RECORDS MANAGEMENT PROGRAM

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP74-00390R000100020001-4
• Release Decision: RIPPUB
• Original Classification: S
• Document Page Count: 130
• Document Creation Date: December 9, 2016
• Document Release Date: May 14, 2001
• Sequence Number: 1
• Publication Date: December 31, 1954
• Content Type: REPORT

OGC Has Reviewed
MANAGEMENT STAFF
RECORDS MANAGEMENT DIVISION
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.CENTRAL INTELLIGENCE AGENCY
RECORDS
MANAGEMENT
PROGRAM
STATUS AS OF 31 DECEMBER 054
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Why the Program is Needed .......................... 1
What is Being Done About Our Records Problem....... 3
Forms Management ................................... It
Reports Management ................................. 5
Correspondence Management .......................... 6
Records Systems .................................... 7
Microfilm Program .................................. 8
Vital Materials Program ............................ 9
Mail Control System ................................ 10
Records Disposition ................................ 11
Records Center Operations .......................... 12
What's Left to be Done ............................. 13
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The Agency has a legal and moral.obligation within limits of
security provisions to comply.with records, management legisla-
tion. (General Counsel Opinion of 2 October 1950, Exhibit A).
An even stronger argument in favor of compliance is our need
for records management. Of all the Federal agencies, CIA
stands to gain most through. records management.
Our security measures and the nature of intelligence
activities increase record volume and add to the cost
of creating, handling, storing, and disposing of
records,
Much of our business must be handled in writing
rather than by phone. Dispersal of buildings
increases this problem.
/ Requirements for clearances, controls, authori-
zations, approvals, coordination, etc.. add to
the record volume.
Dependency upon other agencies for overseas
support multiplies paperwork.
Sterility requirements increase stationery costs.
Large record holdings were inherited from our
predecessors.
' A greater part of our records are.vital for long
periods of time.
V Efficient reference systems are a must to provide
information without delaying the intelligence
process.
Our safe-type cabinets cost ?238--almost five
times as much as the usual type used by most
agencies.
We must maintain our own records center.
? A large and ever increasing volume of records is the re-
sult of our records creation and retention peculiarities.
In fact, more records are being created and acquired, and
held in costly office space, than are being retired or
destroyed.
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WI-IY `i'I-iE PROGRAM IS NEEDED (OQITTINTUED)
I
?.In FY 1953 we procured 2,878 correspondence file cabinets
but only destroyed and retired records equivalent to 318
cabinets. In FY 1954 the ratio was 2,787 correspondence
cabinets to 946 retired and destroyed.
? The volume of office records has risen steadily despite
increasing records disposition activity. Slightly over
6,000 pieces of equipment were needed to file current
records in 1950. Today almost 22,000 are required.
? Present filing equipment in Headquarters was procured
at a cost of 2 1/3 million dollars. 9,697 correspond-
ence cabinets are included in the inventory. Total
Headquarters equipment for current records rests on
floor space valued at 1/4 million dollars.
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WHAT IS BEING DONE :ABOUT OUR BECOBtDS PROBLEM
We have established an Agency-wide Program covering records
creation, records maintenance, and records disposition. The
Program is administered on a decentralized basis by'Area
Records Officers serving the major components of the Agency.
Overall Program direction and staff guidance is provided by
the Records Management Division. (Exhibit B)
We have publicized records management through...
? An orientation program for Area Records Officers.
(Exhibit C)
Q Publication of the Handbook "Records Management Program
Guide." (Exhibit D)
A new records center is under construction.
In Calendar Year 195L- the total savings were $357,373 realized
from activity in all aspects of records management as re-
ported on the following sheets.
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FORMS MANAGEMENT
Promoted forms management by distributing informational
and promotional material. (Exhibits Z and F)
Improved Program administration and reduced operating costs.
? Revised standards for preprinting security classifica-
tions on blank forms to simplify printing, storage,
issuing, and handling procedures.
1 Revised the forms numbering system.
? Eliminated one functional file. Consolidated the
material of two others to provide a complete vital
materials file of forms.
? Published an Agency forms index.
e Redesigned the request form and improved procedures for
submitting, reviewing, and approving requests for forms.
? Defined and promoted standards for printing, procuring,
storing, issuing, and utilizing forms. The results...
/ Standard sterilization practices.
NO" Greater utilization of other Government forms.
Direct distribution of new or revised forms to
Building Supply Officers.
Conservation of supplies of forms.
1 h5% reduction in number of requests for reprints.
Provided review, analysis, design and requisitioning services
covering 301 new forms, L Liz revisions, 181 reprints, and the
elimination of 129 forms in calendar year 1954.
Reduced the average annual form usage from 18,698 copies per
form in 1953 to 11,878 in 19511 for a total reduction of
576,172, despite a 53% increase in the number of active forms
since January 1953.
Revised the format and improved the reporting procedure for
Clandestine Services and Office of Operations information
reports. Saved $8,120 in printing costs and substantial but
unevaluated savings in preparation and processing time.
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Developed and distributed the promotional pamphlet, "An
Introduction to Reports Management." (Exhibit G)
Produced the following general guides for installing and
operating area reports management programs...
? Sample Office Notice Inaugurating a Reports Manage-
ment Program (Exhibit H).
? Sample Office Regulation for Operating a Reports
Management Program (Exhibit I).
"Analyzing Requirements for Administrative and
Management Reports" (Exhibit J).
Provided the Logistics Office and the Office of the Comp-
troller with specific program guides.
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Established a one-time preassembled carbon and tissue set
(Letterex) as a standard stock item and promoted its use
throughout Headquarters (Exhibit K). Over two million sets
were used in nine months effecting material and labor
savings of $9,017.
Launched work on a correspondex of administrative requests
and reports for the use of Headquarters administrative
personnel. Over a hundred cases (reporting requirements,
requests pertaining to security or personnel matters, etc.)
have been described and indexed. Where necessary, sample
memorandums, reports, and pattern paragraphs are being keyed
to the index.
Completed first draft of a glossary of 300 administrative
terms to be issued as an Agency handbook.
Developed the proposed Handbook Correspondence Style and
Procedures which will...
? Promote labor saving practices not presently described
in Agency guides.
? Provide a more usable training and desk reference.
? Result in faster training and increased production by
eliminating present confusion over formats and styles.
Developed the introductory pamphlet "Correspondence Man-
agement." (Exhibit L)
Launched a program to provide guides to improve the writing
ability of Agency personnel. Distribution of the following
pamphlets is being coordinated with the Office of Training...
? "What is Readability," an evaluation of an article
from Readers Digest to show the qualities of readable
and interesting writing.
? "Modern Writing Styles," a small glossary of hackneyed
expressions common to Agency correspondence, with
suggested substitutes.
Analyzed Office of Personnel entrance on duty pattern letters
and recommended improvements to nine types. Standards
applied to these are now being used by the Office of Personnel
to improve 100 other similar types. Recommendations resulted
in an average reduction of 20% in letter content and in
improved public relations.
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Developed and coordinated a handbook to provide a standard
system for classifying and filing correspondence records.
The system has been installed in ten offices. Benefits
from this uniform system...
q Centralized training of file personnel.
? Thansfer of personnel without training.
? Faster and more complete reference services.
? Cut-off dates for retirement of records.
Established equipment and supply standards for filing corres-
pondence records. (Exhibits H and N) The results...
? Reduced from 54 to 6 the number of types of folders
stocked.
/ Official personnel folders costing only 6? are
now serving as well as those which formerly
cost 75?.
Reduced the average cost of other folders from
7.5? to )4.2? saving $11,210 in 1954.
Y Saved $6.20 in safe cabinet filing space for
every 100 standard folders used instead of
pressboard folders.
? Reduced the types of correspondence cabinets stocked
from 17 to 6.
? Recommended the use of five drawer instead of four
drawer cabinets saving $7,500 in space and equipment.
? Saved $1,896 by reviewing purchase orders and recom-
mending use of standard equipment.
Promoted the use of portable desk trays for overnight storage
of working papers. (Exhibit 0) Procurement of 1,100 trays is
now in process. Estimated saving in safe space is $211,500.
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Reviewed 16 projects and established a complete inventory
of equipment resulting in substitutions of more suitable
equipment and utilization of idle equipment for a saving
of $$3,358. Survey of equipment is continuing.
Reviewed 32 requisitions for microfilm equipment and
supplies for total savings of $$5,692.
Conducted a comparative operational test of two new cameras.
Results will be helpful in assigning cameras for field use.
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Established or revised ten Office vital materials schedules,
assuring timely and complete deposits. Adequacy and current
condition of the program are reflected by deposits during
calendar year 1954 as follows...
? Documents - 135 cubic feet or approximately 237,000
sheets of paper.
O Tabulating Cards - 2,497,954
? Film - 2,994 reels representing approximately 6,257,000
sheets of paper.
Revised the inventory and accounting system for control of
vital materials to provide...
More positive and faster means of accounting for
deposits and withdrawals.
? Reduction in the number of inventory pages.
O Elimination of hand stamping of security classifications.
? Reduction in size of the inventory form for more conven-
ient filing.
