RECORDS MANAGEMENT DIVISION, MANAGEMENT STAFF.

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP70-00211R000900020002-7
• Release Decision: RIPPUB
• Original Classification: S
• Document Page Count: 44
• Document Creation Date: December 19, 2016
• Document Release Date: March 27, 2006
• Sequence Number: 2
• Publication Date: May 6, 1955
• Content Type: MEMO

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Chief, Management staff
Chief, 040 1.:taff (DD/S Area
heeords Nanagement Division, Management ,taff.
1. ,PROBIAN4
MAY -6 195
To determine the propriety of the present organisational structure as
an effective element of the Minagement.Staff.
11C20 B_ARING Oi '1,1-iiu PROBLX:
a. The division status of the element was established, originally, under
the concept of the former General Services Office. At that time, the
organizational structure thereof comprised the Records Management Bransh
including the Agency Courier Force of Demployees and the Machine
STAT Records Branch, also, havingnemployees.
b. Ilen the General Services Offise was dissolved in February 1954, (1) the
Machine Records Branch WAS transferred in its entirety to the Office of
the Comptroller where it was given division status, (2) the Courier
Force was placed under the jurisdiction of the Director of Logistics,
also, in ite entirety and (3) the remainder of the element comprising
records management activities WAS transferred to the Management Staff.
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STAT
c. The current organizational structure of the element comprises five
branches in addition to the Office of the Chief, Annex I, Tab A. The
staffing pattern for this framework includes a ceiling of npositions STAT
uith a personnel complement of Demployees. Applicants are in process
for four of the five vacancies. Annex I, Tab B.
d. Pursuant to approved plans, the Records CenIolranch with ceiling allo-
STAT cation of
positions and funds therefo s scheduled for transfer
to jurisdiction on or about 24 April 1955. Annex I, Tab C. (Com-
pleted on schedule)
STAT
Salaries paid to Records Yanagement Division personnel for Fiscal Year
1955 (as projected) approximate a grand total of t170.359.35 in the
aggregate. This amount includes (1) the sum of 09,818.43 paid to klper-
sonnel who either resigned or transferred from the division durriVe
current fiscal year and (2) the sum of 26,921.24 for
ei-
tions scheduled for transfer as provided in Paragraph 2d above. N.B.
The remainder ofEpositions will be filled by the applicants who are in
-process (see earwaph 2c above) Annex I, Tab B.
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3. DISCUSSION*
a. Authority - Annex I
Administrative- Staff Study, dated 22 Lecember 1953, Subjects AgencY
housekeeping Services. approved by ecting Deputy Director (Administration)
provided for the transfer of records management activities from the fors.
mer Ceneral Services Office to the Management Staff.
Legal - Administration and control of egency records is authorized by
law and has the approval of the General Counsel. Tab D contains a list
of legicIative and other authorities affecting the records program.
b. The hecords Problem -
The Agency's records' problem is obviously complicated by a number of
contingencies. An efficient management system is essential for the con-
trol of vital intelligence records. Security requirements tend to in-
crease the records volume and add to the cost of filing equipment and
supplies. The nature of intelligence activities entails long retention
periods for records, usually in costly space. Sterility measures and
cover dependency upon IAC and other agencies result in constant expansion
of the records volume. Records having potential intelligens* value are
obtained from other agencies for review, evaluation and disposal or re-
tention. Records seised or obtained from foreign governments enlarge
the erowing voIune. Lssential administrative paperwork for clearances,
controls, authorisations, approvals and coordination augments the growth
of records. The dispereal of buildings makes the effective administra-
tion of records more difficult. Indifference on the part of some Ageaey
officials to the requirements of Public Law 754# the Federal Records Act
of 1950, provides an unnecessary frustration to the overall problem.
c. The Record! Management Program -
The Agency program is based on the three-fold concept of records making,
records maintenance and records disposition. Records making entails con-
sideration of forme, reports and correspondence. The percentage ratios
thereof to total records volume are normally accepted as 20, 20 and 60
respectively. Records maintenance includes other aspects such as con-
trol of mail, the selection End installation of standard file classifi-
cation systems, file reference service and standardisation of filing
equipment 6nd supplies. Records disposition covers the evaluation,
transfer, retirement, preservation and disposal of record material.
The basic plan of the program also places dependency upon the collaborse
than of approximately 23 area records officers for operating efficieney.
Only six of such officers are on a full time basis. Thus, with eons-
NNNN\ total duties imposed on most of these officers and in the absence of
NN
administrative control ever them, the records management program lacks
force end offeetiVelimOS.les now constituted.
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d. Parallel Records Yanagement Program
The DIVP Area maintains a separate records management program in RI and
a separate archival center purportedly for record material of predecessor
agencies. It is conceivable that ths motivation therefor is based prie
merily on security reasons. It is elso conceivable that closer coopera-
tion should obtain on certain records program phases for economic reasons
such as vital materials, file standards, fora* management, reports con-
trol and systems, i.e., with proper clearances. It is understood that
there is no formal agreement of understanding in existence that would
tend to establish a true delineation of responsibilities for records
eOninistration on an Area concept basis. Under these circumstances, a
separate study should be made to determine whether or not closer coopera-
tion Might be had for economic reasons on some program phases without
jeopardizing security.
*. Records aragement rivision -
The distribution of work in the division discloses the administration of
eight separate programs within the framework of the four remaining
branches (Paragraph 2o and d). The Forms lianagement Branch is responsible
solely for effective administration of the formal program. Similarly,
the records risposition !ranch is accountable only for the disposition
program. Also, the Reports and Correspondence Management Branch admin-
isters two separate prograns as implied. The System's Branch, however,
has the broad responsibility of administering four individual programs
such ce microfiImines vital materials, file standards and records' sys-
tems. Thus, from the foregoing, it is apparent that the distribution
of vork responsibility is unbalanced organizationally on a program
basis. It is granted, however, that on a workload basis the responei-
bilities of the forms Henagement program and. the Records Uisposition pro-
gram, respectively, are greater in proportion to those of am, other
sinale proeram.
f. Pro ram - S steno Branch - Annex II, Tab 1:
The proerees made to date through this program has been substantial and
effective. eowever, the placement of the nicrofiIming program organiza-
tionally in the field of recorde management may be subject to question.
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heproduotion, tej;;;;I:live official recognition to such placement, the
T.:hile Regulation dated 8 January 1955, Subjects Srinting and
25X1 provisions of Regulation dated 10 August 1954, Subject: Office
Susineso Lechines, should also receive consideration.
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Vicrofilming should be conetreed as within the intent of Regulation
which in effect concerns operational eysters through the use of
office business machines if proof can be shown that (1) application of
its full potential is limited by placement in the organizational concept
of the records management structure and (2) the potential application
.3.
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thereof *mid be enlarged to its full scope within the moaning of opera-
tional systems, the basic plan of Ali& entails the use of office busi-
nese machines. Tab 6 reveals that microfilming has four potential
applications only two of Which pertain in some measure to records manage-
ment, i.e., decrease of storage coste through reduotion in space require-
ments end a security aspect in reEard to vital materials. Construed in
the light of operational systems, the potential scope would cover not
only the two applications mentioned above but would be enlarged to in-
clude two additional applications, i.e., to provide savings in labor re-
quirements and multiple distribution as a method of reproduction.
L.P. An example of an operational system based on space reduction is
VeYail. The tpplication to some vital materials is similar, examples
of labor savings may be found in private industry, banks and mnnieipal
governments where microfilming serves as an accounting control device.
An example of distribution via reproduction applies to the furnishing
of vital statistics ouch as copies of birth and death certificates. The
machine record aperture card used in OCE comprises an example of triple
application in this igency, i.e., space savings, vital materials protec-
tion and savings in time, labor and distribution.
g. Other Systems' Branch Programs - Annex II, Tabs F, O and U.
