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Document Number (FOIA) /ESDN (CREST): 
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Document Creation Date: 
December 19, 2016
Document Release Date: 
June 1, 2006
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Publication Date: 
March 11, 1970
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PDF icon CIA-RDP84-00780R003600140016-3.pdf1.39 MB
4 ArM.-,... -A C,..- (`IA or\P')OA nn-7 OnonnQGnn4Ann-1G 9 SENDER WILL CHECK CLASSIFICATION TOP AND BOTTOM UNCLASSIFIED CONFIDENTIAL SECRET OFFICIAL ROUTING SLIP TO NAME AND ADDRESS DATE INITIALS Deputy Director for Support 2 3 4 5 6 ACTION DIRECT REPLY PREPARE REPLY APPROVAL DISPATCH RECOMMENDATION COMMENT FILE RETURN CONCURRENCE INFORMATION SIGNATURE Remarks : Bob: In principle, I have no trouble with the need fo establishing an Agency policy on archives, but I believe it should be published as an Agency regu- latory issuance and suggest that you prepare a draft regulation and have it coordinated with each Directorate. (Perhaps the Agency Records Management Board could serve as the coordinating vehicle.) With respect to the location of the function, I am not inclined to place it with the Historical Staff or anywhere else in the O/DCI. I believe this is an appropriate support function and I would appreciate it if you would assume the leadership. FOLD HE ER A FROM: NAME DATE . L. K. White, ExDir- omp . 41 70 >Jrz A 6ra1T& it Tl I CONFIDENTIAL SECRET - {diu 25X1 Approved For Release 2006/06/02 : CIA-RDP84-00780R003600140016-3 Approved For Release 2006/0 e -RDP84-00780R00360D0M~ 3 '-~o - c;13 9 )PA{ FOku Axecutive Director-Comptroller 1. This memorandum contains a recommendation for approval; such recommendation is contained in paragraph 10 2. The purge of Agency records during the past 18 months has brought into focus the need to provide some. systematic way to control and administer record materials which are scheduled for permanent re- tention. At the beginning of February 1970 we had about 29,000 cu. ft. of record holdings in this category. 3. As you know, records of Federal Agencies are the property of the United :Mates Covernmaut and authorization to destroy them must be obtained from the Congress with the reco aiendation of the Archivist of the United States. In our case, tine Archivist has waived his authority to review individual documents which we request authority to destroy. Tue authorization is granted based on lists we submit to his which identify general categories of record material. 4. The Archivist also has authority to determine what docu- ments suet be preserved permanently as part of the Archives of the United States. tie does not exercise this authority, however, until records are transferred to his custody for permanent retention. We have not needed to seek special dispensation from this authority because we have retained custody of our own records. Cventually we will have to transfer our permanent records to the Archivist of tree United States, obtain separate authority to manage our own, or simply continue to avoid the issue by retaining custody ourselves. In any case we should have in the Agency an Archives Program which will meet all of the basic standards and criteria applied by the Archivist of the United :hates in fulfilling his statutory responsibility. 5. We have a small beginning in this direction with the docu- seats that have been identified and segregated for eventual transfer to each of the Presidential Libraries which, incidentally, eventually bocce: appendages of the National Archives. In addition, about ten or twelve years ago the Agency Records Administration Officer and the Chief of thecorda Center on their own initiative began selecting for an archival collection one record copy of each Agency publication. r~~ Approved For Release 2006/06/0 D, ', 4 0781 0 3600140016-3 Approved For Release 2006/06/02 : CIA-RDP84-0078OR003600140016-3 Later arrangements were made with a few Offices to segregate from the inactive records some case files and documents which were scheduled for permanent retention. This screening continues to be done as time is available in addition to other duties at the acords Center. This collection now totals 12,749 cu.. ft. 6. Outside this collection there are 4,258 cu. ft. of OSS material and 10,362 cu. ft. of inacti,e office records scheduled for permanent retention which require screening and appraisal to select those documents which are truly archival. There are another 1,796 cu. ft. of OSS materials retained in the 11cadquarters Building to serve the day-to-day operations of DDP/RIO. Thus, we know of 16,416 cu. ft. of material scheduled for permanent retention which must be screened and appraised in addition to the 12,749 cu. ft. already screened and set aside as archival for a total of 29,65 cu. it. of materials which must be retained permanently. 