MINUTES DD/S STAFF MEETING

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP78-06207A000100080029-8
• Release Decision: RIPPUB
• Original Classification: C
• Document Page Count: 3
• Document Creation Date: December 9, 2016
• Document Release Date: May 1, 2001
• Sequence Number: 29
• Publication Date: April 18, 1972
• Content Type: MIN

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M INUTL S
DD/S STAFF MELTING
18 April 1972
2. Introduction of Guest Speaker -- Mr. Coffey. Mr. Coffey said that
the guest speaker, Mr. Alldredge, would speak on the topic of Records and
Records Management. IVIr. Coffey said that there is a continuing need to slow
the rate of growth of stored material. We are not "out of the woods" regarding
records management problems. Mr. Coffey stated that attention would continue
to be devoted to records management problems in the months and years ahead.
Mr. Coffey noted that Mr. .Alldredge had been in the archives and records
business during his 30 year government career. Mr. Alldredge's last eight
years were spent at the national level in records management. Mr. Alldredge
will be speaking to the other Directorates in the future.
3. Records and the Management of Records -- Mr. Everett d. Alldredge.
l
a. The number of records being created is increasing, due
in pax-t to computex generated records and dry copier produced records.
Records management is concerned with the records process. The
records process includes the creation, use, filing and disposition of
xecards.
b. One way to measure the impact of the records process is
to identify that portion of an organization's budget tied up in the records
process. Mr. Alldredge statccl that, in relatively small organizations,
about 10 percent of their budgets are tied up in the records process.
A large insurance company has about 40 percent of i.ts budget tied up
in the records process. Certain federal gavernmerrt organizations
like the Social Secuz-i.ty Adrt~.inistration, Internal Revenue Service and
the Census I3urcau liavc from 45-65 percent of their budgets tied up in
the records process. These latter o.rganizatians, .from a records point
of view, are little mare than "papermills. "
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c. Mr. Allclx?eclg~e said that, from what lte knows about the
xecoxcls process in CIA, 11Q waulcl define CIA as a "papermill. '' He
cited several examples from CIA's records process which led hitn
to the above conclusion:
(1) 19 million recoxcls (cables and copies) created
each year;
(2) 1. 6 million records (drspatches and copies)
created each year;
(3) 17.6 million records (C1tS processed records)
created each year;
(4) 1 million records (copies of aperture cards)
created each year;
(5) 2, 700 different types of forms -- 50 million
copies of forms printed each year; and
(6) 48 tons of classified waste destroyed each
d. Another way to measure the impact of the records process
on an organization is to identify the average number of cubic feet of
records/employee. Mr. Alldredge gave some examples:
(1) IR5 -- 7.7 cubic feet of records/employee;
(2) Census Bureau -- 8.2 cubic feet of retards/
employee;
(3) AEC -- 12.4 cubic feet of records/employee; and
(~) CIA -- 15. 0 cubic feet of records/employee.
? Irr his opinion, CLA has the highest ratio of cubic feet of records/employee
in the federal government. He said that the need for 15 cubic feet of
records/employee may lie explainable oriel valid.
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e. Mr. Alldredge said that most managers have the feeling
that the whole records process is an immutable situation. What can
ranagement do? Mr. Alldredge suggested several things management
could do:
(1) Bring in specialists who could zero in on one
aspect of the records problem at a time. Some problem
areas are forms, file systems, reports and correspondence.
(2) Executives should identify the information they
need, the time frame of their need, which recorded infor-
mation should be kept after use and for how long.
(3) Operating officials should be trained in order to
have soiree feeling for the paperwork problem. They can do
more to solve paper4voxk problems, in the long run, than
can tl~e specialists.
f. Mr. Alldredge urged the managers present to make sure that
their records management personnel attend upcoming records manage-
ment courses being offered by OTR in the fall. He also said that records
management personnel, in order to become records specialists, should
not Ytave records management responsibilities on a part-time basis.
Mr. Alldredge also suggested that there be a career ladder offering
higher grades so as to encourage pegple to become and continue as
records management specialists.
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