College and Research Libraries By R O B E R T F I N L E Y D E L A N E Y The Administration of Intelligence Archives Mr. Delaney is director of the Research Center of the Naval Intelligence School and instructor in intelligence research and analy- sis. WORLD W a r I I and its a f t e r m a t h have resulted in the vast and c o n t i n u i n g expansion of strategic intelligence services w i t h i n both the civil and the military com- ponents of our f e d e r a l g o v e r n m e n t . Since an u n d e r s t a n d i n g of the t e r m "strategic in- telligence" is f u n d a m e n t a l to any discussion of the organization of intelligence archives, a definition should be given at the outset. I n its simplest terms, strategic intelligence is t h a t knowledge which o u r top civilian and m i l i t a r y planners must have in order to s a f e g u a r d our national security. A strategic intelligence service, therefore, is the organi- zation responsible for providing t h a t knowl- edge. F r o m this definition it is a p p a r e n t t h a t a conception of intelligence service in t e r m s of secret codes and b e a u t i f u l lady spies, however intriguing, is overly simplified. T h e technology and sociology of the pres- ent-day w o r l d are such t h a t continuous accurate evaluations of advances, a t t i t u d e s and policies of all n a t i o n s — p o t e n t i a l foes and f r i e n d s alike—are vital to the f o r m u l a - tion of o u r own foreign policies and our m i l i t a r y preparedness f o r defense. W i t h - out an adequate and efficient intelligence or- ganization geared to f u r n i s h these evalua- tions, the U n i t e d States might well face political or military d e f e a t — o r both. N e i t h e r the codes nor the feminine spies, however accomplished, are equal to so great a task. H e n c e , a l t h o u g h the need for se- crecy and security is still p a r a m o u n t , the operation of a m o d e r n intelligence agency is no longer so r o m a n t i c as it has been pictured in fiction and the motion picture. I t is, in fact, organized and operated along the same or similar lines as any other g o v e r n m e n t a l administrative agency. W i t h w h a t is f u n d a m e n t a l l y a research job to do, the intelligence service requires an effec- tive organization of an expert staff to pro- duce those orderly, f a c t u a l and analytic reports needed by our policy makers in their efforts to choose those courses of action best calculated to insure the preservation of w o r l d peace and develop t h a t kind of inter- n a t i o n a l h a r m o n y and accord essential to the preservation of our civilization and its ideals. T h i s paper is concerned w i t h the research center of an intelligence organization, a key service section in an organization respon- sible f o r the activities outlined above. I n some respects, the research center defies de- scription f o r no m a t t e r how the duties of a center are defined, there are infinite rami- fications to the use of the tools and materials housed therein. I t may be said in general t h a t an intelligence research center combines the features of a library, archives, labora- tory and study. I t s p r i m a r y f u n c t i o n s in- clude collecting, processing, housing and servicing the accumulated i n f o r m a t i o n which f o r m s the p r i m a r y source m a t e r i a l f o r finished intelligence. I n addition, it m u s t provide space f o r intelligence specialists to 2 1 3 collate, digest and w r i t e u p t h e results of their research. I t s operations m u s t be geared t o provide m a x i m u m service and as- sistance to the intelligence staff, and all of its activities and efforts must be unified a n d directed t o w a r d t h a t e n d . A sound and w o r k a b l e o r g a n i z a t i o n is basic to the unified and efficient operation necessary. C h a r t A presents in graphic f o r m the bare outline of an intelligence agency. C h a r t B shows schematically the outline of a research center and archives C h a r t A Intelligence