: 87
• Document Creation Date: December 15, 2016
• Document Release Date: August 26, 2004
• Sequence Number: 8
• Publication Date: January 1, 1957
• Content Type: REPORT

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AHIP--1957
By the end of 1957 AHIP had succe?-cded in:
1. Securing ag,-eement on the use of the ISC as a common
classification scheme for the indexing of d-ocjents.
2. Adopting a common numbering scheme for documents, which
eliminated the confusion of the earlier system of multiple
numbering.
3. Obtaining interagency consent to reproduce'each other's
documents and thus reduce time delays in servicing requests
for these materials.
4. Instituting a standard form and procedure for borrowing
documents from IAC agency document centers.
5. Forming working groups to investigate the application of
machines to information handling problems, the feasibility of
developing a common format for IAC information reports, and
possible improvement of the document loan system within the
community.
In September AHIP established a Working Group on the
25X1 AAA CW0t)>
ISCA cha?red t-y I of OCR. This group was
1. To review and clarify the -philosophy underlying the common
use of the ISC.
2. To determine the extent to which the basic ISC should be
recast to meet the general needs of the IAC.
3 To develop a practical plan for specialized user expansion
of the ISC beyond the basic structure.
4. To agree to methods for systematic revision, printing and
d istribution of the basic 13C.
~rnxzr6~
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5. To recommend action to AHIP outlining ways and means
by which the ISC should be modified.
The WGISC presented its final report to the Chairman,
AHIP, on 27. November. It made the following recommendations;
1. That CIA assume responsibility to revise the ISC in
accordance with certain principles of common use and instruc-
tions spelled out in lengthy attachments to their report.
2. That CIA utilize an outside consultant in hierarchical
clessific tion, as necessary, for advice and guidance.
3. That the final version of the ISC be issued before 1.
January 1959, under IAC auspices.
i+. That the WGISC continue as coordinators and Advisers
to the CIA staff in charge of the ISC revision.
In October the IAC issued a policy statement designed
to facilitate third-agency use of intelligence documents
among full-time member agencies whenever the documentation
in question had received general disseminfition and was free
of special classification dtaem#m restricting distribution
and reproduction. In December AHIP issued a Guide to Intel-
liAppev?d Re#,9arse 96O4ffi 6d (44-6W.84-00951 R000400070008-5
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Estsblithment of CODIAC
In late 1957 AHIP had proposed that its ad hoc status
to terminated and that it be replaced with a standing
committee of the IAC, with revised and expanded terms of
reference. As a result, under DCID 1/4 (new series) of
1958
21 Aprithe IAC approved the establishment of the
Committee on Documentation (CODIAC). The new DCID broadened
the Agency's responsibilities in intellignnce documentation
2 X1 A9'
and information processing. OCR provided bo the airman
ocv e-
nd the Secre#a , as it had for
A
CODIAC was to be composed of representatives of the
IAC agencies, with other governmentA invited
to participate as appropriate. Its mission was to promote
means by which the intelligence community could make optimal
use of information of intelligence value however recorded.
The functions of CODIAC were as follows:
1. To recommend policy to the IAC in the field of documentation.
2. To conduct surveys required to support the mission of the
committee, subject to agreement by departments and agencies
concerned.
8. To coordinate the development of compatible systems for
documentation and the processing of information.
4. To review the operation of reference services of common
concern.
5. To exchange information within the intelligence community
on the solution of documentation problems, including studies,
research contracts, prop?dec , e~ments And actions;
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1956
1
25X1
25X1A9A
In April, by DDI1 I a coordinated Vital
Materials Program was established in OCR to assist the DDI
offices in the fulfillment of their responsibilities for
operation in time of emergency. Each office was to be
responsible for selecting appropriate materials for use in the
an
event of/emergency. Except for administrative materials, OCR
was tole responsible for coordinating, arranging and trans-
ferring selected materials to the Vital Materials Repository.
The Vital Materials Officer for OCR was to maintain a complete
inventory of all intelligence materials in the DDI Central Col-
1 ection for review by any interested office. To ensure con-
tinued attention to the Vital Materials Program, a Vital Ma-
terials Committee was established under OCR chairmanship. This
jommittee was to plan for and coordinate the overall DDI Vital
Materials Program; to recommend criteria for selection of
intelligence materials by the individual offices for incor-
poration into the Vital Materials Collection; and to :recommend
to the DDl'and the ADs specific actions for improvement of the
Vital Materials Program. Executive, OCR, became fkj _p ,st
25X1A9A
Chairman of the Committee.
GRET
ign Dissent
2
25X1
5X1
9A
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Inspector General's Report
During the first few months of 1956 three rep-
resentatives of the Office csf' the Inspector General
con-
ducted an inspection of OCR during a survey of the mw?
tme DDI side of the Agency. They reviewed all organizational
r1its and their activities, visited all physical :facilities
maintained by OCR, and interviewed 176 employees at all
grade levels. The IG report submitted to the DCI on 25
April stated that in general the Agency's central
reference system, Ate: administered by3CR, was efficient
and effective in providing timely response to the needs
of the research components of CIA and other members offs
the US intelligence community.
The %nspectors found that OCR was making maximum use
of the latest in machine indexing systems and that it was
constantly alert to new developments in library technology
to increase its support to consumers in terms of timely
responsiveness to their reference needs. They also found
OCR personnel in all units to be competent and imbued with
an excellent spiritof service and support.
The IG/~team did find, however, that the total refew
erence capabilities of OCR were close to the point of dimin-
ishing returns in terms of morale and efficiency. Because
there was no prospect of an increase in OCR's T/O author-
ization, and because space restrictions imposed a limit on
expansion, the inspectors stated that it vas mRndatory that
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OCR, with the active support of the DDT, conduct s
critical appraisal of its activities and take
specific action to onserve and improve its overall
services and support.'o do this, they said, OCR must
review its functions and eliminate those that were mar-
ginal in terms of consumer needs; increase emphasis on
the consolidation and refinement of Agency consumer
needs through OCR participation in the planning and
programming activities of the DDI(through the inter-
4
departmental reference planning being conducted by AHIP,
exert all possible influence to establish he allocation
of reference responsibilities on an IAC^wide basis; continue
emphasis on 'err development of new techniques of mechan-
isation (such as Minicard) to reduce document handling and
On
storage and' improvement in procedures to promote
greater efficiency of operation; and more critically review
Aonumer requests for the acquisition of books, periodicals
and publications to ensure that they were essential and
emphasiz the use of such material on a loan basis as
opposed to outright purchase. These actions, the inspectors
noted, were contrary to th,A osophy of "service at all costs"
averr,ec~ t
that e~? r then etivities of OCR at that time. Nonetheless,
they considered them essential in the interests of the continued
efficiency of the Agency's met excellent central reference
system.
The inspectors made 19 specific recommendations related
to the policies, philosoph~f c Gepts governing the operatinas
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 aiOAAM-Lauion Kesearch'
25X1A5A2
25X1A5A
*nd translating machine with
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In May 1956 OCR received approval to allocate funds
for research into mechanical translation (Mf'). CIA interest
in MT research dated back to 1951, vlten-some of its scientists --
discussed the- possibility of developing-an-automatic indexing
Over the next P or 3 y
taking the position that the development of an MT capability
was highly desirable and thus that the Agency should support an
MT program. At the same ti ~e however, CIA recognized that such
If$ ow4~
program hAd implications Sptkscended interests eg 4:
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and even those of the intelligence community. The Agency
theref ve considered it preferable that an organization with
broader responsibilitbes than its own be prevailed upon to
take the. initiative to push a comprehensive NAP program; The
immediate need was/,,a~s product--that is, one that might
be far short of a perfect translation but never less highly
In early 1955 CIA approached the National Science
Foundation (NSF) and concurrently ascertained the degree ~~icl rav+r3c
Wh-GR was ~n~tve.s^ s~ to " i'
of interest of the Department of .Defensph".' These overtures '^0 $-*
were directly related a* to one of a succession of proposals
25X1A5A1 by
a1f
ed Negotiations with the NSF culminated
in early 1956 in an exchange of correspondence between Dr.
Alan. T. Waterman, NSF Director, and Allen Duffles, DCI. The
NSF agreed "to administer any part of a p ogram of research
in maccine translation which is reed ty all concerned to
be desirable." CIA recognized the need for careful planning
and coordii tion "to insure maximum progress toward our
immediate goal of a machine capability to translate the
.S, F C" R FT
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Russian technical literature."