Anelysee reveal that the vital materials' and file standards' programs
are satisfactory and lend effective support to records management ac-.
tivities. The systems program, however, is apparently ineffective due
primarily to lack of aeegaate administrative and operational planning
and an unfilled position slot. Actually, these programs are projects.
h. .heortearansemerat Branch Programs Annex III, Tab
Etudy of the reports and correspondence programs discloses that (1) an
honest effort has been made to launch these constructive programs with
only partial success, (2) only four of nine potential projects have
taken root, (3) the programs are ineffective due to lack of recognised
policy and regulations to provide smooth operating force and, also, due
to improper organizational planning, i.e., making a branch of two position
slots with no support personnel, (Il) the branch should be abolished as
a separate entity and (5) the work ahould be continued on a project
basis.
i. Records risporition Program - Annex III, Tab J
An examination of this program tends to emphasise the importance of the
disposition control schedule as the real essence of records management
and the hub around which other program phases tend to rotate. It also
discloses that (1) eubstantial progress has bean made, (2) some overlap-
ping is in evidence on responsibilities which normally would be dis-
charged under the file standards' and records' system programs, (3)
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difficulties have been experienced because the improvised method used has
been ineffective, and (4) a new approach should be used through a regula-
tory issuance placing full responsibility where it belongs as required
by law and, then, on ,each office head through delegated authority. The
submission of disposition control schedules to the Management Staff for
reeive and evaluation should then follow as normal procedure.
The Poems ranagement Program e Annex III, Tab K
This program? reinstituted late in 1953 has been developed on a solid
foundation with effective operating practices for the control of forms,
preparation of indexes, procurement of forms and compilation of monthly
reports. Substantial progress has been made in (1) reducing the number
of reprints and new forme, (2) increasing revisions of old forms, (3)
canCelling outmoded forms, (4) reducing copy production of forms and
(5) redesignating forms from an organisational concept to a straight
nunortcel sequence cs feasible. To date, control has been established
on 1589 .forms in all, including approxirately 1254 Agency forms. re-
spite en increase of 5) percent in the number of active forms since
January 1953, the average annual usage of forms has been reduced from a
total of 18,698 copies per form in 1953 to 11,878 copies in 1954. Thus,
this program has begun to pee returns and should receive full adminise
tretive support because, based on conservative estimates, there are about
26,000 bootleg forms still being used in the Agency on an uncontrolled
ane wasteful basis. r pending backlog of 199 forms and other actions,
equivalent to 1791 manhours or 11.2 work weeks confirms the existence
of an oeerational burden which could be relieved by the adeition of
(1) support personnel to maintain typing and filing on a current basis
and (2) forms analysts to expedite design routines and the preparation
of final type copy of new and revised forms* Information obtained from
the reproduction plant reveals that three employees spend approximately
four hours per day each on routines pertaining to forms such as prelimi-
nary layout, varityping, ruling, proofreading and maintenance of files
containing rough drafts, final type copy, negatives, plates, etc.
4. CONCLUSIONS:
The etudy reveals that, under its present organizational concept, the
eecords 'eanaeement Division is not wholly an effective element of the
Sanegemcnt etaff by reason of (1) misplaced dependency upon area records
officers who cannot meet their responsibilities in records administra-
tion, (2) the limited application of the microfilm program in its present
oreanizational placement, (3) the uhhalenced assignment of programs to
branch subdivisions with resultant loss of administrative and operational
control over the records systemr program, (4) the establishment of the
deports and Correspondence 7,13ntiumnt Branch with inadequate staffing
and (5) the extended use of an improvised method to :solve the Agency
record problem without the support of adequate regulatory procedure in
view of the provisions of law.
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KOMI TIZTCAT 10I45
Rased on the substance of this study the following resommendations are
proposed for adoption and implementation as soon as feasible:
a. The organizational concept of the records management structure be changed
from divieion status and identified as the Records Management Staff.
b. The Records 'anagement Staff comprise an Office of Chief, a project .
staff and two branches, i.e., Records Disposition Branch and Forms
Management Branch. Annex IV, Tab L.
C. The staffing pattern of the heeords Management Staff be apportioned as
reflected in Annex IV, Tab Y.
44 The area records officer concept of the records management program be
aboliched as ineffective.
0. New regulatory issuances be prescribed as neceasary and feasible to sive
force and effect to the overall records management program under the
proposed organisational concept and revised plan for administration of
Agency records as provided in paragraph 3i. above. This is considered
to be of sufficient importance to warrant a determined effort to issue
new regulatory material as soon as possible.
The microfilm program together with the function, position slot, funds
and incumbent be transferred to the jurisdiction of the Chief, Business
Machines Service, Yanagement Staff.
? The 1,,eports and Correspondence Management Branch and the hecords Systeme
Branch be abolished with the pertinent remaining programs, functions,
position slots, funds and incumbents merged as provided in Annex IV,
Tabs L and Y.
h. A representative of the Management Staff reinstitute and continue negoe
tiation with the Logisties Office for the transfer of a capable forms
analyst to facilitate the analysis and design of form and expedite the
preparation of final type copy.
A separate study be made to determine on What basis by program phase the
1)D/1, Area should eooperete for economic reasons in the authorized Agency
records management program or with proper justification be granted an
exemption therefrom for security reasons.
Chief, 001 Staff (PD/S Ares)
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ANN.:143
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A7ANL..X III -
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sorsa Etruoture
and Authority
Records Systems Bransh
Ctbor Branches
Proposed (ligonisatioo
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ANNEX I
Records 'Manag miwnt 1.ivision
Current Crganizational Structure
This annex contains easential information on the present or-
ganization of the division ac follows:
a. Tab A comprises an organisational and functional chart.
h. Tab P reflects tba r:taffirr pettern and provides financial
data on salarier for the ensuinc fiscal year.
0. Tab C reveals the aetails of a pf...nding change in table of
organization via transfer.
d. Tab D confirms that the rewords management program in re-
quired by lam.
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FORMS MANAGEMENT BRANCH
Directs a program Covering:
a. The design9tutilization awl?Bello-1140g
of forms.
b. Assignment of form numbers.
c. Development, maintenance and distribu-
tion of the agency forms index.
d. Surveys and special studies of forms
and related procedures, and the
requirements of area programs.
MANAGEMENT STAFF
. RECORDS' MANAGEMENT DIVISION
SePIeritber 1954
RECORDS MANAGEMENT DIVISION
Directs an Agency-wide Records Management Program covering:
a. The creation of records.
b. Their maintenance, organization, and use in the conduct
of current business.
c. The transfer, preservation or destruction of those
records not currently required or seldom used.
d. The selection and maintenance of vital materials.
e. Liaison with other government agencies.
REPORTS AND CORRESPONDENCE
MANAGEMENT BRANCH
Directs a program covering:
a.
b.
C.
d.
The elimination and prevention of
unnecessary reporting.
Improved reporting.
Streamlining the preparation and
processing of correspondence.
Improving the quality of correspond-
ence.
RECORDS DISPOSITION BRANCH
Directs a program covering:
a.
b.
c.
d.
e.
Records inventorying and appraisals.
Records control schedules.
Records disposition including Congres-
sional authorizations.
Surveys of area programs.
Liaison with other Federal agencies on
the destruction, preservation, loan
and transfer of records.
SYSTEMS BRANCH
Directs a program covering:
a.
b.
c.
d.
e.
f.
Systems for the maintenance of active
records.
Microfilm operations.
Written communications.
Filing equipment and filing supplies.
Selection, deposit and maintenance of
vital materials.