Agency Personnel w i t h i n the agency. P r o p e r subdivision of duties w i t h i n t h e research center are es- sential to its smooth operation and effective- ness. T h e suggested b r e a k d o w n includes six divisions, each w i t h its o w n division chief and all directly responsible to the director of the research center and his ex- ecutive officer. T h e chief ( d i r e c t o r ) in t u r n w o u l d r a n k equally w i t h the d e p a r t - m e n t heads of the other u n i t s w i t h i n the agency. T h e six divisions of the research center and archives m i g h t be constituted as f o l l o w s : Incoming Division: T h i s u n i t handles incoming and o u t g o i n g m a i l ; a r r a n g e s f o r r o u t i n g and proper distribution of m a t e r i a l ; assigns security classifications to m a t e r i a l w h e n e v e r needed. Ordering Division: T h e o r d e r u n i t is responsible f o r selecting and acquiring t h r o u g h purchase, requisition, etc., the ma- terials required f o r the center's activities, i n c l u d i n g intelligence reports, periodicals, newspapers, ephemeral materials, texts, etc. T h e division also m a i n t a i n s a p p r o p r i a t e o r d e r and accession records and w o r k s in close cooperation w i t h the agency's fiscal officer in allocating and c o n t r o l l i n g expendi- tures. Technical Processes Division: Effective operation of the center depends in large measure upon the abilities of this g r o u p to 214 COLLEGE AND RESEARCH LIBRARIES classify, catalog, a r r a n g e and prepare ma- terials f o r use. A suitable s t a n d a r d i z e d cata- loging code rigidly applied but flexible enough to take care of the wide variety of materials coming into the center is essential. A n added problem of this division is the development of a suitable intelligence classi- fication scheme which w i l l bring both classi- fied and unclassified materials into w o r k a b l e relationships. Foreign Language Library: Since foreign languages introduce a difficult problem into intelligence service, special a r r a n g e m e n t s Divisions, however. Map Library: T h e need f o r and the use of maps and charts in an intelligence organ- ization is very great. I n addition to s t a n d a r d maps of the w o r l d ' s regions, the center must make available newly charted and special maps (e.g. physical or administrative m a p s ) f o r which there is heavy d e m a n d . P r o p e r maintenance of a constantly changing collec- tion involves a special classification scheme, adequate and appropriately designed storage space, special problems of acquisition, and an orderly replacement schedule f o r used Chart B Research Center and Archives must be m a d e to accommodate the language and area specialists w h o deal mainly in ori- ginal research, t r a n s l a t i o n and in the teach- ing of foreign languages. T h i s problem can be most effectively solved t h r o u g h the establishment of a separate language li- brary which w i l l include both the personnel and collections necessary to spot p r o m p t l y and evaluate the latest developments in foreign periodicals, news and r e p o r t i n g ac- tivities. Acquisition and processing activi- ties f o r the language library will be cen- tralized in the center's O r d e r and C a t a l o g maps. T h e special problems presented by a sizeable and heavily used m a p collection suggest the need f o r a separate division. Reference and Bibliographic Service: T h e most evident result of efficient library service is the effectiveness of a research center's reference and bibliographic serv- ices. A great deal of emphasis should be placed on " g e t t i n g a n s w e r s . " O t h e r w i s e , the mission of the center w i l l not be f u l - filled completely. R e f e r e n c e service de- m a n d s top-notch p e r f o r m a n c e , so adequate provision must be made f o r specialists w h o JULY, 1951 215 u n d e r s t a n d t h e m i s s i o n of t h e o r g a n i z a t i o n a n d u n d e r s t a n d t h e t e c h n i q u e of r e