The DDI gave to OCR the responsibility for providing
a focal point for programs to develop MP. CIA provided
25X1A5A2 several hundred thousand dollars in support of the =e- 25X1A5A2
tI ject before iLVIAVRally brought to an end
M
echanical Translation
On 20 AugusE
who had been cooddirp ting
the Agency's interests in mechanical translation, chaired the
first successful demonstration (held in Alexandria, Virgina) of
translation of chemical literature from ussian to English using c=r -
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(2,
25X1
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Mechanical Translation Alain
In ]ate 1959 GenerAl CC"kkT the DDCr, decided that P more
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formal mechanism was required for providing advice and guidance
for the development and implementation of the mechanical trans-
lation research program, whit had been monitoring
on behalf of the Agency since 1956. General Cabell considered
Q,c,,,~,vc4. o~ S
this particularly necessary in the Agency
program was moving out of research into the operational phase
for translation of Russian organic chemistry liitAr~A
Therefore, iigeptember he designatef" the CIA Mechanical
Linguistics Project Officer, to be responsible for the'
prep ration of programs of research, development and~operations
in mechanical linguistics, in consultation with the CIA
Mechanical Linguistics Advisory Committee, which he established
25X1A9A
at the same time. (Mechanical linguistics was a term nvanixg.
Upon approval of the DCI, Mr.
supervise the execttion of thew programs. At about the same
25X1A9A time, CODIB established P. Subcommittee on Mechanical Translation (jCC,M 1
and named its Chairman. Thus, Mr.I Iwas able
to 25X1A9
R~~~d11rec~~b~ 9.IfA-$~~~~~O~urtity
position in the Agency.
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Still more on W
25X1 A9At its 27th meeting, on 2 February, CODIB, on
SCOW.
recommendation, dissolved & - , --- @&Wwm=va
One of the primary reasons for
doing so was that an Inter-Agency Committees on Mechanical
Translation Research had been established, under the
as
chairmanship of the NSF, and including/representatives ft
the same individuals from USIB agencies that were on the
ROM CODIB subcomzhittee. Recognizing that the NSF-chaired
group was broader in its membership and interests than
!- SCOM.I', and wishing to maintain directZ
6XqtM A with
dhf?
?AT activities, CODIB Patiwi designate s their
%4 L. Woes C&SO
liaison representative to that committee-, 4 AA.f+-t,% +?-?^hjg
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- = u CIA representative.
25X1A9A
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NP Reseafch
25X1A5A2 Between 19c6 and 1962 CIA had spent $1.4 million in sur,port
of the
MP Project. In April 1962 Mr. Sorel, in a memov,
randum to the Acting DDI, pointed out that the project had been
controversial since its inception and had survived largely
because of the strong stand taken b as project.
officer. The principal point of disagreement between FDD (for
whose principal aid in translation the project vas inttially
WQ.S
designed) and the project officer,,on how near they had come +b
Achieving an MP operational cA abi ity.
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?9
25X
A9A
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At The Project Review Committee questioned whether
.his was the kind of research the Agency should even he sup-
porting. The attitude of the US Comptroller General, on some
of CIA's broad support programs tended to question the legit-
imacy of continued support. Moreover, in the congressional
h earings of 1960 on mechanical translation, the Space Committee
had clearly indicated that the NSF was to assume leadership
in the field. NSF and Defense were by 1962 spending close
to $2 million annually on MP research. Mr. Borel therefore
consulted with members of the CIA Advisory Committee on Mech-
anical Linguistics, the Comptroller, the DDR, Chief/FDD, Chief/
ADPS, and the Assistant to the DDI (Administration). All Agreed
that the;1'4jl ' ?ould be discontinued. Mr. Borel therefore
notified that the project was to
financial
be dropped. OCR/support finally terminated in March 196?.
OCR planned to participate in the future jointly with the NSF
and Defense in a coordinated program of directed research responsive
'to the priority needs of the government.
No Foreign Dissem
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The major issue of 1957 for OCR was the Library
Consultants Survey. Inf1956 the DDI (Amory) proposed to
the DCI that a panel of library experts be engaged to make
a special survey of the CIA Library. He apparently made this
proposal largely upon the recommendation of Walter Pforzheimer,
then one of his Special Assistants, who felt that the Library
was in poor shape. Amory's first step was to establish en
ad hoc Library Survey Committee in August 1956, with his
25X1A9A
Assistant for Planning as Chairman. This
committee, reppesenting many segments of CIA, drew up the
terms of reference for a panel of three outside librericns
who were to survey the CIA Library And the OCR documentation
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processes so that OCR could be certain of developing
ojrtimum efficiency and best possible use of space and
manpwwer before moving into the new building.
25X1A5A2
25X1A5A2
ur1~~v~t5
The studied the operations of the Library
end related activities for about 15 weeks, interviewing research
anelysts and conducting various smmmple tests. They presented
their final report to the DDI on 18 May 1957. It included
some 150 "findings recuiring action" end "recommendations"
covering management, space, the collection policy and program,
thiacriuisitcbon program, the cataloging; of books, the Reference
Branch, the Card Catalog, Intellofax retrieval, the Bibliography
Unit, the indexing of FBIS materiels, the Circulation Branch,
I-DD, the Document and Machine Divisions, and the Minicprd system.
The AD/CR found the specific nAm; criticisms in the
report disturbing indedd.S In
hiV first memorandum to the DDI
CRT
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commenting on the report, on 7 June, he admitted ghat all
but a few were atPast partly Valid and that though many .
served only to underline and emphasize defects of which they
were already aware and for which they were already trying
to find cures, some did reveal weaknesses whose existence
OCR officials did not suspect. He was particular
concerned about three of the consultants' major recommendations--
(1) that OCR cease using microfilm aperture cards and return
to hard copy files; (2) that they abandon the Intellofax system;
and (3) that they expand the Intelligence Publications Index
(IPI) into anonthly publication much like the Bibliography of
Agriculture, which should include "all documents, books and
periodicals that make a substantive contribution."
Dr. Andr ^' second memorandum related to the Consultants'
Report, dated 18 June, was directed to replying to criticism
concerning the handling and usage of old Intellofax cards and
Minicards. He found many of the consultants' statements to be
`i ncorrect, irresponsible and misleading." On 1 July Dr.
Andrews followed up with a third memorandum directed to the
"Ten Horribbe Cases" that the consulta(ji s cited in order to
'point up some of the intellectual and mech% `cal problems of
the Intellofax system." These 10 cases were the foundation on
which the consultants based their major recommendation.--that
a*mpt
CIA abandon its p t to develop a mechanized indexing system
and instead return to a conventional index to be published monthly.
Dr. Andrews admitted that these cases, if true, would be
a "devastating indictment" of OCR. He did not rarely accept them,
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(---- however. Instead, he carefully studied each case and
found that only two of th iistnkes cited had occurred as
the consultants said they did, though these two were admittedly
serious cases involving human error, for which there was
m excuse." Two others, he said, were. similar, but. the errors
were caught and corrected within OCR, and the customers neither
suffered from nor even knew about them. The other six cases,
Andrews found, were "phonies... bogus and...refhect no discredit
on our system." They did, however, show that, in Andrews'
words, "the consultants handled at least this part of their
survey in a manner so unbelievably careless that it can only
be described as irresponsible." These were harsh words, indeed,
and Andrews followed them up with a reouest for an investigation-
of the case Iffy th
nspector General to still any suspicion that
OCR mz?g might have tappered with the records. (Apparently,
xatkkazxmmmaqm no such suspicion was voiced and no IG inspection
was held.}
On 11 July, &t the DDT's behest, Dr. Andrews made his
final accounting on the Consultants' Report, taking each of
its major points in turn. He recommended first that OCR
continue with Intellofax A nd with planning for Minicard,
doing its best to correct such genuine deficiencies as appeared;
And continue to exclude most types of information reports i-MA
C~n.~.~rt1 unfinished intelligence. from the IPI.
'. Andrews also offered his own speculation on the
reasons for the leak ee en a,,,,e-p nea4." attack by the
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FOIAB6
FOIAB6
consultants on the Intellofax system.
ISC were generally sound and that OCR was taking ste}+is to
comply with the recommendation that it be revised and made
internally consistent.
A recommendation that the Nap Library and FDI) be merged
into OCR on the ground that they were basically reference services
was not new with the consultants--the 19,16 IG report, in particular,
p r.
lied made the suggestion about FDD. 4Andrevs recommended, however,
that 'his suggestion not be considered until the Agency had occup*td
its new building.