7. Screening and appraisal for the selection of archival material should be conducted by qualified professional Archivists. A definition of Archives and a description of an Archivist are attached at Tab A. The longer we delay the screening process the more difficult it will become because the volume of records scheduled for permanent retention continues to grow. We should have a con- tinuing program to identify documents appropriate for the presidential Libraries program. We should be planning now for the segregation of documents for the a`ixon Library rather than wait until the next President has been elected. A xperience suggests that it requires about three to five maa-iwurs to review one cubic foot of records and that the screening process results in the retention of about two-thirds of the material screened. We already have enough material identified for permanent retention to keep several people fully oc- cupied for many years. We need an authoritative archival program operating under clear policy guidance staffed by competent professional Archivists for as long as we continue to retain our own records. 8. 1 realize, of course, that under the current personnel restrictions it will be extraaely difficult to allocate resources to this important program. It it were possible to staff such a function appropriately, eowever, we should have a Senior and Deputy Archivist, plus one professional Archivist to represent each Direc- torate and the Office of the Director, and clerical personnel to support them. In short, we should have a minimum of seven professional Archivists and positions for three clericals. 9. xventually, we should have a storage facility separate from the Records Center to house the Agency Archives. Archives re- quire a higher quality of storage apace than other record materials Approved For Release 2006/0Sl-RDP84-00780R003600140016-3 ,)L' r Approved For Release 2006/06/02 : CIArl L ka4-p0780R003600140016-3 do, more like a library than a warehouse, with air conditioning, heat, and humidity controls. They should have contiguous space suitable for use by historians and scholars seeking to exploit them. Long term building plans for the Agency should include provision for archival storage. Meanwhile, the collection ccommodated in segregated space at the To release the records Center storage 1: T spacm If may a reasonable to consider in- stalling the archival facility at but it would not be reasonable to move the archives there until we are in a position to staff it adequately. 10. It is recommended, a. That you approve the establishment of an Archives Program in the Agency and that responsibility for that program be assigned to the Chief, Historical Staff. b. That the Chief, Historical Staff and the Chief, Support Services Staff work together to develop policy and procedural statements to govern the Archives Program and its continuing interrelationship with the Agency Records Administration Program. c. That the Agency reprogram its resources over the shortest possible period of time to provide for the creation of a suitable staffing complement to support the Archives Program. d. That the long-term building plans for the Agency include specific provisions for archival storage. R. L. Bannerman Deputy Director for Support Howaf d. M. Llhrmann Chief, historical Staff Approved For Release 2006/06/02 : C'IA-RDP84-00780R003600140016-3 Approved For Release 2006/06/02 : CIA-RDP84-0078OR003600140016-3 SUBJECT: CIA Archives The recommendation contained in paragraph 1Q is approved: L. K. White Executive Director-Comptroller DDS/SS3/RHW:mjk~ (17 Fab 1970) Distribution trig - Ache w/att (to be returned to DDS) 1 - ER w/att ~k = DD/S Subject w/att - DD/S Chrono 2 - SSS w/att Approved For Release 2006/06/02 : CIA-RDPt4t 00780R003600140016-3 Approved For Release 20041II ~IA-RDP84-00780R003600140016-3 ARCHIVES As defined by the Civil Service Commission for the Archivist of the United States, Archives are "(1) those bodies of non-current permanently valuable records that form useful evidence of the or- ganization, functions, policies, decisions, procedures, operations or other activities of Federal Agencies or very important Federal Officials, or (2) those records that must, or should, be preserved for their informational content..... Archival records document of- ficial actions and serve as sources for official reference in the prosecution of the affairs of Government by providing a record of past actions. The information contained in Archives is essential to historians, political scientists, economists, sociologists, or other scholars engaged in study in various aspects of our society." Professional archival work involves the following broad, but not mutually exclusive, functions: (1) Appraisal and disposition (2) Arrangement and description (3) Preservation and rehabilitation (4) Documentary publication, historical editing, and exhibit of archival materials (5) Reference