f e r e n c e p r a c t i c e . S u c h s e r v i c e is p r o v i d e d m o s t e f f e c t i v e l y b y a s e p a r a t e r e f e r e n c e d i v i s i o n a s t h e p r a c t i c e of m o s t l i b r a r i e s i n d i c a t e s . T h e a d m i n i s t r a t i v e p r o b l e m s of a n i n - t e l l i g e n c e a r c h i v e s a n d r e s e a r c h c e n t e r f a l l i n t o f o u r g r o u p s , e a c h of w h i c h is d i s c u s s e d b e l o w . T h e s e g r o u p s a r e ( i ) l i n e - s t a f f r e l a - t i o n s h i p s ; ( 2 ) fiscal c o n s i d e r a t i o n s ; ( 3 ) s p a n of c o n t r o l ; a n d ( 4 ) p e r s o n n e l . I n o r d e r t o a v o i d c o n f u s i o n i n t h e u s a g e of t e r m s , t h e f o l l o w i n g d e f i n i t i o n s a r e s e t f o r t h : Research Center: T h e d e p a r t m e n t i n w h i c h t h e v a r i o u s p r o c e s s e s r e l a t i v e t o b o o k - c o l l e c t i n g , p r o c e s s i n g , s e r v i c i n g a n d r e s e a r c h a r e c a r r i e d o n . Archives: T h a t p a r t of t h e r e s e a r c h c e n t e r w h i c h a d m i n i s t e r s a n d s e r v i c e s t h o s e c l a s s i f i e d d o c u m e n t s w h i c h m u s t b e s e t a p a r t a n d h a n d l e d u n d e r s t r i c t s e c u r i t y r e g u l a - t i o n s . Line-Staff Relationships T h e l i n e - s t a f f r e l a t i o n s h i p s a r e p a r t i c u - l a r l y i n t e r e s t i n g i n t h e c a s e of a s e r v i c e s u c h a s a r e s e a r c h c e n t e r o f f e r s . I n t e r n a l a d m i n i s t r a t i o n d e m a n d s a u t h o r i t y of a l i n e n a t u r e w h e r e s p e c i a l i s t s ( c a t a l o g e r s , t r a n s - l a t o r s , e t c . ) a n d a d m i n i s t r a t o r s a r e g r o u p e d t o g e t h e r i n o n e f u n c t i o n a l u n i t . A c t u a l l y t h e d i r e c t o r of e a c h a c t i v i t y m u s t w e a r t w o h a t s , i n t h a t h e e x e r c i s e s t h e p o w e r of a l i n e o f f i c e r w i t h i n h i s o w n o r g a n i z a t i o n a t t h e s a m e m o m e n t t h a t h e s e r v e s i n a n a d - v i s o r y s t a f f c a p a c i t y t o h i s s u p e r i o r s i n t h e h i e r a r c h y of c o m m a n d . F o r t h e m o s t p a r t , t h e d i r e c t o r ' s s u b o r d i n a t e s a r e p e o p l e w h o p e r f o r m s e r v i c e f u n c t i o n s a l m o s t e n t i r e l y . A n y p r o b l e m of l i n e a d m i n i s t r a t i o n is e i t h e r s e t t l e d b y r e c o u r s e t o c o d i f i e d r e g u l a t i o n s o r u l t i m a t e r e f e r e n c e t o t h e d i r e c t o r ' s o f f i c e . Fiscal Considerations B u d g e t a r y p r o b l e m s h a u n t a n y o r g a n i z a - t i o n t o d a y . T h e y a r e b y n o m e a n s u n i q u e . B o t h p r i v a t e a n d g o v e r n m e n t a l a g e n c i e s m u s t g i v e s e r i o u s t h o u g h t t o t h e a m o u n t of m o n e y a v a i l a b l e a n d h o w i t is t o b e a p - p o r t i o n e d . D i s c u s s i o n h e r e w i l l be c o n - fined n o t t o t h e r e g u l a r o u t l i n e of fiscal s t r u c t u r e , b u t r a t h e r t o t h o s e p r o b l e m s of b u d g e t w h i c h s t e m f r o m t h e n a t u r e of i n - t e l l i g e n c e w o r k . T h e r e a r e t w o m a j o r o n e s : s u f f i c i e n t f r e e d o m of u s e f o r t h e f u n d s a l l o c a t e d t o t h e r e s e a r c h c e n t e r , a n d t h e e s t a b l i s h m e n t of n e c e s s a r y c l a n d e s t i n e " c o v e r " f u n d s . F r e e d o m of fiscal d i s b u r s e - m e n t a n d " c o v e r " f u n d s g o h a n d i n h a n d . I f r e s t r i c t i o n s a r e p l a c e d o n b o o k f u n d s , o n t h e t y p e of m a t e r i a l t o b e p u r c h a s e d , o r o n m a x i m u m figures a b o v e w h i c h p u r - c h a s e is f o r b i d d e n , t h e r e s e a r c h m i s s i o n of t h e a g e n c y is h a m p e r e d in t h a t r e s e a r c h m a y b e r e d u c e d t o a . r e l i a n c e o n s e c o n d a r y s o