STAFFING REQUIREMENTS: RECORDS MANAGEMENT UNIT, SUPPORT INFORMATION MANAGEMENT CENTER (8 POSITIONS)

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP74-00390R000300100003-1
• Release Decision: RIPPUB
• Original Classification: K
• Document Page Count: 13
• Document Creation Date: December 22, 2016
• Document Release Date: May 26, 2009
• Sequence Number: 3
• Content Type: REQ

25 YEAR RE-REV , Approved For Release 2009/05/26: CIA-RD P74-0039OR000300100003-1
STAFFING REQUIREMENTS: Records Management Unit, Support Information
Management Center (8 Positions)
STAT
1. Senior Records Management Off ,ce a Supgo~, orate
(DD/S-RMo
a. Chief of Support Directorate Records Unit responsible
for development and administration of the DD/S Records Pro-
gram in accordance with
STAT
b. Develop plans, policies, and provide overall super-
vision in the implementation of the DD/S Records Program.
c. Serve as the DD/S representative on the Agency Records
Management Board.
2. Assistant DD/S Records Management Officer
a. Serve as Deputy Chief, Support Directorate Records
Branch,'with primary responsibilities for:
1. Training Program for DD/S records personnel;
2. Development and publication of regulatory
instructions and Support Notices on the records program;
3. Staff studies for the Agency Records Management
Board, and;
4. Periodic evaluation of office records programs.
STAT
3. Microform Systems Anal st
a. Specialist in microform systems design.
b. Review and analysef,,Directorate hardcopy records systems
for conversion to microform applications.
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i~ le
c. Coordinate with other systems analysts in SIMC (e.g.
a Design & Review Group) in identifying areas susceptible to
automated information processing and data compaction (i.e.
Computer output microform and micrographic information processing.).
d. In coordination with the Agency Microform Program
officer and in conjunction with the using office, coordinate
survey findings and develop microform system requirements.
A~
e. In coordination with the Agency A1croform 3irogram ko'fficer
and outside consultants as necessary, convert system requirements
into systemFdesigns. Identify hardware and software specifications
and prepare system for implementation.
4. Microform Project Officer
a. The functions and duties of this officer take up where
the microform systems design analysts; end. That is with the
implementation of the microform system, by converting the manual,
hard copy files to microform.
b. This officer will provide the following services to the
office receiving the system:
1. Develop implementation plans to provide for
minimum of disruption during the conversion to microform.
2. Identify resources to be utilized for the conversion
(i.e. will filming be done on site and by whom? contract
personnel? PSD personnel? other?)
3. Serve as project officer for the conversion insuring
that systems specifications are met.
4. Evaluate and "de-bug" system after implementation.
5. Provide training on systems maintenance.
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STAT 5. Records Management Officer
a. Specialist in Records Creation Control
b. Assist Component Records Officers with:
(1) Forms Analysis, design and control.
(2) Application of improved standards and procedures
(3)
for handling.and preparing correspondence.
Development of Controls for Copy Machine
selection.
(4) Development of controls of document printing.
c. Periodically analyze the status of Directorate Forms,
Reports, and Copy Machines and report with action
recommendations.
STAT
6. Records Management Officer
a. Specialist in manual record systems, procedures, and
equipment.
b. Assist Component RMO's with:
(1) Selection and Procurement of Record Equipment
and Supplies.
(2) Development of filing systems to meet needs.
c. Review requests for Secure Areas.
d. Promote use of space-saving file equipment.
e. Identify, Schedule, and Preserve Emergency Vital
Records.
f. Conduct Record Surveys and evaluate Component records
programs.
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7. Records Analyst
a. Specialist in Records Disposition.
b. Assist Component RMO's in preparation and updating
of Records Control Schedules.
c. Develop Directorate Records Retention Plan.
d. Establish "Offices of Record" and prepare procedures
for preservation of permanent records.
e. Conduct annual inventory of records volume in offices
and storage and provide analysis of conditions with
proposals.
f. Serve as liaison for DD/S records problems related
to the Agency Archives and History Program.
g. Assist with the DD/S contributions to the Presidential
Libraries.
8. Secretary
a. Secretarial Support for Chief and Deputy.
b. File maintenance.
9. Clerk-Typist
a. Typing of Reports, Surveys, and Schedules.
b. Service Telephone Messages.
c. Maintain File and Mail Flow.
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STAFFING REQUIREMENTS: Additional Position for Agency Records
Staff
1. Microform Program Officer
This position is required for purposes of providing staff
guidance, assistance, and coordination of microform system
application on an Agency-wide basis. Incumbent's first priority
would be to develop a handbook on microform standards and
procedures drawing from experience gained in the Agency Cm 0.4_
w4ll or other Federal Agencies. and Departments (Air Force,
State, Army) having large and active microform programs.