service A sampling of these functions are described below to further clarify the professional distinctions between Archivists and Records Management Officers: (1) Records appraisal and disposition involves the analysis and evaluation of inactive records to determine their con- tinuing value and to provide advice or make decisions about their destruction or permanent retention. Archivists employ a comprehensive knowledge and understanding of the history, organization, and operations of the Agency; the legislative authorities and responsibilities of the Agency as these re- late to the development and retention of records; the organi- zational, functional and records relationships of the Agency to other Agencies and activities in the intelligence community and federal government at large; and the needs of the scholarly community. I' Et a.d , Q.,;amaHc is d~ n~rsdirg aaa declassilica9i;n T Approved For Release 2x06/6 : 4-00780R003600140016-3 Approved For Release 2006/06/02 lAA.-RtPC4-00780R003600140016-3 (2) Archivists engaged in records arrangement study the origins, the organizational and functional history and administrative procedures of the producing units. They analyze the records to decide the arrangement that will best reveal their character and significance; protect their integrity as historical evidence of organization and function; and facilitate their location, description, and use. (3) Preservation involves safeguarding the archival material from deterioration or impairment of their value through alteration. It considers the condition of the records; the nature of their evidential or informational value; the extent of their use; and the cost of repair and rehabilitation. (4) Archivists involved in publication work carefully study the documents to be published to resolve questions of origin and authenticity. They employ a thorough knowledge of the substance of the documents and persons, circumstances, or events to which the documents relate. Approved For Release 2006116k02 : CIA-RDP84-0078OR003600140016-3 Approved For Release 2006/06/02 : CIA-RDP84-0078OR003600140016-3 Approved For Release 2006/06/02 : CIA-RDP84-0078OR003600140016-3 Z)tLt(tI Approved For Release 2006/06/02 : CIA-RDP84-0078OR003600140016-3 4 MAR 1970 Mr. Bannerman via Mr. Coffey Attached for your signature and the concurrence of the Chief, Historical Staff is a memorandum to the Executive Director recommending the establishment of a separate Archives Program under the Chief, Historical Staff. When we first began discussing the proposal to create a separate archives we talked about its organizational placement recognizing that it relates just as closely to the Records Manage- ment program as it does to the Historical program. We skirted the possibility of creating a separate Office of Documentation which might have an Historical Division, Records Management Division, and an Archives Division. We also mentioned the Information Processing function as it relates to the others. If the Agency ever considers establishing a separate component to deal with Information Handling problems and activities, all of these functions should probably be a part of one structure. In any case, eventually the Records, Historical and Archives Programs should probably come under a single management. Acknowledging that the Agency is probably not prepared for an organizational change of such magnitude, we concluded that a reason- able first step would be the creation of an archives program and agreed that it would have a better chance of gaining acceptance and recog- nition if it were separated from the Records Management program; hence, the recommendation that it be given to the Historical Staff. If the recommendations in the attached paper are approved we will need to develop regulatory issuances which will insure a continuing close relationship among all of these functions. Incidentally, there have been press releases recently reporting that bids from $463,300 to $572,300 have been received by GSA to add 15,000 square feet of space to the Eisenhower Library; and a con- tract in the amount of $13,799,138 has been awarded to build "the Joseph H. Hirshhorn Museum and Sculpture Garden". Since GSA seems to have no inhibitions about construction, and no problems getting the money, perhaps we should consider asking them to build us an Archives and staff it for us in the same way that they handle Presidential Libraries. The Presidential Estate managers control and administer the libraries with an agreement that Approved For Release 2006/06 ;ndzd tram saionatic1 as:^?ca:in; and Approved For Release 2006/06/02 : C1 F DP84-0078OR003600140016-3 custody and control will eventually pass to the National Archives. Why wouldn't it be reasonable to explore the feasibility of a similar arrangement for CIA? You may want to explore some of these ideas with Colonel White in discussing the Archives Program with him. Approved For Release 2006/06/02 : CIA-RDP84-0078OR003600140016-3 Approved For Release 2006/06/02 : CIA-RDP84-0078OR003600140016-3 Approved For Release 2006/06/02 : CIA-RDP84-0078OR003600140016-3 Approved For Release 2006/06/02 -elAzRDP84-00780R003600144 26 MAY 19/0 ctiN0RANDUN FOR: Mr. r.anner=:sau via. 1r. Coffey 25X1 1. Last mont: ed I discussed with you a whole series of problems eo+atroatluc us n the Support Services Staff with possible alternatives for ? tt Lrzti, at ttnen. You asked for a "coacent paper" followed by detailed 77n,.ero tact would justify our conceptual su ges tions. 