Surveys and analyses of active records
systems and filing equipment.
RECORDS CENTER BRANCH
Formulates the standards and procedures
responsive to agency requirements for the
transfer and servicing of semi-active and
inactive records.
Stores and protects inactive records and
provides reference service.
Destroys records in accordance with approved
schedules.
Preserves records with permanent or long '
retention value.
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ANNEX I, TAB D
Records Nanagement Livision
Legislation AffectinG The Izecorcia Ila.nagement Program
(within the intent of 253 and 110)
1. The Federal RecordsAct of 1950 (Title 5), P.L. 754, prescribes in part
(.;ection 506b): wrhe head of each federal agency shall establish and '
maintain an activity and continuing program for the economic and effi-
cient management of the records of the agency.,, ?
2. Other legislation affeCting the records program is provided as followss ?
a. The :Federal Property and LCriiiistrati.ve. :erv-ice Act of 1949, ?ipLe
152,..,81st Congress.
b. U. S. Code.
a. Federal Reports Act, P.L. 831.
d. Administrative Procedure Act, P.L. 404.
e. The 4ecorde Eisposal Act, P.L. 11$ approved July 7. 1943 (57 Stat.
380, 44, MC 366), as amended July 6, 1945 (59 Stat. 430.
3. Adtinistrative directives pertaining to records management activities
are also listed:
a. Lurecu of the Budget, Bulletin 51,14, dated /Jay 22, 1951.
b. General Services Administration Regulation.
4. Nemorandum dated 2 cctober 2950 from the Legal 13taff to Chief, CIA
Library, aZZ summariTes at opinion on the disposal of Agency records as
follows
a. The Central Intelligence Agency must .cim_k_zfith the Records Dir..
Re.T.Ltl !et, insofar Fs it does not conflict with the provisions of
Public Law 253.
b. The Central Intelligence Agency should com with Public Law 152
and 754 whenever 17039ible, oven though each spec. exempts
Uir?E6m-ite provis one. _However, if such compliance would result
in the unanthorlied:dtaidoi4e of intelligence sources and methods,
Public Law''253 'Meat be followed.
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e. The Central Tntelligenee Agency should oomp/y,with Executive Order
784 whenever possible, although it does not require disclosure of
cos identisl iifoitaton which would endanger the national interest
or lives of individuals. Consequent], no reliance upon Vublic Law
253 seems neceesary.
d. Public Law 2.53 provtdes that ther&roctor of Central Tntelligence
'shall be responsible for protecting intelligence sources and methods
from unauthorised dieclopure.ft It the Director deers co lirsee
with any exitini_21aw124:121941 it sue as SAWS, no comp anee
is necessary.
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ArNa II
Records ;';anagement Division
Records Systems Branch
An examination of the records Systems Pranch reveal that the
work is divided into four major program phases, namely, vital mam.
terials, microfilming, file standards and systems. Each program
phase is treated separately in an individual tab. The substance
of each tab includes a brief description Of the program, the pro-
gram objective, proeram requiremente, program statue, program
activity, program interest, personnel assigned and a conclusion.
Each conclusion is based on consideration of the /effectiveness
disclosed and the placement potential, organiat34al2y, .or proper
application of the program. The-tsba are idcntiflt1 by. program
as follows:
?
Tab L Licrofilm Program
Tab? Vital 1:ia,teria1s Preg.ram
Tab 0 File Stmdards Progran
ab E yeteat Program
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ANNa II, TAB
Reeorde Vanaeement Division
Records bysteme Branch
it 7:.....21.0211122212CM,
The microfilm program has two major phases* Cue phase pertains to records
management where it serves to decrease storage coste by enabling a re-
duction in space requirerente* 7.he other pie relates to operational
sestent here it tends to (a) effect savings in labor repAremente, (b)
200i1itate multiple distribution es a method of reprcoluction en6 (c)
provide a distinct aspect of security. The objective of the program,
its repuiremente end current status are stated bclowt
a. Ob.ectivo - The object of the program is to obtain effective use of
rIcrotl, and pertinent equipment on an Agency wide basis.
b. Reouirements Staff competency entails the disoharge of broad re-
sponsibilities such as (1) sensing the potential Ust$ of microfilm
in its application to veoords management and to operational systems,
(2) determining the validity of existing and proposed microfilming.
projects as Consistent with poliel, (3) ensuring proper selection
and utilization of eeuiptent and, also, assigament of prioritioe
for use thereof, (4) establishing propriety of standards for photo-
graphic quality and indexing of film, (5) reviewing and Approving
requisitions for nicrophotographic equipment, supplies and oervices,
(6) inspecting individual projects to ascertain purpose of filming,
type of equipment ampleyed, extent of equipment utilisation, methods
used and quality of finished product, (7) developing and issuing
prograo informetion ratertal and instructions on microfilming tech-
niques such an when to use microfilm and how to eelect eqoipmert,
identify and index film, increase production and achieve photographie
quality and (6) providing information eats end instruction on
Methods and eystene to reduce etorage costs, save labor, facilitate
distribution and provide security.
Line responsibilities include (1) the maintenance of an ecuipment in-
ventory to facilitate pooling, sharine and trareferring of cameras
and readers, etc,, an feasible and prectical erd (2) the conduct of
epot surveys where difficulties are experienced on existing projects
to provide skill in the application of proper exposure techniques
in the Varioua -hotographio processes and recommend other changes
SIB app. Or necessary.
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C. Status of Program -accomplishments since the institution of the pro-
iFariliAegust 1954 comprise the following:
(1) Ponial arrangements were completed with the Logistics Office to
review all reeuimitions for microfilming equipment either to
ensure proper eelection for intended project or to substitute
Sharing of available eruipment where feasible.
(2)'effected a total savinge of 'i7.5,692 by reviewing 32 requisitions
for microfilm equipment and supplies.
(3) I8sued'4otice No. I Idated 14 July 1954, subject: rlgen07
Survey of !crofilm Cperationso and completed inventory of all
available ecuipment euch as cameras, readers, etc. Determined
that Acencyls.investment therein approximates 1,330,000.
(4) Conducted a comparative operational test of two new cameras to
? Provide assistance in the eelection of cameras for field use.
(5) afected a procedural change in the Library filming project
. which eliminates the need for one set of duplicate film rolls
and will result in annual savings of more than ;5,000.
(6) Improved the quality of film produced on three projects. The
benefits resulting are for the most part intangible at this time,
but should it be necessary to reproduce the film in the future
for emergency use, the monetary savings would be substantial.
2. program Activity
Current activity entails the conduct of an Agency-wide survey of micro-
photographic equipment and projects, the purpose of which is to (a)
standardize procedures, (b) obtain more effective use of eqnipment and
space and (0) reduce the cost of microfilming operations.
3. Program Tnterest
Eneouraging headwey in the development of interest in the Agencyricro-
filming program is beginning to be shown in several areas. ,CD, Logie
tics, Personnel arid Condo have demonstrated a willingness to cooperate
with theNanagement Staff to improve the quality of production and ser-
vices and to reduce costs. As in other aspects of records management,
best results are obtained when the operating offices gain confidence in
the ability of Management personnel to aid them. This ability has been
demonstrated to the offices named above by opitching in! to help them
overcome simple but longstanding problems such as, getting machines
properly repaired, replacing obsolete and inappropriate equipment, ob-
taining faster processing service, pointing out operational short cuts
and Obtaining facilities for accomplishing rush jobs.
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Now that the Agency-wide eurvey of microfilming equipment and projects
is practically complete it is possible to determine most of the steps
which must be taken to improve cuality and reduce costs. One of these
steps 'mill cover preventive maintenance and periodic overhaul of equip-
ment, This step will be taken first because of the good will *A& it
should engender, thus, smoothing the way to proceed with other potential
measures to _further the program.
