ANALYZING REPORTS, REQUIREMENTS FOR ADMINISTRATIVE OR MANAGEMENT

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP70-00211R000300050087-7
• Release Decision: RIFPUB
• Original Classification: K
• Document Page Count: 9
• Document Creation Date: January 4, 2017
• Document Release Date: August 23, 2006
• Sequence Number: 87
• Publication Date: November 1, 1954
• Content Type: REPORT

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ANALYZING
REQUIREMENTS FOR ADMINISTRATIVE OR MANAGEMENT
REPORTS
MANAGEMENT STAFF
RECORDS MANAGEMENT DIVISION
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A sage old fire chief at a large naval base was being questioned about
fire regulations. "What about reporting fire hazards?" he was asked.
"If you mean in writing, heck no!" he replied (but probably in somewhat
stronger terms). And he added, "By the time I got the word the darn place
would be burned down!"
The Chief didn't know it, but he was practicing reports management. Sim-
ple and direct reporting of essential information was what he wanted.
And it paid off, judging from his excellent fire prevention record.
Unfortunately, most Agency requirements for reports cannot be stated as
simply, nor complied with so easily. Extensive activity requiring ad-
ministrative or management control, a complex organization, and changing
conditions tend to complicate the reporting picture. Thus an analysis
of your reporting requirements is essential--at the t i me they are created
and periodically thereafter. Here is your guide.
This pamphlet is not a complete course in reports analysis. Instead, it
is a collection of what might be termed "thought starters," to create a
consciousness of the keys to sound reporting, and to serve as a check
list during your analysis. Additional copies may be obtained from the
Reports and Correspondence Management Branch, Management Staff.
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CONTENTS
PLANNING YOUR ANALYSIS . . . . . . . . . . . . . . . . . . . . . .
QUESTIONING THE BASIC NEED FOR A REPORT . . . . . . . . . . . . .
ANSWERING THE NEED
Essentials of a Good Reporting Requirement . . . . . . . . . 2
Reporting Frequency . . . . . . . . . . . . . . . . . 2
Due Date . . . . . . . . . . . . . . . . . . . . . . . 2
Report Format . . . . . . . . . . . . . . . . . . . . . 2
Report Directive . . . . . . . . . . . . . . . . . . . . 3
Need for Copies . . . . . . . . . . . . . . . . . . . 5
Preparing and Submitting Reports . . . . . . . . . . . . . . 5
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ANALYZING REQUIREMENTS FOR ADMINISTRATIVE AND MANAGEMENT REPORTS
Analyzing requirements for reports is simply applying the logic: If the
information i s n ' t needed, d o n ' t ask for it. I f a report is necessary,
assure that only essential data is compiled and submitted by the simplest
and most direct means.
But significant results cannot be achieved by hit or miss tactics. A
planned analysis is necessary. Reports that are interrelated must be
studied together. Some are alikeaccording to the functions they serve or
the subjects they cover. Others, sometimes called "feeder reports" are
only small segments of a reporting network designed to provide top man-
agement with a single document of information. The relationship of these
"feeders" to the end product must be considered.
QUESTIONING THE BASIC NEED FOR A REPORT
Is there a sound need for the report asa whole as well as for every item
in the report? Consider these questions i?n making your decision...
? Is the information reported, appropriate to the assigned functions,
responsibilities, or authority of the component requiring it?
? Does the report serve a purpose which could be accomplished some
other way, such as through direct supervision or inspection?
a Does the need for the report result from an organizational or pro-
cedural problem which should be corrected rather than reported?
? Can the requiring office obtain the same information from another
source or in a different format or manner, e.g., a copy of another
report, a machine tabulation from punched cards maintained for an-
other component, or copies of operatin.g documents?
? Is the information reported actually and actively used as a basis
for actions, plans, or decisions, and do these uses fully justify
the cost required to prepare the report? Or asked another way--is
full use being made of the information, or is it being gathered be-
cause its nice to know," or because some day there may be a use
for it?
