HISTORY OF THE OFFICE OF RESEARCH AND DEVELOPMENT

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• Document Creation Date: December 22, 2016
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ACKNOWLEDGEMENTS
The writing of the history of the Office of Research and Development
and the associated monographs were produced through the efforts of many
of the members of the Office. We wish to express our appreciation to the
individuals who have worked to produce this document; however,
deserves special mention. Without
efforts and involvement in the coordination, preparation of graphs and
charts, typing, and many other tasks that go into an endeavor of this kind,
the ORD history would not have attained the level of quality nor would not
have been completed in the time allocated.
Ecii
ORD History
PFIAB review completed.
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FOREWORD
Research and development is a much used phrase in this modern
age. The application of new technology can be viewed in every aspect of
daily life. However, advancing technology has also made the security of
the United States more difficult to maintain. The Intelligence Community
must use every available means, including the use of the most sophisticated
technological techniques, to collect and analyse information from which
intelligence estimates can be made.
The Central Intelligence Agency must provide the leadership and
direction for the exploitation of advanced technology for intelligence
purposes. A major responsibility of the Office of Research and Develop-
ment is to assure that CIA is in the forefront of technology.
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TABLE OF CONTENTS
Page
Office of Research and Development
1
Figures 1-9, Organizational Charts
5
Figure 10, Personnel
21
Figure 11, Budget
22
Major Accomplishments
23
Milestones
29
Pertinent Headquarters and DD/S&T Notices
31
Analysis Division
38
Attachment #1,
Recommendations of PFIAB Panel
46
Attachment #2,
IPRD Proposal
53
Attachment #3,
Organization of Analysis Division
69
Applied Physics Division
73
Organizational Evolution
76
Biological Sciences Division
90
Table I, Inter-A
gency Coordination
93
Table II, Fiscal
Growth
94
Appendix A, Mi
lestones
95
Appendix B, Ac
complishments
99
Medical and Behavioral Sciences Division
Optics Division
Physics -Chemistry Division
Radio-Physics Division
CET
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SECRET;
OFFICE OF RESEARCH AND DEVELOPMENT
I. Introduction
In the early 1960's it became apparent that a new Directorate would
have to be added to the Central Intelligence Agency organization. This
new Directorate would bring together those elements necessary to carry
out intelligence collection by technical means. Because of the nature of
evolving technology, it was no longer feasible to have the responsibility
for technical collection systems and scientific intelligence production
scattered throughout Agency components. The Director of Central Intelli-
gence needed more direct management of these activities. Therefore, a
Deputy Director forResearch, Dr. Herbert Scoville, was appointed to
organize and bring together the necessary resources to be responsive
to the DCI's needs. Colonel Edward B. Giller, USAF, was appointed
Assistant Deputy Director for Research. This new Directorate was
initially composed of the Office of Special Activities (OSA), Office of
Elint (OEL) and the Office of Research and Development (ORD).
II. Mission and Functions
The responsibility of ORD under the DD/R was to conduct in-depth
research and development in the scientific and technical fields and to
support intelligence collection by advanced technical means. The mission
of ORD, as stated in DD/R 584-62 dated 26 September 1962, was as
follows:
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laced the responsibility
on the Deputy Director (Research) to conduct in-depth research and
development in the scientific and technical fields to support intelli-
gence collection by advanced technical means. This was to be
exclusive of those research and development activities to support
agent operations, NPIC and the Office of Communications. In order
to provide a capability to accomplish this mission, ORD has been
formed in concept. While a preliminary Table of Organization and
budget have been approved, the necessary manpower slots, funds
and physical space have not been authorized.
"At present, the mission of ORD is conceived to be that of
developing intelligence applications from technological discoveries,
the operation of such applications and the conception of ways and
methods by which operational analysis may maximize the effective-
ness of such collection operations. In order to accomplish this,
ORD will have three major divisions which are discussed below.
The three major divisions were Research Division, Systems Division,
and Analysis Division. The intent was for the Research Division to perform
the basic applied work on projects with the Systems Division mainly
responsible for field engineering and applications of the systems. The
role of the Analysis Division was to be the processing of data collected by
the fielded systems. A secondary responsibility of the Analysis Division
was to be the formulation of upgraded requirements levied on the Research
and Systems Divisions to complete the cycle.
ET
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By mid-1963 the ORD mission and functions were defined as follows:
Mission: To conceive and devise intelligence applications from
scientific and technical advances and discoveries and to maintain and
operate the capability for the collection and analysis of intelligence
by the most advanced technical means, This is exclusive of those
specific programs assigned to other Agency components.
Functions:
a. To conduct the necessary basic and applied research and
development in scientific and technical fields to support the collection
of intelligence and its analysis;
b. To develop techniques, procedures, equipment and/or
systems utilizing the most advanced scientific discoveries for the
collection of intelligence and its analysis;
c. To systemize equipment and components for operational
use and to operate and field the systems derived;
d. To conceive the ways and means whereby such technical
collection devices may be utilized;
e. To conduct operational analysis whereby maximum effective-
ness of collection operations may be achieved;
f. To conduct liaison and such other activities as may be
necessary for the fulfillment of its mission.
ORD's mission and functions have remained nearly the same since
mid-1963; however, a quote from the Director of ORD's presentation to the
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Bureau of the Budget on 27 October 1967 gives a more concise statement
of the mission and functions of ORD:
The mission of the Office of Research and Development is to
support and enhance the intelligence capability of the Agency by the
prosecution of all appropriate basic and applied research and
development, and in that connection let me state that the great
majority of such R&D is applied; that is, it is problem oriented.....
III. Organization
In the original establishment of ORD, the Office was to be headed by
an Assistant Director with three divisions reporting to him. This organi-
zational structure is presented in Figure 1. Figures 2 through 9 show how
the organization has evolved from its original inception to the present.
The original concept for ORD was part of the concept of the Directorate of
Research. The principal participants in the inception of ORD were Dr.
Herbert Scoville, at that time head of the Office of Scientific Intelligence
(OSI) and Colonel Edward B. Giller, Deputy Chief of Technical Services
Division, DD/P.
The Office of Research and Development changed from its original
structure (Figure 1) to that shown in Figure 9 to meet increased responsi-
bilities. These responsibilities were part of the evolving technical
collection effort with which the Agency was becoming more involved.
