MINUTES DD/S STAFF MEETING

Document Type: 
Collection: 
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
Case Number: 
Publication Date: 
April 18, 1972
Content Type: 
MIN
File: 
AttachmentSize
PDF icon CIA-RDP78-06207A000100080029-8.pdf129.69 KB
Body: 
Approved For Release 20067/12:CIA-RDP78-06207A000100080~9-8 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. " c,~~~P ~ A roved For Release 2001/07/12 :CIA-RDP7 0 30~~ ~~~~~ ~~~~~~~>I . Approved For Release 2007/12 : CIA-RDP78-06207A000100080~-8 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. Approved For Release 2001/07/12 : CIA>~~f1}i6.2r~~'~U~p100080029-8 Approved For Release X1/07/12 : CIA-RDP78-06207A000100~029-8 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. Approved For Release 2001/07/12 :CIA-RDP78-06207AOOU'100080029-8