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FLSSENTIALS OF A GOOD REPORTING REQUIREMENT - Let's assume you're sure a
report is needed in its entirety. That's a good start; but there are many
other aspects of reporting that must be considered. Check for these...
Reporting Frequency - The reporting f requency must be consistent with
the frequency with which the information is used. More frequent re-
porting is not justifiable. Furthermore, the frequency between each
report should be of such l ength that significant changes are reflected.
Programs on which information Is,reported often decelerate rapidly.
Unless changed, the reporting frequency soon becomes unrealistic.
Then too, the opposite may occurs-the pace of a program is stepped
up, or situations begin to happen so frequently that they should be
summarized, rather than reported separately. Check a series of re-
po rts. What f requency is needed ;now; what is the trend?
Due Date - The datea report is due loan office should, if possible,
be one convenient to the reporting activity. End-of-month, end-of-
quarter, and end-of-year reporting should be avoided if possible
since reporting workloads are heaviest at these times. Moreover,
due dates should be based on working days, not calendar days. De-
termine the number of times the preparing office was unable to meet
the due date. Also, how many times did a clue date disrupt office
routine to the detriment of operations? Was overtime ever required
to meet the date?
Report Format
A good report format should meet these criteria...
? Be simple in design, and standard for each preparing activity.
? Provide fortransmitting the `report without covering correspond-
ence.
? Be arranged so that the report can be prepared from records nor-
mally maintained by the preparing activities, yet designed to
permit the recipient to locate information readily and apply it
to his needs.
One of the surest ways to meet these criteria. is to require that the
report be submitted onan Agency form. Consider these additional ad-
vantages...
? Reports submitted on formsca':n be readily identified thusspeed-
ing their routing, processin,g, filing, and ultimate disposition
(from a records retirement standpoint).
? Instructions for preparing and submitting the report can be
placed on the form for ready reference.
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However, the fact that a report presently is being submitted on an
Agency form does not exclude its format from a reappraisal. Requi re-
ments for information change. The format satisfactory yesterday may
be inadequate today. For example...
? Is there sufficient space in each box for fill-in?
? I s the form printed on such heavy stock that the number of legi-
ble copies needed cannot be made at one typing?
? Are reports prepared in such vo l ume that carbon interleaved snap-
out sets would be advantageous?
? If copies are duplicated, do the masters (stencil, Ditto, mul-
tilith, etc.) contain the maximum amount of preprinted data?
Report Directive - Requirements for reports should be established
by clear and complete written directives. Good directives mean good
reporting! Consider these points...
PROVIDING A SINGLE Cancel all previous directives which
SOURCE OF INSTRUCTIONS required the report, incorporating
necessary past instructions in the
new directive as an aid to personnel
preparing reports.
State clearly the purposes or uses
of the data being collected. The
Office which prepares the report needs
to know the purposes and uses to (I)
assure that the data reported wi I I
accomplish the objectives intended,
and (2) make more accurate decisions
in doubtful cases.
Indicate thecorrect title of the re-
port forlater identification. Titles
should be descriptive of contents.
DUE DATE OF REPORT Specify the date on which the report
is to arrive at its destination. For
situation reports, specify how soon
the report must be received after oc-
currence of the event. Establish a
due date fora recurring report which
allows the reporting workload to be
more evenly distributed by theoffices
preparing and receiving the report.
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PERIOD OR SITUATION
COVERED
FIRST SUBMISSION
OF THE REPORT
TERMINATION OF
REPORT
PREPARING ACTIVITIES
DISTRIBUTION
FORMAT (IF NO FORM
IS PROVIDED)
Specify the period of time, 'as off
date, or precisesituation to be cov-
ered by the report. If data from
several different reports are to be
correlated, assure that the periods
covered in these reports are compara-
b Ile .
