RECOMMENDATIONS TO CONSOLIDATE THE AGENCY'S MICROGRAPHIC PRODUCTION FACILITIES INTO ONE CENTRAL FACILITY IN OL/P&PD

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP10T01930R000100050037-4
• Release Decision: RIPPUB
• Original Classification: K
• Document Page Count: 9
• Document Creation Date: December 22, 2016
• Document Release Date: October 31, 2012
• Sequence Number: 37
• Publication Date: June 3, 1977
• Content Type: MISC

Declassified in Part - Sanitized Copy Approved for Release 2012/10/31 : CIA-RDP10T01930R000100050037-4
June iii//
CEM
RECOMMENDATIONS TO CONSOLIDATE THE AGENCY'S MICROGRAPHIC
PRODUCTION FACILITIES INTO ONE CENTRAL FACILITY IN OL/PEiPD
1. Introduction:
A. The Agency has been a forerunner in government in the use of
micrographics. Over the past 20 years many components developed infor-
mation storage and retrieval systems using microfilm and installed
microfilm production units to support these systems. In 1973 The
Microfilm Program Branch was formed, as part of the Agency's Record
Management Program and an Agency Micrographics Officer was appointed
to head this Branch whose mission is to increase the use of the tech-
nology and to coordinate the Agency's micrographics activities. The
Agency's central micrographics facility located in OL/P$PD has worked
closely with MPB in,_:.implementing micrographics systems throughout the
Agency. P&PD has provided technical assistance and a production facility
to produce the various types of microforms needed for these different
micrographics systems. Micrographics has grown substantially over the
past five years due to the efforts of MPB, PEPD, and other production
units in the DDI, DDO, and DDS&T. At the end of calendar year 1976
there were 108.people, more than 15,000`:sq. ft. of floor space and an
investment in equipment of 3.7 million dollars enerating18,916,000
original microfilm images throughout the Agency. Microfilm production
is now being performed by six different components in five different
buildings.
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~. B. At first, components established their own production facilities
because PEPD's facility was located at and^did.not STAT
haveathe capability to handle the workload. Components also established
th'etir own production facilities because of compartmentation and security
considerations. The need for security still exists. However, many
of the barriers have been dropped. and the central facility in P&PD
is already producing some microfilm for these components. Now the
PFPD facility is located in the Headquarters compound and has the
capability to respond to the various micrographic needs of the Agency.
Much of the equipment now in the PFPD facility is underutilized.
Similarly, most of the equipment in the other production facilities is
also unutilized.
C. This is a very appropriate time to consider consolidation of
the Agency micrographics activities. The amount of dollars, personnel
and floor space involved in micrographics continues to rise each year.
Massive new information storage and retrieval systems that will probably
incorporate micrographics technology are being developed by the DDO
and DDI. These two directorates have jointly prepared a Request for
Proposal (RFP) and submitted 4 o vendors. Each directorate can add
any necessary new equipment to their own existing production facility,
or, the PEPD facility can be cost effectively expanded to handle ahyc~~
ABw requirements for both. Not only will the latter save space, money,
and manpower, it will permit other Agency components to take advantage
of the investment in any new technology and/or equipment developed to
support the new DDI and DDO systems. Therefore, with micrographics
systems becoming more and more complex, more integrated with other
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technologies and more expensive, the need to consolidate the production
facility is critical.
2. Recommendations
A. Consolidate the management of all Agency micrographics pro-
duction facilities into the Office of Logistics, Printing and Photography
Division, and except for those projects that could best be accomplished
in a satellite facility, produce all of the Agency's micrographics
products in the microphotography laboratory in the main P&PD:f.acility.,_
The P$PD facility would manage all satellite microphotography operations
with full control over.the equipment and personnel used at the satellite
facility. The total Agency
micrographic production can be accomplished by fewer people in less
space, with less equipment, at-less cost. A central facility production
would provide more uniformity and a consistent high quality product.
The 100 employees (12 manager/supervisors, 58 camera/processor
operators,,-etc., 40 3 maintenance technicians and 27 clerks doing
files preparation, typing captions and general clerical support),
now engaged in the production of microfilm at* located in six components
in five different buildings, can be organized into `a centrally managed
facility operating on a three shift schedule.