4.Perselonn
Ole employee only is assigned to give effect to the program. ',Zile position
requires the services of at least one full time employee.
Conoluei ?
Consideration of the various aspects of microfilming discloses that the
immediate program is primarily a staff responsibility with very good.
initial accomplisbnents.. Application :of its full Scope is limited at ?
present to the orcanjeational concept of the records management structure.
rue, however, to the overall operational aspects of microfilming, the
function, position clot and incumbent should be transferred to the juris0
diction of the Rusinese ,-Tachinee Service, Panagement Staff where the po-
tential application of the program will be enlarged.
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ANNEX II, TAB F
Records Vanagement Division
Records Systems arena'
1. Vital Laterials Program
rasically, the vital materials program comprises an essential phase of
eeereency long range plannine. The objective, requiraionte and status
thereof ere provided briefly as follows:
a. Objective - The purpose of the program is to provide for the selec-
tion, safe transfer, storage, maintenance and ultimate disposition
of materials essential to the Agency on a continuing beds and which
in tine event of destruction would constitute an irreplaceable loss.
b. Reeuiremeets :etaff responsibilities include (1) the preparation
of guides, for the selection (in hard or reproduced copy), transfer
and maintenance of vital materials in storage, (2) reviaw of control
and disposition schedules developed in collaboration with operating
official? for deposit of materials on both a long and short range
bevies (3) evaluation and review of requisite materials of each
component to determine essentiality, scope and frequency of material
flow and assure that deposits are adequate to meet possible needs
for reestablishment of operations under emergency conditions and
(4) develop, prepare, coordinate and issue a vital materials hand-
book to facilitate evaluation, selection and classification of
records and things as vital materials, determination of methods and
frequencies of deposits and implementation of deposit procedures to
maintain complete coverage, regulate withdrawal of obsolete or super-
seded material and preclude unwarranted duplication of materials.
Line responsibilities entail (1) receiving vital materials at a cen-
tral assembly point (2) picking up certain materials at desiEnated
points and (3) transport thereof, to the repository once eech ueek.
0. fetatus of Program e Smooth working relations have been maintained
iiIth all operating activities with excellent results as follows:
(1) LIV's Area e The program is fully implemented in all components
with the exception of the Offices of Trainine and Oommunicatione
which are believed to Le using, at least in part, separate re.
location stations for deposit purposes. The Office of Communi- ?
cations, however, has recently requested space for 8 safe cabinets
in the Repository and present negotiations indicate that a came
plete control and disposition schedule will be available within .
a reasonable period.
o 9 -:t
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(2),L4I Area The program is fully implemented in GU, COI, 00 and
OIL. Partial implementation has been obtained in 001) and ORR
where additional progress is currently being made.
DVII Area . rased on the frequency and site of deposits, it is
assumed that the proEram is fully implemented.
(4) NSC A firm deposit schedule is maintained.
(5) MI A, statement dated 14 March 55 from the Administrative Offi-
? cer reveals a determination that all records with vital material
Value are bng.deposited from other sources. The last deposit
wa made in7Iarch 1954.
(6) Audit Office - Letter of exception dated 5 February 1952 in file.
(7)
71epo3it0 riles Ms filing system for oath record series group
is planned au:, coordinated with the. intersted operating activity,
respectively. i7Ame are identical with the cystems maintained
in headquartors.
(8), Eandbook - The vital materials handbook is still in draft stage
ith completion approximating 25 percent.
(9) An operating procedure for the control of the vital materials
program was issued originally on 19 June 1951 and has not been
superseded.
2. '.program, Activity
Lctivity for the WI and DE/ Ei Areas is detailed as follows:
a. Deposita Calendar ycar 1954
? (1) iiccuments - 135 cubic feet, approz.imating 237,000 Sheets of paper.
(2) Tabulating Cards - 2,497,954
(3) Film - 2,994 reels equivalent to 6,257,000 sheets of paper.
? b. "Uthdrawals - Fiscal year 1955 (1 July 54 to le Yarch 55)
(1) Documents - 36.55 cubic feet epproximatinu 63,875 sheets of paper.
.(2) Tabulating Cards 4334,948
(3) rilm - 298 feels compLrable to 570,000 sheets of paper.
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C. Improved Procedures e The inventory and accounting system for control
of vital materials was revised and improved to provide:
(1) 4 more efficient accounting control of deposits and withdrawals.
(2) a reduction in the.eunber of inventory pages.
(3) a preetomped security ciaosification on inventory forms.
.(4) a decrease in the size of the inventory form to facilitate
. filing. .
d. Survey - A. study. ie currently being made in the Office Of Cemmunie
catione to determine the extent and proprietary of cable referent*
said disposition ande also, to estimate vital materials requirements.
Teogram Interest
Ietercet in the proeram is elccureeed through invitations to division
heads, deputies, assistants, and administrative officers to visit the
'repository. A number of representatives have accepted an expressed
satisfaction uith the proeram, some indicating disappointment with their
own scope of participation. Thus, the program has presperred. These
oircumetaneee give rise to the advisability of establishing direct
liaison weth an appropriate ()facia to request that the subject of
vital materials is placed on the agenda of meetings attended by the
several assistant directors.
4. Personnel issiened
Responeihility for the proeram is essired to a single erployee. At leaet
one employee is required for this full time position.
Conelusion
It is apparent from the foregoing that the vital materials program is
primarily a staff responsibility with substantial accomplishments and
should remain in the crganizational concept of the records manaeement
structure.
C:
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AHRLI II, ?ADO -..
Records Yanagement Livision
records System Branch
File Standards Program
The development and installation of standard file classification systems
? for the control of record naterial red the adoption of etanciards to
control tho procureeent end use of filing equipment and supplies come
prises the eusenoe of this prezram. Ad examination of the objective,
requirements and status of the program reveals that the substantial promise
.has been made.
4. Cb'ective e The objective of the program is to standardize (1) the
fi e classification eyeten of record material as feasible act, (2) the
procurement and use of tiling equipment and supplies.
bo Requirements - Staff responsibilities include effective research and
planning to (1) develop standard, file elassification systemc to meet
Agency needs, (2) standardize and control the procurement and use of
filing equipment and supplies, (3) provide essential regulatory
issuances to give force to the overall program end (4) institute
effective controls to accomplish end maintain the planned objective.
Line responsibilities entail (1) reviewing the substance of records
content to establish definite cateeoriec, (2) examining the volume
and complexity of records in 'relation to the organization framework
of the area served to determine the types of indexes and guides
needed, (3) developing essential forms and instructions to implement
the system adopted for installation, (4) applyin, the standard clas-
sification plans to all appropriate records and t5) conducting sure
veys, providing guides and establishing control measures .to insure
that filing equipment and supplies conform to prescribed Agency
standards.'
c. Status of Program - 'erogress made in 1954 includes the development
and completion of the following projects:
? (1) A standard system for the classification and riling of !eency
correspondence was issued in handbook form as of 16 Dec. 1954.
(2) Arrangemente were made vith the Office of Training to give ine
struction,stce3mweAtkency personnel in the clessification and
fi,4i,e44444ird4adopted. On the job training will be scheduled
e ,
foicith* employees as appropriate. '
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? (3) An overall study including the preparation of control and dis-
positions schedules, the installation of filing olaseification
standard, the etandardization of filing equipment and supplies
aid an initial study of forms was made in FLID in August 1954.
. (4) A safe file utilization chart which comprised a four color
poster project Was completed 10 Larch 1955 after a period of
forty-five days of sustained effort. The purpose thereof is to
relieve records congestion in safe cabinets by suggesting, die*
tribution of contents to other housing facilities, as feasible,
such as the n,ecords Center, non-combination file cahinete, ?
supply cabinets and bookcases.
