RECORDS ADMINISTRATION BRANCH PROGRAM CALL FISCAL YEARS 1973-1977

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP74-00390R000300180002-4
• Release Decision: RIPPUB
• Original Classification: S
• Document Page Count: 15
• Document Creation Date: December 9, 2016
• Document Release Date: August 24, 2001
• Sequence Number: 2
• Content Type: REPORT

RECORDS ADMINISTRATION BRANCH
PROGRAM CALL
Fiscal Years 1973-1977
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RECORDS ADMINISTRATION BRANCH
PART II: PROGRESS, OBJECTIVES, AND PROGRAM PLANS
1. PROGRESS TOWARD CURRENT OBJECTIVES
annual net increase in Records Center deposits unless major progress
can be made in the field of microminiaturization and other elements
of our Records Management Program concerned with the control of
records creation, disposition, and information processing.
We see little hope for significant additional gains in our Agency-
wide purge effort and anticipate a return to the 6,500 cubic feet
increased our storage capacity in the Records Center and the offices.
a. Significant net reduction of files was accomplished in the
Agency Records Center and in the offices. This continues the down-
ward trend in record volumes started in 1968 in response to an
agency-wide effort to purge records holdings. At the same time by
the installation of modern, high density movable shelving, we have
b. The Agency Records Management Program is prescribed in
HR Specific progress in each of the elements of the total
Records Management Program during calendar year 1970 includes the
following:
(1) ],corms Mena ;emcnt
Last year almost twice as many forms were obsoleted
and removed compared to the year before (184 versus 95).
The creation of new forms was less than this past year.
In forms procurement, savings of $15,000 were realized
through staff intervention. Training and briefings con-
tinued this year on the special forms requirements being
created by computer and Optical Character Recognition (OCR)
devices.
(2) Correspondence Improvement and Standards Program
Continuing the President's campaign to improve, protect,
and expedite mail preparation, we have in the last two months
furnished to 89 records and administrative officers repre-
senting all major components of the Agency, briefings,
movies, slides, and literature. Subsequently, those officers
arranged with the Agency Records Staff for correspondence
preparation sessions in three components for 26 administrative
employees.
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While we do not have anyone assigned full time to
reports and would not normally have the time to review
reports management we took a complete inventory of reports
.were included as an attachment.
A survey of Agency reports found there was some 1800
and their cost was approximately $4,000,000 yearly.
other Directorates. This was only a first step and it was
taken by direction of the Office of Management and Budget's
Circular A-44 dated June 1970, Subject, "Government-wide
Study to Improve Federal Reporting and Reduce Related
Paperwork." The President's strong views on this subject
within the DDS this year. The Records Administration Branch
also assisted O/PPB in assembling the reports data on the
The OMB circular directed all Government departments
and agencies to have a formal continuing Reports Management
Program. Since the DDS components are the major producers
of administration/management reports we are asking for one
position in FY 1973 to work exclusively on DDS reports
management and control (see below).
(4) 'Records Keeping Systems, Equipment, and Supplies
During the past year 176 requests for equipment were
handled at a savings of $57,000. The most; significant con-
tribution in the records systems area was,;the project to
install movable high-density records shelving in one-half
of the Agency Records Center to avoid new construction.
.The shelving contract is to be let in February for completion
during 1971. A small. warehouse building near the Agency
Records Center has been converted to a records storage
a acil.ity (at a cost of $1.00,000) and will be ready to receive
our supplemental distribution material (temporarily stored
in the National Records Center at before the
July 1971 GSA deadline for its trans er.
(5) Records Scheduling and Da.sposition Program
Last year some 300 changes were made in the Control
Schedules for Agency records as compared with 200 the pre-
vious year. The net result is fewer records being retained
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as records retention schedules are revised and storage
time shortened. Total records disposals have continued
to increase and exceed new accessions.