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MAIL CONTROL. SYSTEM
An intra office mail control system has been developed
and installed in one major office. The system...
? Expedites tracing and locating correspondence
in process.
Provides a follow up on unanswered corres-
pondence.
? Serves as a log and record of actions taken.
Serves as a finding media for filed corres-
pondence.
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RECORDS DISPOSITION
Conducted surveys in 12 offices which resulted in...
? Reductions in requirements for office space, filing
equipment, and file personnel through the continu-
ing transfer of inactive records to the Records,
Center.
? Disposition plans covering 19,007 cubic feet of records
equivalent to 2075 file cabinets.
Arranged for the transfer of 576 cubic feet of records from
two agencies to CIA. These records were needed for oper-
ational reference and research purposes.
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Received, maintained, serviced and destroyed inactive Agency
records with benefits as follows:
? Received 7,4491 cubic feet of records, equivalent to
936 safe cabinets valued at $222,500 and 7,100 square
feet of office space valued at $17,750.
? Disposed of 1,!457 cubic feet of records, equivalent to
182 safe cabinets valued at $143,316.
? Serviced requests for 89,292 records.
As of 31 December 19514, 17,151 cubic feet of inactive records,
equivalent to 2,1!4!4 safe type cabinets valued at $510,272,
were stored in the Records Center.
Evidenced the need and promoted the construction of a new
records center scheduled for occupancy in February 1955.
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We still have much to do in Headquarters and in the Field.
Bootleg forms, inefficient in design and use and reproduced
expensively, outnumber controlled forms by approximately
20 to 1. Based upon 1951 experience in controlling 1521
forms, an estimated saving of two million dollars can be
realized by bringing all forms under control.
Controls to eliminate and prevent nonessential administrative
reporting have not been established. Techniques for improv-
ing reporting systems and the content of reports have not
been used to the fullest extent.
The possibility of cutting costs through substitutes for dic-
tated correspondence, indexes to repetitive-type correspond-
ence, eliminating nonessential copies, and improving the
writing ability of Agency personnel has only been partially
explored.
Simplified mail control systems are needed.
Headquarters-wide adoption of the subject-numeric system and
other filing standards is yet to be accomplished.
Only an estimated 140% of the Agency's records are covered by
records control schedules. Accordingly, many of our inactive
records are yet to be scheduled for removal from high cost
office equipment and space to economical Records Center
storage. Disposition experience in 16 components reveals that
from 9% to 90% of records retained can be'considered tem-
porary. The overall average is about 514%.
To sum up, there is still much to be done in all areas of
records management, to improve our records and to balance
records creation and acquisition with records retirement and
destruction.
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A
AGENCY GENERAL COUNSEL OPINION
2 OCTOBER 1950
COMPLIANCE WITH PROVISIONS OF LAW PERTAINING TO
FEDERAL RECORDS
"I. THE CENTRAL INTELLIGENCE AGENCY MUST COMPLY WITH
THE RECORDS DISPOSAL ACT, INSOFAR AS IT DOES NOT
CONFLICT WITH THE PROVISIONS OF PUBLIC LAW 253.
2. THE CENTRAL INTELLIGENCE AGENCY SHOULD COMPLY WITH
PUBLIC LAWS 152 AND 754 WHENEVER POSSIBLE, EVEN
.THOUGH EACH SPECIFICALLY EXEMPTS CIA FROM ITS PRO-
VISIONS. HOWEVER, IF SUCH COMPLIANCE WOULD RESULT
IN THE UNAUTHORIZED DISCLOSURE OF INTELLIGENCE
SOURCES AND METHODS, PUBLIC LAW 253 MUST BE
FOLLOWED.
3. THE CENTRAL INTELLIGENCE AGENCY SHOULD COMPLY WITH
EXECUTIVE ORDER 978)4 WHENEVER POSSIBLE, ALTHOUGH IT
DOES NOT REQUIRE DISCLOSURE OF CONFIDENTIAL INFOR-
MATION WHICH WOULD ENDANGER THE NATIONAL INTEREST OR
LIVES OF INDIVIDUALS. CONSEQUENTLY, NO RELIANCE
UPON PUBLIC LAW 253 SEEMS NECESSARY.
4. PUBLIC LAW 253 PROVIDES THAT THE DIRECTOR OF CENTRAL
INTELLIGENCE SHALL BE RESPONSIBLE FOR PROTECTING
INTELLIGENCE SOURCES AND METHODS FROM UNAUTHORIZED
DISCLOSURE." IF THE DIRECTOR DEEMS COMPLIANCE WITH
ANY EXISTING LAW WILL RESULT IN SUCH DISCLOSURE, NO
COMPLIANCE IS NECESSARY.
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 MANAGEMENT STAFF
RECORDS MANAGEMENT DIVISION
September 1954
Directs a program covering:
The des ign?'"autilization
of forms.
Assignment of form numbers.
Development, maintenance and distribu-
tion of the agency forms index.
Surveys and special studies of forms
and related procedures, and the
requirements of area programs.
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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. The elimination and prevention of
unnecessary reporting.
b. Improved reporting.
c. Streamlining the preparation and
processing of correspondence.
d. Improving the quality of correspond-
ence.
i
SYSTEMS BRANCH
Directs a program covering:
a. Systems for the maintenance of active
records.
b. Microfilm operations.
c. Written communications.
d. Filing equipment and filing supplies.
e. Selection, deposit and maintenance of
vital materiels.
f. Surveys and analyses of active records
systems and filing equipment.
Directs a program covering:
a.
Records
inventorying and appraisals.
b.
Records
control schedules.
c.
Records
sional
disposition including Congres-
authorizations.
d.
Surveys
of area programs.
e.
Liaison with other Federal agencies on
the destruction, preservation, loan
and transfer of records.
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. 1
Preserves records pith permanent or long
retention value.
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CONFIDENTIAL
SECURITY INFORMATION
TRAINING PROGRAM
IN
RECORDS MANAGEMENT
Sponsored Jointly By: GENERAL SERVICES OFFICE
OFFICE OF TRAINING
ROOM 1402 BUILDING
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CONFIDENTIAL
SECURITY INFORMATION
14 April -11 May 1953
Chairman
O ceo rz z
Tuesday, 14 April
Chief
Record Services Division
Chief
Managemen raining Division
Office of Training
1000 RECORDS MANAGEMENT IN EMMET J. LEAHY, President
INDUSTRY National Records Management
Council
1100 RECORDS MANAGEMENT IN HERBERT E. ANGEL, Director
GOVERNMENT Records Management Division
National Archives and Records
Services, GSA
Monday, 20 April
1000 THE PLACE OF RECORDS EVERETT O. ALLDREDGE, Chief
CENTERS IN A RECORDS Records Center Branch, Records
MANAGEMENT PROGRAM Management Division, GSA
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CONFIDENTIAL
SECURITY INFORMATION
Monday, 20 April
1100 DISPOSITION OF FEDERAL ARTHUR E. YOUNG, Deputy Regional
RECORDS Director for Records Management
Service, Region 3, GSA
Friday, 24 April
1000
HOW TO MAKE A RECORDS
SURVEY
DOROTHY M. LUTTRELL, Chief
Records Administration Branch
Administrative Services Division
Office of Price Stabilization
11.00
CORRESPONDENCE
MANAGEMENT
MONA SHEPPARD, Organization
and Methods Examiner, Records
Management Division, GSA
1150
STATUS OF AGENCY
CORRESPONDENCE
MANAGEMENT PROGRAM
hief
ision
Monday, 27 April
1000
FORMS AND. PUBLICATION
MANAGEMENT
Chief
Printing Advisory Staff
1100
PRINTING AND REPRODUC-
TION IN THE AGENCY
Assistant Chief
eproduction
Division
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CONFIDENTIAL
SECURITY INFORMATION
Friday, 1 May
1000 SYSTEMS FOR THE CONTROL ecords Analyst
OF CORRESPONDENCE AND
RECORDS
1100 THE APPLICATION OF PUNCH Chief
CARD METHODS TO RECORDS Mac Wine Records Branch
MANAGEMENT PROBLEMS
Monday, 4 May
1000 PROCEDURE FOR DEPOSITING Records Analyst
VITAL MATERIALS
1030 OPERATION . OF THE VITAL services Officer
MATERIALS REPOSITORY
1100 RECORDS DISPOSAL, Chief
RETIREMENT AND Records anagemen and
PRESERVATION Distribution Branch
Friday, 8 May
1000 STANDARDS FOR
MICROFILMING
ecords Analyst
1030 OPERATION OF AN ecords Analyst
AGENCY RECORDS CENTER
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CONFIDENTIAL
SECURITY INFORMATION
Friday, 8 May
Records Analyst
1130 THE IMPORTANCE OF A WILFRED L. PEEL, Chief
RECORDS PROGRAM AS A Organization and Methods Service
TOOL OF MANAGEMENT
Monday, 11 May
1000 THE TASK OF AREA Chief
RECORDS OFFICERS ecor Services Division
1030 INSTALLING YOUR RECORDS ssistant Chief
MANAGEMENT PROGRAM ecor ement and
Distribution Branch
1150 CLOSING REMARKS hie f
General ervices
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SECURITY INFORMATION
? THE CENTRAL INTELLIGENCE AGENCY
RECORDS MANAGEMENT PROGRAM GUIDE
A BRIEF ON THE FUNCTIONAL
AREAS OF RECORDS MANAGEMENT
RECORDS DISPOSITION
00
RECORDS MANAGEMENT & DISTRIBUTION BRANCH
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This pamphlet has been prepared in response to requests for
a concise outline of the scope of the Agency Records Manage-
ment Program. It is not intended that it serve as an operating
handbook, but instead, is designed to provide information for
the use of Area Records Officers inpresentingthe Program
to operating officials and other area personnel. Accordingly,
program objectives and the methods to accomplish them have
been stated in broad terms.