For cost analysis of this recommendation, see tab A Space, tab B
Equipment, tab C Personnel and tab D Supplies.
B. Consolidate the micrographic systems analysts (1 - P$PD,
.1 - DDI, 2 - DDO) into the P&PD Systems Staff. If the production is
successfully merged into a central facility consideration should be
given to consolidating the: ,sy. steins analysts who are engaged in
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developing micrographic applications. This action could.result in
reducing the number of systems analysts from 4 to 3. As a part of
a central staff the analysts would be more flacible and responsive
to the needs of the entire Agency.
D. After.successful consolidation of the Agency's micrographic
production and systems staff, a review should be made of the continuing
need for the Micrographics Program Branch's micrographic activities.
The question o ISAS/MPB's role in a centrally managed production
facility was given serious consideration during this study. The
discussion centered aroung the continued need for an Agency-wide
coordination effort if recommendation AE B above were successfully
put into effect, or whether the overall Agency micrographic program
uuuldn't be better served if there continued to be a separate staff of
Records Management personnel outside the central production facility
coordinating activities with various components and directorate Records
M anagement Officers. If the decision was that the program could
function effectively without MPB's effort, then two Records Administration
Officers could be reassigned to other duties, and some additional
savings'in floor space could be realized. Since this action
would place the following additional burdens on the P$PD Systems
Staff, training; assuring compliance with Federal Records Management
Regulations; user equipment evaluation, inventory and control;
direct liaison with Records Managers; Agency-wide coordination;
representing the Agency in inter and intra Agency groups; promotion
of the use of micrographics and reviewing existing applications and
systems, this staff would probably need additional manpower. So, the
question would probably "be; where can these functions best be
accomplished, as part of a production facility or'as part of +IV
Records Management Staff.
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3. Summary
1. The recommendations and savings cited in this. proposal
are based on information gathered by MPB from the various Agency
components involved in micrographics activities. The recommendations
have not been discussed with the other components. Actual savings
from a consolidated micrographics production facility may be more
or less than stated depending on the degree of acceptance by the
other components and the actual volume of microfilm produced.
2. As described in the attachment, a centralized micrographic
production facility in PTPD/0L would save 21 positions, 6,616
sq. ft. of floor space, 68 pieces of equipment andwconsiderable
amount of supplies at an annual cost savings of $4&& ef$- , 3 ,?o o dv
3. An additional GS-7 position could be eliminated if the
systems analysts were consolidated into the P&PD Systems Staff
as outlined in recommendation 2.C. This is the second position in
the DDO Systems Staff that would not be needed in a centralized
staff. The other DDO systems analyst along with the one in the DDI,
would transfer to P$PD and bring to three the number of analysts
working on micrographics systems.
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 STAT
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Attachment B ( Equipment Savings )
V
1.
Equipment
Planetary Cameras
32
Centralized
12
2.
Rotary Cameras
9
3
3.
Rotoline Cameras
3
3
4.
Microfiche Cameras (.source doc. )
12
5
~5.
Documate II
1
2
6.
Special Format
6
4 ?
7.
Com Recorders
3
34
8.
16/35mm Film Processors
5
2
9.
105mm Processors
4
2
10.
16/35mm Diazo.Duplicators
2
1
11.
105mm Diazo Duplicator
11
8
12.
16/35mm Vesicular Duplicators
2
1
13.
105mm Vesicular Duplicators
1
1
14.
16/35mm Silver Duplicator
2
0.
15.
16/35/105mm Silver Duplicators
2
2
16.
105mm Silver Duplicator ( sheet )
1
1
.17.
Aperature Card Duplicators
8
8
18.
Densitometers
8
2
19.
Microfiche Cutters
8
3,
20.
16mm Jacket Stuffer
8
5
21.
35mm Jacket Stuffer
1
1
22.
Aperature Card Mounter
3
3
23.
Cartridge Loaders
7.
3?
24.
Film Dryers
2'
2
25.,Microscopes
4
2
Total Pieces Of Equipment
145
The number of major pieces of production equipment would be cut in half,
-saving te;-maintenancercosto and-ren-tal costs on various machines.
,d floor=-spa,e-sav