u r c e s , s o m e p o s s i b l y i n f e r i o r o r i n a d e - q u a t e . " C o v e r " f u n d s a r e e s s e n t i a l f o r p r o - c u r i n g m a t e r i a l s t h r o u g h n e u t r a l o r i n n o - c e n t s o u r c e s w h e n i t is d e s i r a b l e t o p r e v e n t p u b l i c ( o r p r i v a t e ) k n o w l e d g e of t h e k i n d o r t y p e of m a t e r i a l t h e a g e n c y is d e s i r o u s of o b t a i n i n g . Span of Control T h e i n t e r n a l a d m i n i s t r a t i o n of a h i g h - t e n s i o n r e s e a r c h c e n t e r d e m a n d s a c l e a r - c u t s p a n of c o n t r o l a n d a h i e r a r c h y of c o m - m a n d . T o b u r d e n t h e d i r e c t o r w i t h m i n o r a n d m e c h a n i c a l p r o b l e m s i n v o l v e s h i m h o p e l e s s l y i n p e t t y d e t a i l a n d i n t e r f e r e s w i t h h i s p l a n n i n g a n d d i r e c t i n g of t h e w h o l e a c t i v i t y . H o w e v e r , h e m u s t b e s u f f i c i e n t l y f a m i l i a r w i t h d e t a i l s o t h a t h e m a y e x e r c i s e h i s l i n e a l a u t h o r i t y i n t e l l i g e n t l y a n d e f f e c - t i v e l y . E x p e r i e n c e h a s d e t e r m i n e d t h a t a s y s t e m of d i v i s i o n c h i e f s b e s t s u p e r v i s e s t h e d e t a i l s of s e r v i c e a n d t e c h n i q u e w i t h i n t h e i r d i v i s i o n s . I t is a s s u m e d t h a t a s u i t a b l e s t a f f m a n u a l w i l l h a v e b e e n p r e p a r e d f o r t h e i r g u i d a n c e . I n f o r m a t i o n n e e d e d b y t h e d i r e c t o r o r p r o b l e m s w h i c h h e m u s t s e t t l e 2 1 6 • COLLEGE AND RESEARCH LIBRARIES are f u n n e l e d f r o m each division to his ad- ministrative assistant and finally, if neces- sary, to him. T h u s a direct line of com- munications up and d o w n the l a d d e r is m a i n t a i n e d and access to the director is pro- vided f o r w h e n necessary. Personnel N o organization can f u n c t i o n w i t h o u t good people. T h e problem of obtaining and t r a i n i n g suitable personnel is, there- fore, a vital one in the efficient operation of a research center. I n an intelligence agency personnel is customarily handled f o r the entire agency, including the re- search center, by a services section. (See C h a r t A ) Close liaison between the per- sonnel officer and the director of the re- search center is, therefore, of m a j o r im- portance. Ideally, the director will estab- lish the s t a n d a r d s for hiring librarians, specialists and other needed help. T h e director of an intelligence research center should be a combination of profes- sional librarian, experienced intelligence specialist and trained a d m i n i s t r a t o r . W i t h - out these qualifications he will be handi- capped in u n d e r s t a n d i n g the mission of his organization and r e l a t i n g its operations and techniques to those of the intelligence agency. Ideally, the division chiefs should have similar qualifications, but such com- binations of experience are r a r e indeed. T h e r e f o r e , c a r e f u l l y devised job descrip- tions, w h i c h describe duties and responsi- bilities accurately and emphasize the f u n c - tion to be p e r f o r m e d , are necessary in establishing and filling positions. F o r ex- ample, it will be m o r e desirable f o r the center to employ an experienced cataloger w i t h no or limited experience in intelligence w o r k t h a n an intelligence officer w i t h knowledge of cataloging. Considered opinion s t e m m i n g f r o m the lessons o f " n i n e years of strategic intelligence operations points out t h a t in m a t t e r s of personnel a compromise m u s t be accepted. Ideally- trained people are difficult or even impos- sible to find; instead, area specialists, li- brarians, intelligence officers, etc. m u s t be employed and molded and trained into an ordered, w o r k a b l e staff. W h e n such dis- tinct professional groups are banded to- gether to accomplish a specific goal, personal