2. The "concept pripor" 1s attac:ted. It discusses most of the points we covered in our coiiver.3 "tt ion, I. Paragraph 2 outl nes ,gat, A,ru;;lems; paragraph 13 is a brief ;;u= aary and paraj;raph 14 contains r~.,coui ndations. You may want to read paragraphs 13 au; 14 first.ges 10 and la.) . hie , Support :aervicc t3 ~'ta f DDS/SSS/IUIW:skd (21 May 1970) Distribution Orig - Addressee (w/att) 1 - SSS Subject 1 - SSS Chrono ,rp~ad ;ren r:as2matic Approved For Release 2006/06/02 : CIA-RDP84-0078OR003600140016-3 Approved For Release 2006/06/02 : CIA-RDP84-0078OR003600140016-3 2 C MP W `T''.IORANDUM POR: Deputy Director for Support SUBJECT . Management of Records and Information Processing Activities 1. Paragraph 13 contains a recommendation for your approval. 2. We have problems in the Support Services Staff which are impeding our ability to fulfill our responsibili.ties and plan adequately for their future fulfillment. a. We have a mix of responsibilities at the Agency and Directorate levels: the ire; ul tions Control Branch has an Agency role; ti o Records Administration Branch has an Agency role vnd a Directorate role; the Infor- mation Processing Branch has a Directorate role; we have the A?.,oncv responsibility for Emergency Planning and the responsibility for the Directorate Historical Board. In addition the Executive Director has recently expressed agreement with the idea that there should be an Agency Archives but has said it should be a Support function. We have the responsibilities without the resources to meet then. h. The Sun;~ort Directorate has no records staff but has relied on the Agency Staff for support. The Agency Staff has fewer people than the Clandestine Services Records Management Officer has to deal with CS records problems; not enough to meet its Agency responsibilities much less to meet the additional requirements of the Support Directorate. The Support Directorate has a larger volume of records than the Clandestine Service. c. Not only are we short on quantity, we do not have the quality of resources necessary to do what we can see needs to be done. Some offices, for example, have included in their Program submissions plans to develop new systems. The Chief, Plans Staff has asked the Support Services Staff to concur in these plans. before concurring we should understand the problems in order to be able to make Ex'Wed train autnmatlt d. ,r ^fldng and Approved For Release 2006/06/02 : CIA-RDP84-0078OR003600140016-3 5yw ~...y ~.. q'm Approved For Release 2006/06/02 : CIA- 01t-i 808003600140016-3 reasonable judgments about whether the proposals represent the best or the right solutio-,is. v,le do not have anyone who can be spared from his present duties for t"(3 time it would take to conduct such, studies. In any event, none of our people has the qualifications to do an adequate job of recorr:aending the host solution because none of them has the appropriate combination of experience and backgrot:md in manual, automated, and nicrof-1.lm systems. To get the right combination we would have to use more than one person and it is twice as hard to release two as one. d. Staffing constraints in the Records Administration Branch through the years have deprived us of the flexibility necessary to keep ro pie current with the state of the art and broaden their c..?crience. The youngest member of RAB i 42 and she has been. in her present assi ;n:rr3nt 14 years. is The oldest member is 53 and he has been in his present a,sicneent 19 years, '['-.c lac.: of staffin flexibility prevents the assif;nneat of young; officers and we have no practical way of raking room for thou because the exp+eri- cneed records officers are too highly -recializod for assignment to other -.