(6) Vital Records Program
The volume of Vital Records holdings was reduced some
4,000 cubic feet by transferring 2,700 feet of NPIC film to
Archives, 1,000 feet by consolidation of map negatives, and
500 feet of tab cards converted to magnetic tape. During
1970 six Agency components revised their Vital Records
deposit schedules (DDP/RID, DDP/TSD, Cable Secretariat, Per-
sonnel, Training and Finance).
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(7) Agency R6t ords,'\and Archives Program
The Agency Records Center operation continues its im-
pressive average rate of some 470 reference service actions
per workday. The manager of the Agency Records Center has
since 1963 had his staff select items which they feel are
particularl valuable from the inactive Agency office files
stored at and set them aside in a separate collection
for initia review and possible inclusion in the Agency
Arch:l.vcn. Their work in this area has been on a part-time
basics and their efforts to preserve these valuable documents
commendable. The volume of these "Archives" identified to
date is some 16,500 cubic feet. However, this material has
not been screened by professional archivists. When and if
this is done we could expect a considerable-reduction in
these holdings. Nevertheless, Agency historians and researchers
last: year required 6,000 references actions to this collection.
This represent a three-fold increase over the preceding
year. The need to officially establish an Archives function,
staff, and facility has been submitted to the ExDir and he
has agreed in principle to the establishment of an Agency
Archive? fti.rrc.Lion. 7:n thi_s connection, rather than treating
no an ad hoc. project the White house requests for Agency
material for the Presidential Libraries, it is proposed that
the new Archives Staff eventually be assigned responsibility
for coordinating Directorate activities on the Presidential
Library Program. The Archives-related staffing and funding
fiom.FY 1973 through 1977 are included in this Program Call:.,-,.-.
below.
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Agency records matters. The Agency records liaison function is
singularly important as the acknowledged point of Agency contact
and cut out for problems involving records disposition, microfilm
developments, Federal records requirements, Presidential Libraries,
OSS inquiries, CS utilization of the National Archives, and forms of
other government agencies.
liaison channel with National Archives and Records Service, GSA, on
c. In addition to the above specific program elements the CIA
Records Administration Officer's responsibilities include his duties
as Chairman of the CIA Records Management Board and as the Agency
.the efficiency and economy of Agency information systems--but, in
this next planning period emphasis of the Agency Records Staff-will
be in four new, major areas with Agency-wide implications:
(1) To establish a DDS Records Management Staff for
the Support Directorate.
(2) To establish an Agency Archives function, staff, and
facility which will also coordinate Directorate
participation in the Presidential Libraries Program.
(3) To establish a position for a microform expert on the
Agency Records Staff and encourage a systematic
expansion in the use of microform throughout the
Management Board, and the Records Administration Program to improve
2. OBJECTIVES FOR FY 1973 THROUGH 77
Our objectives for FY 1973 through 1977 are the continued
operation and administration of the Agency Records Center', Records
Agency.
(4) To develop, in the modern records technology, young
Records Officers to replace retirees during this
Program Call period.
3. REQUIREMENTS AND AUTII0RIT:I:E,5
The Agency Records Program as prescribed in HR M is
required by the Federal Records Act of 1950. The CIA General Counsel
has advised that the Federal Records Act and the General: Services
Administration implementing directives are applicable to the Agency
to the extent they do not conflict with the protection of Agency
sources and methods.
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4. PROGRAM PLANS
AGENCY M;CROFORM SYSTEMS
a. METHOD OF APPROACH
The new technology of microform systems is evolving some-
what akin to Agency experience with computers. The early filming
innovations and experiments resulted in a variety of independent
applications, equipment, and procedures. A January 1970 inven-
tory found the Agency had 660 pieces of microform equipment
valued at seven million dollars with 48 people directly engaged
in microform operations. Overall the 24 reporting components
had 58 active micorfilm applications which, according to the
type used, could be grouped into nine microform systems. The
Agency Records Staff has reviewed systems proposals and equipment
requests. In addition it has provided Agency officials with
training, literature, and guidance on microform systems. At the
same time to better understand microform applications we surveyed
areas within the DDS where microform applications appeared both
feasible and profitable. We selected some areas and on a time
available basis we are running several pilot microform programs.