The Guide is written functionally; therefore phases of the
Program are not necessarily outlined in the order in which
they will be undertaken. However, the Guide will familiarize
Agency personnel with the areas to be covered and will pro-
vide the Area Records Officers with a basis for scheduling
the various steps of the Program.
DISTRIBUTION: A PLUS SPECIAL
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PAGE
1. An Introduction to Records Management ..
1
III. Creation of Records
Reports Management .............
3
Forms Management ..............
4
Correspondence Management .......
5
IV. Organization, Maintenance and Use of
Records
Mail Control ...................
6
Reference Service ...............
7
Maintenance Management ..........
8
Equipment and Supplies Standards .....
9
V. Disposition of Records ..............
10
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AN INTRODUCTION TO RECORDS MANAGEMENT
Records are defined by statute, and Federal agencies are
required by law to establish and maintain an active and
continuing Records Management Program. Authority to de-
stroy records is obtained from the Congress through the
National Archives and Records Service in accordance with
its prescribed standards and procedures. In CIA, this au-
thority is obtained by the Records Management and Distri-
bution Branch, General Services Office.
Records Management is a specialized field of work and deals
with problems and practices relating to the creation, main-
tenance, organization, and use of records in the conduct of
current business, and in the preservation, elimination, trans-
fer or other disposition of those records which are not cur-
rently required or are seldom used. Although the need for
adequate management over the accumulation of records
exists from the time they are created or received until their
final disposition, it is recognized that it is not possible to
have such management absolutely alike in all areas because
of the differences in organizational structure and substantive
functions.
The essential guides and sources of detailed information for
implementing the Agency Records Management Program will
be published in Agency Regulations, Notices and Handbooks
developed in cooperation with operating and staff officials.
There are presented in the following sections definitions and
a general outline providing the reader with an over-all pic-
ture of the functional areas of records management. These
areas are: Creation of Records; Organization, Maintenance
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and Use of Records; Disposition of Records; and the Vital ?
Materials Program.
For purposes of this guide, the following definitions apply:
Records include all books, papers, maps, photographs, films,
recordings or other documentary material, regardless of
physical form or characteristic, made or received by any
portion of the Agency in pursuance of Federal law or in con-
nection with the transaction of public business and preserved,
or appropriate for preservation, by the Agency or its legiti-
mate successor as evidence of the organization, functions,
policies, personnel, decisions, procedures, financial or legal
transactions, operations, or other activities, or because of
the informational value of data contained therein.
Non-record material includes library and museum material
made or acquired and preserved solely for reference or ex-
hibition purposes, extra copies of documents preserved only
for convenience of reference, and stocks of publications or
processed documents.
Forms are printed or reproduced documents with blank ?
spaces provided for inserting specific information. Form
letters are printed or reproduced letters to furnish informa-
tion for repeated mailings or one mailing to numerous desti-
nations. Form letters with or without blank spaces, except
for actual intelligence information produced therein, are con-
sidered forms.
Reports are all requirements for written data, one time or
recurring, established to provide administrative or manage-
ment control of operations.
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O
Correspondence includes all memoranda, letters, and dis-
patches sent to or received by a person in the Agency in the
execution of his official duties.
?
Objectives
1. Eliminate and prevent unnecessary or duplicate report-
ing.
2. Insure that instructions, forms, andprocedures for nec-
essary reports are clear and complete to provide simple
and direct reporting methods.
3. Insure that required reports provide adequate data and
that realistic reporting intervals are established.
4. Provide a central reference point for information on
reports.
Method of Accomplishment
1. Conduct an initial reports inventory and establish ref-
erence and analysis files.
2. Establish controls for the clearance through the Area
Records Officer of all proposed reporting requirements.
3. Review and analyze all new reporting requirements
placed by the office upon other CIA elements and other
Government agencies.
 RESAf1V@d For Release 2001/08/28: CIA-RDP74-00390R00010002000'4TRICTED
4. Analyze all reports prepared by the office to insure that
reports are prepared in the most efficient manner, and
to develop recommendations for submission to requiring
offices or agencies.
? is
2. Establish controls for the clearance through the Area
Records Officer of all proposed new and revised forms.
3. Review and analyze all requirements for forms and the
procedures related to their use.
5. In view of changes in organization and requirements,
conduct periodic surveys to insure the necessity for
each existing- report and the adequacy of Reports Man-
agement records.
Objectives
1. Insure the need for each existing form and each proposed.
form.
2. Reduce the number of forms by consolidating those serv-
ing like functions, eliminating obsolete or ineffective
forms, and using standard Government forms when ap-
propriate.
3. Simplify, standardize, and improve essential forms ac-
cording to Agency standards.
4. Insure that 'forms are reproduced, stocked, and dis-
tributed as economically as possible.
5. Insure that procedures for use with specific forms (or
groups of forms) provide for maximum efficiency and
utilization of personnel.
6. Provide a central reference point for information on
forms.
Method of Accomplishment
1. Conduct an initial forms inventory and establish ref-
erence and analysis files.
? ?
? ?
0.0
? 0
4. In view of changes in organization and requirements,
conduct periodic surveys to insure the necessity for
each existing form and the adequacy- of Forms Man-
agement records.
Objectives
1. Simplify and speed up the preparation and handling of
correspondence.
2. Improve the quality of correspondence and adequacy of
documentation.
3. Enable faster training and increased utilization of per-
sonnel.
4. Create better public relations.
Method of Accomplishment
1. Conduct surveys to determine the types and volume of
correspondence prepared.
2. Provide measures for the continuous review of corre-
spondence practices.
3. Develop and maintain uniform correspondence pro-
cedural and style policies and practices.
 A p q'tj Release 2001/08/28: CIA-Rq
4. Develop and employ the use of pattern paragraphs, letter
guides, and form letters.
5. Develop and maintain quality standards for improving
letter content and letter writing aptitudes.
6. Review copy requirements to prevent the preparation of
nonessential copies of communications.
ORGANIZATION, MAINTENANCE AND USE OF RECORDS
Objectives
1. Provide for the prompt and systematic flow of corre-
spondence from originators to action or information
addressees.
2. Insure that action is accomplished within established
time limits.
3. Provide receipt control for the exchange of classified
matter, negotiable instruments, etc.
Method of Accomplishment
1. Conduct surveys to determine the types and volume of
correspondence handled, production rates of machines
and personnel, and the process steps affecting the flow
of work.
2. Develop recommendations regarding the functional or-
ganization and staffing of the office, correspondence
?
0
P74-00390R000100020001-4 RESTRICTED
? processing steps and techniques, forms, and the utili-
zation of labor saving equipment.
3. Install the revised system, train area personnel in its
use, and conduct periodic follow-up to insure adequacy
of the system.
Objectives
? 1. Locate file stations realistically and insure that the
contents of files are adequate for the reference serv-
ices required.
Method of Accomplishment
? 1. To determine the best locations for file stations, con-
sider: The degree to which administrative responsi-
bility or control is delegated; the possible elimination
of duplicate files; the quality of filing standards desired;
the accessibility of files to users; any restrictions on
the use of classified material; and the flow of material to
the files.
2. To provide adequate reference service, determine: The
? volume and kinds of papers filed; manner in which re-
quests for file material are made; impact of work flow
on files; trends indicative of future reference require-
ments; and the adequacy of personnel, supplies, forms,
and equipment.
3. Develop recommendations, install the revised system,
train area personnel in its use, and conduct periodic
follow-up to insure its adequacy.
 Approved For Release 2001/08/28 : CIA-RDP74-00390R00010001-4
RESTRI
MAINTENANCE MANAGEMENT
Objectives
1. Develop a classification plan for the standardized filing
of both' general administrative material and records
dealing with the operational activities of the office.
2. Develop filing standards for the orderly maintenance
.and preservation of current records.
3. Provide auxiliary records or indexes (filing media) to
facilitate reference to primary records.
4. Develop specialized systems for records pertaining to
the operational activities of the office.
Method of Accomplishment
1. To develop a classification plan:
a. Analyze the content of records to determine defin-
itive subject categories (primary, secondary, terti-
ary, etc.).
b. Apply the Subject-Numeric System of the Agency
Filing Manual to general administrative records,
and develop such special systems necessary for
filing records of operational activities, of the office.
2. To develop filing standards:
a. Determine what material on specific transactions or
subjects are to be kept together, the arrangement of
folders, and the methods of labeling folders, guides,
and file drawers.
