ANALYZING REPORTS, REQUIREMENTS FOR ADMINISTRATIVE OF MANAGEMENT

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP70-00211R000300150001-0
• Release Decision: RIFPUB
• Original Classification: K
• Document Page Count: 9
• Document Creation Date: December 19, 2016
• Document Release Date: October 26, 2006
• Sequence Number: 1
• Publication Date: November 1, 1954
• Content Type: REPORT

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ANALYZING
REQUIREMENTS FOR ADMINISTRATIVE OR MANAGEMENT
REPORTS
MANAGEMENT STAFF
RECORDS MANAGEMENT DIVISION
NOVEMBER 1954
'v9OFlar!?.DF
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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 waspracticing 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 timethey 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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PLANNING YOUR ANALYSIS . . . . . . . . . . . . . . . . . . . . .
QUESTIONING THE BASIC NEED FOR A REPORT . . . . . . . . . . . . .
ANSWERING THE NEED
Essentials of a Good Reporting Requirement . . . . . . . . .
Reporting Frequency . . . . . . . . . . . . . . . . 2
Due Date . . . . . . . . . . 2
Report Format . . . . . . . . . . . . . ? ? ? ? ? ? ? 2
Report Directive . . . . . . . . . . . . . . . . . . 3
Need for Copies . . . . . . . . 5
Preparing and Submitting Reports . . . . . . . . . . . . . . 5
SUMMARY . . . . . . . . . . . .
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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, don'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 alike according 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.
Is there a sound need for the report as a whole as well as for every item
in the report? Consider these questions in 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?
? 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 operating 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 "it's nice to know," or because some day there may be a use
for it?
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ESSENTIALS 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 frequency 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 s i gn i f i cart 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 occur-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-
ports. What frequency is needed now; what is the trend?
Due Date - The date a report is due man office should, if possible,
be one convenient to the reporting activity. End-of-month, end-of-
quarter, and end-of-year reporting should oe avoided if possible
since reporting workloads are heaviest at these times. Moreover,
due dates should be based on working days, )ot calendar days. De-
termine the number of times the preparing office was unable to meet
the due date. Also, how many times did a due 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 coveringcorrespond-
ence.
? Be arranged so that the report can be prepared from records nor-
mal ly 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 thesecriteria is to requi re that the
report be submitted on an Agency form. Consider these additional ad-
vantages...
? Reports submitted on forms can be readily identified thus speed-
ing their routing, processing, filing, and ultimate disposition
(from a records retirement stand po i n t) .
? 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 exc l ude its format from a reappraisal. Requ i 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-
ti I ith, 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.
PURPOSE AND USE 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 the correct title of the re-
port for later 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 the offices
preparing and receiving the report.
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PERIOD OR SITUATION Specify the period of time, was of
COVERED date, o r p rec i se s i tuat i on to be cov-
ere1 by the report. I f data f rom
sevral different reports are to be
correlated, assure that the periods
covlered in these reports are compara-
ble.
FIRST SUBMISSION Specify when the requirement becomes
OF THE REPORT effective, such as the date that the
first recurring report is to be re-
ceived, or the first period to be
covered.
TERMINATION OF
REPORT
PREPARING ACTIVITIES
DISTRIBUTION
FORMAT (IF NO FORM
IS PROVIDED)
For a temporary report, specify ex-
act'ly when it is to be discontinued.
State specifically the types of ac-
tivities which are to preparethe re-
pot.
Specify the number of copies to be
prepared. Specify where each copy is
to be sent.
Specify the format for the items to
be reported to ( I ) help insure uni-
formity in data reported and (2) sim-
plify the transcription, comparison,
ev4luation, or other use of the data
when it is received.
Be sure the form includes information
on Where the report is to be forwarded,
an from whom it is sent ('from, and
+to' information), in order to avoid
us~ of separate transmittal corre-
spndence. Request offices not to
su mit covering transmittal corre-
spndence with reports prepared on
fo ms.
Specify where preparing offices are
to'secure supplies of the form, and
the requisitioning procedure.
Specify the source from which the in-
fomation is to be obtained to (I)
as ist the preparing office in easy
coI pilation, 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 ...I). 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 your copies; 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?
? 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, multi Iith, stencil, etc.) contain
the maximum amount of preprinted 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-
lated.
2. Determine management's basic needs for reports.
3. Assure that the following essentials of agood reporting requirement
answer these needs...
J Real i st i c reporting frequency.
J Practical due date.
Efficient format.
J Clear and complete written directive.
V 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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