(5) nethod wLich tende to facilitate alpha filing was introduced
for Agency use. The baeic plan includes 143- alphabetical sub+ . ? -
01:visions plus nine common names. Installations have been made
in CCI and .the comptroller's Office. mples have been furnished
to other organisational elements.
(6) A standard filing system, with essential modifications to meet
immediate needs, was installed in certain offices such as L115,
Comptroller, General Counsel, Loaistics?Ledical, Utita FFIT: and
the Unice of Training.
The issuance of three procedural notices ',:tich proscribed staneorde for
filing eupplies and equipment and, !ilea, the conditions under which the
Logistics Office will meet proourament needs helped to give smooth
operating force to the program.
Program Activity
2='rojects now in the course of development include the following:
a.
Postale desk traye in the number of 1400 that will provide an effi-
cient and economical method for the overnight storage of day to day
work papers have been procured from the Lent) Viib1uheeords firm
at a cost of about 5.00 v. piece. Ilelivory is expected in about
ten days. The metel trays which are of mahogany color and 4 inches .
'deep, will be available from stook. The project is ninety-five per-
cent complete at this writing after two years of effort.
b. Stendards pertaining to the procurement and utilization of filing
equipment and supplies have been developed. t. regulation prescribing
the use of the standards has been prepared to replace current notiess
. and is pending clearance.
a. Mn prentoilirdt 1 agency filing equipment is being co .i1.d to
prOide-atatietiial and control data on the several classifications
thereof.
cs, p
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3.1212sram Interest
Normally, the operating personnel in eath office have clear cut ideas
Of that type of eeuipment and tapply items they require. It is there-
fore necessary to review their problems, determine their requirements
and eelect the items actually needed to do the jab. rectors Which re-
ceive consideration include the use, the appearance, the cost and availa-
bility of the items selected. Lecommendations are generally accepted
after a demonstration. in FM the standard equipment and supplies were
readily eccepted and, also, passed on to the. field for use. :n OCT ?
standard filo folders and standard alphabetical guides were accepted ?
after demonetratine their use. 7.11c!]up1;y 'ivision of 14oeistics is very
ruch interested in the reteerem due to the savings in procurement, wrree
? housing end use of a less expcnc&ee product which fills the recuiree.ent
adeeuetelye The 7ccurity effIcc is interested, in the sere cebinete to
the extent of security.
pervonnel 1,ssiened
TwO emeIoesee nre assiened et present to emintstelethe proeram. ene
employee' should suffice now. Th the paste employees were detailed from
the tisposttion rranch to complete several projects.
5. Conclusion
It laae,perent from the foreeoine that the file stendards progrer he
been effective and has a definite place tn the organizational concept of
the records management structure.
r
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Records Kanagement Division
hecords E;ystea Branch
?smtaltim2maine
Ana II, TAB it
This proeram sponsors the application of recognized systems to solve ?
certain operating problems arising in records management activities and
thereby,to facilitate the administrative control of records. It aims
to simplify and accelerate operations, reduce overhead in labor, space
and operating costs, and thus obtain efficiency with savings. The
operational scope of the program includes systems pertaining to filing,
processing of mil, reproduction of records, posting and recordine
eperationn and communications. The substance of the program including
the objective, repuirenents and stetus is explained below'
a. Objective - The object of the proeram is to render technical Rrflito
tance in the selection and application of approved gystems to eolve
records problems.
Reeuirements staff responsibilities include (1) a specialized know-
ledeo of standard systems and office equipment, (2) the development
and issueece of a brochure end technical procedures for the instal-
lation and operation of approved systems and equipment and, also, an
aeministrative notice that technical assistance is available, (3) the
ability to sense potential application and use of standard systems
and equipment to solve records problems, (4) an active interest in
the potentials of various systems metalled in the Agency or available
in other government agencies and1(5) the establishment of controls
for the administration ane support of the program.
Line responsibilities comprise (1) the maintenance of a library of
useful reference material, (2) the study of record systems problems
to determine and recommend solutions therefor and (3) the rendition
of assistance in preparing justifications, obtaining concurrences
and in making installations of approved systems and eenipment.
0. SAatus of Yrogram - A careful review of the poet activity of the
Records systems Branch indicates that major emphasis to date has
been placed on the other program phases i.e. file standards, vital
materials and microfilming. To date action has been limited to ob-
served needs and reeuests for assistance. There is, however, one
accpmpliehment which comprised the installation of a mail control
system in the Logistics Office. Observations indicate that no action
has been initiated to issue the brochure, technical instruction or
the adminiskiret notice. Further, the existence of controls is
I .
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2. EllgTmAetivity
The following projects reflect the current activity of the programs
a. The development of a revised courier receipt and logging system to
simplify procedure, increase effectiveness and reduce.eosts The
propoeed basic plan of this worthwhile project is completed and has
vecoived clearance from the Security Office.
b. A review of cable receipting procedures and reouirements to determine
application .of manual or enchine methods which will reduce the scales
of operations in the present system. This project is five percent
complete.
is. ?,7he preparation of a handbook on mail operations. This project is
seventye.five percent complete.
d. .Tho development and maintenance of .a comprehensive index to refer-
ence material available in the eanagement `Aar.
? .e. The installation of a mail control system in: the Cffice of tie Tr/S.
. 34 EnTITELInterest
?ending the issuance of a brochure to spread essential information rnd
thereby attract interest in records' systems, the program is dependent
for the present upon observations and reports made by inexperienced
area records officers and records analysts for opportunities to develop
projects end show progress.
14. Personnel Assigned -
An available position slot is unfilled. The assignment of responsibility
for this program is now being delayed pending completion of this survey.
5. Conclusion
A definite need exists as a staff responsibility in the records manage-
ment structure for the basic objective of the program i.e. to render
technical assistance in the selection and application of approved rye
.-
toms to solve records problems. eurther, it is apparent that the
immediate program has suffered from inertness in the past. Adminis-
trative responsibility for this lack of force is lightened materially
by virtue of the unfilled slot and by the substantial prorese made in
other program phases. The difficulties experienced in launching the
Systems program apparently resulted from an improper distribution of
work assignments that netted an operational burden to the responsible
, ! ?
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officer. Under these circumstances, a readjustment is in order to alle-
viate the present burden and provide a new stimulus to the program. To
this end, the interest of the 4ecords Yanagcmcnt Livision Should be ?
limited to furnishing the stafX competency required such as policy, pro-
cedures ena standards. The line responsilTilitieS should be discharged
by the C and r staff.
;10.1410
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gCREL_
Amax UI
Records rianacement Division
Other Branches
The work of three additional branches is explained in this
annex on a program basis. The branches are the Reports and Cor-
respondence 14inagement Branch, the Records "kisposition Branch and
the For YaneEement Pranch. The substance of each program is
treated in a manner similar to the analyses provided in Annex II
as follows:
Tab I Reports and Correspondence
Yanagement Program
Tab 3 Records Disposition Pro am
Tab Forms Kanagement Program
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0020002-7
RECORDS CONTROL SCHEDULES COMPLETED OR IN PROCESS FOR COMPLETION
LINEAR TEMPORARY PERMANENT RETURN TO
r_EHA FEET MATERIAL MATEIVAL LIBRARY
*
Management Staff
43
74
Audit
16
64
General Counsel
31-
568
Logistics
18
2,000
Medical
49
470
**
Seeurity
169
3,615
*we.