The consultants also came up with a plan for a complete
reorganization of OCR, with three Deputy ADs--one for Adminis-
trative Services, one for Reference Services and one for Technical
~r
Services.,,Andrews did not like the scheme they proposed, though
he did feel that some sort of split in the chain of command would be
E
necessary if Map Library and/or D were ever put under OCR. He
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suggested that a better split, if one should be effected, would
be two..wey, rather than three-way, with perhaps a Deputy for
Information Services, who would have under his charge ties o,,,
central References Staff, the map and library rending rooms and
the Reg esters, And a 'Deputy for Technical Support, who would have
all the rest. He also suggested that thought might be given
r,1
t o the question of whether Liaison Division should not
perhaps be transferred to inasmuch as
in many respects it was already functionally closer to that
Division than to OCR. (In
r* 1961 one of 36s branches would ineleeel be transferred to OOj
In 1966 a Document
Systems Group was formed that was similar to the Technical Support
Pr. }6,e yes+_ o C.
system envisaged byAAndrews. The following year, OCR was
l -ety reorganized into the Information
.Ir
Services Group
Another of the consultants>troposals was that OCR should
create a Central Reference Staff, on which each of the Registers
would have a liaison representative. , Andrews felt that the
proposal had some merit but that the consultants greatly
exaggerated when they asserted that for want of such a staff
-ere existed much confusion and duplicatio of effol.D Andrews
recommehded that OCR begin building up the existing Reference
Branch of the Library, emphasizing its position much as the
consultants had suggested, and giving fairly intensive training
to its members, but that they refrain from any formal
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reorganization until they had had an experimental trial of the
usefulness of putting Register liaison officers into the staff.
Explaining that the apercture card system had been
developed in the first place iAV--aw*_-r to conserve floor space,
to conserve file cabinets, and to ensure that the file would
r
alwa be complete, 1\ Andrews recommended flatly that OCR
reject the consultants' proposal with regard to a hard
copy file.
The consultants suggested that in the new building OCR
should be arranged in a circle of support elements surrounding
the central reference oint, or library. This, Andrews agreed
with. He did not, however, far a number of recommendations
the consultants made proposing space rearrangements -prior to
1
t he move, inasmuch as all these proposals were based upon
acceptance of the recommendations for abandoning Intellofax,
going back to a conventional published index, and setting up
x hard copy files.
tr.Andrh agreed with the consultants' ogstatement that
OCR had held down the purchase of books for reasons of economy
and because of space limitations. He did not, however, feel
that they should rush into "building up the collections" once
they were in the new building. Instead, he said, the Library
should continue as it had in the past embarking on programs of
acquisitions in specific fields as experience showed a. need for
The consultants made a number of zmmcriticisms of
1~brra A o~- A%%F-
the Library's efficiency as compared with the State Deprrtment
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W Yale - and other such institutions. N ny
of these criticisms, rAndrews noted, were unsound, being bnset
on "Raulty comparisons of the apples-versus-oranges variety."
He therefore recommended that the charges of inefficiency
and wasteful use of manpower be placed before the
ruoVnag-em-es [
Staff, with a request that they be carefully analyzed and
either proved or disproved.
Finally, the consultants called for a more aggressive
and creative philosophy in OCR with respect to its functions
and the development of a strong leadership both a in and
m out OCR to properly provide for its effective Less. ,,Andrews'
response to this suggestion was that it was naive--that the
community could not be coordinated agAinst its will and that
any attempt to provide it with aggressive leaderbhip * by
CIA would be instantly and ttrongly resented. He pointed out
that much could be done by friendly discussion and voluntary
agreement but very little by fiat, citing the voluntary
adoption by most agencies of OCR's ISC and other efforts
toward adoption of OCR methods.
Ressi tion +e Cdr I
Simultaneously with his wrap-up comments on the
fir, b
Consultants' Report Andrews submitted his resignation,
to be effective on 23 August. As he put it,
..I have been sitting so long a time at the
mame desk that my job has ceased to be rewarding,
and I now want nothing so much as to gain my
release from the 8:'O to 5:00 reoutine. I really
would not care* to be Chief of Station in Paradise
if that post required me to keep regular working
hours and restrict my leave to twenty days a year.
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No Foreign Dissent
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It is doubtful whether the Consultants' Report caused D r-
Artirevs' resignation, but it seems likely that it may
nr
have hastened his derision.
The Library Consultants' Report, though apparently
suppressed as much as possible within OCR, had a dramatic
effect on the morale of the personnel of the $ffice. One
of its many side effects, for instance, was a feeling that
the report stressed a lack of professionalism in OCR's
response to its service requirements. This did nothing
to act aid OCR in its long fight to demolish its unjis tly
applied reputation as primarily a clerical operation.
OCR had. tried often to raise the grade level of its
staff by stres-sing the professional knowledge and training
required in many of its activities. The 1956 IG report
on OCR had acknowledged the inequity of OCR's grade structure
hen compared to that of other DDI and Agency components and
had recommended that an oversil
ssification end wage
review of OCR's grade structure be made. To some extent, the
,grade structure was revised, but it still had a long way to
go. (The 196? IG survey would. find the some inequity in
grade structure still in existence.)
The staff had also worked hard to ,p~~r;;~~inovide the anni
la
consultants with statistics, special same gs and other
during its survey. To have any of these contributions misinter-
meted, as turned out to be the case, helped to lower morale.
The resignation of Dr. Andrews in the middle of all the post-
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25X1A9A
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survey confusion did nothing to help matters. Further
problems were Added in August when the DDI ordered OCR
to reduce its personnel ceiling from 853 to 819.
New Administration
Once again, OCR was at a crossroads. Into it, on
9 September, stepped Dr. Andrews' successor, Paul A. Sorel,
a member of the Board of National Estimates and a former
Secretary of the IAC.
at that time to 00 and was replaced
the DAD, was transferred
, who
had already been involved with OCR activities as Chairman
of the Advisory Committee on Foreign Language Publications
(ACFLP), head of the Working Group on Information 'Handling,
and head of the ad hoc Library Survey Committee.
Dr. Andrews had been a good Director 70r-moat of his
r
Ven_,.., i-ut he had, as he himself admitted, grown stale tied
to the same desk for 91 years. The infection of new blood
in the persons ofABorel and 0 had the potential for
dispelling any parochialism that OCR had dext developed in
its first decade. Theiir wide experience in community
aL f }Gr ca-1 l
Activities also meant that OCR would id^eed assume the
position of aggressive leadership in the community that the
J._.A d...c ^~-ps ` eexd
~r
consultants had felt was necessary. ~a-~s::sx ~y met.
In addition,orel recognized the low state of OCR's morale
and devoted hielf a*wk&twm to restoring its self-
confidence by vigorously attempting to improve its image
add by drawing his Division\hiefs into greater involvement
in planning for the future of the tffice.
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25X1A9A
25X1A
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Sorel lost no time in getting down towork. His
first concern, naturally, was to review existing programs
and operations of the ,five and, specifically, to evaluate
the recommendations of the Library consultants in order to
have a sound basis for making deMc lions with respect thereto.
Sorel and his team examined the Consultants' Reports in
detail and found that several basic questions could be
identified. They then decided to set up t
OCR, with extra-OCR assistance as necessary, to deal with
each of the problems. The work of the task teams was to be
t ed by the Special Assistant to the AD/CR--Joe
the former Executive, with a new title.
On 8 November Borel reported to the DDI on action
already taken on problem areas in OCR. He stated that the
current management program was to institute a continuing
program of executive action designed to anticipate and relate
individual act e" ns that might be required, and to facilitate
follow-up on th`,,te staff work undertaken to provide a sound
basis for making deci4ions; to overhaul the Internal managcnent
reports program.of OCR in order to arrive at meaningful and
integrated periodic activity reports culminating in an OCR
annual report; and to analyze the Library Consultants'
Report in the manner *Nalready noted above.
Mr. Borel also noted that when specific action could be
taken before a major task study was completed, this would be
cone. He cited one mx~apexample of such action that had Already
been taken--as suggested byft 9fsulta6 , OCR had taken
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over the OTR Library in order to make thisme specialized
JlAbzr~W service an integral part of the Agency's overall
library f'atilities. (The addition of the OTR Library's
six slots raised the overall OCR T/O to 825.)
Mr. Borel alscjaccolopliehed two more organizational
changes in the October-November 1957 period. First he
dissolved the Operations Staff and reassigned its functions
and personnel to appropriate OCR components. Then he
reconstituted the Stattitical Branch of SR as a Division of
OCR. He did this for two reasons--to RwH free the Chief
of SR from supervisory responsibility for the branch, in
view of the magnitude of his other duties, and to exercise
more direct supervision over it from his own office. As Mr.
Borel pointed out to the DDI when he first proposed the
change in October,
pp t& branch was actually separate from
th$rest of SR by mission, function and location. Furthermore,
its formative period was complete, and its operations were of
a divisional character--that is, the branch was directly
faced with pressures exerted by all parts of the intelligence
community, inter-Agency committees, the Director, the DDI's
Office and the Proje Ott Director. Th
ew ] ivision was established
w ith three branches--Information, Technical andSuPP ort . 0*w_
wAs
25X1 A9Aleeded b SD was not to remain long in
..mid
OCR, hover. In y/1958 it was trans ferreto' the
newly established Photographic Intelligence Center (PI("
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Borel's Task Teams
In November Mr. Borel established 16 Task Teams to
study and evaluate the findings of the Library Consultants.