0)
0)
b. Install revised system, prepare written instructions,
arrange for equipment and supplies, train area per-
sonnel, and conduct periodic follow-up to determine
adequacy of system.
3.
To provide adequate finding media:
a. Consider volume and complexity of records and the
organizational structure of area served to determine
type of index or guide needed.
b. Develop necessary forms and written instructions to
implement the system, and procure equipment for its
?
4.
installation.
Analyze operational records to determine the extent that
0
machine methods and other specialized forms of record
keeping can be employed.
EQUIPMENT AND SUPPLIES STANDARDS
Objectives
1.
Effect standardization of filing equipment and filing
supplies.
Method of Accomplishment
?
l
t
1.
ro
Conduct surveys, provide guides, and establish con
measures to insure that filing equipment and supplies
conform to prescribed Agency standards.
10 0
 Approved For Release 2001/08/28: CIA-RDP74-00390R0 2E 9-4
Objectives
1. Provide for the economical and systematic disposition
of Agency records including their preservation, reten-
tion, transfer, and disposal according to Federal statutes
and regulations.
2. Release high cost office space and filing equipment no
longer needed in the daily routine of business.
1. Prior to conducting a records disposition survey,
obtain background information regarding the organ-
izational structure of offices to be surveyed, their
functions and missions, and the flow of work within
and between offices concerned.
2. Plan the disposition survey, taking into consideration
the availability of personnel, and the size and complexity
of the organization. Determine in advance the basic
records unit to be inventoried (i.e., whether each sepa-
rate form, or a group of records serving the same pur-
pose, will be reviewed), and specify the criteria to be
used for describing each unit of record. Consider also
the possibility of obtaining information of value for
records 'management functions other than records
disposition.
3. Conduct the inventory and record all pertinent informa-
tion which will be needed to determine retention periods
and the disposition of records.
40) . ",0) 4.
10)
?
Evaluate records in terms of their immediate usefulness
to the Agency for administrative, legal, f iscal, and other
operating purposes. Clear recommendations with oper-
ating officials.
5. Develop records control schedules in the form of direc-
tives to provide for the disposition of record and non-
record material by either permanent preservation,
microfilming, distruction, or transfer to less expensive
records storage in the CIA Records Center. Obtain
approval of schedules from operating officials and the
CIA Records Officer.
6. Maintain records control schedules up to date in view
of changes in organization and requirements.
7. Conduct periodic follow-up to insure that records con-
trol schedules are adequate and that the disposition of
records is being effected in accordance with schedules.
Objectives
1. Provide for the secure transfer, storage, and ultimate
disposition of materials essential to the Agency on a
continuing basis and which in the event of destruction
would constitute an irreplaceable loss.
Method of Accomplishment
1. In collaboration with the CIA Vital Materials Officer and
operating officials:
a. Identify vital materials and determine their dis-
position.
 Approved For Release 2001/08/28 : CIA-RDP74-0039OR000100020001-4
c. Initiate the transfer of vital materials to the re-
pository.
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 Approved For Release 2001/08/2 IA-RDP74-0039OR000100020001-4
forms management
program
central intelligence agency
1 ogofoo
 Approved For Release 2001/08/28 IA-RDP74-0039OR000100020001-4
forms management
program
central intelligence agency
 Approved For Release 2001/08/28 : CIA-RDP74-0039OR000100020001-4
? actions in the
government are
controlled by
forms .. .
? forms guide action
but do not perform
the action.
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 Approved For Release 2001/08/28 : CIA-RDP74-0039OR000100020001-4
Central Intelligence Agency
Forms Management Program
management staff
records management division
forms management branch
headquarters field activities
area records officers area records officers
from birth . :0
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 Approved For Release 2001/08/28 : CIA-RDP74-0039OR000100020001-4
the objective . . . . more efficient
operations at less cost.
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 Approved For Release 2001/08/28 : CIA-RDP74-0039OR000100020001-4
r
what is forms management ?
forms
management is
a continuous reduction
in cost management
improvement program
conserving
money
space
manpower
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 Approved For Release 2001/08/28 : CIA-RDP74-0039OR000100020001-4
resources are Obnserved by. .
I eliminating nonessential forms
2 consolidating forms that perform
the same function
to
3 using forms prescribed by
a higher headquarters
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 ?
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4 informing users of available
forms-
5 integrating forms, procedures
and directives
6 simplifying and standardizing
size and design
7 eliminating wasteful printing
and duplicating methods
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 S
Approved For Release 2001/08/28 : CIA-RDP74-0039OR000100020001-4
centralizing procurct
storage andstrbu
Aga re iewi
orzms use enAt y and
solve functional to
organisational Of oble
0 by reporting t
management unatistcti
conditions
application
? re commend forms tr wider
?suggest improvements
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 r creation
Approved For Release 2001/08/28 : CIA-RDP74-0039OR000100020001-4
of a form. ~
operating office
__-4--
writes issuances A- 11 11 --/ types requests 11 1~
studies 'procedure and issuance
analyzes form
enters into
conference
develops designed and
specifications
composed ready
for printer
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coordinates with
interested activities
orms managemen
 Approved For Release 2001/08/28 : CIA - RDP74-0039OR0001 00020001-4
forms management tools
numerical file
initi.aI request and justification
revisions and reprints
correspondence
reference to issuance
copy of form
,,? bring together similiar forms
1 used in many activities
' .-~- point up duplicate and
overlapping forms
functional file
---~ aid in consolidation and
elimination
prevent establishment of
unnecessary new forms
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 Approved For Release 2001/08/28 : CIA-RDP74-00390R000100020001-4
0 a forms problem .0
this could
be eliminated
by . . ^
the
forms
management
way
a form to fit the need
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 Approved For Release 2001/08/28 : CIA-RDP74-0039OR000100020001-4
;,rm..re in ,,; -- ,R^ ?ppS1W for
I?s N: Dau rsc? v.A
AC &a Bonus t? d r
T?s B? Dat? ~'~
Sr D?p + ~ ds st? sppli?d for_,~_
Ts? gp Dst? nt?Srsd
__Ye,,..r ?e an ? sD7- ~
? ~s roe -
m urt 4sia
e~F n :B eiparat i on
routing i
processing
filing
finding
sectional analysis
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 Approved For Release 2001/08/28 : CIA-RDP74-00390R000100020001-4
elements of a form in cost .. .
development ,
printing
processes
storage and
distribution
gathering data
completion
transmission
review
evaluation
v transcribing
filing
administration of
residual records
apparent cost
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 Approved For Release 2001/08/28 : CIA-RPP74-0039OR000100020001-4
ORME THE FORM
SAYS
DON'T
HOARD
FORMS
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 Approved For Release 2001/08/28 : CIA-RDP74-0039OR000100020001-4
ORME THE FORM
SAYS
DON'T WASTE
FORMS
DON'T USE FORMS FOR
PHONE NUMBERS OR NOTES,
CORRESPONDENCE DRAFTS,
OR COMPUTATIONS
USE NOTE PADS
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 Approved For Release 2001/08/28 : CIA-RDP74-00390R000100020001-4
ORME THE FORM
SAYS
MAKE ONLY AS
MANY COPIES
AS NEEDED
DON'T MAKE EXTRAS "JUST IN CASE" of
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 Approved For Release 2001/08/28 : CIA-RDP74-0039OR000100020001-4
forms management saves money
? by eliminating nonessentials
? by `procedurizing; simplifying, and standardizing essential forms
? by detecting the need to treat the procedures themselves
Approved For Release 2001/08/28 : CIA-RDP74-0039OR000100020001-4
 Approved For Release 2001/08/28 : CIA-RDP74-0039OR000100020001-4
QRME THE FORM SAYS
DON'T WASTE N , f
.
FORMS
DON'T USE FORMS
FOR DRAFTS, NOTES,
OR COMPUTATIONS,
P*. N E NUMBERS OR
CORRESPONDENCE
SE1/ I ONOTISe D~r3be 4
Approved For Rele 00010002Q001-4
 0
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a14 t tto ictcait t o .. .
REPORTS MANAGEMENT
0
?
WHAT IS REPORTS MANAGEMENT?
WHY IS IT NEEDED?
HOW IS IT ADMINISTERED AGENCY
WIDE?
HOW I S AN AREA PROGRAM
INSTALLED AND CONTINUED?
MANAGEMENT STAFF
RECORDS MANAGEMENT DIVISION
G
JULY 1954
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 Approved For Release 2001/08/28 : CIA-RDP74-0039OR000100020001-4
WHAT IS REPORTS MANAGEMENT?
IT IS A CONTINUING PROGRAM OF PLANNED REPORTS ANALYSIS DESIGNED TO.,-
? IMPROVE THE QUALITY OF REPORTS and
? ELIMINATE -THOSE NOT NEEDED.
? ASSURE THAT REPORTS ARE PREPARED BY THE SIMPLEST
AND LEAST EXPENSIVE MEANS.
REPORTS MANAGEMENT RESULTS IN...