These additional responsibilities necessitated the growth from a modest,
small office to the larger, more diversified organization shown. New
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ASSISTANT DIRECTOR
Research Division
Systems Division
Analysis Division
Concepts Branch
Projects Branch
Figure 1. -- Original Concept
(per DD/R 584-62, 26 Sep 62)
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OLUILLI
intelligence collection systems, as well as the pursuit of new technologies,
made it mandatory that the Office recruit the most able people available
within the U. S. scientific community. The Office of Research and Develop-
ment was able to attract and hire very competent engineers and scientists.
A review of the accomplishments of the Office substantiates this statement.
From the time ORD was originally formed, in early 1963, until
October of that year, its administrative functions were handled by the
administrative and logistics officers of the DD/S&T Staff. Increasing
activities in this area led to the formation, on 3 September 1963, of an
Administrative Office. In order to handle the growth in the financial area,
especially that associated with outside contracts, a Budget and Fiscal
Officer was added in March of 1964, thus transferring this function from
the DD/S&T Staff to ORD. Special Assistants to the Director and Deputy
Director were later added to carry out specific assignments. These are
shown in the above-mentioned organizational charts.
As an appendix at the end of this chapter, Headquarters Notices
relating to ORD have been included.
IV. Personnel
When the Office of Research and Development was originally estab-
lished, it did not have a large on-board personnel pool from which to draw.
This is in contrast to OSA and OEL whose staffing was accomplished through
reassignment of on-board staff personnel. However, Col. Giller negotiated
an agreement with TSD/DD/P by which he could offer positions in ORD to
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VLUiL .
These people were responsible for carrying forward
certain projects transferred from TSD to ORD as well as initiating new
projects in optics, electronics, physics, chemistry, and systems
engineering. The second important responsibility of these people was
to recruit personnel to staff this new office. Col. Giller was involved in
recruiting a Director for ORD; in the interim he was appointed Acting
Assistant Director and erved as Acting Deputy Assistant Director.
Mr. Robert M. Chapman, the future Director, entered on duty in
August, 1963. He came to us from Geophysics Corporation of America
where he had been Vice-President and Manager of their Viron Division.
His background includes wide experience as a Physicist and as a
scientific manager. He was named Deputy Assistant Director of ORD
effective 9 September 1963; Acting Assistant Director on 4 May 1964;
and became Director of Research and Development 27 July 1965.
transferred from the Office of Scientific
Intelligence in September, 1963, to become ORD's Deputy Assistant
Director for Life Sciences. In OSI he had been Chief of the Life Sciences
Division and is a recognized authority on Life Sciences on a National basis.
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was named Deputy Director of Research and Development
at the time Mr. Chapman was designated as Director.
joined the Office as the Special Assistant
to the Assistant Director of Research and Development in March, 1964.
He had previously been a Planning Officer on the staff of the Director of
Special Activities where he was responsible for reconnaissance program
requirements, support and fiscal management. The transfer to ORD was
to strengthen the staff in the areas of management coordination and
administration during the early days of ORD growth. later
became the Executive Officer of the Office with general responsibility
for managerial support functions, for coordination of administrative
planning and for inter- and intra-Agency liaison.
joined the Office of Research and Development
in November of 1964. His previous assignment had been Chief of the
General Sciences Division of the Office of Scientific Intelligence. He
was reassigned to ORD to provide guidance and assistance to the Director
in the formulation, definition and execution of technical programs. This
reassignment was largely determined on the basis of his past experience
in the analysis and production of intelligence which would provide a
suitable background to orient the technical project officers in ORD in
performing their research and development activities. first
served as Special Assistant to the Director of Research and Development
and then, early in 1967, became Scientific Advisor to the Director.
c
is
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joined the Office of Research and Develop-
ment in April, 1966. His previous assignment had been as Chief of the
Physics and Electronics Branch, General Sciences Division of the Office
of Scientific Intelligence. He was reassigned to the Office of Research
and Development to provide program management guidance and assistance
to the Director of ORD in the emplacement and staybehind equipment
programs. This assignment was determined largely on the basis of his
past experience in systems engineering research and development as
well as the production of intelligence.
joined the Office of Research and Develop-
ment in the Analysis Division on 10 April 1966. He was later reassigned
to be the Technical Advisor to the Deputy Director of Research and
Development in August, 1967, to have responsibility for ADP-associated
problem areas. In addition, he also has prime responsibility for the
planning, programming and budgeting functions of the Office.
25X1 25X1
came to ORD, he brought with him
as his Special Assistant for liaison and administrative support.
acted in this capacity until his transfer in late 1965 to the
Office of Planning, Programming and Budgeting.
entered on duty as Administrative Officer
on 3 September 1963. In March, 1964, transferred
from DD/P to become Budget & Fiscal Officer for ORD.
was assigned to ORD from the Security Staff of DD/S&T in August, 1967,
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as security officer on a part-time basis; later in the year this became a
full-time assignment.
When ORD moved from Headquarters
in March, 1966, it became necessary to increase the scope of operations
of the Registry in order to comply with security regulations concerned
with the handling of ORD correspondence. A vaulted area was specially
constructed and the Registry was designated a control point for special
channel documents. In April, 1966,
from DD/S&T to become chief of the ORD Registry.
When the ORD Library was established in 1966, it was manned on
a part-time basis bye
of the library facilites increased,
staff as the full-time Librarian.
was added to the
In January and February, 1964, plans for establishing the ORD
Career Service Panel were formulated. The first meeting was held on
9 March 1964 to discuss the organization and responsibilities of the Panel.
The voting members of the Panel were
The Chairman wa
In 1966 the basic
structure of the Panel was altered in order to solve certain problem areas.