Most of
/'he Task Teams were chaired by OCR personnel, and 37 of the
team members were OCR employees. Other offices in the Agency
cooperated in the study by contributing the services of more
than 30 of their own employees as Task Team members. The
Teams and their Chairmen were as follows:
1. Intellofax
2. Machine Use
Coding
4. Selection
Acquisition Operations
6. Fiscal Policy
8. Circulation
9. Catalog
10. Reference
U. Information Center
12. Minicard
13. Reports
14. Training
15. Customer Relations
25X1A9A
vvrrel.aLave runc1lons
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25X1A9A
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Task Team Reports
By May the Task Teams had completed their reports,
and on 10 May Mr. Sorel drew up a summary statement of the
team evaluations. He found that overall the area of agreement
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between the respective findings, conclusions and
recommendations of the teams and those of the Library
Consult was somewhere between 50 and 60 percent.
In some cases the findings of the consultants were
validated, but different conclusions or recommendations
were preached. In other cases, the findings could not
be validated, but similar conclusions or recommendations
were arrived at.
The first 12 Task Teams dealt with operations of
the Library and the Machine and Document Divisions and will
d%scUss8 d
be in the chapter of this History
devoted to those bodies. The other four will beer
TT1? studied the OCR operational reporting program,
specifically to determine if too much haft time was bpent
keeping unnecessary records; if monthly reports could
be rei-ised to better reflect information of special value
to management; And if an annual (or semiannual) report could
be devised As an integral part of OCR's report system. which
report would be of value to top Agency management as well as
to supervisors within OCR. The Task Team was in Ti:rtual
agreement with the coxultahts on these points. Even before
t hey made their final report, a new system of monthly (liter
changed to quarterly) reporting was designed and put into
operation within the divisions of OCR. In Addition, Mr.
Porel planned the issuance of an OCR annual report.(Such
reports were subsecuently issued on a fiscal year basis
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TT114 studied the training policies of OCR and
OTR to determine if professional employees of OCR should.be
riven the same training program, particularly in the intro*-
ductory courses, as were the analysts in producing offices
in the Agency; and if a training program could be derised
that would enable the professional staff of OCR to give a
higher level of reference service to users of OCR fneilities
from the intelligence community. The team agreed that
professional OCR employees should continue to receive the
same training in courses having common application as did
analysts from ORR and OSI. They felt that raising the level
of OCR reference service involved more than a question of
training, inasmuch as training beyond that appropriate to
an individual's grade would result in a transfer to another
ob of higher grade, rather than in a sustained higher
fey=el of service at the same grade. The team thought that the
OCR training program should be tailored to the specific needs
of the individual within the general requirements of the
division in which he worked.
The 15th task Team studied means whereby OCR could
get sdeavate guidance for its operations from customer
offices. Specifically, they sought to determine whether a
Library Committee composed of representatives of all the
components of the Agency should be created to serve in an
z
sd=risory capa1 ity to the AD/CR and as a channel of commun-
I cation to the Agency; ant if a program should be developed
to bring together the analyst and the reference staff so that
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the latter might be aware as much as possible of what
intelligence reports and programs were under way so that the
6taff might give a higher level reference service and be
prepared to call to the attention of the analyst pertinent
douments, periodical Prticles. intelligence r ports, books,
etc., which was a normal special library technique and
Cervice. The team fully concurred with the conuultah s
in these matters. One important aspect, in fact, was well
under way by the time they finished their study: Instead
of the Library Committee recommended by the consultants,
Ikernort-W18Bly Lased-I
Mr. Borel had establishedjCRAG.
The team's other recommendation was that a program
should be developed to establish closer rapport between
research analysts and reference personnel and that this
program should include briefings and tours of OCR facilities
and the preparation for publication and wide distribution of a
handbook explaining OCR services and facilities. By May
1958 such a program was well under way.
The last Task Team studied the feasibility and
desirability of regrouping within OCR certain reference-
type functions then thex responsibility of other offices,
specifically the Map Library of ORR; the FDD of 00; the
Historical Intelligence Collection (HIC), then under the
ODDI; and the OTR Library. By the time the team made its
report, the OTR Library had alrepdy been transferred to OCR.
The team recommended that m FDD not be transferred on the
grounds that it was not a reference service. They recognized
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that the Map Library was indeed a reference service but
r ecommended that it remain in ORR because of the inter-
relationships of the Map Library and other activities in
the geographic area of ORR. They noted that the transfer,
of the HIC awaited action on the IG report on the O/DDI.
(The HIC was transferred to OCR in 1959.) In addition, the
team proposed highly trained research and reference personnel
for staffing a central reference unit, an independent OCR
capability for first-echelon linguistic service, and an
integrated program for all reference functionsoof the Agency.
After Mr. Borel had had time to digest the Task Team
reports, he invited the -bkree Library Consultants back for
days in May to meet with the Task Team Chairment.to
evaluate the total Library program. The Consultants ex-
pre r F06A.1@$@Ct /Q?'j1 tW- pppe qi gjF a&PRie10008-5
enthusiasm for the planned program.
 Approv98 Fc?T ~g%% '20~RW31u t > ? 0 lW&dV D07A008-5
"immediate program for implementing recommendations of
the consultatts and the task teams." In general, this
program involved the reorganization of OCR's reference
service; the organization of An Automation Development
Group In OCR; a number of changes in storage and retrieval
s, including revision of the ISC to make it
community code; the modification of several operational
procedures in the Library and the Machine Division; the drafting
of a program for CODIAC And other actions related to publications
procurement; several changes in administrative procedures,
encluding installation of a new divisional monthly reports
program and the publication of an OCR handbook; and the centralization
of the information ?reference service.
The first order of business after OCR obtained approval
for its program of changes was to reorgani zethe Library.
Changes included reduction of ceiling by eight positions (from
i9k 149 to 141); an increase in the average grade level from
GS-7.7 to GS-8.4; improved administrative and professional
guidance within the overall Library organizational structure; the
establishment of a Staff Assistant position to provide the CIA
Librarian with support in coordinating internal library activities;
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More on the Consultants' Report and the Task Teams
On 12 May Mr. Borel submitted to the DDI a R "Progress
Report on OCR Program to Implement Recommendations of the Con-
sultants and Tssk Teams." In it he summed up the measures OCR
had taken throughout the previous year to improve its reference
services, especi1ly with regard to improvements in the Intel-
lofax system and revision of the ISC. .Mr.L.~l also summed up
changes in procedures concerning the procurement and control of
open literature, a perennial problem because of dual adminis-
tration of the publications procurement program by CIA and the
State Department.
Mr. Sorel.aa~ listed briefly the changes in administrative
procedures resulting froms fti ry Consultants' recommendations.
No Foreign Dissent
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JW
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end the~trengthening of the reference pct
ion under
Chief Reference Librarian who wr~s fllso t
d eputy, to serve as division
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NP)
No Foreign Dissem
such ss installation of new divisional quarterly reporting
program, the development of training guides, and the estab-
lishment of the ADC. Finally, N -P listed various long-
range. problems and lines of action, such as the pending de-
cision on Minicard and the encouragement of analysts to edu-
cate themselves on the Application of computers to intel-
lige data processing. In the latter regard, Mr. Borel
11rlt that the efforts of CIA to organize an Agencywide approach
to computer applications plus the return in 1960 of Joe Becker
from his special training in that field x d seem o promise
increasing OCR responsibility there, including closer coopern-
tion with offices undertaking specific applications.
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Another Howerton Trip 25X1 A9A
During April-June
again took M ve eas
CI
theLibrarian
trip on. behalf of OCR. Accompanied by
and Secretary of PROCIB, he surveyed publications and graphic
m aterials available in Africa south of the Sahara. The two men
also attended the Second Conference of Publications Officers,
Veld in Paris.
Another Borel Trip
In the late summer Mr. Borel once again ventured abroad.
25X1A9A
Accompanied by -11rector of SCIPS,
SA/AD/CR, and/representatives oE CODIB, he attended the
International Federation of Information Processing Congress
in Munich from 27 August to . September. Afterward, members
of the group visited other areas in Europe to survey information
file holdings and processing procedures.
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25X1A9A
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. 25X1 A9A. .