General Services
127
563
DD/I Area
ORR
ONE
OSI'
00/Chief
FBID
? FDD
Sovmat
Contacts
Headquarters
Field
**** DD/P Area
TOTALS
41-Wtetir
45- 29
29 35
5, 38
1,500 150
260 210
836 2,779
507 56
627 21,479 18,318
32 322 219
285 2,037 1,573
12 31 6
64664
74 . 1;24 555
14 27 20
% 16 1,075 723 35
9 ? 1,500 1,500
113 21,450 12,870 8,58)
i
1
1,699 58,812 39,578 13,61
718
46
477
350
2,443
57
302
8
311 83
20) 1,720
3
5,443
12 April 1955
ANNEXT
DOLLAR VALUE OF: DATE TAB J
FILING EQUIPME COMPLETED Enclosuri
$ 2,328.37
4,196.50
10,886.02
82,357.83
392,159.00
13,497.28
76,476.61
1,281.49
17,705.00
40,335.64
1,378.81
764,802.00
$1,407,404.55
April 1954
December 1454
October 1952
May 1954
November 1953
February 1955
ebruary 1955
March 1955
August 1954
Slily 1954
August 1954
May 1954
April 1954
November 1954
In process for completion.---.- '
In process for complatien. The amount of permanent materialincludes Over 2,500 ft. of material not considerjd'permanent but will
be retained indefinitely. f'
Schedules furnished gaining offices when General Services was abolishetli.
Inventories and schedules .prepared by Area Records Officers. Only the disposals requested were reviewed by Records Dia position
Branch. The atiount of temporary and permanent material is an estivate furnished by the Area Records Officfer.
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A11 Ill, TA)
Records Management Division
Reports and Correspondence Management -Stanch
1. Reyorts and Correspondence Programs
This twofold program aims to establish effective controls on paper work
management with respect to correspondence and reports. A statement ex-
plaining the objecting reouirements and present status reflects the sub-
stance of the program as follows:
a. Objective - The objective of the program is to apply effective stan-
dards to the quality and production of oorrespondence and reports.
b. Rectuirenents - Staff requirements include (1) an administrative and
iechnical knowledge of reporting systems and correspondence practices,
(2) the development of policy, procedures guides and standards for
reporting and correspondence wenegenent and (3) the ability to oval...,
uate Agency and area needs, sense the potential application of cor-
respondence and reports 0 management techniques and establish effective
controls therefor.
Line responsibilities entail (1) the conduct of studies to plan and
facilitate the application of reports and correspondence management
programs and (2) research for the development of handbooks, guides
and essential by-products such as glossaries, correspondent etc.
c. Status of Program - An examination of the program status indicates
that an honest effort has been made to launch the program without
proper support. In the absence of policy and procedure, the program
has remained in a promotional Stage as dormant as a newly proposed
project at least in part. only four of nine projects appear to have
taken root. The projects are listed as follows:
(1) Developed and issued the following general guides to stimulate
interest in reports management:
An Introduction to Report Management - Pamphlet.
:Sample Office notice inaugurating a reports management pro-
gram.
Sample Office regulation for operating a reports management
program.
Guide for determining report requiremen Pamphlet.
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(2) Provided specific guides and promoted a reports management pro?
gran in the Cffice of the CSOptroller. This office level pro-
gram was initiated 1March 1955.
(3) Held two meetings witkthe WI for the purpose Of stimulating
interest in reports *agement on either an area or office level
basis.
( 4)
Developed and issued the following general guides to stimulate
interest in Correspondence Management:
Correspondence Management - Brochure
Bedern Writing Styles
alet is 4eadability - Atract
Signature Tab
Writer uides 24 Sections in draft stage held in pending
status.
(5) Developed Handbook dated 25 March 1955, Subject *Corres-
pondence &tyle and Procedures*. This is scheduled for early
release after two years of effort.
(6) Conducted a correspondence survey in Logistics Office. Implemen-
tation is being held in abeyance due to assignment of an employee
on detail.
(7) Developed a proposed Corresponds% to facilitate preparation and
processing of routine administrative actions.
(8) Revisions recommended in content of pattern letters used in
Personnel Office were adopted.
(9) Lstablished Letterem as a stock item and promoted its use through-
out headquarters. Over 2 million sheets were used in nine months
of 1954 at an estimated savings of $9,000.00.
Program Activity
Projects new in the course of development or nearing completion include
is reports management program for the Logistics Office, the headquarters
correspondex, a glossary of administrative terms, the preparation of
.writing improvement guides, a reports management guide and planning of
program promotion.
-2.
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3. Program Interest
The branch chief reports as follows:
Tim rp/s has recently expreesed concern over the net worth of 'weekly
activity reports and the Volume of reportimg necessary to support ad-
ministrative activities. The $pecial Asst. to the PDP has now under
consideration the advisability of establishing an area wide reports
management program. The interest of the DA/P is unknown. The Pirester
of Training has recognised the need of a writing improvement program.
The reaction" to the Correspondence Handbook was generally favorable.
Enthusiasm for the proposed correspondex has been manifested by all
offices of primary concern.
h. Personnel Assigned
Two employees were assigned on a full time basis until recently when one
WAS detailed to the Regulations Control Staff. The branch thief advises
that three employees in all comprise minimum personnel requirements. The
branch chiefts time has been subject to the performance of collateral'
duties on the division level.
S. Conelusion
The program is apparently ineffeetive dee to (1) lack of recognised polisy
and a regulation to provide smooth operating force and (2) improper or..
gsnisational planning which tends to ,spread the structural framework of
the 1-41cords Vanagement Division beyond the limit, of its true foundation.
Thus* a branch with two politione slots obviously could not be altogether
effective for the administration of an Agenty-wide program on any eon..
templated basis. The purpose of the program is constructive and sooner
or later the need therefor will be recognised. Perhaps only the timing
thereof has been inopportune. A retrenchment is therefore in order and
the branch should be abolished as a separate entity. The position of
the present branch chief should be construed as a records management
officer and the work continued on a project basis.
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A= III, TAB J
Rsoorda Management Division
Records Disposition Branek
1. Records ,Disposition
Records disposition entails an examination and appraisal of record
tonal to determine its claesifieation for control purposes. Record mam.
tonal is normally controlled according to four general classifications
such an record or nonre cord material and current or noncurrent record
material.
a. Record Material - Record material mey be permanent or nonpermanent
in Value. Pursuant to established procedure, the destruction and
disposal of nonpermanent record material mnet be based on the ex-
piration dates established within an Agency in previously adopted
disposition control schedules. Some nonpermanent record material
may be destroyed pursuant to General risposal Schedules approved by
the Congress for the purpose of granting blanket disposal authority.
Standard Form No. 1151 "Request for Authority to Dispose of Records"
nust be prepared and submitted through the National Archives to the
Congress to obtain authorisation for the disposal of record material
not included in general schedules.
b. errrant Record Material - The retention of surrent record material
ere-sWiiira--ZWV---tesendset of official business, bush material
therefore is not sUbjeet to destruction until after it has served its
purpose and the status thereof is determined pursuant to an estab-
lished disposition control schedule.
Noncurrent Record Material ? This material comprioes those records
which are no longer referred to frequently hy the activities which
accumulated them in the sonduot of official business but which must
texotigined permanently or for a specific period before disposition
thereof may be authorised.
d. Nonrecord Material ? Blanket administrative authority exists under
present proce44re (National Archives manual - Disposition of Federal
Records) to facilitate the immediate disposal of nonrecord material
which obviously has only temporary value. Thus, it is apparent that
this classification of notarial comprises the bulk of classified
waste accruing in the Agency on a daily basis.
