RECORDS, ARCHIVES, AND HISTORY

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP83-00764R000400030025-9
• Release Decision: RIFPUB
• Original Classification: S
• Document Page Count: 7
• Document Creation Date: November 17, 2016
• Document Release Date: July 5, 2000
• Sequence Number: 25
• Publication Date: April 25, 1972
• Content Type: MF

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APR
.1972
MEMORANDUM FOR: Executive Director-Comptrolier
St5PJECT: Records, Archives, and'Hist?ry
1. Your undated memorandum on the above subject :i nd 1)1)/P
7L-0560, dated 4 February 1972, are indicative of Jur joint concern
ri'g.crding records, their service to Agency needs, and their ultimate
disposition. We are all too well aware of the proliferation of paper
and, in recent times, the emergence of sensitive documents, including
those of the CS, in the public media. Our efforts to contend effectively
with records as regards both quality and quantity have been a continu-
ing process in the Clandestine Service. Our charter and assigned
responsibilities dictate that CS documentation be varied in type, magni-
tude, and availability. Indeed, CS. production and exploitation of paper
makes it the largest manager of records in the Agency. Because this
is so, we have been engaged longer than our counterparts in applying
records systems against this dynamic problem. Moreover, we believe
that, whatever our level of competence in this area may be, j.t is cer-
tainly broader and probably superior to that of the other directorates.
In addition, the CS feels it has most at stake, as indicated by the forma-
tion of Information Services Division as a major Directorate component.
2. Despite our priorities and attained expertise in several of these
areas, we have by no means found ultimate solutions--nor are we likely
to. We have no doubt that some remedial steps are in order. However,
prior to setting up any new system, we should identify in very precise
terms what is wrong with current systems--lest we, in haste, discard
some worthwhile aspect or strike out into directions that will prove
counter-productive.
3. In that spirit, we gladly join you in probing for alternatives. I
am afraid, however, that this Directorate has very serious reservations
about several aspects of the proposals embodied in referent memorandum.
First, the paper does not discuss what is right or wrong with present
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Agency programs in Records Management, Archives, and History and,
instead, pegs its case for Agency level intercession on the need for a
"reporting system which will indicate. the degree to which minimum
standards are met by all units, and a' mechanism by which units can
profit by interchange of experience and by sharing solutions. " The
general ttyi'ust of the memorandum appears to retain and even expand
upon existing programs, boards, and officials with major increase in
reporting. I endorse the desire to modify the Records Management and
History programs, and to establish an Archives program, and coordinate
each on an Agency-wide basis--but not as common commodities of equal
moment and urgency. Rather; each should be considered sepArately on
its own merits and relative importance. In our judgment about the only
thing these three fields have in common is their dependence on the record
itself, and they have this in common with management, operations,
analysis and reports writing. What we have is an organization and manage-
ment problem, not one of designing a system. Both Archives and History
Writing would fall into place readily enough, and the performance of many
other disciplines would be enhanced by better and more comprehensive
Records Management. '
4. Meeting records needs of the future is only'part of the problem.
The CS must contend with what is needed currently to support ongoing
and emerging activities while responding to legal requirements, servicing
U. S. Government common concern responsibilities, and protecting criti-
cal security aspects. The cost is not and will not be modest: paper is not
cheap. We have no illusions that constant review, study,'and resourceful
manipulation of documentation can mean minimum input in terms of man-
power and funds. Effective management requires equipment capitalization
matched with a mix of personnel. As we all know, an increase in one
permits some trade-off flexibility in the other, and in the end the optimum
solution lies in greater investment in efficient hardware, coupled with
greater discipline in records management on the part of all staff personnel.
5. The memorandum very correctly recognizes that decentralization
of responsibilities in Records Management, Archives, and History is
essential. Differences in Directorate purposes, differences in documenta-
tion, and compartmentation all contribute to this logic but, different
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though we are and compartmented though we may be, there is at least
one interlocking element that especially concerns the C1andrrstine Service.
I refer to the significant spill-over of knowledge,and inforrn:+.tion about
CS programs and operations among other Directorates. 1F'cor example,
the Support Directorate, in meeting our finance, training, logistics, and
communications needs has accumulated extensive detail on sensitive field
operations. As of now, the CS has too little (if any) influence over data
relative to its activities but held by others. Decentralization, however it
may be formulated, must assure CS overview and control over this kind
of information. I invite your attention to histories prepared unilaterally
by the Offices of Communications and Finance as'examples of what I have
in mind. I intend to offer more specific observations after the Counter
Intelligence Staff completes an inquiry into security considerations evolving
from the Historical Program.
6. ragVipli 5 of the proposed memorandum contains major implica-
tions for the CS and the Agency as a whole. My comments are admittedly
frank, but I think you would not want them otherwise. They are keyed to
the several sections of the paragraph.
5. (a) Records Management
As described in the three subsections of the paragraph,
the Records Management Board would continue as Is but
be given access to the Executive Director and be made
the instrument for supervision of Agency records manage-
ment and the channel for periodic records management reports..
This leaves the Board-Records Administration Officer in a
standard staff capacity diluted by the committee approach.
The Board has been functioning for some three years now
with access to the ExDirand with very disappointing results.
Ability and it experie . nce"have been contributing factors, but
the basic flaw lies in the prevailing assumption that Records
Management is an administrative or support function. It
cannot be, for it is too closely allied with the purposes of the
component concerned and with management itself.