The Borel~ team was to go down in
OCR history as the most r.traveled of ell the top leadership
of the Office. Throughout their tenures, they mexx seemed
to be almost constantly on the move, attending conferences
and demonstrations of new equipment; giving speeches on various
aspects of OCR's work, and generally seeking information of
value to the Office, both in the United States and Abroad.MuGL of. + eit
4v'Avel WAS Gannec4td Zvi+ti 4& r CZG.A:%v'e,5 0-5 Cl1Qarfrl?S+i tit Var;ou$ tvj{-er
25X1A9A The first major trip taken by either member of the OSentv~ roues
OCR top team was No From 28 February ( COD t3~ I-)km
May, accompanied by
C/GR, an~
who vas responsible for the fiscal administration of the
25X1A9A SECRET
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25X1A9A
publications procurement program, he visited 28 cities
in 19 countries of Europe and the Middle East. The
purposes of the tour were to accelerate and simplify the
graphics and publications procurement programs. Respon-
sibility to collect graphics end publications, with the
initiative assigned to a member of the Embassy staff, was
established in each country. Fourteen of these officers,
newly appointed, 2x59iAvp their first briefings from the
tour party. In 1, during 16-18 April, Mr.
chaired a co %eAof Publications Procurement Officers
(PPOs) from I I. As
a result of the trip, the number of spontaneously selected
publications more than doubled. In June 1958, alone,.
more than 1OO photographs or negatives were received that
were directly attributed to the trip.
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 - ...a,,,nwsuwt~m3[m~m haul Borel--Around the World in , ys
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On. 21 September Borel left on A trip round
-the world; he returned q2AYAcember. During most of the trip
he was accompanied byl of the CIA Library. The
2 major 1 purposes of the trip were:
C8A
2. To promote, on behalf of the intelligence community, pro-
grams of American Embassies and Consulates General for the
procurement of foreign publications and photography of
intelligence value.
25X1X7
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25X1 C8A
On Processing Intel-
ligence Information,Jwhich was well received.
With regard to the procurement of publications en4
25X1A9A
25X1X7
graphics, the Wbn carried out essentially
the same program as had and his associates in
r
Europe and the Near East th e?:-ious spring. Mr.. Borel
felt that his talks with senior officials at U as?dip-
lomatic and consular missions would result in an increase in
the flow of valuable information through the graphics and
publications procurement programs but that these programs
were not soundly based because (e) language competence in
missions was low; (b) personnel turnover was extremely high;
(c) no accurate measure of performance versus potential was
taken; (d) collection effort was not sufficiently related to
t he capabilities to exploit the material once collected; and
} coordination in the field was marginal.
it f
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25X1A9A
25X1
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25X1X7 SECRET
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1967
During the 11ist three quarters of FY 1967 the OCR
information processing systems underwent intensive study and
reassessment in preparation for a comprehensive reorganization
and streamlining of the entire central reference function. This
activity was one phase of a general plan for restructuring and
realigning the Agenc 's intelligence production offices and their
supporting specialized s ctions. The objective was to
No Foreign Dissem
l~G
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1957
Liaison Division's New Program
In April 1957 the Liaison Division began a new direct
collection,nrogrem for overt intelligence exploitation of US
Government sources in the Washington area. OCR was authorized
to publish the foreign intelligence information product drrived
from the program in a new CIA Information Report form, the
CR series.
The reasons for in ieting this program were as follows:
1. realization that a substantial quantity of foreign positive
intelligence and other information was available fro~US Govern-
went Kxd sources a s a result of foreign travel and professional
correspondence;
2. recognition thato systematic exchange of such information-
was occurring; aKc
3. knowledge that existing NSCIDs and DCIDs did not specifically
cover exploitation of US Governmee ources in the United States.
Operational techniques used in this direct collection
included the development and expansion of new sources; the
solicitation from CIA and IAC customers of intelligence require-
ments applicable to specific sources; briefings, if appropriate,
prior to sources' departures; and, in all cases, exploitation by
personal interview with source. The product was then published
in the CR Repo t series and disseminated to the intelligence
community.
In,addition to the actual exploitation of sources,
r
significant foreign documentaty material obtained by US nationals
through means other than foreign travel or *irect contact with
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foreigners was collected and processed by OCR for Agency
and intelligence community use.
Noteworthy in this endeavor was the evidence of
coopeuttion from intelligence . components of the military
services in arranging for the exploitation of their own con-
trolled sources in the Technical Services and research and
development areas, and in making the intelligence product
available to the community. Within CIA, the program stim-
bated closer working relationships between OC1, in its
collection role, and the analysts end researchers of consumer
ofAppove or Release ~b'0201 111 -RD 4!(W &0
exploitation of US sources.
!61b' O08-5
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Reorganization of Liaison Division
In Mny the Lil.iw -Division of OCR was reorganized.
First a Collection Branch was established to fill an overt
collection gap, namely exploitation of US Government officials
4he Washington area who through TDY travel abroad, corres-
pondence with foreigners or contact with foreign visitors to
the United States, obtained intelligence information of use
to the community. The branch grew out of the old International
Conferences Branch. Upon creation of the Collection Branch,
the requirements coordination function Was transferred to
Liaison Branch, and a direct, rather than indirect, collection
activity Was initiated, extending its exploitation horizon
teyond the conference and trade fair media. The division was
then renamed Liaison and Collection Division (LCD).
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Liaison Acti~-ities Again Reorganized
In July the Collection Branch of LCD, with 10
positions, was transferred tot LCD was renamed
Liaison Staff (LS). The International Conferences Unit
was transferred from LS to BR, with one position.
The merger of Collection Branch and 00/CD had been
the subject of informal discussion on the working level for
several years. The mission and functions of the branch were
the same as those of 00/CD, except that the sources in
Collection Branch's case were government employees rather
than nongovernment employees. Moreover, the branch's
mission and functions did not resemble those of its parent
office)nd with existing and prospective pressures on
OCR's basic information storage And retrieval responsibility,
the office found it increasingly difficult to provide a
le--el of support that would permit the development of the
activit#'s hi;h potential. Mr. Borel therefore recommended
th p vetc~po~%Vl;ltecTo6kl)8ftr!,CrAqqr)pfto$gStRDCM g iR @70008-5
community as a whole, the branch be combined with 00/CD.
 1MUV111.].VA VI LISISOn 0L911
-In Mr-
v Fag el se *08/ C 'R&94 5'f40M$64 5
App
Support, submitted to the DDI a proposal for organizational
moves in the Intelligence Support Services that would, among
other things, abolish OCR's Liaison Staff. The actions he
r ecommended were as follows:
1. To abolish LS as then constituted.
2. To constitute A small DCS element in the CIA Head-
nuarters builOing, to function as the CIA Protocol Staff
(mainly organizing and conducting briefings and debriefings)
tut also to prov:We a DCS beachhead in headquarters.
3. To assign the function of conducting operational
liaison with the non-USIB agencies to the DCS Washington
Field Office.
4. To assignrhe function of conductin7 operational
liaison with the USIB agencies to the Human Resources Group (HRG)
of CGS.
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 Approve, f qf1e ,2QQj4/ y : f4~9R.WE$419 ft1 9p 70008-5
from the 0/DDI, where it had been estab-
Intelligence Collection was transferred/to the juris- lished in 1956 at t
rec+uest of the DCI.
diction of the AD/CR so that the management of the his-
torical materials could be closely coordinated with CIA
Dibrary facilities. By the time the HIC was moved into
OCR it was believed to be the finest library of overt
Intelligencd materiels in the world, containing some 6,000
volumes collected since its establishment.
The HIC contained then, as it does now, books in all
languages from all countries. Its subject headings included
espionage, counterintelligence,unvonventianal warfare,
resistance, escape and evasion, subversion, cryptography,
economic, political and psychological warfare, law treatises,
legislative committee records on un-American activities, and
rrny other intelligence tradecraft topics. From the beginning
it was useful in many ways. Valuable precedents and practical
tips were uncovered in historical intelligence materials that
were useful for operations~~x;inin ; purposes. It was also
i
PoxmitLbn No Foreign Dissent
to
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No Foreign Dissem
possible to establish that there sere trPditions in American
intelligence, going back to the founding of the country, that
provided a historical foundation for building up a CIA heritage
to which career employees could point with pride.
The Curator of the HIC was - r _?a t ti ? of ' 9:FP )
A
Welter Pforzheimer, who had a large personal collection of
bah; cl~ %. && laequw I -W (144x.
historical intelligence items The HIC contained fiction as
well as nonfiction. The works of fiction were selected according
to the following criteria; (1) The books should be based on
fact. (2) Any book mentioning CIA should be acquired. (3}
Some books were acquired because they ap looked like good
reading, in the opinion of the Curator. Mr. Pforzheimer
provided for the HIC photostats of some rare items from
Al~l~~~f ~d~Id~~Q4/~$C~1.~d~l~-k~~$f4~Q9 X9898=5 - -
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DCID 1/9
In December, under the Eponsorship of CODIB, DCID 1/9
wAs issued. This Directive for the first time gave to the
biographic systems of the intelligence community a definition
of their respective reference and data exchange responsibilities.