In earlier years this cursory review was adequate for the limited
use the Agency made of microfilming for Vital Records. Larger
projects in DDP/RID, DDI/CRS, and NPIC developed their own
in house, full-time expertise. The recent, rapid increase in
applications and in variety of equipment, requires the Agency to
have available a full-time expert in microform Systems, equipment,
and computer relationships. Although each Directorate is adamant
about freedom of act:i_on they are not reluctant to coordinate or
seek advice and assistance. The Agency Records~Staff must be
prepared to furnish this service and thereby influence and control
microform developments and compatibility within'the Agency.
To do so we need a posit::ion for an Agency Microform Programs
Officer. As a member of the Agency Records Staff the duties and
responsibilities;, assigned this position would include: review
and recommend approval or disapproval of requisitions for micro-
form equipment such as cameras, readers, reader-printers, and
processors; review and coordinate with concerned and related com-
ponents proposals for microform systems; provide microform advice,
guidance, and assistance to the Records Board, Staff, and Components;
coordinate on proposed COM (Computer Output Microform) systems
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with the concerned and related records and data processing
analysts; develop statistics and information on Agency trends
in microform use; assist the CIA Records Officer in the improve-
ment and use of microform systems throughout the Agency; coordi-
nate with other government agencies on microform matters - devel-
opments, applications, problems, etc.; and act as the focal point
with outside firms including consultants on microform applications
and effectiveness.
b. ALTERNATIVES CONSIDERED
,The Records Management Board and the Agency Records Staff
reviewed proposals for centralized and decentralized control
.of microfilming and found the Directorates will not accept a
central authority for microfilming. They will utilize a central
film processing service and all the available talent, training,
and literature. They will abide by regulations and coordinate
proposed applications and procurement processing. This is the
area the Agency Microform Program Officer will function in.
c. RISKS AND UNCERTAINTIES
The status of Agency microfilming has grown to seven million
dollars in equipment. The immediate future will increase that
many times because today's microform equipment is more sophis-
ticated, more expensive, and many more components of the Agency
are interested in this technology. Although Directorate autonomy
resists a central control there is a serious need and significant
advantage for the Agency Records Staff to act as the central point
and provide an expert in microforms to identify, preferred standards,
equipment:, rules, and coordination with on-going systems. The
greater risk and costs will lie in not providing such service.
d. COORDINATION., JOINT PLANNING
For the past two years microfilming developments have been
under a continuing review by the Records Management Board with
its representatives from the Agency Records Staff and each
Directorate. Coordination is extensive but strong central gui-
dance is not possible. Some assistance and direction is pro-
vided from the limited facilities of the Agency Records Staff.
The eagerness with which this is sought by components considering
new microfilm projects clearly indicates the acceptance and need
for strengthening our capability to provide expert consultative
services in the microform area.
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e. RESOURCES REQUIRED
As indicated in the Part I, Summary of Funds and Positions,
the Agency Records Administration Branch, Support Services Staff,
DDS, should be increased from FY 1973 forward by one position,
GS-13/14, Agency Microform Program Officer., We should provide
funds in amount of $15,000 per annum (for each year of this
Program Call) for procurement of outside microform consultative
services for special systems review.