? FEWER REPORTS, BETTER REPORTS, AT LE`
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 Approved For Release 2001/08/28 : CIA-RDP74-0039OR000100020001-4
WHY IS A REPORTS MANAGEMENT PROGRAM NEEDED?
10
LET'S FACE IT! AN AGENCY-WIDE NETWORK OF REPORTING SYSTEMS IS NEC-
ESSARY. OUR ORGANIZATION IS COMPLEX. OUR OPERATIONS ARE WORLD WIDE.
WE MUST DEPEND ON REPORTS FOR CONTROL OVER
THESE OPERATIONS.
BUT WITHIN SUCH A FRAMEWORK, SOME UNNECES-
SARY AND INADEQUATE REPORTING IS BOUND TO
EXIST. SEEKING OUT AND CORRECTING THIS CON-
?DITION. AND PREVENTING ITS RECURRENCE, CALLS
FOR A COORDINATED AGENCY-WIDE. PROGRAM OF
REPORTS ANALYSIS.
IT IS PROPOSED THAT THE AGENCY PROGRAM BE A DECENTRALIZED ONE. THAT
IS. IT WILL BE COMPOSED OF MANY AREA PROGRAMS ESTABLISHED AT LEVELS
WHERE MAXIMUM BENEFITS CAN BE EXPECTED FROM REPORTS MANAGEMENT. THUS
COMPONENT (AREA) PROGRAMS CAN BE DESIGNED TO MEET SPECIFIC NEEDS.
EACH AREA PROGRAM SHOULD COVER AS A MINIMUM: ALL RECURRING ADMINIS.
TRATIVE OR MANAGEMENT REPORTS REQUIRED FROM, OR PREPARED FOR...
(1) OTHER HEADQUARTERS COMPONENTS.
(2) ANY CONTINENTAL OR OVERSEAS FIELD ACTIVITY.
(3) ANY.ORGANIZATION, FEDERAL OR PRIVATE, OUTSIDE THE AGENCY.
EMPHASIS IS THUS PLACED ON MANAGING RECURRING ADMINI STRATI VE.OR MAN.
AGEMENT REPORTS.
HOWEVER, THIS SHOULD NOT EXCLUDE APPLYING REPORTS MANAGEMENT PRINCIPLES
TO ONE.-TIME REPORTS, OR THOSE WHICH PROVIDE FOR THE COLLECTION, PRODUC-
TION, OR DISSEMINATION OF INTELLIGENCE. t
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 Approved For Release 2001/08/28 : CIA-RDP74-0039OR000100020001-4
HOW IS AN AREA PROGRAM INSTALLED?
REGARDLESS OF THE SIZE OF YOUR ORGANIZATION OR THE COMPLEXITIES OF ITS
REPORTS, CERTAIN STEPS ARE ESSENTIAL. LET'S BRIEFLY EXAMINE THESE.
STEP I - THE REPORTS INVENTORY
INVEhNTopy 1),6
HEFT
R THIS STEP BUILDS THE PROGRAM'S FOUNDATION. I T
xu PROVIDES DATA FOR AN IMMEDIATE ANALYSIS OF YOUR
113 REPORTS, AND FURN I SH ES RECORD MATERIAL FOR CON -
w-
W
W
71 TINUING THE PROGRAM. EACH REPORTING REQUIRE-
MENT SHOULD BE DESCRIBED ON A DATA SHEET. IN
ADDITION, [TWILL BE DESIRABLE TO ATTACH SPEC.
A3I I MEN COPIES OF THE REPORT, COP I ES OF PERTINENT
fu __ DIRECTIVES OR INSTRUCTIONS. AND OTHER DESCRIP.
STEP 2 - THE REPORTS ANALYSIS
THE MOST OPPORTUNE TIME FOR THIS
ANALYSIS IS DURING THE INVENTORY.
IT IS THEN THAT PROBLEM AREAS ARE
REVEALED. FURTHERMORE, THE INVEN.
TORY DATA SHEET CAN BE USED TO RE-
CORD RECOMMENDATIONS.
ANALYSIS PROJECTS SHOULD BE PLANNED
AND COORDINATED. HERE'S WHY.....
2. THE PROBLEMS OF THOSE WHO REQUIRE REPORTS AS WELL AS THOSE WHO MUST
PREPARE AND SUBMIT THEM SHOULD BE CONSIDERED.
3. AN ANALYSIS OF REPORTING DOCUMENTS ALONE IS NOT ENOUGH. EQUALLY IM-
PORTANT IS AN EXAMINATION OF THE RELATED PROCEDURES AND RECORDS.
4. OUR REPORTING SYSTEMS CONTAIN A WIDE VARIETY OF NARRATIVE. TABULAR,
GRAPHIC. AND PUNCH CARD REPORTS. ANALYZING THESE REQUIRES A KNOWLEDGE
OF MANY TECHNIQUES.. THE SERVICES OF AGENCY SPECIALISTS MAY THEREFORE
BE NEEDED.
0
?
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 Approved For Release 2001/08/28 : CIA-RDP74-0039OR000100020001-4
GUIDES (AND PERSONAL ASSISTANCE. IF DESIRED) WILL BE FURNISHED BY THE
REPORTS AND CORRESPONDENCE MANAGEMENT BRANCH. ALSO, THE INVENTORY DATA
SHEETS CONTAIN BASIC QUESTIONS TO AID THE ANALYST. FOR EXAMPLE:
?
9. COMPLETE THE FOLLOWING USING SPACE 10 IF NECESSARY:
YES
NO
A.
DOES INFORMATION IN THIS REPORT DUPLICATE IN ANY MANNER DATA IN OTHER REPORTS
YOU PREPARE? IF SO, SPECIFY THE REPORTS.
B.
IS THE INFORMATION REPORTED IN MORE DETAIL, SUBMITTED MORE FREQUENTLY. OR GIVEN
WIDER DISTRIBUTION THAN IS CONSIDERED NECESSARY? IF SO, EXPLAIN AND RECOMMEND
CHANGES.
C.
IS YOUR OFFICE ABLE TO MEET THE REQUIRED SUBMISSION DATE FOR THIS REPORT WITHOUT
DETRIMENT TO OPERATIONS? IF NOT. EXPLAIN. SPECIFY IF ANY OVERTIME HAS BEEN
REQUIRED TO MEET DUE DATES. RECOMMEND CHANGES.
D.
IS THE FORM OR FORMAT PRESCRIBED FOR THIS REPORT ADEQUATE WITH REGARD TO:
(1) SPACING . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
(2) WEIGHT OF PAPER? (Can sufficient copies be made at one typing?)_ _ _ _ _ _ _
(3) POSSIBLE ELIMINATION OF TRANSMITTAL LETTERS?_ _ _ . . . - _ _ _ _ _ _
E.
IF THE REPORT IS REPRODUCED BY MIMEOGRAPH. DITTO, MULTILITH. ETC.. DO THE MASTERS
CONTAIN THE MAXIMUM AMOUNT OF PREPRINTED DATA (headings, lines, etc.)?
F.
ARE INSTRUCTIONS FOR THE PREPARATION OF THIS REPORT CLEAR AND COMPLETE?
G.
WOULD YOUR OFFICE CONTINUE TO:
(1) MAINTAIN _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _
(2) COMPILE . . . . . . . . . . . . . . . . . . .
THE DATA BEING SUBMITTED IN THIS REPORT, IF THE DIRECTIVES FOR ITS SUBMISSION
WERE RESCINDED? IF SO. EXPLAIN.
10. WHAT
IS YOUR APPRAISAL OF THIS REPORT? RECOMMEND ANY IMPROVEMENTS INCLUDING REVISED
PREPARATION PROCEDURES.
D. IS THE INFORMATION REQUIRED BY YOUR OFFICE APPROPRIATE TO ITS ASSIGNED FUNCTIONS,
RESPONSIBILITIES. AND AUTHORITY?
E. IS THE INFORMATION REQUIRED, ACTUALLY AND ACTIVELY USED AS A BASIS FOR ACTIONS.
PLANS. OR DECISIONS. AND DOES SUCH USE FULLY JUSTIFY THE COST OF PREPARING THE
REPORT?
F. DOES THE NEED.FOR THIS REPORT RESULT FROM ADMINISTRATIVE OR PROCEDURAL PROBLEMS
WHICH SHOULD BE CORRECTED RATHER THAN REPORTED? IF SO. RECOMMEND CHANGES.
G. IS THE REPORT DESIGNED TO SERVE A PURPOSE WHICH COULD BE ACCOMPLISHED MORE
EFFECTIVELY SOME OTHER WAY SUCH AS THROUGH DIRECT SUPERVISION OR INSPECTION?
IF SO. RECOMMEND REVISIONS.
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STEP 3 - THE REPORTS REVIEW
FINDINGS AND RECOMMENDATIONS WHICH RESULT
FROM THE WORKING-LEVEL REPORTS ANALYSIS
GENERALLY REQUIRE STUDY OR RESOLVING BY
HIGHER AUTHORITY. THIS IS THE PURPOSE OF
THE REPORTS REVIEW.