I urge you, therefore, to consider adopting a command channel
mechanism that originates from your immediate office. I sug-
gest that this: maybe done by your naming a special assistant
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to yourself whose purview is Agency records. The nominee
should have as much experience as possible in ongoing systems
and the variety of hard record produced by the Agency. Again,
::inec the CS has wrestled with the prbblern ioi gt'st an(] has the
tiiost complex rcnspon>ibili,'ties, I would o,siki' et ery effort to
provide an appropriately qualified super-gr;+de operations
officer to fill such a post.
5. (b) Annual Reports
The CS views the Annual Program Submission as a documenta-
tion of programs and resource requirements for budgetary
purposes which in the end emerges in an external (albeit some-
what protected) presentation to OMB and the Congress. To
reduce the Submission to a vehicle for add-ons, in this instance
historical reporting, is to divert it from the important manage-
ment and budgetary purpose.
I would also expect the quality of the Program Submission to
suffer to the extent that,energies would be shared with this new
and large requirement.
There is also a time factor. As is, the Program preparation
is concentrated into a relatively short period, with attendant
pressures to meet approaching deadlines. , To add historical
detail to what already must be done will work against the impact
of the Program. If in the end resources are ultimately preju-
diced we will have been ill served.
The draft memorandum infers that the annual sketches should
be sufficiently detailed to serve internal Agency needs and
permit the writing of analytical histories using the reviews as
source material. To array such detail is no small task and the
effort will inevitably fall short of intended goals.
Congressional and public media queries are usually directed
at specific incidents, operations, or persons. Any response
that the Agency would choose to make will undoubtedly require.
l1l~~ T
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as in the past, the preparation by the appropriate area
desk of an additional special paper for, backt;rouncl use or
release. Certainly no annual historical summary can include
the minutiae that would be'responsive in such instances.
We should not lose sight of the considerable information
already included in the Program Submission. In the past,
the CS has highlighted its accomplishments, problems,
failures, and old and new programmatic directions in over-
view and summary sections of the submission. These afford
a ready reference to major events in the*CS on an annual
basis and do in part suggest areas and activities for further
research and historical treatment.
5. (c) Archives
The Archives program is not functioning as well as the Agency
might like. This state originates from the fact that most
Directorates have inadequate Records Management programs
and leave much of the disposition of managerial and policy
paper to the discretions of the individual offices. It would be
more productive to provide broad, systematic guidance ap-
plicable to all records and let true archival material come out
in the wash in the guise of permanent retention material.
'Otherwise, it is rather difficult to identify archival material
using so brief a time frame as a single year. A more normal
route is to classify certain types of documents as being of
permanent ja lue to be retained indefinitely. Subsequently,
Archives derive from them at some much later date.
5. (d) History
As indicated in earlier paragraphs, Plans Directorate has
some precise notions regarding history. So far, the CS
historical effort has been larger than the rest of the Agency
combined. The manpower allocated to the program in the
,,Juture will necessarily be reduced, and we shall seek more
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highly qualified writers than heretofore. If a qualified
writer is not available we will, more likely than not,
forego the project for the time being.
f
The Directorate will have no problem in ernph:Lsizing
subject histories although it will continue, as resources
permit, the compilation of selected organizational/ station
histories. I note that the illustrative list of possible sub-
jects are Clandestine Service involvements, but I am sure
this is not to infer that the work of other major elements
of the Agency, even though it might appear to he less
dramatic, will be overlooked. To indicate the future
thrust of the CS History Program, I attach a copy of a
recent directive to major CS components.
At the risk of being repetitious, it is the CS view that its
historical papers are primarily intended (1) to brief CIA
and CS management and operational personnel; (2) for use
in training CS operations officers; and (3) for other mis-
cellaneous uses within the CS and, as appropriate, within
the Agency as a whole. Also, compilation of histories
should permit reduction of stored paper.
The concept that the papers are primarily a source of
information for answers to external queries would severely
inhibit the preparation of CS histories and would inevitably
result in the purge of significant information from the
drafts submitted..for publication.
7. Final comment is reserved for the two concluding sentences of
the memorandum. For convenience they are:
"In other cases, however, a one-time effort to catch
up to the current annual report system will be necessary
and this will be undertaken by the unit in question. This
activity will be supervised by the Agency Historian and
Archivest. 1.1
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As indicated earlior, reduced manpower and the question of avail-
able writing talent are requiring us to downgrade the priority of our
History Program. However, this necessity is riot without its probable
compensations. Better prepared chronicles on more selec.'tive subjects
are a reasonable expectation. Moreover, in some cases, postponement
will affor -greater detachment, clearer perspective and, in the end,
lead to fnore balanced presentations. Certainly, whatever is undertaken
in the History Program, it should not impact unfavorably upon the vital
Records Management considerations that directly affect the conduct of
Agency business.
The final sentence is crucial, if this means direct and detailed
involvement of the Chief, CIA Historical Staff, in the management of
the CS historical program (as during the past two years). If.so, the
incumbent should be most carefully chosen and bring to the position, in
addition to scholarly qualifications, an intimate understanding of CIA
and CS structures, policies, and problems.
8. I hope this lengthy response will be useful to you. Reservations
and problem areas have been raised, but we are in common agreement
that programs can and should be improved. The key to the complex is
Records Management and, while I feel that the optimum mechanisms
and guidelines have yet to be found, I and those CS officers.rrlost con-
cerned will gladly participate in any study forum that, can contribute to
solutions.
Attachment: a/ s
2 5 APR 1972 1../
Thomas H. Karamessines
Deputy Director for Plans
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