The chairmanship was changed, making it an elective position with a six-
month tenure, the chairman to be elected by the Panel from its voting
members. A later change place DD/ORD, as Chairman of
the Panel and a permanent member.
of the Main Library. As utilization
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In addition to their normal duties associated with the Office of
Research and Development, members of the staff have been involved
in a number of "extracurricular" activities:
Mr. Robert M. Chapman was Chairman of the Photo Working Panel
he was DD/S&T representative to the CIA R&D Review
Board; he was named as the Agency focal point for R&D liaison with DIA;
he is a member of the Technical Surveillance Countermeasures Committee
of USIB and chairman of its Countermeasures Research and Development
Subcommittee; and maintains close R&D liaison with DOD, DDR&E,
Office of Science and Technology, and other Government agencies.
is a member of the Suggestion Awards Committee
(DD/S&T Representative); coordinator of the
Observer to the EXRAND Committee; guest speaker to the Office of
Training IOC courses; and a member of the DD/S&T Requirements Committee.
has maintained technical liaison with the
Office of Science and Technology, DD/R&E, and other Government agencies.
He is also a member of the DD/S&T Requirements Committee.
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the ORD representative to
and is the coordinator of activities
associated with the President's Foreign Intelligence Advisory Board and
a member of the ADP Security Panel.
has been effecting coordination in the areas
of signal analysis with Office of Communications, Office of Elint, and
FMSAC.
In summary, ORD has grown from its original staff of
in January, 1963, to
as of November, 1967. A
listing of personnel and their assignments is shown on the organization
charts, Figures 2 through 9. Figure 10 is a graph chart showing our growth
from 1963 through 1967.
TEL -N T
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Established first secure R&D computer facility to apply new computer
technology to attack the indigestion problem using:
On-line real-time display for analyst.
Computer controlled scanner of graphic data.
Time -shared retrieval system.
Ordering and structuring large data files.
High-speed machine recognition of keywords in audio tapes
for intelligence search.
Noise-stripping from audio operational tapes to provide
better intelligibility and intelligence output.
Method for analysis of business machine emanations for
recognition of product of machine.
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GENERAL NOTICE NO. 12
5 May 1964
Mr. Robert M. Chapman is appointed Acting
Assistant Director for Research and Development, effective
4 May 1964. Effective the same date, he will also serve
as the Acting DD/S&T Representative to the Agency Research
and Development Board.
ALBERT D. WHEELON
Deputy Director
for
Science and Technology
S-E-C ::R.-E-T GROUP I
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ANALYSIS DIVISION
Tae g -` y'.
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ANALYSIS DIVISION
The Analysis Division is the most recently formed division within
the Office of Research and Development. One of the prime considerations
in its formation was that the advanced technical collection systems under
development in many of the other ORD divisions would ultimately provide
a large volume of highly technical raw data which must be processed and
significant intelligence (e. g. signals, patterns, changes, etc.) extracted.
It was apparent that for reasons of speed, accuracy, and efficiency such
data processing would be performed in an automatic or semi--automatic
way. Also, the Analysis Division would provide R&D support to a variety
of consumers within the Agency in accordance with the general mission
of ORD. Hence, the Analysis group was to be, and is, polarized about
computers and computer -oriented processes.
The first professional employee of the Analysis Division, and its
chief throughout its history, is EOD'd
with the Agency on 28 June 1964, which can be taken as the formal inception
of Analysis Division activities, has provided the planning
and thrust of the Analysis Division program.
By mid-1965 the "data indigestion" problem was becoming increasingly
evident to key officials in the intelligence community. This problem can
be summarized as follows: the volume of raw intelligence data inputs of
various sorts (overt publications, CS reports, reconnaissance and other
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types of photography, waveform data, etc.) continues to increase.
Intelligence analysis resources available, both manpower and money,
are asymptotically approaching limits. Intelligence to be useful must
be timely. Hence, automatic and semi-automatic procedures must be
developed to aid the intelligence analyst in the performance of his duties.
These considerations were emphasized in the recommendations of the
PFIAB Communications Panel (memorandum from McGeorge Bundy to
Director of Central Intelligence, 15 July 1965 - subject: U. S. Intelligence
Community Capabilities for the Handling of Intelligence Information;
USIB D-39. 7/11). (Attachment #1)
The Division program has been responsive to the aforementioned
challenges. Some general comments concerning program rationale are
in order before the details of the program are reviewed. The basic goal
of the program is to develop procedures and techniques which allow more
intensive intelligence analysis, interpretation and production with greater
speed and efficiency and with the use of less manpower. The underlying
technical basis of the program is the rapidly developing state-of-the-art
in computer technology and associated peripheral equipment. Increased
computing and processing power, lower computing costs and increasing
accessibility of machine capabilities for the intelligence analyst and user
are available in the current technology and much more is to come. To
achieve operational intelligence systems with the newly available technology
requires intensive development effort concerned with machines, procedures
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and data characteristics as well as the requirements of the human analyst.
Complex and difficult problems exist at the interfaces between these
components. The Analysis Division program is focused largely on these
interface problems.
Perhaps the most important aspect of the Analysis Division program
to date has been the planning and implementation of the Intelligence
Processing Research and Development facility (IPRD). The facility
(initially called Intelligence Sciences Laboratory) was formally proposed
in August, 1965 (Ref: ORD 2227-65, 11 August 1965, subject: ORD
Intelligence Sciences Laboratory Facilities for Analysis Division Program,
Attachment #2). The facility is designed to provide a focus for
the development of specialized procedures, equipment and
techniques for intelligence processing;
the integration of components and procedures into operational
subsystems;
testing of subsystems with real intelligence data; and
the generation of experience, know-how and technical specifi-
cations essential for planning and implementation of large operational
systems.
Planning and design of the facility were completed in July, 1966, and
appropriate approvals obtained to proceed with its implementation. Deliv-
ery of IPRD equipment commenced in late 1966. On 17 November 1966,
was appointed Laboratory Director and
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was appointed Assistant Laboratory Director. Further historical
details concerning the IPRD are outlined in a separate monograph.
Initially, the Analysis Division program was divided into the
technical areas as delineated in ORD 2227-65, Attachment #2. The
program was later restructured in accordance with DD/S&T long range
plans, and the end of FY 67 saw a further reorganization, with spheres
of activity as outlined in Attachment #3.