--ynes of positions. Attitudes toward records management and the career service structure itself are such that young; officers are not likely to be attracted to the records profession. e. All of the pro`)loms of the records program which have boon cited in various presentations over the past two or three Years continue to exist because resources are not available to do anything: ,'gout then. To restate all of these problems in detail here would be needlessly redundant, but it should be re-emphasized that systematic management control over the creation of record material is the heart of any successful records maaiageraant program. Records manage- ment programs rust give attention to all methods and media of records creation: correspondence, microforms, reports including the output of computer systems, file creation and storage, forms design, and copying machines. f. Some of the same and some different problems plague the Information Processing Branch. People were selected by their parent career services for assin,,nent to this function with the result that we have more quantity than quality of the kind we need for the long term. In the Information Processing function, we have the problem of uncertainty or open endedness concerning the future of the SIPS Task Force. Planning to meet the long terra information processing require- ments without knowing the future of the SIPS Task Force will be awkward. It would be helpful to know whether we will Approved For Release 2006/06/02 : CIA-RDP84-0078OR003600140016-3 Approved For Release 2006/06/02 CIA-R-DR j780R003600140016-3 continue to operate under an agreement with DDS T, return to separate management of DDS and OCS ro sources, or dace the total responsibility in one Directorate or the other, and we will need to be highly selective in identifying the people Who will perform the functions in whatever organizational setting is chosen. We need to consider whether to concentrate the information Processin- shills in one place or allow them to develop in each of the of` icei. :laving these skills in both places leads to cc:.retit%on between the two, and the central structure tends to find itself in an adversary role opposite the people Navin,- these skills in the offices. .~'oreover, col pcte:lce in the infor iation processing field is so scarce that competition for it within the Directorate cannot be afforded. h. Ttanagel,tent of the information processinc* personnel in the Support Director-ate is a problem that we cannot deal with effectively until we have settled. on the future of the SIPS Task Force and ho: we s!-oulc' organize to cone with information procossin. ; problens of the future. We need to be able to plan for the kinds of skills we are going to require and in what -nix and t'her. we need to figure out what career paths and or portuni.ties can be offered. I. There is a need in the Support Directorate for a staff competence to take the initiative in identifying and dealing with 'nrobloms. There is a need to bring some iina inativeness into the records and information processing functions in a Directorate context as well as within the individual offices. There should be a close procedural and review relationship with the DDS Plans Staff to ensure that programs developed in the offices give proper attention to Directorate i1r lications. We should be able to aggressively and imaginatively pursue the development of information systems to meet changing Directorate require- ments. The DDS should have a staff he can turn to with problems whether they are local to one office or are Directorate-wide. Problems identified for the Problem Solving Seminars which do not lend themselves to solutions in a week may be examples as well as some of the studies and actions needed to take advantage of the recommendations of the SL*minars. There should be a nucleus of com otence in the modern management sciences to ensure that we develop solutions and foster innovations which are. at least current with the present state of the art. J. The Idea of the Data Management Center being developed ',rl :Lary responsibility for forms management and c osi . In today's world of Optical Scanning t orrmms and Co:' u;,er Output .'Acro:corn, the storage, riryninulation, and retrieval of 1 formation demands that information systems P:Y.alysts a co-equal role in forms management. h . Reports m; ra.,7Or,e::t is a primary element of every Records are the products - the outputs - of virtually every infer:' Lion processing system, 1"manual Or a.utormated. Ou puts are p;) oduced to satisfy info-r- -it, ir format, frequency mation requirements. conteand distribution are of information processing systems design. ?:e-art are reco~ .s for short tern, use or long term pre ervat ~.,.. c. The files a!,.;1 outputs o - all systems are record material regardless of is h.e far;r~ they take. When their m edict e utility c c - very in the office declines they will be tra~nsfeerred to the Pecords Center. Those which have hi sto :cal value will be retained permanently in the Archives where they will become the research tools of the history of the `.:ency. f_5. The relationships among the historical, archival, and records management functions seep,, }elf evident and should not require further elaboration. The relationship between the information processing and records management functions is illutr a_ted and described in the fore- going paragranhs. Neither the Agency nor the several Directorates are currently organized to deal with these functions