Specify when the requirement becomes
effective, such as the date that the
f irst recurring report is to be re-
ce';ived, or the first period to be
cove red.
For a temporary report, specify ex-
actly when it is to be discontinued.
State specifically the types of ac-
tivities which are to preparethe re-
port
Specify the number of copies to be
prepared. Specify where each copy is
td be sent.
Specify the format for the items to
be reported to ( I ) help insure uni-
formity i n data reported and (2) sim-
plify the transcription, comparison,
evaluation, or other use of the data
when it is received.
Be sure the form includes Information
on where the report l is to be forwarded,
and from whom it is sent ('from' and
'to' information), in order to avoid
use of separate transmittal co rre-
spondence. Request offices not to
submit covering transmittal corre-
spondence with reports prepared on
forms.
Specify where preparing offices are
to secure supplies of the form, and
the requisitioning procedure.
Specify the source from which the in-
formation is to be obtained to II)
assist the preparing office in easy
co;mpi lation, and (2) insure compara-
ble data from all activities.
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PROCEDURES FOR Specify recommended procedures for
COMPILING obtaining and compiling the data.
This will (I) aid preparing offices
to use the best methods, and (2) in-
sure accuracy and consistency of the
report.
Give clear instructions on each item
to be reported. Use simple active or
imperative verbs (as 'Enterthetotal
cost ...'). Giveonly one instruction
in a single sentence. Keep the sen-
tence concise. Be sure that the in-
structions can be interpreted in only
one way.
Need for Copies - A positive as well as a negative approach must be
taken in determining the need. For instance, assure that all who
have an interest in the report are receiving sufficient copies. Also,
do the recipients have any recommendations for improving the report.
On the other hand, copies of reports are costly. They increase the
volume of records our Agency must handle, store, and dispose of.
They slow down report preparation procedures. One extra copy can
double typing and proofreading time if that copy makes two typing
runs necessary. Check to make sure that every copy provided is serv-
ing a useful purpose. Ask recipients...
/ Do they wish to remain on distribution?
V Can they obtain similar data from another source?
V' Is all the data utilized? If not, which can be eliminated?
Consider the cost of each copy. Count yourcopies; make your copies
count!
PREPARING AND SUBMITTING REPORTS.- Methods of preparing and submitting
reports are almost as, varied as there are types of reports. However,
here are a few pointers having general application.
? Are files and other records arranged in such a manner that data can
be readily extracted?
? Do fiscal and other accounting records contain control totals so that
the accuracy of detailed data can be checked?
a ? Can fiscal and other accounting data be maintained on a cumulative
basis to eliminate last minute workloads?
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? For historical, progress, and other documentary-type reporting, is
a brief running account of significant events and accomplishments
maintained to avoid trying to "think back" over the period?
? Do graphs and charts reflect cumulative data? This is, is informa-
tion added to the same reproducible master each reporting period?
? Do reproduction masters (Ditto, muItiIith, stencil, etc.) contain
the maximum amount of p rep ri nted'' data?
? Can data be recorded for photographic reporting, e.g., maintained
currently on flex-o-line strips,'. "menu boards," or production con-
trol boards?
? Can machine tabulation procedures be used?
? Are reports that are self explanatory forwarded without transmittal
correspondence? Reports are considered self explanatory if sub-
mitted on forms containing spaces for 'To,' 'From,' and the signa-
ture of the signing official.
I. Plan your analysis, keeping in mind those reports that are interre-
I ated.
2. Determine management's basic needs for reports.
3. Assure that the following essentials of agood reporting requirement
answer these needs...
V Realistic reporting frequency.
V Practical due date.
V Efficient format.
V Clear and complete written dli rective.
Realistic requirements for copies.
4. Ensure that reports are prepared and submitted by the most efficient
means.
If these points are considered, you can be assured of...
FEWER REPORTS, BETTER REPORTS, AT LESS COST!
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