FY 65 - The Analysis Division program in FY 65 was relatively
modest, totaling Two externally supported projects,
were
concerned particularly with problems involved in extracting semantic
information from natural language text and making this information amenable
to analysts for storage and retrieval of facts. Two projects in pattern
recognition were established. was concerned with
the development of a man-machine syste This
effort was an outgrowth of work previously sponsored by TSD/DD/P.
was concerned with surveying the whole field of pattern
recognition with a view toward determining those developments which had
as concerned 25X1
particular application to Agency problems.
with the development of devices for use by an analyst in an on-line mode
of operation. In January, 1965,
professional employee of the Analysis Division.
became the second 25X1
subsequently 25X1
initiated and monitored work in speech processing research and development.
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FY 66 - The addition of to the Analysis Division
professional staff occurred in FY 66. These included
who transferred from the Optics Division, ORD;
]who transferred from OCR/DD/I;
(since
resigned), who transferred from NPIC / DD / I; and
(since resigned), an Agency career trainee. The FY 66 budget increased
to Speech processing research and development was
significantly expanded with the initiation of programs in speech intelli-
gibility enhancement and key-word extraction from continuous speech.
The speech processing program is targeted against CS and YBIS require-
ments. Project action was begun in predictive analysis techniques and
on-line processing design and programming. A major portion of Division
activity was directed toward the planning and design of the Intelligence
Processing R&D Facility. In addition, the following specific accomplish-
ments can be reported:
An extensive analysis was made of a FMSAC data base in
order to determine the manner in which it could be in-put to a
predictive modeling program (evolutionary programming).
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A project involving the ORR/MD data base was initiated.
The project goal is to develop data processing tools to aid the ORR
analyst in particular and the Agency analyst in general.
FY 67 - During FY 67 the following personnel joined the Division
professional staff:
25X1
\who had previous Agency service at
NPIC
who transferred from OCS/DDS&T. In addition, four OCS personnel,
headed by were placed on full-time assignment to the IPRD.
The budget totaled
of which approximately one-third was
utilized for IPRD equipment purchases and rentals and the remainder for
external contract actions. During this period the bulk of the IPRD equip-
ment was installed and debugged. In-house work was begun on the
application of machine-assisted processes to problems of intelligence
interest. The following representative accomplishments can also be
listed:
T_ 7
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THE WHITE HOUSE
WASHINGTON
PRESIDENT'S',POREIGN INTELLIGENCE ADVISORY BOARD
p
MORANDUM FOR THE PRESIDENT
SUBJECT: U. S. Intelligence Community Ca
abilities
zor the Handling of intelligence Information
This report is based on a study made by the Communications
Panel of the President's Foreign Intelligence Advisory Board.
representatives of the departments and agencies making up
the U. S. intelligence community, and briefings supplied by.,
the Committee on Documentation of the United States Intel-
ligence Board (USIB)_which, under the chairmanship of the'
'? current exercise.known as SLIPS (Staff for Community
Information Processing. Study).
Our Panel's study leads us to the following conclusions
and resultant recommendations for action in an-area of
.U. S. intelligence activities which we consider to have a.
:.`,most important bearing on the national defense and security.,
The?princ_ipal b ect ve of these recommendations is
the rp omit initiation by the U. S. intelligence community
of Positiy9ste s toward the achievement of anmproyed
capability for t ieefficient storage and retrieval of`'t7ia
intelligence product, through an appropriate combination
or machine and AMMan chniques for the management and control
of the Mas_ sine volume o yqji ence information involved.
CONCLUSIONS:
1. Information-handling methods occupy a pervasive
.position in the whole administrative framework of the U. o;
intelligence community. Present methods for. handling the
huge quantity of intelligence information; which is-generated.?'
from day-to-day by _a vast array of collection resources,
.intelligence system-to meet_national.security needs at
47
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 problems involved are so massive
expensive,'in both money and human
?.mary routines have often been
retained. The systems problems of
.
intc--igence info:i'.ation access will continue to be of
`'~,.,?.' the most difficult type, heightening the importance of
,.'?i,' great improvements in the depth of understanding and
of skills in tackling the wide variety of such problems
which confront all levels of Government personnel
concerned with access to the national intelligence base
3. There is a necessary relationship of the United
States Intelligence Board SCIPS study to the existing
practices of information handling which are variously
applied within the respective agencies engaged in the
U. S. intelligence effort, particularly in regard to such-
matters as file format and file control methods. However,
the present great demands for effective handling of infor-
mation within the intelligence community require that
additional actions go forward concurrently wits-those
presently approved 'by the United States Intelligence Board.
4. The additional actions which are required provide
the only foreseeable means of extending to the massive.
operations of the intelligence community the advantages
of high-speed machine processing of both numerical and non
numerical information in a way which has already been
applied in such specific areas of intelligence as cryptanalysis. ._ i.
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?. e syr
C. r, any case,
e:., that C
r'L
y embodied
national support of the broad intelligence effort.
greater M6wth' of"the"`riformat' on whit must handle.
consequence 9f the rise of the electronic computer.
The need' for such actions is more .deeply tree-lid-d lt, of
? the irowth of the intelligence co ni ef'f'ort and the
community actions for the handling and routine processing
of intelligence information is not'regarded.as a direct?
science and technology which are presently available to,
assist in meeting intelligence community needs for
document handling all the way from initial, production
to final distribution. The.fleed for new intelligence
area, there is danger that the efficiency of the production
?? and dissemination of-intelligence within the intelligence
community will?_decline progressively, and that the already
high costs involVia l-Will climb no steeply as to Jeopardize
5, kost.ive action is.. required now to supplement the
longer-range Task Force projects being pursued by the United,
States Intelligence Board. A large share of the needed
technical support will..come from automatic data-processing
machinery and methods, and from the resources of modern
"orl
48 '
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SECRET
 nrr,-,..,,,,4 C...- D?i- ('IA DfDQQ0nnFF".~Dnnn1nn1".~nnn1 A
.1 a '~. ??
The 'role of the computer is in offering a, new way to assist't.,
in the reduction of greatly increasing problems in the
ntell
nce
eld
Th
x
s
h
b
d
ieja.
a i
i
.
e e
i
a nce o t
ese p o
lems an
the need to do things about them would have confronted
the intelligence' community in any event.
6. All the technical areas which must contribute
to the problems of handling intelligence information are
advancing very rapidly at present. The intelligence
community, with its strong nucleus concerned with the use
o com
t
e s
n c
tanal
and comm n
at
ons
ons
c
t
p
.