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Agency Dispoeitioniregrom
The substance of the Agency program is provided by an explanation of its
objective, requirements and status.
a
Ob ,tire - The objective of the program is to facilitate an ecenemie
* eye atie disposition of reeord material, including the appraisal,
classification, transfer, retirement, preservation ana destruction
thereof, according to Federal statutes and regulations ands also,
limitations imposed for Agency security reasons.
t4 Requirements - Staff responsibilitiea include (1) the planning and
developMent of program essentials such as policy, prosedures, training
guides, standards, frequensiee of schedule application and review,
effect of legal aspects, and controls to measure the effectiveness
of the program and (2) review and evaluation of disposition schedules
submitted.
Operating requirements entail (1) research to determine organisational
aspects such as framework, fUnctions and work flow, (2) rendering
assistance in the conduct of records survey for the compilation of
control schedules and in obtaining administrative approvals on snob.
schedules, (3) processing disposition schedules to the National
Archives to obtain Congressional approvals for disposal purposes and
(h) making periodic checks to determine adheronee to scheduled dis-
position and compliance with program requisitle.
Ftatus of Program - The following progress has been mades
(1) Drih Area Records surveys have been made and disposition
schedules have been completed and installed with follow up action
being taken in Medical, General Counsel, Logistics Offices and
the Machine Records Division of the Comptroller's Office.
P disposition plan has been developed and is now being coordinated
in the Security Office.
A records survey is being made for the development of a revised
disposition plan in the Records Management Division of the
Management Staff. Permission to inelude the remainder of the
Management Staff.,will be requested.
(2) PP// Area Disposition plans have developed and activated in
ONE and 05T.
A disposition plan has been developed and approved in the Office
of Operations. Sokedules pertaining to Contacts Division in the
field are included.
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A disposition plan is in proses. f being developed in O.
Estimated eempletion is seventy percent.
(3) DDif Area - Disposition control schedules have been reviewed and
approved with appropriate adjustments. Teta records volume and
equipment were Atraishvi. Statistics ars available in Enclosure 1.
(4) Disposition Handbook - This hamdboek, comprising an operating
procedure, is in process of beimg coordinated throughout the
Agency. Some differences of opinion have been experienced.
(5) Brochure ? An illustrated brochure on the records disposition
program is in course of preparation. The sketches have been
approved for final copy. The target date is 1Mar 1,55.
(6) Training - Much time and effort have been spent in training area
records officers and records analysts in the past. The training
programs were excellent and well attended.
Difficulties Experienced
Several difficulties which have had an adverse effect on the program are
stated as follows:
a. Lack of a regulatory issuance clearly defining the authority and re.
sponsibilities of the records management program in the Agency. A
revised regulation has been prepared but not issued.
b. The long coordinating process which tends to retard publication of
the proposed handbook. The handbook ties in with and supplements
the revised regulation.
o. Lack of well trained, full time, area records officers necessary to
carry out the program in operating activities. The area records
officers are required to perform collateral duties and have little
or no time to work on records.
d. The refusal of some offices in the past to conform to the present
standards for (1) the preparation of records control schedules and
(2) reporting statistical information and other data essential for
an effective records management program. The reasons given are
*operational security", ',need to know basis", etc.
44 Program Interest
The branch chief reports that the interest of most administrative officials
in the DP/B and DD/I areas is favorable. A hands off policy is maintained
by officials of the DD/P area.
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Personnel Assigned
position slots are allotted t the breast at present. All *r*
filled save that one employee is detailed to **Ferns Managmeent Breaths
The branch chief advises that the preSent somplement of persennel would
be required to (1) review disposition control schedules submitted by
operating activities, (2) prepare disposal schedules for submiesion
through the National Archives to the Congress, (3) complete the emordi..
nation process and (4) follow up to determine adherence to the disposition
schedules approved. He advises further that to continue operations as
at present i.e. (1) conducting record's survey, (2) preparing control
schedules and obtaining approvals thereon, (3) preparing and submitting
disposal schedules through the National Archives, (4) completing the
coordination process and (5) maintaining follow up procedure would
quire a minimum of 12 employees to complete the initial Agcy records
survey within the period of one year.
Conclusion
The disposition phase of records management constitutes the real ammo*
of an overall records management program. Uthout approved disposition
control schedules there would be no basis on which to evaluate and con-
trol records by classification i.e. for ultimate disposition such as .
retention, retirement, disposal, etc. Also, the operations of a records
center are dependent upon properly prepared disposition schedules for
systematic retirement and disposal of records. Further, competent
analysis of disposition schedules enables the discovery of unnecessary
records creation and maintenance. The need for a records disposition
program is therefore apparent. What has been accomplished thus far has
been effective. What has been ineffective is the method used. A new
approach is therefore in order i.e. to issue a regulation requiring
operating activities to prepare and submit their disposition control
schedules respectively to the Management Staff for review and evaluation.
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AXIOM III, ?AB I
Records Management Division
Forms Flanagatent Branch
Forms Program
Forms management comprises a number of varying phases such as consoli-
dating forms that perform the same function, voiding non essential forms,
integrating forms, procedures and directives, simplifying and standar-
dising the size and design of forms, using forms prescribed by an author-
ised government agency or higher headquarters, informing users of avail-
able forms, discontinuing wasteful methods of printing and duplicating
forme, centralising, when most practicable, the procurement, storage and
distribution of forms, reviewing all forms to determine their adaptability
to satisfy functional, organizational and operational needs and advising
on unsatisfactory conditions, potential improvements and wider application
of forms. Further insight to forms management is revealed in the objec-
tive, requirements and status of the Agentyls program.
a. Objective - The objective of the program is to obtain more efficient
operations at less cost in the use of forms.
b. uirements Staff responsibilities include (1) the planning and
deve opment of program essentials such as policy, procedures, train-
ing guides, standards, control system to be used and methods and
procedures for procurement, storage and distribution of forms and (2)
the pursuit of a continuing study to conserve all possible resources
such as manpower, money, tine, supplies, space, and equipment as
applied to the operational phases of an effective forms' management
program.
Line essentials entail (1) the maintenance of reference and control
media such as a numerical file, a functional file and a control file
of forms (2) the review, analysis and design and identification of
forms, (3) simplification, standardisation, consolidation and can-
cellation of forms, (4) integration of forms with procedure, (5)
proper application and use of authorized forms available from other
sources such as standard forms and the preparation of requisitions
and technical specifications for reproduction of forms.
o. Status of Program -An examination of the procedures and operations
of the branch reveals the program status to be as follows:
(31.Maratt 1955)
(1) Reference
(a) The functional, file contains fifty categories of forms.
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(b) The numerical file reveals 582 redesignations and
from 1 July 19514.
orms
(c) The control file accounts for apprcorimately 1586 fonts of
all categories used by the Agency.
(d) Activity for the first quarter of 1955 includes 1014 new
forms and 98 redeaignations.
(2) Control Procedmre - Form No. 2, "Form Record and Index Control"
is used as a iasic record. This form has two parts, one a
visible index card reflecting essential control data and the
other a perforated supplement oontaining data necessary for a
published index. The supplemental part is referred to Machine
'Records Division as basic card punch media.
Published Index of Forms y? The index is arranged to provide
numerical, alphabetical and functional lists of forms. Infer,.
nation reflected for each form includes the form nxuaber, date,
title, type, stocked or not stocked, related procedure reterenee,
functional code and office of primary interest. Machine records
cards facilitate compilation of the index which is then repro-
duced at the reproduction plant and issued in the form of an
Agency notice.
(3)
(4)
(5)
Procurement Procedure - Form No. 30, "Request for Approve.' lf
Form" is submitted along with a requisition for reproduction,
Form No. 36.2 (36-125 for external purposes). A sample copy of
the form, i.e. new, revised or reprint is also included.