OCR/BR Assumed responsibility for scientific and technical
biogrRphicccovera. ge, which it had /0 Y trs eavl",e r
b7 ~ a Previously been granted by
NSCID Qf - ...
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these dividends would be forthcoming Only if the members of
the community were solidly behind a committee Approach. Inasmuch
a s this proposal did not get into the DCID,,its final form was
little changed from the 19118 Directive, except for the intro-
duction f clarification and additional detail.
LCD subsequently stimulated the production of a new DCID
concerning exploitation of US Government officials.
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DCID 2/8
During 1960-61 exploitation of US Government officials
engaged in TDY travel or receiving foreign visitors resulted
in reporting improved in both cxuality and ouantity. The --alue
of this source attracted USIB attention to the extent that
DCID 2/8 (New Series), "DL'kloitation of US Government
No Foreign Disserm
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Organizations and Officials," was approved and distributed on
21 March. It was originally drafted by OCR.
By. May 1961 k~m
Mr. Borel was able to state that DCID 2/8 xkd had already
begun to facilitate the work of the Collection Branch of LCD.
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On 21 April 1958 NSCID 2, Coordination of Collection
Activities, was issued. Those of its provisions that were
particularly important to OCR were the following-
The CIA, as a service of common concern, w1 was to be
responsible for the selective exploitation within the United
States of nongovernmental organizations and individuals as
sources of foreign intelligence information.
The CIA was to conduct the exploitation of foreign
language publications for intelligence purposes, as appropriate.
9-"'s a service of common concern.
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4a
Community Activities inpPublicstions Field
In May the IAC approved two new DCIDs--2/4, on the
exploitation of foreign language publications, and 2/5 on
the procurement of foreign publications. Both affected
OCR. DUID 2/4 stated that CIA (a) would, as a service of
common concern, provide for the exploitation of foreign
langf~ge publications for intelligence purposes in accordance
with requirementm established by the IAC departments and
agencies; and (b) would coordinate this service with similar
ac tivities maintained by the various departments and Agencies
of the government to sati t departmental requirements.
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The other government agencies and departments were to keep
CIA advised of departmental activities in the exploitation
and translation of foreign language publications.
DCID 2/4 also established the Committee on Exploitation
of Foreign Language Publications, an interdepartmental body
under the chairmanship of CIA'that was to Advise and assist CIA
in the implementation of the DCID.
DCID 2/5 stated that the IAC departments and agencies (a)
would keep CIA advised of their a cti?rities in the procurement
of foreign publications, including the effectiveness of their
existing facilities and programs for the procurement of foreign
publications; (b) would ensure cooperation by their field
representatives with those of other departments and agencies of
the government engaged in like activities; and (c) would implement
the above with due regard to departmental and agency capabilities
and priorities. CIA was to coordinate programs for the procure-
the
meat of foreign publications to ensure/most effective and
prectivable utilization of the capabilities of the government
deparrtments and agencies. This DCID also established the
Committee on Procurement of.Foreign Publications (PROCIAC),
25X1A9A a Approves or pee -leas '~s t8 '~ : AKDp'~4-9bgt 04~00BA5
ras designrted Chairman.
 ApprnoVeMbcbReTeaseq&AY3T ~CiPAsR~P8C $69PQ 0%t70008-5
Overt Collection Abroad," was issued. This DCID, initiated
by OCR's LCD, served to implement in part NSCID 2, "Coordination
of Collection Activities." It superseded DCID P/l, "Implementation
of Coordination of Collection Plan," dated. 25 October 1948. OCR
o rtginally hoped that in the revision of DCID 2/1 agreement
could be reached to form a USIB Committee to Coordinate
Guidance for Overt Collection Abroad. This was rejected by
all USIB representatives) however, and was also opposed within
the Agency by OSI and ORE.. The consensus was that certain
aspects of the problem of coordinating collection were already
the responsibility of existing USIB subcommittees. Other
aspects of the collection problem were not considered sppro~ppiate
Dior resolution by committee but by the oarties
concerned on an ad hoc basis.
Mr. Borel did not wholly share this view, feeling that
giidance to the field, follow-through on requirements and
evaluations, the development of mutual support programs in
overt collection, field-headouarters relations, and awareness
bl
in Washington of what was already avai]alle were problem Areas,
concerted attack on which would y'Ald impressijre results. He
n evertheless rent alone; with the others because he felt that
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,A1t0
..0
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In July OCR established its Automation Development
Group (ADG)--a small staff with documentation and technical
backgrounds to follow automation developments in industry and
25X1A9A government and to plan applications of new equipment in OCR.
previously
Chief/ Planning Staff/ MD. In August tip Mr. Borel
proposed to the DDS that the Management Staff undertake an
overall study of 2 Agency computer needs, including feasibility
of a Computer Center in the new building. This suggestion
led to an AID' responsibilities study, which vas completed in
the Agency in January 1959, and eventually to Project
CHIVE and other developments .
A 25X1A9A
In August left to begin 2 years of training
at the Western Data Processing Labor" y, UCLA. The objective
of this training was to provide him with knowledge of computers
f2 fA le application to Agency information processing programs.
25X1 A9A Chief DD, succeeded Becker as SA/AD/C$hxc ,
Deputy, moved up to C DD. also succeeded
Becker as Executive Secretary of CODIAC.
25X1A9A
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 Man
p19 46cause of Irn1. $orel's August 1958
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metorandum calling for a Management Staff study of the Agencyts
computer needs, such a study was completed in early 1959 and
approved by the DCI in May. The study concluded that CIA
needed a composite data processing program and recommended
that a data processing committee be established, that a review
be made of the end products from existing data processing
installations to ascertain current requirements for them;
that 1 conduct a study to ascertain how existing machine
installations could be centralized and to what extent com-
Muter-type machines._could replace existing machines under
centralized conditions; and that computer requirements be
e stablished by the DDI operating offices.
On 25 June CIA Notice 7-200-2 established en Automatic
DPta Processing Committee (ADPC) to provide Agencywide guidance
and auoritative screening for all aspects of data processing
requirements and equipment to serve such requirements. The
Committee was to deal with the utilization of existing automptic
heWp~rPascs,
data processing machines for existing And compatibility
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of new and existing machines, value of end products and
assessment of costs against end-product value. The DD.3
provided the Chairman of the Committee,
I
and the DDS, DDI and DDP each provided a member. The
DDT member was Mr. Borel.
Even before the establishment of the ADPC, CRAG was
considering methods of kmimin training Agency personnel in
how computers worked, what they could do and how to program
t hem to make them do what they could. In early July 12
officers from O/DDI, ORR, OSI, OCR and DDP were selected
for ecia~.Ftr:ninz i tronic data processing machines
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(EDPM).
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In accordance with the MS study recommendations, with
DDI oral instructions to the IADs, and with instructions in
X 7-200-2, CRAG Investigated possible EDPM applications in
the DDI area. eMxft~ a Their conclusions were pre-
sented as CRAG 9/2/59 in August. CRAG found that the nature of
many functions performed in the DDI area was simiilar to cases
in which EDPM applications had succeeded. They noted that the
mere existence of such areas did not necessarily mean that a com-
puter must be obtained. First, they must ascertain whether
application would mean improvement, which improvement would be
gained by securing greater accuracy and more timely data, greater
relatability among data, potential for expansion, needed data
nofi
-s6dr previously available, and economy of time, manpower,e space
or money.
CRAG concluded that the need for securing some of the above
objectives sax= was clearly indicated in various DDI situations.
As far as OCR was concerned, they noted that.
1. The volume of incoming information exceeded processing
capabilities lased on existing manual or RAM techniques.
2. The proportion of receipts that could be fully processed
s declining.
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?. Service from existing facilities was becoming slower as the
size of the several indexes increased.
It. Quality of service in terms of listing, subject correlation,
updating and display was declining or not offered because of
the limitations of staff and equipment.
CRAG also found m & indicated applications in ORB
and OSI. They concluded that the rapid evolution of the computer
and the existing level of its capabilities in information
processing offered significant potential support for and
improvement in the quality of information in the DDI area.
CRAG then recommended:
1. That their report be sent to the ADPC in compliance with
the call for the computer requirements of the DDT area.
2. That it be the policy of DDI operating officials to
develop staff competence in the computer art and to conduct
continuing and intensive planning for and testing of applications
of automatic data processing equipment to DDI programs.
3. That an EDPM feasilility study for the DDI area be under-
taken. The scope of this study was to cover the requirements
of all DDI offices and also to determine (t)hat/computer
reouir mments should be met from within CIA; (2) the) role of
the Minicard system in an assumed computer center; and N
at use could be made of the excesss capacities of the pros-
pective DDP WALNUT computer (a special-purpose fiIoraphIc system)
and the DDS R RCA--501. p~ 5 Q
pprO ieFBBRRI Ipvroveci the/3 IA RommenaR 3o i0 7August.