J?p
?
i
Vic
oper
, 1
i
i
a
i
has a real advantage in undertaking early and skillful
planning in the information-handling area. (It would,
however, be a mistake to assume that this. experience can
be easily applied to the use of computers-in the handling
of intelligence information.) The required planning and ."
actions can be not only of great value to the intelligence
nnmm..?v4 ?4 q? 1a?. 4. ? ?? law 4. w. ?? .w? _.L.P_? i.4? .. 4. 1..? ?1? 4?w
improvement in other Federal Government computer operations
whose importance is reflected in the President's recent
message to the Congress on the use of automatic data-
processing equipment.
7. The problems of the intelligence community in
connection-with information access and retrieval include,
but are not restricted to, those common to all who must
ments for high recall, the mechanized and automated means
their part to the final summary or other intelligence
? product. .
stored information. Like statistics, intelligence cannot.
be satisfied with the highly.anecdotal, but requires that all
available items of information are allowed to contribute ?-
beyond that which is expected from many large files of
classified sources. The importance of negative informations
and of patterns of information, requires that access to
intelligence information produce a completeness of response
This is even true in the handling of information from un-
maintain very large bodies of information in accessible form.
trieval of stored intelligence information in order that
its relevance may be established by human examination.
It is this combined machine-human factor which generates
systems problems of great difficulty and dimensions.
?
combined machine-human systems that will seek the machine re-
gaining access to intelligence information will be through
requlrea Lo meet simu?t tiarnevus..y, r.l.g..u reJu117t:MU11" "D tow
relevance. Accordingly for some time to come the mode of
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SECRET
9. Ways s-:: means must be sought by the intelligence
community to e;.ia?rge the proficiency of personnel presently
engaged in infoirr+tion-handling activities, either through
(a) the retrainr.c.~;" of personnel so engaged, or (b) the ?
addition of new personnel?having experience with systems
work, preferably (but not necessarily) in?the information
sciences and technologies.
10. The scope of the intelligence community's
problems in the information-handling field is such that
it requires the guidance of a Panel of Technical Experts
in the development of methods and facilities for information-
handling and access.
11. In the area of experimental approaches to the
adaptation of machine processing to the storage and retrieval'
of intelligence information, an encouraging, beginning has
been?made,within the National Security A endy where the
Technical Information Processing System (TIPS) study is"
presently under way. This experiment, although on a limited
~? scale and confined to a selected number of:organizational?
I
units and information files within the National Security
Agency, is producing important lessons for the achievement
of a realistic system for the interrogation of a computer
by rgmote users requiring access to a common information
base. '
We recommend that the''following'actions be undertaken
immediately within the intelligence community:
RECOMENDATIONS:
Recommendation No. 1:- That selected"personnel-among
the departments and agencies making'up the U. S. intelligence
community be provided specialized training and advanced
studies at a university center or centers.where systems
thinking and,systems skills are understood and imparted,
to literature and information management.
and which at the same-time possess adequate background in
conventional bibliography and other more classical approaches":-
LWn example of the type of specialized training
? center we have in mind is the Library School at
,the University of Chicago, headed by Dean Don W.
Swanson. ,His background in mathematics and physical,
sciences, and his current emphasis on increased
systems thinking in library education, accent the
combination of'educational capabilities and background
which are considered necessary for purposes of
-meeting the objective of this recommendation.
? t .?- S CRET
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 y ?.
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cor..Amunity in an e p
a first step toward interagency-(and interbuil,ding) information
handling. Since results should be sought from the experri-
e
National Security Agency, be expanded to include par
pat4on by other member agencies of the intelligence
x erimental operating system constituting
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admini. -'Lve per s r~nel and more junior operating
people .i.d acquire new abilities and attitudes
which in the times aiead will be demanded in the
discharging of responsibilities for the enormous
file and distribution systems of the intelligence
community
~? Th t the Technical Information
Arra:? s involvi,g this and, perhaps other
in^ti migh, be made so that both senior
Recommendation No. a
Processing System (TIPS) project, now under way;within the 4 4
ment as promptly as feasible, the participation o o
agencies should bei,achieved by September of 1965; the
capability for extensive handling of the Russian biography
problem should be available in the community-wide system
by the summer of 1966; and by the summer of 1967 it should
ized
h
an
be possible to exchange outputs from various mec
sources in the fashion pioneered by the TIPS project.
ZO-nly through such experimental operational trials
can the intelligence community come to grips with
the wide variety of program problems involved,
including those of security compartmentation, the
encryption of communications between the computer/
information base and the user locations, and other
In order to-make such a trial effective,
roblems
.
p
be necessary to expand the scope of the
it
may
information maintained in the TIPS system and, if soy
this should be done with caution as to the total
amount of material thus added. The intention should-
ed
be to establish a system that will in fact, be us
by workers in at least a few agencies as a better
way to meet day-to-day tasks; however, the system
should be regarded as experimental and there should
be no attempt to insure that'in its experimental
form its operation can be economically justifiedj'
Recommendation No. 3: That there be established`
under the joint sponsorship of the Special
nel
P
,
a
a
...,+ to the President for Science and 9Technology
n
ss s
d
,
and the President L?s -Foreign Intelligence Advisory Boar
having responsibility for: (a) providing guidance
in the forwarding'of
ommunit
y
to the intelligence c
methods and facilities tor.information handling-and access;
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+.. SECRET,
(b).evaluating in technical terms the true meaning of the
enormous and somewhat het
erogeneous growth of the intel-
ligence community's information pool. .
is recommended action is an urgent consequence
of the USIB's Communf.?,y Information Processing
Study involving actions which
althou
h h
l
f
l
,
g
e
p
u
,
are far from meeting the needs accented by the study;-.
It is emphasized th
at the proposed panel of
technical experts would not be tasked with the
too obvious assignment of simply applying modern
machine methods to the existin s e i li
c
d
aze
{M
and rigidly-maintained active-icA pP
-- trw ~y?es 1i?? ~~,n,~ ~~?on within the ,intelligence
community
,
The
l
.