THE AREA RECORDS OFFICER AND REPRESENTA-
TIVES OF THOSE UNITS CONCERNED WITH THE
REPORTS UNDER REVIEW SHOULD PARTICIPATE.
IN ADDITION, A MEMBER OF THE REPORTS AND
CORRESPONDENCE MANAGEMENT BRANCH WILL BE
MADE AVAILABLE TO SERVE IN AN ADVISORY CAPACITY. IF DESIRED. A PANEL
MIGHT BE ESTABLISHED FROM WHICH COMMITTEES COULD BE APPOINTED TO REVIEW
REPORTS.
SOME REPORTS WILL BE FOUND
ESSENTIAL IN EVERY. RESPECT.
OR CANCELLED!
OTHERS WILL BE CORRECTED
IMMEDIATELY...
?
?
...WHILE STILL OTHERS MAY REQUIRE FURTHER STUDY.
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STEP 4 - ESTABLISHMENT OF PROGRAM RECORDS
10
CASE FOLDERS AND REFERENCE FILES SHOULD BE ESTABLISHED CENTRALLY ON EACH
REPORTING REQUIREMENT AS A BASIS FOR CONTINUING THE PROGRAM. RECORD MA.
TERIAL WILL RESULT FROM THE INVENTORY, ANALYSIS, AND REVIEW.
HOW IS THE PROGRAM CONTINUED?
TO BE SUCCESSFUL, THE PROGRAM MUST PRO-
VIDE FORA CONTINUING REVIEW OF REPORTS.
EACH NEW OR REVISED REPORTING REQUIRE.
MENT SHOULD BE SCREENED FOR NECESSITY
BY APPROPRIATE AUTHORITY PRIOR TO BEING
ESTABLISHED.
EACH CURRENT REPORTING REQUIREMENT SHOULD BE
RE-EXAMINED AT LEAST ANNUALLY TO ENSURE THAT
ITS CONTINUANCE IS FULLY JUSTIFIED. THESE RE.
REVIEWS SHOULD BE STAGGERED THROUGHOUT THE
YEAR TO DISTRIBUTE THE WORKLOAD. THE RE-EVAL-
UATION PROCESS CAN BE SIMILAR TO THAT USED TO
ANALYZE THE REPORTS DURING THE INSTALLATION
PHASE. THAT IS, OPERATING PEOPLE EXAMINE THEIR
REPORTING REQUIREMENTS AND SUBMIT RECOMMENDA-
TIONS TO A REVIEW BODY FOR ACTION.
IT SHOULD BE REMEMBERED THAT AN ANNUAL REVIEW IS ADEQUATE ONLY IF CONDI-
TIONS REMAIN STABLE. PROGRAMS ON WHICH INFORMATION IS REPORTED MAY AC.
CELERATE OR DECELERATE RAPIDLY. CHANGES IN ORGANIZATION AND FUNCTIONS
TAKE PLACE. NEW FORCES OR TRENDS COME INTO BEARING. UNDER THESE CONDI-
TIONS REPORTS SHOULD BE CONTINUALLY APPRAISED TO ASSURE THAT THEY ARE
ECONOMICALLY SERVING THE PURPOSES FOR WHICH THEY WERE ESTABLISHED.
IF THIS IS DONE YOU CAN BE ASSURED OF....
FEWER REPORTS, BETTER REPORTS, AT LESS COST!
i
A STAFF REPRESENTATIVE WILL BE PLEASED TO DISCUSS REPORTS MANAGEMENT FUR.
THER WITH YOU. CALL EXTENSION 3742.
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 0
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SAMPLE OFFICE NOTICE INAUGURATING A REPORTS
MANAGEMENT PRAM
SUBJECT: ABC Office Reports Management Survey
This Notice sets forth procedures and responsibilities for an
inventory and analysis of current reporting requirements, pre-
paratory to establishing an Office-wide Reports Management
Program.
This survey will provide the foundation for a continuing program
designed to:
a. Eliminate and prevent unnecessary reporting,
b. Insure that instructions, forms, and procedures for
necessary reporting are clear and complete to provide
simple, direct reporting methods.
c. Improve the quality of reports.
d. Provide a central reference point for information on
reports.
In brief, the ABC Office Reports Management Program will mean
fewer reports, better reports, at less cost.
3. DEFINITIONS
a. Report - An account or statement of information
prepared in written narrative, tabular, punch card, or
graphic form, and transmitted from one organizational
element to another on a recurring basis.
b. Administrative or Management Report - As distinguished
from an operational or intelligence report, it is a
report that provides for administrative or management
control over an activity or operation,
is
c. Recurring Report - Either a periodic report which conveys
essentially the same type of information regularly at
prescribed intervals (daily, weekly, monthly, etc.) or a
situation report which is prepared on each occurrence of
an event of certain prescribed characteristics.
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H
 0
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!,. SCOPE
With the exception of those reports and documents listed in
Enclosure 1, the inventory and analysis shall include,:all
recurring administrative or management reports which ABC Office
components either require from, or prepare for:
a. Other Headquarters components, including those in the
ABC Office.
b. Any continental or overseas field activity.
c. Any organization (Federal or private) outside the.Agency,
5. RESPONSIBILITIES
a. The Chief, Administrative Staff in collaboration with
the Area Records Officer, shall:
(1) Direct the inventory by providing guidance and
interpretations.
(2) Serve as the collecting agent for inventory and
analysis material.
(3) Review findings and recommendations resulting from
analyses, and conduct such additional studies as
deemed necessary.
(Lt) Submit to the Chief of ABC recommendations for elim..
inating, simplifying or otherwise improving reports.
b. Chiefs of Staffs and Divisions shall:
(1) Direct that the inventory and analysis be conducted
within each component under their authority.
(2) Review recommendations and findings of subordinate
components.
(3) Forward the inventory and analysis material on each
reporting requirement to the Chief, Administrative
Staff, prior to 19511.
6, PROCEDURE
a. Inventory and Analysis Enclosure 2 provides detailed
instructions for inventorying and analyzing reporting
requirements. Additional copies of this guide and the
forms to be used during this survey may be obtained from
the Administrative Staff, extension 12314.
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 Approved For Release 2001/08/28 : CIA-RDP74-0039OR000100020001-4
b. Approval of New or Revised Reporting Requirements -
Effective immediately, any proposal to establish a new
reporting requirement., or to revise an existing one., shall
be submitted through the Chief., Administrative Staff, to
the Chief of ABC for approval,
7, CONTINUATION OF THE PROGRAM
This Notice will be rescinded by an ABC Office Instruction upon
completion of the reports survey. At that time, policies, responsi-
bilities, and procedures for a continuing Office-wide Reports Man-
agement Program will be established. Suggestions for a program to
meet our needs are invited.
U. R, WRIGHT
Chief of ABC
10
?
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 Approved For Release 2001/08/28 : CIA-RDP74-0039OR000100020001-4
TYPES OF REPORTS AND DOCUMENTS EXEMPTED FROM THE
ABC OFFICE REPORTS MANAGEMENT SURVEY
1. Reports providing for the collection, production, and dis-
semination of intelligence.
2. Reports of inspection prepared by inspectors general.
3. Official reports of audit, survey, or investigation by
administrative bodies appointed for that purpose.
4. Formal reports of official proceedings of formally con-
stituted judicial or administrative bodies appointed for
that purpose.
5. Formal reports of findings, recommendations, or actions:
prepared by special committees or boards appointed to inquire
into and report on a particular matter. However, recurring
reports initiated by such committees or boards to obtain
data required for their work are not exempt under this provi-
sion.
6. Comments and/or.concurrences as part of routine clearance of
proposed actions, requisitions, or publications.
7. One-time recommendations, suggestions, or evaluations as to
plans, policies, or procedures, and official employee or
beneficial suggestions.
8. Replies to requests for suggested agenda for meetings.
9. Agency budget requirements&
a. The annual budget estimate or request for funds re-
quired by law. This exemption does not include
periodic collections of data used to develop or sup-
plement budget estimates or fund requests.
b. Reports upon apportionment and allocation of appropriated
funds.
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TYPES OF REPORTS AND DOCUMTS EXEMPTED FROM THE
ABC OFFICE REPORTS MANAGEMENT SURVEY (Cont.)
0
0
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10. The following operating documents:
Affidavits
Agreements
Announcements
Applications or requests
Authorizations
Bids
Bills
Bills of lading
Certifications
Claims
Contracts and initial
allied papers
Depositions
Guarantees
Identification
Leases
Liens
Oaths of office
Payrolls
Permits
Performance bonds
Receipts
Receiving-and-inspection forms
Requisitions
Sales slips
Shipping orders
Specifications
Statements of witnesses
This exemption covers only the actual operating documents them-
selves. Reports concerning progressin preparing., numbers proc-
essed., etc.: are not exempt.
 i
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t
PROCEDURES FOR CONDUCTING THE ABC
OFFICE REPORTS MANAGEMENT SURVEY
1. GENERAL
a. The reports survey is an essential step in establishing
the ABC Office Reports Management Program. It provides
the foundation, that is: (1) A complete description and
case history of each reporting requirement, and (2) an
analysis of these requirements to point up reporting defi-
ciencies and ways to correct them. In addition, the survey
will provide experience on which policies and procedures
for continuing the program can be based. The importance
of this survey thus dictates that persons selected to par-
ticipate :should have a broad knowledge of their component's
reporting requirements, and be qualified to analyze them
objectively for possible improvements..
b. The following terms apply to simplify stating survey proce-
dures:
0
(1)
Required Report (Incoming Report) - A report which a
component requires from one or more other elements.