in a coherent fashion. The Agency iIi.storical Star -is a sonara.te unit reporting to the PxecutiVO Director-Comptroller; the Agency Information Processing Staff reports to the Director of Planning, Prograr;ming and Budgeting; and the Agency 'ecords Administration Staff is a ;Yrarich of tine Support Services Staff in the Support Directorate. Functional coherence suggests that they should all be a part of the sane orb*anizati.onal cormanent reporting to the Executive Director-?Coz -Ptroller with each. function represented as a separate Division within that component. Transferring the Agency accords Management function to the Office of the Executive Director would be the most logical, simplest, least disruptive, and least controversial ch. ange . 7. The recent response of the Executive Director to our Archives proposal suggests that he would not be receptive to having these functions report to him.* That being the case another alternative is to consider *This might work i' was nade the Chief of a n6r5x1 staff composed of Archives, Histor ca , Records, and IP Divisions and someone else became eputy to the Director 7i'PB. Approved For Release 2006/06/02 : CIA-RDP84-0078OR003600140016-3 r . Approved For Release 2006/06/02 : CIA-4r ~$ 07808003600140016-3 transferring the Historical -taff and Information Processing Staff (Pf'B) to the Support Director ate for incornoration into one component with the i i;vncy Records Administration and Ar6?'.vos functions. The Chairman of the IP Board could still `;^ located in (;PPB and report to the Executive )i rector. Such an organizational arras,-,-. :ont would be awkward, ')ut not .as awkward as the present ar 3r3ft:'.^?al here some of these functions report to the Executive Director and ethers report to tale ODS. Trans- ?D" the and' of the ~.~.rc'...r.are and the personnel to operate it; a program unit to do program design and progr,,nzing; and a problem definition. and a"pl.catio:nS design unit. On the other hand, it seems reasonable to assn: e that only the problem definition and c nplication.s design function, our part o the SIPS Task Force, will be- com e a perulanelit part of t "'o G` sport Directorate. In any case, we will want to be as selective as we no. sibly can in identifying the people and getting the right mix of to lent. 11. Accepting our part o l:' the SIPS Task Force as a reason blc point of departure and adc' to it the Support Directorate records management function, we c.-~:t provide the nucleus around which can be built the capability to =~~.+:c init!at v,s in i.contifying'ti and developing solutions; operati=ng and maintainin the SIPS systc -s and nreviding supervision an=:t of :SIP'ti Data Management Centers ; reviewing and evaluating ola.:nning imaginatively and rn-ressively and -LIT) to evalu-te progress; dove loping an.a'C- rz,nt Ina=ornation Systems to -not ci;; nt;ing requirements; furnishing ''aa)S with a comnetenco he can turn to with problems whether they are local or. Directorate wide; and providing the competence in modern management sciences to ensure that solutions are current with the existing state of the art. Whether all o~ these functions would fit within the traditional concept of a staff relationship to the DDS or would assume the complexion of an operating; Su-)port Office is a moot question. Clearly elements of both are present. Some .mixture of responsibilities is inevitable and unavoidable because more and more we are dealing with systems which transgress the frictional responsibilities of different offices and we must have the capability not only to operate and maintain them, but to modernize and change them. We must have the capability to review and coordinate now management irrovcment and program proposals to determine not only their validity and value, but their total implications in a s.yyc%c~ut context. (For example, microform systems in the Office of ':edical Services may have implications in the Offices of Security and Personnel as well as SIPS Hunan Resources systems.) Having determined the implications, we need the capability to define the system problem and design and implement a solution. If the solution cuts across functional office lines and results in an integrated system, we will have to operate and maintain it or Provide a structure to do that. Problem identification and definition, system design, implementation, operation, and maintenance are part of a continuum and their performance must be provided for in one organi- zational structure. 'T'his structure must be responsive to the needs of Office as well as Directorate level management. It crust offer a Approved For Release 2006/06/02 : CIA-RDP84-00780R003600140016-3 Approved For Release 2006/06/02 : CIA-RCF;',80R003600140016-3 consultative service to the offices and a staff review service to the DDS. Consultation must not only ho required to satisfy Directorate level management but sought after to