and professional rivalries must be sub- ordinated to the common effort if the center is to operate smoothly and efficiently. T h i s requires skilled personnel a d m i n i s t r a t i o n by the director, f o r legislation or rule-mak- ing can aid in eliminating the rivalries and the problems. I n the final analysis, the personality and professional ability of the director will determine h o w successful this mixed m a r r i a g e w i l l be. Some of the m o r e pressing problems of an intelligence archives deserve p a r t i c u l a r a t t e n t i o n . A l t h o u g h no dogmatic solution can be offered, some of the ways in which these problems have been solved will be in- dicated. Security P e r h a p s the most constant and ever re- stricting problem c o n f r o n t e d in a research center is t h a t of security. T h e n a t u r e of any intelligence operation demands t h a t the secrecy of m a n y projects and activities be insured. B u t , security, which involves loyalty checks of staff members and con- stant vigilance over the custody, use and location of classified material, w o r k s re- strictively against the free flow of i n f o r m a - tion and data in and out of t h e research center. T h e r e is no a l t e r n a t i v e ; responsi- bility placed must be accepted andf upheld. H o w e v e r , classified materials are loaned to people w h o have been cleared f o r intelli- gence w o r k ( a n d it is assumed analysts and researchers, and even the janitors, are "good security risks") on the basis of signed custody receipts which t r a n s f e r the responsi- bility f o r protection f r o m the research center JULY, 1951 217 to the interested staff m e m b e r . T h i s method is essentially the same as a public l i b r a r y c h a r g i n g system. Maps M a p s are an increasing source of diffi- culty. F o r some u n k n o w n reason, intel- ligence w o r k e r s t r e a t maps carelessly. T o be sure, they use quantities of t h e m at all times, but they do not t r e a t a c h a r t or a m a p w i t h the same care as a book or a periodical. W h e n research men have com- pleted a p r o j e c t or finished w i t h the maps, they usually m u t i l a t e them, destroy them, f o r g e t them, or simply ignore t h e m . N a - t u r a l l y this cavalier t r e a t m e n t of maps brings the analysts into open conflict w i t h the library, and the library w i t h various g o v e r n m e n t a l m a p p i n g agencies, all of w h i c h are interested in eliminating waste. U n q u e s t i o n a b l y a certain a m o u n t of over- lay w o r k and grease-pencil w o r k is neces- sary on maps used f o r research. B u t w i t h the m a p supply short and the d e m a n d high, it is necessary to prescribe rigid rules gov- e r n i n g expendable use of maps, to estab- lish good liaison relationships which make possible the p r o c u r e m e n t of both old and n e w well in advance of deadline dates, and to build reference collection of maps—com- plete, c u r r e n t , c a r e f u l l y selected to meet the average needs of the staff. M a p s in this collection are classified and cataloged and loaned like m a t e r i a l in the center sub- ject, of course, to security classification and the needs of other w o r k e r s . Publicity T h e fntelligence archives handles thou- sands of documents each week. T h e y m u s t be accessioned, r o u t e d , called to the atten- tion of interested parties and filed f o r f u t u r e use. N a t u r a l l y , r o u t i n g must be done selectively f o r it is impossible to distribute several h u n d r e d documents per day. T o offset some of this selection, the center endeavors to publicize m o r e of its acquisi- tions. T h i s publicity may be of several k i n d s : indexes, abstracts, a n n o t a t e d bibliog- raphies, d e p a r t m e n t a l records or r e a d i n g " l o g s . " I n these ways the center makes available a s u m m a r y of the most i m p o r t a n t and valuable archival acquisitions d u r i n g a given period. Such publicized notices presuppose an i