Monthly Report of Forms - A monthly progress report on the ac-
tivity of forms fa submitted. This report serves a duel purpose
in that it also provides a control of actions processed for
procurement. Seven copies of each form reproduced at the plant
are returned to the Forms Management Branch for reference and
control purposes. One copy of each new and revised form is de-
posited in the Vital Materials Repository.
(6) Statistical Data 0. The following table is informative with re-
spect to the progress of the programs
Forms 1953 2:g4 1955
Reprints
884
481
92
New
369
301
104
Revised
163
447
115
Voided .
87
129
17
Copy pioduction
18,642,845
18,066,673
4,108,585
A ctilte CIA
715
997
1,254
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(8)
(9)
Other Accomplishments 0 Control established on 335 Standard smd
other government agency forms for Agency supply purposes.
Control established on 1589 forms in all including Agency forms.
Reduced average annual forme usage from 18,698 copies per form
in 1953 to 11,878 copies in 1954 despite increase of 53 permit
in number of active forms since January 1953.
Program Need* - There are two apparent needs which should be met
to facilitate operating requirements and enable effective admin..
istration. They are as follows:
(a) Lack of support personnel to maintain typing and filing on
:a current basis (See Enclosure 1).
(b) Lack of personnel for final oepy preparation. In some cases
it has been necessary for the branch chief and his subordi-
nates to do paste up jobs manually to comply with request*
from operating activities for new and revised forms.
overtime - Observations made by the examiner in the past prompted
a question on the extent of overtime put in by the branch Chief.
He revealed with reluctance that he has contributed approximately
32 hours free time sins. 1 January 1955 to further the program
and approximately 225 hours in the past eighteen months.
2. Program Activity
Two things are significant in the present activity of the program. One
is the forced distribution of work and the other is the pending backlog
of what should be current work.
a. ristribution of Work 40 Lue primarily to lack of adequate staffing the
work distribution is forced as follows:
(1) Pranch Chief - Planning, administration, research, liaison,
analysis, review and design of new and revised complex forms and
forms systems and review of reFnlations, handbooks and manuals.
Assistant - Analysis, review and design of new and revised com-
plex forms and review and coordination of regulations, handbooks
and manuals which prescribe the use of forms and forms systems.
Analyst - Yeintains identification and control of forms, prepares
index of forms, compiles statistical data and administrative re-
ports, processes reprints and revisions of forms and assists in
the pursuit of research needs.
(P)
(3)
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(4) Analyst Processes reprints and revisions of forms, assists in
the review, analysis And daaign of new and revised forms, assists
in the maintenance of functional, numerical and control files.
Note: New and revised forms require complete analysis and coor-
dination.
? Reprints entail a check of the control card and folder,
calling the office of primary interest and other offices
as necessary, deteraining proper prosurement and quan-
tities for stock control sant), redesignating and re-
vising as essential and coordinating.
h4 Pending Backlog - The backlog as of 13 April 1955 is disclosed as
follows:
(1) Forms Volume
New 44
Revision!, 23
Reprints:1/ 76
Overprint 1
(2) Actions
Other Agency Forme/ 3
Employee Suggestions 7
Regulations Review 5
Miscellaneous (Research and Administrative) 40
TOTAL 199
This backlog is equivalent to the work production of 1791 manhours
or 11.2 work weeks.
3. Program Interest
Pleasant and favorable relations have been maintained with all operating
activities, Agency-wide. In this respect, it is significant that the
1141/P Area is obtaining increasing value from the forms program while, un-
fortunately, it still maintains a hands off policy on records maintenance,
systems and disposition. An examination of the index reveals approxi-
mately 220 Agency forms pertinent to the ED/P Area.
_V For stook control as of 30 June 1955,
For adaptability.
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Personnel Assigned
Iposition slots are allotted to the branch at present. UI are
filled. An additional employee it assigned on detail. The position
slot for this employe* should bs transferred from the Records Disposition
Branch to the Forma Management Branch. The Branch (thief advises thet .
the services of at least one additional employee would be very helpful
at this time.
Conclusion
The program is definitely effective with substantial accomplishments,
notwithstanding the existence of an apparent operational burden due to
insufficient personnel. Thus, no organisational change 'should be made
and the program should remain as pert of the records management structure.
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Milord* Management Division
Forms Management Brandt
Basklog Sammy of Work goquiring
Clerical Support as of 11 April 1955
Action
Type Mid File
Type and File
File
Volume
Deocri tion of Work Man Mauro
Pull from Func-
tional File and
D estroy
Mark or 5tap
Compare and
Verify Availa-
bility Of Forme
25 - 30
300 - 375
75-100
Cards (pencil copy) on permanent
Kardam records
Cards (old 3x5 Kardem records
many with pencil notes on back)
on Permanent Kardax records
Forms (now loose in front of
functional file folders) in
proper numerical aglow.* in
folders. Break down folders
which are too bulky to handle.
Forms, numbered in old series,
now redesignated.
150 Obsolete forms filed in
functional file which have
not been replaced
Check availability of primary
and cross reference functional
file copies, also official and
reference, numerical file copies
with forms listed in the forms
indexes and indicate on list by
check ( ) all missing forms
Procure and File Copies of forms missing from
numerical and functional files
11/4,
,
a. If available, pull extra
eopies from numerical file
to file in functional file
b. Submit list of stocked
forms to BSO
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Action Velma, Dais4ption at Work M Ban ours
Transfer and
150
Consolidate
Check and
300
Arrange
Post
607
Cheek and
90
Post to Kanter
Records
Estiblish
2
- 3
Reference File
drawers
TO'fAL
c. :here **Wald forms are un-
cibtainahle from BSO requisi-
tion from warehouse
d. Cell offices of primary
interest for copies of
Non Stocked Forms
Background material in old
folders to new redesignated
folders.
New forms' folders (contents) in
proper data order, filing all
loose material
Stook numbers on all stocked
forms to Kardex eards
References to FRI., Flits and
Flints which prescribe forms
for field use
Non-CIA reference material,
catalogue, manuals, pamphlets,
regulations, handbooks, eircalars,
bulletins, sample files, articles,
etc. pertaining to forms manage-
ment, printing and duplicating
machines, methods, processes,
systems, manufacturing methods
and related data. May include
extra copies of har4outs, posters,
pamphlets, etc, of CIA unclassi-
fied and non-CIA materials. Pre-
pare folders, guides, index, etn?
and integrate when pertinent with
Managmeat Staff Reform's Library.
25
20
..0.1.11111
3922/
y 60 hours would be required if an experienced records analyst were assigned to projest
Squtralent to 56 man days of 7 hours. 4841 (
"
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ANNLX
ccords
Proposed Crganization
This contains charts reflocting the organi-
zational frn work and staffing pattern of the proposed
Fmcords woment Staff so follows:
,anizatianal and
Functional Chart
affin Chart
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Project Staff :
Report* and
Correspondence
Vital Materials
File Standards
Record Systems
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Reoords Management Staff
ncy-vide Records
Mai*g.ent Propme including
essential program phases much as
vital material'', forms management.,
reports control, correspondence,
menagement, file standards, records
systems, and records disposition.
ANNEX IV TAB L
Organisational and
Functional Chart
?
Forms Management Branch
( Administers functions pertain- I
ing to forms management including
Ithe analysis, design, use and iden
;Urination of forms for control
purposes. Prepares Agency forms' I
index; conducts surreys and
special studies or forms, forms'
owstems and related procedures
land determine forms requirementa
:of area programs.
Records Disposition Branch 1
Administers functions pertain-
ing to records disposition in-
cluding review and evaluation of
idisposition control schedules and
ithe processing thereof for Con.
gressional approvals. Conducts
'staff surveys to determine effec-
tiveness of program. Maintains
lliaison with other Federal agencies
lon matters pertaining to records
!administration.
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