The incumbent would be knowledgeable of all microform
applications currently in use throughout the Agency and be
well informed on the everchanging technology in microform
industry. He would develop and maintain list of vendor and
consultant firms to be utilized in the event outside help
is required for the design and implementation of the larger
microform systems. He would establish liaison with Microform
Program Offices in other Federal agencies and Departments, to
study their systems and obtain the benefit of major federal
programs in the microform field.
He would formulate plans for development of an in house
capability to deal with Agency microform programs. He will
work closely with Directorate microform personnel in identifying
areas for system applications and assist in the design of new
systems insuring a maximum amount of compatibility (and uniformity)
among microform equipment and standards.
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1 1 JUN 174
ATTACHMENT A: Records Management Unit of the Support Information
Management Center
Reference: Memo to DD/S from SSS dtd 26 May 1970.
Subj: Management of Records and
Information Processing Activities.
1. This attachment sets forth the rationale and provides
detailed justification for the additional manpower resources required
for the Records Management Unit of the Support Information Management
Center (SIMC).
2. The overall problems concerning our records management
and information processing programs have been presented in our Program
Calls each of the past three years and have been presented orally in
briefings by this staff to the DD/S and by the DD/S to the Executive
Committee. Referent memorandum again summarizes and highlights major
problem areas, describes the intricate relationship between records
programs and information processing programs, and in general terms
identifies the assets and organizational concepts needed to deal with
these:. problems.
3. In our memo to the Executive Director requesting funds to
increase storage capacity of our Records Center, we pointed out that
we hoped to provide long-range solutions to our records storage pro-
blem by paying more attention to the basic program elements of corres-
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pondence, reports, and forms management, improved manual and automated
information processing systems, and the carefully managed installation
of new microform applications. However significant reduction of
records storage requirements through these programs will require:
;led
k-of- concern for records problems; and most important of all a
time to define the problems and develop responsive systems; funds for
a new generation of microfilm equipment; a reversal of management's
willingness to commit more manpower to the records problems in each
agency component in spite of the current and apparent continuing
overall reduction in Agency personnel.
4. In discussing manpower resources required to implement an
effective "Agency-wide program" we should make reference to the basic
policy issues reflected in the governing regulation. is
ambiguous, it seems to say that the Agency wants it both ways; de-
centralized records programs but "some" centralized control. Authority
to establish, direct, and maintain records programs is delegated to
Deputy Directors but the desire to maintain central control is not
entirely relinquished. The Agency Records Administration Officer
(Records Administration Branch of Support Services Staff, hereafter
referred to as the Agency Records Staff, ARS) is responsible for review
and approval of records control schedules, vital records schedules,
new and revised forms, and requests for equipment and supplies, (including
microform equipment) to the extent necessary to assure compliance with
records administration program requirements. The Agency Records Staff
furnishes staff guidance, assistance, and coordinates Agency programs,
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but th= is no requi.,-aient that their services be used. This traditional
"staff" versus "line" conflict will never be resolved by the stroke
of a pen, however we should eventually revise o provide the
Agency Records Staff with responsibility and authority for a totally
integrated Agency-wide records management program including all elements
of creation, maintenance, and disposition.
5."t"he major revision of records management policy
suggested above will meet strong resistance from the various Directorates
and may never be accepted or published as Agency policy, nevertheless
it should remain our goal. For now the DD/S can take positive steps
forward by increasing the Agency's Records Staff's capability to service
and act on the authority they have under current regulations. Clearly
the Support Directorate should not seek additional authority and
responsibility wu ".until we are prepared to assume it. For
reasons detailed below the Agency Records Staff as it is now constituted
in the 1cords Administration Branch of the Support Services Staff (with
6 professional records officers and 2 clericals) is incapable of ade-
quatelykmeeting its current Agency-w de responsibilities set forth in
6. The paucity of attention and manpower resources devoted to
records management program elements at the Office awei--,,
_a~lar. Directorate level has impelled the Agency Records
Staff to divert their energies and meager manpower resources to component
problems rather than to review "on-going" programs from an Agency-
wide perspective; to assume leadership in identifying and dealing with
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majo -)rd probleif .,reas, and to develop new concepts for the manage-
ment o =e Agency records program. The daily "over the counter"
activities of dealing with routine work in various components does
contribute to the overall Agency program but leaves little time for
the more important responsibilities of the Agency Records Staff in
QN r~~t cLw~n~`o s
basic Agency-wide recor s__ Of the 44 mijor
offices and components in the Agency, only-11 GWCAg have qualified
full-time professional records management officers. Only the Plans
Directorate has a full-time Directorate Records Management Staff
(6 officers and 2 clericals) devoted to records management programs
at the Directorate level. The Intelligence Directorate and Directorate
for Science and Technology each have one full-time individual
in DD/I and in DDS&T) dealing with their records program on a
Directorate-wide level. The DD/S has only the part-time-services of
a~(primary duties are in Records Administration Branch/SSS) to
deal with Support Directorate problems.