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25X1A9A
The investigation of computer applications in the DDI area
mired toward i lementation in December 1959 with the appointmant
25X1 9A
of OCR's to ~t~he DDI,,s staff as head of the DDI Feasibility
I c e r G Ut V'~41-fi O v G r`o v e
Team, A Inasmuch as Becker was still assigned to the Western Data
Processing Laboratory, UCLA, and was not expected back until June
1960,
of t11 I t Tchosen to direct cettain
No. Foreign Dissem 7
.57
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 Computer Surveys
Appr3wdftrA Ifile- 1 b(W - M?0%TNR tTA70008-5
Developm nt Corporation) conducted 6-9'eek surveys of the
DDI computer need. Both submitted their reports to CIA
in March. In brief, the IBM paper r4Ammended that the DDI
upgrade its machine operstions.to the computer level and
simultaneously undertake a major system design effort to meet
future needs. The SDC found that the DDI was seriously bh.;-.;
the state of the information handling art and computing efforts
in other parts of the com~ nnd-recommended that a very large
No Foreign Dissem
&?
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scale effort be launcher immediately, with heavy contractor
participation, to restructure and automate wherever feasible
CT-A's information processing.
April the DDI Automation Staff
issued a paper recommending that the DDI establish a Computer
Center, implement production applicatians on the computer
in direct support of DDI intelligence officers, and undertake
a major system design effort in the document and information
retrieval field. Reactions from the IADs to the Automation
Staff's paper were submitted during May and June. They were
,enerally favorable, endopsing the basic recommendation that the
DDI should establish a computing capability.
Mr. Sorel still felt that the ultimate goal should be
a CIA Computer Center, embracing the capability to meet the
n eeds of DDI, DDS and DDP. Assuming, however, that no CIA-
wide center could then be had, h4strongly opposed the creation
of another CIA operational component in which to vest
responsibility for managing a DDI computing facility. Instedd,
ADP 5t4Lf(a new crawl-ian under the Dos 4ro be op.ra 'v"e Of -F
~4
he felt, the CIA should conduct the exploratory 1 Tonto.) L'.
phase of systems development and experimentation in the DDI ;
area and that any computing center resulting from such exploration 25X1
should be placed as an operating component under AD/CR. He also
recommended that the D D I Automation Staff s uld be acts abolished
as a separate component in view of the creation under the DDS of
a n Agency ADP Staff
} . Th=*wMh ? n Mr.
dOYhiAO-r,r
Borel also recommended that CRAG play the dmminaht role in developkng
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25X1
9A
9A
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objectives and plans concerning tie. computer center.
Some of Mr. Borel's recommendations were accepted.
When the CIA ADPS was created in June, the DDT Automation
Staff and the CIA Management Staff were both abolished.
Ceiling authorizations and selected personnel from these
two staffs were combined to form the ADPS.
In September the DDI, Mr. Amory, formplly approved
the Automation Staff's proposal for developing a DDI com-
p uting nr program. Colonel White, the DDS, approved the
EDP development program for the DDI the following month.
scheduled to begin in January 1962 t
was to be called Project CHIVE.
The ADPS was charged with implementing the EDP
development program for the DDI area with the assistance of
the offices of the DDI.a The ~taff was to report operationally
to the +DI in carrying out its assignment but was also to
keep CRAG fully informed of its activities within the DDI
area. The program was to be developed within a DDI-Bride
context, taking into account computing $ctivities elsewhere
within the Agency and the community, as necessary.
program called for the establishmnt of a single Computer
Center for the DDI area, which ko uld be established and
operated by the ADPS during its developmental period and then
assigned by the DDI within his area as A deemed appropriate.
The program was to be planned, controlled and executed
preaominnntly by CIA personnel. Contractors were to be
enployed only to provide certain technical skills not available
within the Agency but needd J. inF, our the overall DDI
No Foreign Dissem
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development program.
OCR assistance was to be needed for many parts of the
DDI computer pro=ram. The ADPS planned to do as much as
possible of the preparation of data for input for p special
project, but it planned to call for assistance from the office
sponsoring the project or from OCR, where such slcU skills
already existed in high degree, der gn depending upon which
office was more appropriate to the task at hand. An intimate
working relatiohsip between ADPS members and the components
of OCR was also considered necessary to the effective pursuit
of the systems design effort. In addition, rather than
establish an independent RAM facility to support thefomputer
program, the ADDS planned to look to OCR to provide this type
of support via already established facilities. Finally, the
initial hardware element of the DDI Copputer renter was to
be located in space assigned to OCR , and the ADPS
ca Approveg oPWeFeas O$f /gfir6 $`-'MOW4]MQb4 fl08-5
the Punch Unit of SR.
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In October the DDI directed a memorandum to all the
IADs on the subject of Project CHIVE. He listed the three
principal tasks in CHIVE and their current progress:
1. To establish a computer center for the DDI.
2. To implement selected computing and data processing appli-
cations on the CHIVE computer in direct support of DDI intelligence
officers.
To conduct a study and systems design effort to sa.tisy
future DDI needs, primarily in the areas of document retrieval
and automated information systems.
Mr. Cline stated that he had recently reviewed the CHIVE
program carefully. He thl. l s All balanced and timely and
No Foreign Dissem
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major staff support to CODIB through the facilities of the
lAD, and particularly through. its EXA, as Secretary of The wdfiiw chief preoccupation of CODIB during FY 1964 was
the Stage I report of SCIPS and subsequent actions related
thereto. After review of the SCIPS final report bpwG6GQisp it
was proposed in June 1964 that the nametCIPS be dropped and
Chat a permanent group known as the CODIB Support Staff (CSS)
be established, consisting of senior intelligence officers from
DIA and CIA (two each), with clerical support from CIA. The
/taff was subsequently housed within OCR. and the slots for the
two CIA officers and two clerks were taken foom OCR's T/O.
The CSS mission was to support CODIB in promotping
means by which the intelligence community could make optimal
use of information of intelligenc Value, however recorded. The
staff was fully operational by October 1964.
In ?ddition to the CSS, DODIB organized Various ad hoc task
teems to cope with a number of specific pmmnkxm problems, such as
content control,, bibliographies, forfign publications, biographics,
Qnd analyst communication. The Bibliographics (later Item
Identification) iWggn Publications Task Teams were chrAred
by OCR personnell
The EXA (AD/CR,
respectively.
continued during this time
to act as Secretary for ABIV"a''rtd'was closely involved in the
No Foreign Dissem
 CHIVE
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e 2004/08/
CHIVE
84-00951 R000400070008-5
ended. Th
In submitting the Phase I report to
the DDI, ADPS requested that DDI management approve Phase
III systems design), The MI then established a CHIVE
Evaluation Group, composed of represefitatives from OCR end
several other DDI/ffices, as well as the DIJP and t RWA
Paul Borel f s~ Chatiman of this group;
member representing OCR.
After the evaluation of '""?~:Phase I report, approval
was given to proceed into Phase II, which was to be manage}_y
OCR, with OCS giving support by designing a more effective
system. The original concept of CHIVE as development of a
DDI Computer Center had undergone major modifications after
the establishment of OCS and its location, with most of the
A?ency's computer hardware, in the DDS&T. On 6 April 196+
the DDI issued Notice rO-100-?q, announcing that OCR and OCS
were now associated in a long-range program for investigation
of the application of automatic data processing eouipment to
the central information storage and retrieval activities of
the Agency. This developmental program was to cut across all
Agency organizational Nw lines in that the information needs
of all components were o be considered. The initial design
g)als were pointed toward all-source and all-topic single-entry_noint
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service; both information Pnd document retries-a1 systems were
25X1 A9A DDI
to be explored. was appoin ted /CHIVE
Officer, in to his regi4a4N
duties. In this capacity
components with the AD/CS in defining program objectives
he was to represent the management rof CIA
and serving as the primary information channel to Agency
management; coordinate relations between CHIVE and agency
operating personnel in such areas as user needs, statistics,
heating, organizational and procedu 1 planning;. and
a pprove CHIVE scope, tasks, schedules and directions on
behalf of higher management.
Work during Fiscal Year 1964 on tde Phrase II prWI
of CHIVE consisted primarily of extending and refining
preliminary design concepts coupled with some initial
testing of indexing techni(vues. In December 1963 a formal
report was issued whose purpose was twofold: (1) to prgsent
a set of preliminary functional specifications and (2) to
indicate critical problems areas in system design. Succeeding
studies addre$ sed themselves to more specific tasks. De filed
design was scheduled to continue throughlendar year 1965, with
a target date for initial syste m lementation on one geographic
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area (China) in early 1966.