n t i m a t e knowledge of the m a j o r projects and long-term goals of the research and language staffs. T h r o u g h these devices highlighted materials are made k n o w n to the people w h o m u s t k n o w about them or use t h e m . Subject Analysis O n e of the inherent difficulties in operat- ing an intelligence o r g a n i z a t i o n results f r o m the division of w o r k between units organized along geographical lines and those organized on f u n c t i o n a l lines. Briefly, an o r g a n i z a t i o n of intelligence activities is c o n f o u n d e d by the lack of agreement on w h e t h e r w o r l d coverage of i n f o r m a t i o n should be divided by geographical area or by subject, e.g. should sociologists, econ- omists, etc. be responsible f o r intelligence on all of the w o r l d ' s sociological problems w i t h o u t regard f o r geographic boundaries, or should u n i t s responsible f o r intelligence on given w o r l d areas m a i n t a i n a sociologi- cal or economic section. Both systems have been tried, separately and simultaneously, and no a t t e m p t e d recommendations w i l l be suggested here. B u t as opinions and sys- tems change, the research center m u s t con- tinue to f u n c t i o n . T h e s e t w o organiza- tional p a t t e r n s affect directly the policy which the center must adopt in its subject analysis of materials. Shall a subject be divided geographically or a c o u n t r y by sub- j e c t ? Since no final answer can be given, subject headings m u s t be chosen w h i c h will be flexible enough to h a n d l e intelligence 218 COLLEGE AND RESEARCH LIBRARIES either geographically or by subject. A parallel problem exists in classification, par- ticularly f o r the archival (i.e. secret) ma- terial. O r d i n a r i l y , the r e g u l a r book collec- tion can be organized according to some existing classification scheme. H o w e v e r , restricted m a t e r i a l intended solely f o r in- telligence use cannot be processed accord- ing to r e g u l a r methods. A system which will provide adequate cross indexing and r e f e r e n c i n g but which is flexible enough to stand up u n d e r great expansion is neces- sary. T h e r e is ample room here f o r the application of n e w ideas and techniques. U l t i m a t e l y such ideas m a y aid in the de- velopment of general library service since they question and re-evaluate traditional li- b r a r y habits and techniques. Reproduction R e p r o d u c t i o n and graphics, t w o con- siderations which deserve mention, are out- side the scope of research center administra- tion in a typical intelligence agency o r g a n i z a t i o n . Since m u c h of the center's w o r k is distributed and posted, agreements must be m a d e to insure the p r o m p t com- pletion of displays, publicity and p r i n t i n g assignments. T h i s is a m a t t e r of some ad- ministrative concern w h e n reproduction facilities are not available. H e n c e , c a r e f u l p l a n n i n g and advance preparation can pre- vent needless w o r r y and delay. Language Library I n order to satisfy the needs of language specialists most effectively, a separate de- p a r t m e n t a l library seems to be the best solution, even t h o u g h it adds administra- tive problems. Such a library reduces the w o r k load on the general center and archives and places the l a n g u a g e specialist in m o r e immediate contact w i t h the ma- terials w i t h which he works. Such special libraries come u n d e r the administration of the research center and the library's order- ing and cataloging activities are centralized in the technical processes division. T h i s d e p a r t m e n t a l a r r a n g e m e n t is a convenient service a r r a n g e m e n t only. Liaison Because a strategic intelligence acquisi- tion p r o g r a m is w o r l d w i d e in scope, it is necessary to have overseas contacts. Such agents must not only be t r u s t w o r t h y , they must also be in positions to k n o w w h a t in- f o r m a t i o n to pick up and w h a t to reject. A