7. As suggested in paragraph 5 above there are steps that the
Support Directorate can and should take now to alleviate some of these
problems. As the Directorate responsible for Agency-wide records pro-
grams 'g"
the DD/S must assert leadership in strengthening
the records program of the Agency Records Staff as well as the Support
Directorate. We are proposing only a modest increase in personnel
assigned to the Agency Records Staff (two professionals qualified in
automated systems design and microform systems design). This increase
has been previously stated, justified, and approved (by the DD/S) in
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our '.k through 75 o gram Call, however these positions fell victim,
to the .-71 personnel reductions. Hence the requirement for these
; 71
JUN
positions is not new but rather a request for restoration of previously
planned increases, which would be accomplished by reprogramming within
the Support Directorate.
8. The primary method we propose for increasing the capability
of the Agency Records Staff to deal with the Agency-wide records manage-
ment problems is not by adding personnel to the Agency Records Staff,
but rather by relieving this unit of their present preoccupation with
records management activities that should be done at the office and
Directorate level. To do this we must first start in the DD/S by
establishing and manning a Directorate Records Management Unit (in the
Support Information Management Center) comparable to the Directorate
Records Staff in the DD/P with its six officers and two clericals; secondly
the DD/S must require the Offices within the Support Directorate to
provide for at leas'one (and in larger offices two) qualified full-time
Records Management Officers. By any standard of measure the Records
Management and Information Handling functions within the DD/S are at
least as large and as complex as those in the DD/P. To cite but a few
comparative statistics, consider the following:
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(a) Volume (cubic feet) of Records 40,600 38,850
in Office Files
(b) Volume in Records Center 21,300
(c) Number of Forms 1,534
(d) Number of Microform Applications 17,
.(e) Total Personnel
(f) Number of Major Offices, Staff or
Operating Divisions
(g) Number of Major Offices, Staff", or
with FULL
i
i
i
ons
s
v
Operating D
r ce
TIME RMO s . 2 ce-P4 a/r'rgr
(h) Number of RMO's Working Full Time
Ion DIRECTORATE Staff Level
23,100
541
16
10
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9. In makii, this comparison between the DD/P and the DD/S
one should not conclude that the DD/P has absolved their records
problems as a result of their rather significant committment of man-
power to these programs. The DD/P does however have the most active,
well organized and effectively staffed records program of Or4;M four
Directorates. They have made considerable progress in establishing
Directorate policy in the management of Clandestine Services records,
in publishing CSI's on records programs, in upgrading the role and train-
Comm
ing of D Records Management Officers and other records personnel,
and in focusing the attention of DD/P Senior management on records problems
through the CS Records Committee (Chaired by the DD/P with Area Division
Chiefs as members). There remains much more to be done in the DD/P and
an important role for the Agency Records Staff to play in exercising its
Agency wide functions in relation to the DD/P Records Program. What
should be emphasized here is that until the DD/S has its own Directorate
level records staff and full time Records Management Officers in the
Support Offices at least on a par with the DD/P, the DD/S will not be
able to solve its Directorate records problems, let alone exercise the
DD/S responsibility for Agency-wide records programs and persuade the
DD/I and DD/S&T to commit more manpower resources to the records programs
of their Directorates.
10. As indicated in paragraph 8 above, in order to have a viable
Records Program in the Support Directorate, the DD/S should require the
Support Offices to devote more manpower to records programs at the Office
level. Of the seven major DD/S Offices, Communications is the only office
that is adequately staffed to manage its records programs (with
L
7 -
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full-time Records Management Officers)",,~5erds-
The Offices of Finance, Logistics, and Security are handling
their Records problems with "part-time" attention. and should each have
at least two full-time officers devoted exclusively to OFFICE records
programs.. Personnel has one full-time Records Management Officer but,
should have two. The Offices of Medical Service and Training have
part-time Records Management Officers and should each have one full-time
Records Management Officer. Justification for these manpower needs
is available in studies held in the Support Services Staff which detail
specific records management program elements and implementation
activities, indicating the duties and responsibilities to be accomp-
lished at the component and office level.
11. Tab A to this attachment identifies the eight positions
required for the Record Management Unit (Support Directorate Records
Staff) of the Support Information Management Center and describes the
functional responsibilities of each position. Tab A also describes the
two positions requested for the Agency Records Staff. In the event
additional justification is required we are prepared to present detailed
data which breaks out the records management program into elements and
sub-elements showing where these new manpower resources will be
utilized. Upon approval of these positions we shall then develop plans
for staffing the positions utilizing the most highly qualified indivi-
duals both from internal and external recruitment.
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