The report is an incoming report to the office which
requires it.
(2) Prepared Report (Outgoing Report) - A report which a
component prepares at the request of another element.
The report is an outgoing report from the office which
prepares it.
a. Take the following action on each current requirement for
either a required or prepared report:
(1) Complete an original and one copy of either Required
Reports Analysis Sheet, Form No. 113 (Attachment A),
or Prepared Reports Analysis Sheet, Form No. iU
(Attachment B).
(2) To the original of each Analysis Sheet, attach one
copy of each directive-affecting the report, a specimen
copy of the report, and any other descriptive material.
b. It will not be necessary to furnish copies of directives
(authorities) issued as Agency or ABC Office Regulations,
Instructions or Notices.
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 s
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r
3, THE ANALYSIS
a. Personnel shall analyze each reporting requirement con-
current with taking the inventory. The need for required
reports will be fully justified. Prepared reports shall
be analyzed with a view'to improving preparation proce-
dures., and recommending to the requiring office., ways to
reduce or simplify reporting.
b. Forms No. 143 and 1!111 contain questions which establish
criteria for analyzing reports. Additional and more
detailed guides are provided in Attachment C., "Analyzing
Requirements for Administrative and Management Reports."
4. SUBMISSION OF INVENTORY AND ANALYSIS MATERIAL
Completed Analysis Sheets, together with supporting material., shall
be forwarded through supervisors and component chiefs for review.,
prior to being submitted to the Chief., Administrative Staff by
19511.
-to
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 U0 1-4
z REQUIRED REPORTS ANALYSIS SHEET
1. REPORT TITLE
2. DATE ANALYZED
?
3. AUTHORITIES OR DIRECTIVES REQUIRING THIS REPORT
1; REPORT FORMAT (Form
5. FREQUENCY OF REPORT AND NUMBER OF COMPONENTS REPORTING
no., memorandum., machine
(0 DAILY ^ MONTHLY ^ SEMI-AN ^ SITUATION (No*
tabulation, etc,)
- - of reports received
WKLY QTRLY Q ANNUALLY annually)
^ OTHER
6, NUMBER OF COPIES REQUIRED AND THEIR DISTRIBUTION
7.-Considering every organizational element of the Agency concerned
with this report, what is your best estimate of the total man days
expended annually in its preparation and handling? .................
8. Complete the following using Space 9 if necessary:
YES
NO
a. Does this report duplicate in whole or in part any other report known to
exist in the Agency? -Ifsoexplain._
b. Is the information required by your office appropriate to its assigned
functions, responsibilities, and authority?
c. Is the information required actually and actively used as a basis for
plans, actions, or decisions, and does such use fully justify the cost of
the report?
d, Is the information reported in more detail, submitted more frequently, or
given wider distribution than is necessary to serve the purpose for which
the report was established:
e. Does the need for this report result from administrative or procedural
problems which should be corrected, rather than reported? If so, recom-
mend changes,
f. Is the report designed to serve a purpose which could be accomplished more
effectively some other way such as through direct supervision or inspec-
tion? If so, recommend an improved way.
g. Is the form or format of the report adequate with respect to: (1) Spacing?
(2) Weight of paper? Can sufficient copies be prepared at one typing?....
(3) Foss 'o `e%eas?e2C~~/118taCIcDP400 90R ...............".
FORM NO., 1133 (Test) Aug 54. ATTACHMENT A
 9. What is the,justificat_i.on for continuing the requirement for this report? Recom-
mend any revisions.. In your appraisal consider the volume of data already collected,
anges in organization and functions, program progress, trends, etc., since the
orting requirement was established,
(Continue on separate sheet .if necessary.)
REPORT WAS ANALYZED LAY. ?.
ate.. :i..
COi IPON} NT
BUILDING
ROOM NO.
PHONE
;. i ;VT?`;~ 13Y CF"I'('EFS OF CO.?IPONFNTS
NENDATICNS
(Continue on separate sheet if necessary.)
SIGNATURE
TITLE
DATE
"FONS '
Continue on separate sheet, ifecessary_L _.
SIGN!' TiJRJ
TITLE
DATE
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FORM 10 . 1L 3 (Back
 _
;~,~,pp
PREPARED REPORTS ANALYSIS SHEER
X REPORTS ANALYSIS SHEET
l.. REPORT TITLE
2, DATE ANALYZED
3. AUTHORITIES OR DIRECTIVES REQUIRING THIS REPORT
G. REPORTING FREQUENCY (Daily, weekly, mon-
5, REPORT FORMAT (Form no., memo, machine
thly, as situations occur, etc,)
tabulation, etc,)
6, NUMBER OF COPIES PREPARED AND THEIR DISTRIBUTION
7, BRIEF DESCRIPTION OF HOW REPORT IS PREPARED (Include information on records;
maintained, machines utilized, requirements for data from other offices, average
number of pages per report, etc.)
T .'Complete the.fallowing.using Space 10 if necessary:
YES
NO
a. Does information in this report duplicate in any manner data contained in
other reports your component prepares? If so, specify the reports,
b. Is the information reported in more detail, submitted more frequently, or
given wider distribution than is considered necessary? If so, explain an
recommend changes.
c. Is your office able to meet the required submission date for this report
without detriment to operations? If not, explain. Specify if any over-
time has been required to meet due dates. Recommend changes.
d. Is the form or format prescribed for the report adequate with respect to:
(1) Spacing? .............................................................
(2) Weight of paper? Can sufficient copies be made at one typing?.......
(3) Possible elimination of transmittal correspondence? ..................
e, If the report is reproduced by mimeograph, Ditto, multilith, etc., do
the masters contain the maximum amount of preprinted data (headings,
f. Are instructions for the preparation of this report clear and complete?
g. Would your office continue to:
(1) Maintain .............................
(2) Compile....................
. ........
the data being submitted in this report if the directives for its sub-
mission were rescinded? If s ?
CIA-RDP74-00390R000100020001-4
FORM NO. 144 (Test) Aug 514. ATTACHMENT B
Rcleacc 7nn1/nRf98 ? c
~a
nns
 9. Considering R
g o ~#r Q0,01 ?Q~42Q~1 4
your best estimate of the tot
al man days expended annually in the prep--
aration and handling of this
report? .................................. ..
?:hat is your apprr:,:i.sal of
l;hi.s report? ~M~Reco,unrnd any improvements, including
revised preparation procedure
s.
(Continue on separate sheet, if necessa
REPORT WAS ANALYZED BY:
'COMPONENT
BUILDING
ROOM NO.
PHONE
REVIEW BY CHIEF'S OF COMPONENTS
RECOMMENDATIONS'
c a
SIGNATURE
TITLE
DATE
RECOMMENDATIONS'
(Continue on separate sheet if necessa
SIGNATURE
TITLE
DATE
 Approved For Release 2001/08/28 : CIA-RDP74-00390R000100020001-4
SAI1PLE OFFICE REGULATION FQR OPERATING
A REPORTS MAPNAGEf? NT PROGRAM
0
REPORTS MANAGEMENT
Rescission: ABC Office Notice No. 00
CONTENTS
Page Page
PURPOSE.... ...... ........ 1 DEFINITIONS.................. 3
SCOPE... ................. 1 RESPONSIBILITIES............. 4
POLICIES ................. 2 PROCEDURES................... 5
1, PURPOSE
This Regulation establishes requirements for a continuing
Office-wide Reports Management Program designed to:
a. Eliminate and prevent,unnecessary reporting.
b. Insure that instructions' forms, and procedures for
necessary reporting are clear qnd complete, end provide
simple, direct, reporting.methq,ds.
c. Improve the quality of reports,
d. Provide central reference points for information on
reports.
In brief, our objective is. fewerreports, better reports, at
less cost.
With the exception of those reports 4nd.documents listed in
Enclosure 1, the Program includes all recurring administrative
or management reports which ABC Office components either re-
quire from, or prepare forr-
a. Other Headquarters components, including those in the ABC
Office.
0
b. Any continental or overseas field activity.
c. Any organization (Federal or private) outside the Agency.
Emphasis is thus placed on managing recurring administrative
or management reports. However, this does not exclude applying
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 Approved For Release 2001/08/28 : CIA-RDP74-00390R000100020001-4
reports management principles to one-time reports, or those
which provide for the collection, production, or dissemination
of intelligence.
3. POLICIES
a, Report Directives. Requirements for reports shall be
stated in clear and complete written directives rather
than orally.
b. Essentiality. Reports shall be required only to collect
essential information, as distinct from that which is
merely interesting or informative.
c. Duration and Frequency. Reporting requirements shall be
continued only as long and submitted only as frequently
as circumstances dictate.