DDS RECORDS MANAGEMENT STAFF
a. METHOD OF APPROACH
The Agency Records Staff consists of seven officers and two
clericals in RAB. The DDP, DDI and DDS&T Directorates have
Senior Records Officers. There is no senior records officers in
the DCI area. The DDP has a Grade 16 Senior Records Officer with
a Records Management Staff of eight positions to implement the
CS.Records Program set forth in The DDI, DDS&T, and
DDS do not have Directorate level Records Staffs to manage records
programs in their Directorates. At present the DDS, DDI, DDS&T
and DCI utilize the limited facilities of the Agency Records Staff
on problems that should be resolved at the Directorate and com-
ponc:nt :Level.. Consequently, both the broad, overall requirements
of the Agency Records Pro ;",r mll and the specific supervision of the
components receive divided and partial attention. The establish-
ment of a DDS Records Management Staff of eight positions will be
a long s1:ep toward freeing the Agency Staff for the broader long-
raange pl.ann:i_ng, developing, and program improvements. The DDS is
in an awkward Lac,:>it:i.on to urf;e the establishment of Directorate
Level records staffs in the DDI and DDS&T unless we first provide
for a Directorate Records Management Staff in the DDS.
There are several records problems on which the DDS Records
Staff can focus its attention. The immediate area of Directorate
concern and most rapid return on investment will be in. the fields
of microform systems and reports management. The Support Direc-
torate has the largest collection of records without major micro-
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The estimated annual cost for recurring reports in the DDS is
producer of administrative/management reports in the Agency.
form applications. Likewise the DDS components are the major
$1,600,000 of the Agency-estimated reporting cost of $4,000,000.
FY 1974 through FY 1977 would work on other records programs
Staff would focus primarily on the program areas of microform
and reports management. Subsequent additions to this staff in
Presidential interest is clearly evident in his directing OMB
to obtain annual reports of progress detailing the dollar and
man hours savings in the area of reporting management. The two
new positions requested in FY 1973 for the DDS Records Management
b. ALTERNATIVES-CONSIDERED
The need for records management staff functions at the Direc-
torate level has always existed, but never been accomodated with-
in the DDS. The limited resources of the Agency Records Staff
are now being diverted in an attempt to handle day to day opera-
tional problems of the components at the expense of Agency pro-
grams. We can continue to do this as we have in the past; however,
as we look into the future we do not see this as an acceptable
alternative. The Agency Records Staff is supposed to.be working
on broader long-range planning, developing, and program improve-
ments. Today that means studying OCR, microform, and other new
concepts in information processing. To permit the Agency Records
Staff to do its job, we see no alternative other than increasing
the staff or decreasing the workload. By creating a DDS Records
Manageme t Staff to focus on DDS records problems we will be
decreasing the workload of the Agency Records Staff, emphasizing
that the Agency Records Staff is and should work on Agency matters,
and setting an example for the other Directorates of how to
improve both the Agency and Directorate programs.
C. RISKS AND UNC1 RTAINTI.a;S
The new technology of management, specialized information
storage and retrieval systems, will demalid more precise attention
and expertise. There will always be enormous segments of infor-
mation processing that will be manually handled, either in its
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entirety or before and after computer and microfilm processing.
It would be false economy to neglect the establishing of a DDS
Records Management Staff to supervise office procedures and
standards for reports, microforms or other paperwork and infor-
mation systems. Uncontrolled reports and microform systems
left to evolve will inevitably expand, cost more, require
more space, and use more people.
d. COORDINATION, JOINT PLANNING
None required.
e. RESOURCES REQUIRED
The DDS Records Management Staff of the Support Services
Staff, DDS would be initiated in FY 1973 with these two
positions:
Microforms System Analyst
Reports Management Officer
In FY 1974 three new positions would be added to the DDS Records
Management Staff:
Senior Records Management Officer
Microforms Project Officer
Secretarial/Clerical Support
In ICY 1.975 three new positions will be added to the DDS Records
Management Staff:
Records Management Officer (Forms)
Records Analyst (Disposition Specialist)
Secretarial/Clerical Support
As we expand the u;::;e of microform in the Support Directorate
through Computer Output Microform applications as well as con-
version of regular hard copy file systems, there will be a need
for microform hardware (i.e. cameras, readers, and reader-printers).