simple system of fiscal accounting to handle overseas acquisitions and easy com- munications is desirable. Effective use of American overseas representatives offers: the best method of obtaining material to date. I t is equally i m p o r t a n t t h a t there be com- plete u n d e r s t a n d i n g of the research center's relations to the intelligence agency and to other g o v e r n m e n t offices so t h a t all con- tacts f o r obtaining materials and d a t a may be exploited. W i t h o u t cooperation no a m o u n t of organization can make the move- m e n t successful. Training T h e research center is, of course, di- rectly concerned w i t h on-the-job t r a i n i n g f o r both professional and subprofessional personnel. Such t r a i n i n g is absolutely es- sential w h e n people of such v a r y i n g in- terests, education and experience are em- ployed in a common enterprise. N o specific p r o g r a m is outlined here, but the need f o r effective on-the-job t r a i n i n g p r o g r a m s can- not be too strongly emphasized. Space Some note should be made here of the need f o r adequate w o r k i n g and storage space. T w o points must be kept in m i n d . Space in which classified material is stored (Continued on page 232) JULY, 1951 219 special displays of books in the b r o w s i n g area and on the first floor. By the time w e can build the other wing, library fashions may have changed completely, but nonetheless we have definite ideas as to w h a t should go into it. T h e original plans called only f o r a r e a d i n g r o o m — n o basement, no second floor. B u t now we plan to ask f o r basement, first floor, second floor and attic, j u s t as w e have in the present w i n g . W e believe t h a t w e shall require all this space f o r special read- ing rooms, m a p room, rooms f o r reading machines, individual seminar or conference rooms, a small a u d i t o r i u m f o r motion pic- t u r e projection and a room f o r archives storage. I n addition to this w i n g , provision is made f o r extension t o w a r d the south, and if necessary in the distant f u t u r e , the building could be completed in a hollow square. T h e simplicity of the present struc- t u r e makes it very flexible. The Administration of Intelligence Archives (Continued from page 2ig) constitutes a special problem, f o r govern- m e n t regulations are d e m a n d i n g . Secondly, an intelligence research center g r o w s rapidly despite c a r e f u l weeding. T h e r e - fore, due consideration f o r security and g r o w t h should govern the allocation of space f o r the center w h e n it is set up. P o o r w o r k i n g conditions, f r a y e d nerves and crowded q u a r t e r s are not conducive to ef- fective research which requires as m u c h quiet and academic e n v i r o n m e n t as a gov- e r n m e n t building w i l l allow. I n s u m m a r y then, it may be said t h a t the concept of a research center and intelligence archives is a relatively n e w extension of l i b r a r y service. I t is a testing g r o u n d f o r n e w techniques of library a d m i n i s t r a t i o n , new machines and n e w approaches to cataloging and classification. Inventive- ness, clear t h i n k i n g and the ability to w o r k u n d e r pressure are p a r t i c u l a r qualifications needed by people engaged in such profes- sional w o r k . Since no final solution has been f o u n d f o r the m u l t i t u d e of problems presented, an open m i n d is essential. M o s t i m p o r t a n t , an efficient research center de- m a n d s good o r g a n i z a t i o n ; a s t r o n g ad- m i n i s t r a t o r in w h o m is combined a k n o w l - edge of librarianship and an appreciation of intelligence service; and a staff a l e r t to n e w ideas and ready to capitalize on them in i m p r o v i n g service, m a k i n g m a t e r i a l s available p r o m p t l y and facilitating the w o r k of other intelligence w o r k e r s , thus f u r t h e r - ing the mission of U . S . strategic intelli- gence. 232 COLLEGE AND RESEARCH LIBRARIES