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ADP Committee
25X1A9A
was named the DDI representative on
the xnx * ADP Committee, reactivated & x xm xnt by
Mr. Kirkpatrick, the Executive Director-Compbtoller, under
25X1A9A
the chairmanship of
The new ADPC was to pull
together information on existing and future ADP/ interest in
each Directorate.
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CHIVE In '65
In July 1965 the Phase III effort on CHIVE was organized
as the CHIVE Task Force (CTF), drawing on personnel from both
25X1 A9kR and OCS. chief of the OCS Development
Division, was designated Director/CTF, to report to the D/CR.
25X1A9A
in addition Nt his other duties, continued to
a ct Ps CHIVE Protect Officer, relating design activities to
other Agency components and obtaining advice and assistance
25X1A9A
from them Rs required. S~zmx~~smxlm~
well as
Chief of the Requirements and P1^ns Group within the CTF.
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The CTF consisted of the entire OCS Development
Division (on detail), the OCR SAS, the embryonic CHIVE
C~-
China Operations Group (COG), 'Woo machindassisted trrns-
lotion gxmu project for FDD known as ALP 11 (see FDD History
for details), and a cadre to pro-,?ide continuity in various
procedural, fije-building, selection, indexing and other
t asks as CHIVE evolved from the initial China test group
other geographic areas. OCR's initial con't'ribution to the
personnel of the C2F was to be 54 slots of a total of 75.
The office attempted to obtain new positions, but BPAM
denied the request kand various other OCR activities had
to tie reduced or eliminated in order to continue* with
CHIVE development.
During August and September 1965 OCR conducted an
I ntensive review of all its operations In an effort to identify
those that might be curtailed or eliminated to meet the high
p ri
y CHIVE requirement. Wherever possible, they took those
positions, and employees, whose ac.lrities were closely related
t o CHIVE and who would expect to be associated with
the program in the normal course of events. In other cases, they
had to levy against other components, such as FDD, whose relation-
s hip to CHIVE was remote. In the latter instances, the ceiling
positions ti*er4llocated to CHIVE, but the employees concerned
had to be accommodated within the reduced TIO of the parent
group. Through this process, OCR managed to identify the necessary
54 positions.
Staffin7 for Phase III began in earnest with the
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//y-,
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publication on October of CR 65-,. which explained what
positions were skaari available and urged OCR employees with
a genuine interest i4uch assignment to apply for positions
cn the CHIVE Task Force.
The objective of CHIVE Phase III was the creati4f
,he initial element of OCR to perform as an all-source,
machine-supported unit having certain capabilities. This
initial element, the COG, was to operate in Phase IV in
p axa]lel with existing OCR Communist China activities, the
parallelism reflecting an insurance princip and not a
black-or-white sthimx condition.
Clem '% WTm
1
The target date for completing Phase III was/April
1967. This phase was to be considered ended when the
D/CTF had carried out a demonstration of system capabilities
that would assure the D/CR that lo--
1. 1. The COG was adequately manned and trained to carry out
its functions.
2. The necessary computer programs to support these functions
h ed been developed and tested.
?. A complete stt of procedures for the COG and its
interactions with the other components of OCR had been
specified and tested.
4. An acceptable level of competence had been~chieved in
indexing, file maintenance and retrieval service.
5. Adeouste methods had been designed and implemented to
gather management data, i99arf-fconomic parameters, during Phr se IV.
No Foreign Dissem
'I'
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 EDP for OCR?
r8*Vd fWrMe WMkh2DW/0WVTG'L r '- 1'PZ (6070008-5
to determine the feasibility of converting its EAM-based
system to an EDP system. The study, which evaluated costs,
effectiveness, benefits, timing, and personnel and training
requirements, was spearheaded b assisted by
knowledgeable officials from OCS and IBM, as well as by
seve?al other OCR representatives.
On the basis of the conclusions of the feasibility study
and consideration of various alternatives, the D/CR on 1
November requested auto rization from the DDI to proceed with
the immediate ecouisition of an IBM 760/?0 then About to be
released by OCS. This was to be a limited wmxmmmltim and
relatively simple computer inst4llation to meet the file
manipulation needs of OCR's existing system. It in no ,ray
duplicated or replaced the CHIVE effort, which was to be
dti-ven by the OCS large-scale computer complex.
Some of the basic points of the feasibility study were
1. Installation of the EDP equipment would effort qualitative
improvement in OCR's management of its massive punch card files
in terms of currency of input and completeness and timeliness
of response.
2. A cost trade off Pith the RAM equipment could be achieved
w ithin 12-16 months. Additional modest expenses aerruing during
SECRET
No Foreign Dissem
IVU
25X11 9A
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SECRET
No Foreign Dissem
this period. could be paid. for within the OCR budget. No
increase of manpower would be required.
1. Thr--re would be no degradation of the CHIILE effort, and
in fact, the acquisition of this gear would allow CHIVE
debugging to proceed rapidly while offering relief to OCS
of its 760/65 computer.
4. A mechine system to handle the massive inherited files
of OCR must be maintained for some years to come even assuming
the success of CHIVE because the cost of conversion of these
old files to the CHIVE system was impractical and too costly.
5. The equipment could be accommodated within OCR space with
a modest investment of about $2,000.
6. There would be no serious interruption of the level of
OCR retrieval service during the transition.
7. No personnel problems would be created and in fact,
ea,v5e d? ~ N
xhbodba existing attrition4problem5
+chine personnel no longer dbm wish to remain associated
with an EAM setup in the age of computers WOOL& 6d ~`~e Ve t
8. OCR personnel would acquire training in the use of EDP
equipment and would there y become employable in the CHIVE
and other computer operations of the Agency.
The DDI's office found the logic of OCR's arguments for
the acquisition of the computer persuasive and decided to approve
it, feeling that the benefits to be derived far outweighed the
small additional cost involved.
Effective 7 November
25X1A9A
SECRET
No Foreign Dissem
was apptintee Chief,
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No Foreign Dissein
China OoerPtions Group, CHIVE TAsk Force.
25X1A9A
brought
19 years of intelligence production and mana.gerinl experience
to his nev post. He had most recently served since 1962 Ps
Director, Nationrl Indications Center.
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rOOC51n ~ 'TrAn5rn~-ss-o,
With the move of CIA to Langley pending within the year,
CODIB decided that it was both necessary and desirable to make
plans for the rapid transmission of documentary materials among
the respective headquarters of its members. To develop the
requirements for such a system and to examine #Rk the various
media that could be used, they establisheda Working Group on Fac-
simile Transmission, at OCR suggesion.
'.e AI)G, vas-named to head the working group.
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25X1A9A
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ore
AFacsimile Txxxx Transmission
In February the CODIB Working Group on Facsimile
Traasmission Serrice concluded that interagency facsimile
service was not justified st that time because the problem
of secure transmission had not been resolved, because of the
c ost, and, principally, because the existing courier
system would suffice. The ,grou p then disbanded. (OCR would
later take up study of this problem on its ow-m.)
SECRET
No Foreign Dissem,
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Facsimile Transmission A- al'n
Inasmuch as the CODIB Working Group on Facsimile Trans-
mission had reached a negative conclusion in 1961, OCR decided
to move ahead on its own. On 3 July 1962 it submitted to the
DDS specifications for a communications system designed to
handle the transmission of information in documents between OCR
and other government agenices, primarily the State Department.
Mr. Borel noted that he hkeeey found that the Xerox o
No Foreign Dissem
3
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No Foreign Dissem
Corporation had a capability to meet at least part of the
~
requirement and was interest'in pursuing the matter further
with appropriate Agency personnel. Various sytems were
examined over the next 2 years; eventually the Long Distance
Xerox (LDX) system was chosen as meeting most of the requirements.
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Ramitmilf LDX
OCR's pushing of developments for a secure facsimile
tra Jmission system resulted in FY 1964 in the funding of n
research and development effort in this wren by. the Office of
Communications. Preliminary machine testing of the LDX system
was undertaken between DD and BR in June 1964. An initial
project for transmission between~DDI and State Operations Centers
yap projected.
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E ? ec ive 29 April an LDX circuit between the CIA
headquarters building and NPIC'became operative. This
channel was a high-speed, secure, facsimile transmission system
that linked the two bodies tog
er. The headouarters
building terminal was located in OCR/SR, which was responsible
for the record keeping, including maintenance of incoming and
going logs and assigning and controlling of message numbers.
SR was also responsible for notifying individuals who had
received LDX messages and for delivering, LDX messages to
senior officials wihhin the headquarters building. The LtP%A
circuit was not to replace normal dissemination channels but to provide
a rapid means for transmitting critical nonrecord and advance copies of
ry~nttsa~e~,
intelligent e documents, memorandums, And othe:materials wall levels
of security classification when it was determined that courier or
teletype transmissions would not suffice. It was to bused especially
as a means for coordinating and reviewin g all available information
in fast-moving, criticial situations.
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