The Support Services Staff should exercise control over the design
of new systems applications, the timing of their implementations,
and the procurement of microform hardware. In order to control
.the expanded use of Computer Output Microform in the DDS, the
Support Services Staff will program and budget for microform dis-
play devices required to handle Computer Output Microform appli-
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form hardware not directly related to Computer Output Microform.
cations in the various Support offices; however Support Direc-
torate offices are expected to program and budget for micro-
are as follows: FY 73 - $35,000; FY 74
- $30,000; FY 75 - $25,000;
FY 76 - $20,000; and FY 77 - $15,000.
This hardware will be
We are advising OCS of a requirement for a Stromberg Carlson SP
4440 COM recorder to be operational in the fall of 1972. This
item is classified as computer hardware and our request for its
procurement will be processed through the normal OCS and IPB
channels. Fund requirements for procurement of COM microform
display devices during the years covered by this Program Call
located in the Data Management Centers and in the functional
offices of the Support Directorate.
The Records Center has, as time permitted, reviewed and
transferred a total of 16,000 feet of permanent Agency records
into a separate "Archives" collection. This should be recognized
for what it is -- an informal effort done on a time available
basis to segregate items for possible inclusion in our future
Archives. Among the 60,000 feet of semi-active office records
also stored in the Records Center we estimate there are some
20,000 feet of Archival documents. When these are identified
and transferred to Archives and then screened, it is believed
about half can be destroyed as duplication. These transfers and
screenings are not being done for want of manpower familiar
with the activities and or as ization of each Directorate as.well
s of the policies and archival standards pursued by the National
Archives.
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Since the law requires an archives and the Executive Director
agreed in principle on an Archives as an appropriate Support
function we are proposing the establishment of an Archives Staff.
Professional. archival work involves these broad functions:
(1) Appraisal and disposition; (2) Arrangement and description;
(3) Preservation and rehabilitation; (4) Documentary publication,
historical edition, and exhibit of archival materials; and
(5) Reference services.
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While it is essential that representatives from each of
the Directorates work closely with the Archives Staff, we are
not certain at this time whether or not we have the necessary
in-house archival talent in each of the Directorates. On the
assumption that we. do not have a fully qualified archivist
thoroughly aware of the policies and archival standards used
.by the National Archives, we recommend hiring a fully qualified
archivist as Chief of the Archives Staff. From the Directorates
we would expect to get people intimately familiar with the
activities and organization of their respective Directorate.
To round out our plan we would propose obtaining an inter-
agency detailee from the National Archives in FY 1973. Since
this is a reimbursable cost we would provide the funds.
Since it is long established Agency policy not to store
our records in Federal Archives Center, we must set up our own
Archives and apply the policies and archival standards used by
the National Archives. Thus we can have an Agency Archives
for Records of continuing value and legal or historical impor-
tance.
In 1968 and 1964 the Johnson and Kennedy Presidential
Libraries required crash projects in the Agency under Senior
Officials (Messrs. H. Cunningham and L. Houston) to select
Agency documents for those Libraries. The very sensitive do-
cuments are being held in our "Archives" collection. The
top-level disruption to meet the predictable requirements of
Presidential Libraries could be diminished when an Archives
Staff has been established if they are assigned responsibility
to coordinate Agency action on Presidential Library Programs.
the use of the Records Center is a temporary expedient
but the valuable Archives are in jeopardy as space becomes scarce.
The inunediate requirements for storage of semi-active operational
records tends to overshadow the less commanding but vitally
important requirement to store the Archives. Frequently, ir-
replacab:Le Archives are destroyed by component officers to make
room for temporary operational documents. Long-range plans
must be made to provide a separate Archives storage facility.
The Office of Logistics has been formally advised of this require-
ment and requested to incorporate an Archives facility into
their long-range building plans.
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b. ALTERNATIVES CONSIDERED
Organizationally we recommended in 1971 that the proposed
archives be attached to the Historical Staff. The ExDir feels
that the Archives is more appropriately a Support function.