,
pane
would have the over-all task
of guiding he necessarily large, and pxe,eently
ignored, plnning for. the realistic
i
e
xecutive, Branch of the Government'
? ? ? For the Board
Clark M. Clifford
Chairman
6
+.Q..ry:%i.-. ~ w ...? ...w-.r~. M.?--.I...~NrwM~ ~? -.~e.ew-.?i.-...a~ A'
anc; ac
ng-term
development 'of mechanized facilities fd~?,'~he
processi
f
e
ederal Council for Science and Technology.
Fin
ll
g
e science and technical information
people in the Office of Science and Technology and
th
F
g
ng .
these detached efforts which now find some coherence....
only throu
h th
experts could provide invaluable linka
e amo
Government operations -- and the panel yof ytechnical:
epar
ments of State and Defense, attempts are
being made to introduce automatic data-processing
p
o
e
..'Government as the Bureau of the Budget, and in the
D
t
p
sen
y
? t flooded. It is noted that in such
arts
f th
, e
_.-- --~- "?Y??+
ec Vi"ical and typographical mater:
with which the intelligence system is
re
tl
s o
l
c
ng A
information in the manifold forms
in which it is encountered within the ;?gtelligence
community. Thus, the composition of th'panel
and its individual skills should permi'ri.,con-
current approach to the overwhelming trn'Nim^
f
.
Government, but also being available for ever..All ?-
g
programs and activities in
other parts of the
a
y, it is evident that the concept of the
range of activities of the expert panel includes
,.not only drawing on all the information-handlin
counsel in ways which might be especially useful
to the Bureau of the Budget in understandin
the
g
role of mechanized information handling throughout
th
E
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Attachment #2
ORD=2227-65
11 August 1965
MEMORANDUM FOR: Director of Research and Development
SUBJECT: ORD Intelligence Sciences Laboratory
Facilities for Analysis Division Program
1. We attach a summary of the principal elements of the
proposed Analysis Division/ORD program which we have discussed
in the last few weeks. We urge the adoption of the general plan of
this program and the consideration of increased funding for FY66.
2. A new and important aspect of our program is concerned
with the implementation of the analysis portion of an ORD Intelligence
Sciences Laboratory to be set up in Headquarters Building. The
tasks to be carried out by means of this facility, funding and man-
power requirements, ?.and additional background information are
summarized in the attached material.
3. We suggest that the Analysis Division program, which
has been in process of formulation for the past year, is a pertinent
and important element to be included in a possible Agency response
to questions raised by the recent PFIAB memorandum and studies
of the NPIC operations.
Chief, Analysis
ORD/DD/S&T
Attachment:
An/ORD Summary Program
lrour ~
Extlud~d k2tn l,t uttc
41".rngadi1d ad
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Analysis Division/ORD
General Summary of Program Objectives
I. OPERATIONS AND SYSTEMS RESEARCH
Program Objectives:
To describe and update an integrated model of the overall
intelligence process for purposes of management
control and R&D planning.
To determine by a continuing study, the impact on the
intelligence process of new advances in technology;'
e.g., mass memories, time-shared computers,
multiple terminals, new recording, input, and display
methods, new automated recognition methods, etc.
To design new intelligence processes and systems by the
application of predictive analysis methods, statistical
decision theory, mathematical modeling and operations
analysis techniques.
Lt. RESEARCH AND DEVELOPMENT ON MAN-MACHINE PROCESSES
Program Objectives:
To design, develop and show feasibility of processes and
equipment for support of human intelligence processing,
interpretation, and production from textual, speech,
graphic and waveform input data by application of
available time-shared computer, technology involving
specialized remote terminals and displays.
M. RESEARCH AND DEVELOPMENT ON LANGUAGE AND TEXT
PROCESSES
Program Objectives:
To design, develop, and show feasibility of processes and
equipment for improved collection, interpretation, and
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production operations concerned with textual and
language data. The R&D program shall include work
on the following:
Textual Input and Transcription Processes
Representation and Indexing Processes
File Organization - Search - and Retrieval Processes
Automated Formatting, Summation, and Reporting
Logical Analysis and Automated Inference
Automated Classification
Machine-Aided Translation
Machine Translation
IV.. RESEARCH AND DEVELOPMENT ON SPEECH PROCESSES
Program Objectives:
To design, develop, and show feasibility of processes and
equipment for optimization of intelligibility of speech
records, ancl for implementation of an audio pre-
processing system with capabilities for automated
phoneme, work and speaker recognition.
To design, develop, and show feasibility for operational use
of a speech recognizer and phonetic typewriter for the
continuous input of speech into data-processing systems.
V. RESEARCH AND DEVELOPMENT ON PATTERN RECOGNITION
Program Objectives:
To design, develop, and show feasibility for operational use 25X1
of pattern recognition processes and equipment for
intelligence interpretation and production operations.
The R&D program shall include work on:
SPRF1
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VI. . RESEARCH AND DEVELOPMENT ON AUTOMATA.' SELF-
ORGANIZING AND ADAPTIVE PROCESSES
Program Objectives:
To design, develop, and show operational feasibility of
processes and equipment which can sense, operate on
and use intelligence data in remote and unaccessible
locations and which function as automata, self-organizing
processors, or processors which adapt to environment-
.or to incoming sensory data.
SECRET
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ORD/DD/S&T
lrttclli once Sciences Laboratory - Analysis Program
SPECIFIC ,TASK AREAS
Laboratory facilities under this program are required
(or the development, testing, and evaluation of man-machine
procedures, equipment, and subsystems in the following areas:
Ie Documentary Analysis - Intelligence Production:
Processes which exploit the potential of on-line keyboards,
displays, text analyzers, text recognizers, formatting, and
editing routines, are to be developed and integrated to provide
machine aids for the intelligence analyst.
U. Photo, Radar,
Processes using computer-controlled graphic scanners at
various levels of resolution, keyboards, input tablets with.
scriber input and control, mensuration equipment, visual, video,
and CRT displays, are to be developed further and integrated
into on-line operational subsystems for interpretation of photo,
radar,
III, Speech Processing:
Processes using converters, dynamic filtering, CRT displays,
spectrum displays, voice control, audio output, pattern recog-
nition processes, pitch tracking analysis, are to be developed
and integrated into on-line operational subsystems for enhancing
the intelligibility of speech in audio records, for optimizing
speech signals in noisy records, for automated recognition
methods for words, phonemes and speakers.