In deciding where to store the archives we were guided by
an earlier decision on the part of the Director to remove some
old OSS records from the National Archives and store them at
the Records Center. While we may someday wish to segregate
a small portion of our total archival records and store them at
the National Archives, we do not lan to do so during this
Program Call. Storage at the Records Center we also regard
as a temporary expedient and thus we have formally requested
a permanent Archives facility.
.With regard to staffing the Archives program, we considered
assigning archives duties to people already on board in the
Directorates as an additional duty on a part-time basis, thereby
precluding a requirement for new positions. This would mean
using people who while they may be well intentioned would not be
qualified to do the, job. Thus we rejected this alternative.
While we are flexible on the makeup of the Archives Staff we
want to make certain that we have full-time personnel devoted
exclusively to this effort. From the inception of the program
until they validate our system and procedures, we need fully
qualified professional Archivists. We stated earlier that the
ChI.ef of the Archives Staff will probably have to be recruited
;f'a?om Natloca . in addition we fool that we will need at
least on,.., dc.tai:l.c:e from NM:it:..on.al Archives fora year or more to
constantly chock our procedures. Essential of- course to the
success, of any program are knowledgeable people in the Directorates
and the strong support of the Deputy Directors.
RISKS AND UNCERTAINTIES
If we fall to set up an Archives we run the grave risk that
at some future date we can be accused not only of violating the
law but of deliberately destroying records on our operations
which showed us in an. unfavorable light.
Imagine the censure the Agency would face were a Congressional
Committee investigating the Agency advised that we could not pro-
duce all the records covering a given operation because we do.
not have an Archives. We could offer no excuse.
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d. COORDINATION, JOINT PLANNING
The Senior Officials of the Agency that conducted the projects
for the Johnson and Kennedy Presidential Libraries, the Agency
Historical Staff, the component Historians, and the Records Manage-
ment Board are all using and supporting the "Archives" collection.
The Regulation being drafted to establish the Archives Program
will be coordinated upon approval of this Program Call. The CIA
Archives concept was submitted in March 1970 through the DDS to
the ExDir and in April 1970, he approved the concept in principle
and stated his preference for its establishment in the Support
Directorate.,
e. RESOURCES REQUIRED
We are asking for 6 positions for FY 1973 and 4 positions
for FY 1974. For the FY 1973 positions we would probably have
to hire as our Chief Archivist an expert from the National Archives.
In addition we would want to assign an archivist from the DDI, DDP,
and DDS plus two clericals. In FY 1974 we would want an archivist
from the DCI and DDS&T and two more clericals. Basic office space
is available at the Records Center; however, some office space in
the Headquarters area will undoubtably be required. Depending on
how the Archives Staff organizes and operates, their requirement
for office space may be only for the Chief and a clerical initially
while the Directorate Archivists remain physically located within
their Directorates. We could furnish office space for the Chief
and a clerical from SSS resources.
FIrZally we see a need to provide funds for a reimbursable
detailec from the National Archives to assist in the initial stages
of setting up an archives. We estimated the cost at $15,000 a
year and would probably need the detailee for the program years
FY 73 and if 74.
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 TO
NAME AND ADDRESS
DATE
INITIALS
j
2 6 MAR 197
2
3
4
5
6
ACTION
DIRECT REPLY
PREPARE REPLY
APPROVAL
DISPATCH
RECOMMENDATION
COMMENT
FILE
RETURN
CONCURRENCE
INFORMATION
SIGNATURE
Remarks :
Attached is Records Administration Branch's
section of the final version of the Support
Services Staff Program Call we sent forward on
19 March 1971.
Also attached is my overall summary section of
Support Services Staff which may be of some
interest to you.
~ - .., . E'OI C9 HERE l O RETURN TO : NDE-R
I=ROM: NAME, ADDRESS AND f'FIONr- NO. DATE
Support Services Staff, 710 Magazine 3 26 71
UNC ASSIiFIt I) L
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