IV. Indexing, Search and Retrieval:
Processes using on-line keyboards, CRT displays, automated
dictionary files, automated syntactic analyzers and parsers,
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recent developments in logical representation, file organization,
and search strategy are to be developed, and integrated into an
on-line indexing, search and retrieval subsystem for documentary
intelligence data.
V. Text Processing:
Processes using keyboards, CRT displays, input tablets, and
printers are to be developed and integrated into on-line subsystems
for editing, formatting, correcting, composing, and report
generating from textual input data.
'VI. Signal Processing and Correlation:
Processes using converters, signal correlators, comparators,
keyboards, CRT displays, transient and delay analyzers, sensor
inputs, computer-controlled cameras, recorders, signal and
pattern recognizers are to be further developed and integrated
into an on-line subsystem for reduction, analysis, and interpre-
tation of waveform and multisensor data.
. Pattern Recognition:
Processes using data input devices, keyboards, input tablets,
computer-controlled scanners, converters, correlato:rs, visual,
video and CRT displays, pre-normalization property classification
and discriminant analysis methods, are to be further developed
and integrated into subsystems for automated and human-
monitored subsystems for recognition.and interpretation of
patterns of interest in graphic and waveform intelligence data.
.cFnR T
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ORD/DD/S&T
Intelligence Sciences Laboratory - Analysis Program
Program Emphasis:
Emphasis is on exploitation of newly available computer
technology with remote terminals, program-controlled
devices and time-shared processors for intelligence
analysis and interpretation.
Emphasis is on design and further development of basic man-
machine functions in order to provide essential design
and planning data for full systems implementation. Basic
functions will be integrated into operational subsystems,
tested, and demonstrated in order to show feasibility for
application in Agency operations.
Why Action on this Program is Tgrgently Recommended Now:
1. New developments in man-machine technology can, provide
better tools to deal with the difficult problem of increased
intelligence collection and limited man-power resources.
2. Major changes will be made in intelligence operations
because of the inpact of man-machine technology. Steps
should be taken to lead in this period to the greatest extent
possible.
3. There is danger that large systems applications will be
attempted before the basic processes required in these
systems have been sufficiently developed. This can be
extremely costly and may actually impede desired progress.
4. There should be an adequate base of technical know-how
and experience within the Agency in order to provide guidance
for management and planning in a very complex and costly
change-over period.
SURET
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 A
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5. The intelligence community has specialized requirements
which are not being taken care of by developments for the
military and for business applications. The Agency should
take a lead in initiating appropriate R&D for its specialized
needs and it should maintain a position in this area.
6. Recently certain scientific advisory groups, including the
Communications Panel for the PFIA.B, have urged that
more positive action be taken in the man-machine area
in the intelligence community. Studies of the NPIC operation
urge action in the same direction. The program proposed
for the Analysis Division/ORD has been formulated over the
past year. The program demonstrates that the Agency has
been resourceful and active in this important area; however.
expansion and implementation of the program should now be
carried forward.
e
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ORD/DD/S&T
Intelligence Sciences Laboratory
Analysis Program
Facilities:..
The following types of computer on-line devices and
terminals are to be developed, improved, or evaluated in the
analysis program:
typewriters, keyboards, control consoles
CRT displays with light pen input and control
computer-controlled cameras, recorders, and video
displays
computer voice-controlled units and audio outputs
computer-controlled graphic scanners
input tablets with scriber input and control
printers, plotters
acoustic dynamic filtering equipment
signal correlators, signal comparators
spectrum display equipment
A-D and D-A converters
signal recognizers and transient analyzers
various sensors and transducers
pattern recognition and signature determination equipment
character recognition equipment
manual character reader unit
dynamic and static wall display equipment for graphic
and alphanumeric data
Central processor facilities will be provided with capacity to
drive terminals and devices under development and with sut[ficient
memory to permit testing and evaluation of experimental pre-operational
systems.
Relation to OCS Facilities:
It will be a policy in the planning and implementation of this
facility to establish linkages with the OCS facilities where this is
feasible and desirable. Available OCS,services are to be used
particularly for input keying and processing of data and-for programming
tasks of common interest.
nrAntwor
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APPLIED PHYSICS DIVISION
d ' asiie,,,lsn
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~ JtV It I
APPLIED PHYSICS DIVISION
I. Background
Programs in the Applied Physics (formerly Audio-Physics) Division
goal areas were initiated in FY 64 in primary response to the findings of
the CIA-DIA Scientific Guidance Panel established by NSAM-170 dated
October, 1962. who had extensive experience in
th e
needs of the Agency from both operational and R&D perspective, initiated
the first year's efforts for a broad investigation of parameters associated
with technology. The initial efforts were begun in December,
1963, while
was Chief of the Radio Physics Division.
Applied Physics' mission is to form new concepts for technical
intelligence collection and countermeasures systems, identify R&D efforts
required to make or prove the new concepts feasible, and pursue such R&D
efforts necessary to achieve the desired capability and/or implementation
of the resulting advanced systems.
rded from automatic
SECRET, wgrad-ag eclasstflcatfon
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The program was initiated in 1966 with as
project officer. In May, 1966,
responsibility for the program. He, together with
(EOD 27 June 1966) formed the
EOD'd and assumed
Branch, which
carries the primary responsibility for development of the
program. The program was advanced from feasibility studies to practical
R&D budget projects, many of which were initiated during the year.
During the latter part of 1966, the Audio Physics Division was
renamed Applied Physics to more accurately reflect the broad technological
programs now being pursued.
III. Philosophy
The Applied Physics Division has placed heavy emphasis on thorough
review of fundamental principles and state-of-the-art technology which
could be integrated into an overall system approach for the solution of AS
and ASCM problems. The fundamental studies resulted in a better under-
standing of principles which could be further researched to produce results
in the same areas plagued by a series of failures in the past. Examples
of high pay-off achieved through using this approach are:
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SECPET
BIOLOGICAL SCIENCES DIVISION
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EZ!",
BIOLOGICAL SCIENCES. DIVISION
In 1963, during the early formative phases of the Office of Research
and Development, Office efforts were roughly divided into Life Sciences
and Physical Sciences. At that time no divisional organization existed.
This situation was extant, insofar as Life Sciences were concerned, until
June, 1965.
Life Sciences efforts were dichotomous -- first, to carry out required
research and development efforts, and second, to carry on a continuing
program of educating various Agency components in the ways in which
Life Sciences could be used to exploit the vast potentials of the "living
world" as a complement to Physical Sciences in the technical aspects of
intelligence collection. The Life Sciences mission as promulgated at that
time was stated, "to undertake R&D in the Life Sciences which will assist
the Agency in the collection, collation, analysis and dissemination of
intelligence; to undertake promising research in support of other offices
of the Agency where adequate research capabilities were nonexistent, with
particular emphasis on efforts which might be applicable to the problems
of several Agency components, e.g., measurement of physiological and
psychological stress".
The initial Life Sciences organization consisted of a Technical
Manager reporting directly to the Assistant Director and Deputy Assistant
Director of ORD. The position of Technical Manager was occupied by
x" d d urn tarp ;tic
c qr r =lbg and
d~~l~s ~t[ca ian
an
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rVET
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from the inception of ORD until June, 1965. During
this period, the Life Sciences area grew to a working group of
technical officers and support personnel.
During this period a number of accomplishment milestones were
achieved, as detailed in Appendix A. Major milestones are related directly
to missions and requirements; minor milestones were achieved in support
of other Agency/Federal components.
In June, 1965, the Life Sciences program was reorganized as a result
of a more clearly defined set of missions and requirements and to facilitate
support in terms of management and coordination. Also, it was apparent
that the Technical Manager was no longer able to maintain an adequate and
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r
efficient overview of the total Life Sciences program because of its size,
diversity and complexity. Accordingly, the position of Technical
Manager was abolished and two line organization divisions were established.
Schism of personnel and program followed essentially disciplinary lines.
These two divisions were titled Biological Sciences Division, under the
direction of and Medical and Behavioral Sciences
Division, under the direction of a career Medical 25X1
Staff employee).
As a consequence of the breadth of the programs falling under the
generic heading of Biological Science, the limited number of biological
scientists within the Agency, and the interface of these projects with
related work in other Government agencies, there has been considerable
inter-agency interaction. An outline of these coordinated activities is
presented in Table I.
92
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The Biological Sciences Division at the present time has
personnel, with an anticipated growth
by FY 1970. Its current 25X1
budget is twice the initial total budget of Life Sciences, for an integrated
growth rate of approximately per year. It is anticipated that by
FY 1970, another
ncrease increment will be realized. Table II
indicates the fiscal growth of the Division.
TABLE II
Fiscal Growth
63
64
65
66
67
68
The personnel roster of the Division now includes the following:
Accomplishments listed in Appendix B are grouped by study areas
and are in addition to the previously listed milestones.
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Overhead Crop Photography
Film/filter combination for the detection of low vigor (disease,
mineral deficiency, mineral toxity, physical damage, etc.) in rice, wheat,
and sugar cane has been established.
Low vigor signatures can be detected on multispectral photography
taken at 20, 000 feet and on simulated multispectral photography up to
300, 000 feet (approximate orbital altitudes).
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ULWIT
Data reduction techniques have been proposed and implemented.
Preliminary PI keys for accurate yield estimations have been formu-
lated. Yield estimates from these keys have permitted estimates with
little or no ground truths to of the actual yield data.
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SEC Efiff
OPTICS DIVISION
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NutbG".ill
OPTICS DIVISION
A. Introduction
Activity in the Optics area was initiated prior to the formalization
of the Office of Research and Development. This occurred due to the
request of General (then Colonel) Edward B. Giller, Assistant Deputy
Director (Research), that
of TSD/DD/P investigate
the state of technology of infrared scanning systems and prepare recom-
mendations for research and development in this field. This work was
initiated in October, 1962, approximately three months before
the second scientific member of ORD, reported for duty with ORD/DD/R;
the first member,
preceded him by several days.
The more formalized shape of an organization did not begin to form until
Mr. Robert M. Chapman and
reported aboard as
the Assistant Director and Deputy Assistant Director, respectively. At
this point,
staff members
was designated Chief of the Optics Division, with
From the initial concept, the mission of ORD was to provide research
and development capability in technical and scientific fields, and to intelli-
gence requirements in general. In the optics area it was specifically
directed to optical collection devices and ancillary activities, and to
direct support to the Office of Special Activities in research and develop-
ment of advanced overhead collection systems. For the most part, Optics
Division has adhered to its original mission.
25X1
25X1
G'c4J,".gradIn a d
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There are other achievements, and some failures, in the Optics
Division program. Failures for the most part resulted from trying to
achieve goals where it was not possible to push the state of technology
within the time limitations set to achieve the goal. However, successes
far outnumber the failures, and the Optics Division enjoys a good reputation
for being conceptual and getting things done.
C. Philosophy
For the most part Optics Division has been engaged in applied
research and development, even though it has established the state-of-the-
art in infrared and magnetic detection. With the establishment of the
Optical Sciences Laboratory in Optics Division, the trend is toward in-
house analysis of optical phenomena prior to external contracting for
optical manipulations.
One of the questions posed to Optics Division is "How do you
accomplish your developments so rapidly?" The technique is to do total
contracting for all phases, the philosophy being that at some point in a
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v
phase prior to phase completion there is sufficient data to render a
decision to go ahead. If the decision is made at that time to proceed
with the next phase, six months to a year can be saved, depending on
the complexity of the system under development. Also, the philosophy
is to design for an operational prototype, which means that the first
model is designed to be used operationally, if necessary. There is a
large risk factor involved, but if the project engineer is sufficiently
knowledgeable and is close to the development, the risk is not as great
as it appears to be.
D. Problems
The major problem facing Optics Division is the top level decision
that large reconnaissance systems will not be undertaken. This reverses,
somewhat, the original mission of the Optics Division, and at present
Optics is restructuring its roles and mission. Funding is a problem, and
the tendency is to fund those R&D projects which have the least amount
of risk. While this is understandable in the light of tight money, it does
stifle bold approaches toward solution of problems. Certainly fewer state-
of-the-art systems will be developed if this tendency continues.
In the final analysis, however, there are not as many restrictions
placed on the technical people when compared to those of the military.
Although there are frustrations, the work is most challenging, diversified,
and most enjoyable.
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