?
d. Consolidation. Related reports in the same subject matter
area shall T.be consolidated wherever possible.
e, Summarization. Reports shall be summary in nature insofar
as practicable, and devoid of unnecessary detail,
f. Economical Procedures. Reporting procedures shall be as
simple and direct as possible. Existing basic records shall
be employed as sources to the fullest extent. Methods of
preparing and transmitting reports shall be the most econom-
ical consistent with the end use of the required information.
Reports that are self-identifying shall be forwarded without
transmittal correspondence.
g. Creation Control. The following controls over the creation
of reporting requirements shall be maintained:
(1) Proposed reporting requirements shall be reviewed and
approved by a Reports Control Authority.
(2) Each new or revised requirement for a recurring report
shall be reappraised within three months after submis-
sion of the first report.
(3) Each reporting requirement initiated by an ABC Office
component and not exempted from the Program shall be
assigned a reports control symbol. Such a symbol will
identify a requirement and indicate to activities or
offices which are to prepare the report that the re-
quirement has been approved by appropriate authority.
A reporting requirement exempted from the Program shall
be so identified in the report directive. Reports
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i
4.
control symbols shall be cited in report directives
and in reports submitted accordingly. Personnel re-
ceiving a report directive which does not cite a
reports control symbol or an exemption clause shall
refer the matter to their Reports Control Authority.
h. Periodic Review. Each requirement for a recurring report
which an ABC Office component has established, and each
similar requirement placed upon an ABC Office component,
shall be reappraised at least annually. The need for
required reports shall be fully justified. Prepared re-
ports shall be analyzed with a view to improving prepa-
ration procedures, and recommending to requiring offices
ways to reduce or simplify reporting.
a. Report, An account or statement of information in written
narra 've, tabular, punch card, or graphic form, and trans-
mitted from one organizational element to another on a one
time or recurring basis.
b. Administrative or NNianagement Report. As distinguished from
an operational or intelligence report, it is a report that
provides for administrative or management control over an
activity or operation.
c. Recurring Re ort. Either a periodic report which conveys
essentially the same type of in ormation at prescribed
intervals (daily, weekly, monthly, etc.) or a situation
report which is prepared on each occurrence of an even
of certain prescribed characteristics.
d. Required Report (Incoming Report). A report which a com-
ponent requires from one or more other elements. The
report is an incoming report to the office which requires
i t,
e. Prepared Report (Outgoing Report). A report which a com-
ponent prepares a he request of another element. The
report is an outgoing report from the office which prepares
it.
f. Reports Control Authority. An official responsible for
reviewing and approving ABC Office reporting requirements
and assigning reports control symbols thereto. Reports
control authority is assigned to:
(1) The ABC Office Area Records Officer who has jurisdiction
over:
(a) Reports required from, or submitted to, Agency
components outside the ABC Office.
3
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(b) Reports submitted from one ABC staff or division
to another.
(2) Division and Staff Chiefs or their designees who have
jurisdiction over reports submitted solely within their
respective components.
?
g. Reports Control Symbol. A symbol of identification and
approval assigned to a reporting requirement by a Reports
Control Authority. A reports control symbol is composed
of the organizational symbol of the component which requires
the report, the abbreviation "rep" for "report," and the
numerical designation of the reporting requirement.
Numerical designations are assigned in consecutive order as
reporting requirements are reviewed and approved by a
Reports Control Authority. Numerical designations for intea
division or staff reporting requirements are enclosed in
parentheses--e.g., A'3C/PD-Rep-(l). Designations for inter
division or staff reporting requirements, and those placed
upon Agency components outside the ABC Office, are not so
enclosed--e.g., ABC/PD-Rep-1.
5. RESPONSIBILITIES
a, The Chief, Admini strative Staff, in collaboration with the
ABC Office Area Records Officer, shall:
(1)
Direct and coordinate the overall Program by providing
staff guidance and all basic plans, policies, and
procedures.
(2) Review and approve reporting requirements under juris-
diction of the Area Records Officer, and recommend ways
to eliminate, simplify, or otherwise improve reports.
Recommendations which cannot be resolved between the
Chief, Administrative Staff and chiefs of other com-
ponents shall be referred to the Chief of ABC.
(3) Conduct studies and reappraisals, maintain records,
publish lists of reporting requirements, and submit
reports in accordance with this Regulation and the
"ABC Office Reports Management Program Guide."
(4) Maintain liaison with the Management Staff, Reports
and Correspondence Management Branch, for staff
guidance and participation in the Agency Reports
Management Program.
?
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 Approved For Release 2001/08/28 : CIA-RDP74-0039OR000100020001-4
4
b. Division and Staff Chiefs or their designees shall review
and approve reporting requirements under their jurisdiction,
conduct studie's and reappraisals, and perform such other
Reports Control Authority functions as necessary to meet the
requirements of this Regulation and the "ABC Office Reports
Management Program Guide."
6. PROCEDURES
a. Request for Approval of a New or Revised Reporting Requirement.
AIr new or revised reporting requirements originated within
the ABC Office shall be submitted to the appropriate Reports
Control Authority for approval prior to being established.
Originators shall submit the following material through chan-
nels:
(1) An original and one copy of Form No. 1142 (Enclosure 2).
(2) An original and one copy (in draft form) of the proposed
report directive, including all forms, instructions, and
procedures proposed to be issued.
(3) Any additional supporting material that will assist
approving officials with their review.
IR
b. Transmitting Copies of Report Directives to Re orts Control
Authorities. immediately upon issuing a directive which
initiates, revises or rescinds a reporting requirement, the
originator shall forward a copy of the directive and all
supporting material to his Reports Control Authority.
c. Discontinuing Reporting Requirements. The appropriate Reports
Control .u on y shall be notified immediately upon the dis-.
continuance of a reporting requirement.
d. Requests for Reports Received from Components Outside the ABC
Office, All requests received directly from components out-
side the ABC Office shall be brought to the attention of the
Chief, Administrative Staff.
U. R. WRIGHT
Chief of ABC
is
Enclosures:
1. Types of Reports and Documents
Exempted from the ABC Office
Reports Management Program
2. Form No. 1142, Request for Approval
of a New or Revised Reporting
Requirement
5
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 Approved For Release 2001/08/28 : CIA-RDP74-00390R000100020001-4
TYPES OF REPORTS AND DOCUMENTS EXEMPTED. FROM THE
ABC OFFICE REPORTS MANAGEMENT PROGRAM
1. Reports providing for the collection, production, and dis-
semination of intelligence.
2. Reports of. inspection prepared by inspectors general.
3. Official reports of audit, survey, or investigation by
administrative bodies appointed for that purpose.
4. Formal reports of official proceedings.of formally con-
stituted judicial or administrative bodies appointed for
that purpose.
5. Formal reports of findings, recommendations, or actions pre-
pared by special committees or boards appointed to inquire
into and report on a particular matter. However, recurring
reports initiated by such committees or boards to obtain
data required for their work are not exempt under this pro-
vision.
6. Comments and/or concurrences as part of routine clearance of
? proposed actions, requisitions, or publications.
7. One-time recommendations, suggestions, or evaluations as to
plans, policies, or procedures, and official employee or
beneficial suggestions.
8. Replies to requests for suggested agenda for meetings.
9. Agency budget requirements:
a. The annual budget estimate or request for funds re-
quired by law. This exemption does not include
periodic collections of data used to develop or sup-
plement budget estimates or fund requests.
b. Reports upon apportionment and allocation of appropriated
funds.
ENCLd$URE 1
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 Approved For Release 2001/08/28 : CIA-RDP74-00390R000100020001-4
TYPES OF REPORTS AND DOCUMENTS EXEMPTED FROM THE
ABC OFFICE REPORTS MANAGEMENT PROGRA4 (CONTINUED)
10. The following operating documents:
Affidavits
Agreements
Announcements
Applications or requests
Authorizations
Bids
Bills
Bills of lading
Certifications
Claims
Contracts and initial
allied papers
Depositions
Guarantees
Identification
Leases
Liens
Oaths of office
Payrolls
Permits
Performance bonds
Receipts
Receiving-and-inspection forms
Requisitions
Sales slips
Shipping orders
Specifications
Statements of witnesses
This exemption covers only the actual operating documents them-
selves. Reports concerning progress in preparing, numbers proc-
essed, etc., are not exempt.
D
40
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 Approved For Releaae 2001/08/28 c'i^-Rnpza-nn-anDLQQQ1peg2O&&+- !
UEST FOR APPROVAL OF A NEW OR REVISED REPORTING UIREMENT
DATE RFQUEST
SUBMITTED
T0:
C OUGH:
. TITLE ? OF' REPORT
CHECK WHICH 3. IF REVISED, INDICATE NATURE OF REVISION
^ NEW .
^ REVISED
L. LIST ANY REPORTS TO BE SUPERSEDED BY THIS NEW OR
REVISED REPORTING REQUIREMH T
5. PROPOSED DURATION OF REPORT
^ INDEFINITE
^ TEMPORARY (Designate period.)
6. DIRECTIVES OR AUTHORITY (ORIGINATED BY. YOUR ORGANIZATIONAL ELEMENT) REQUIRING THE
SUBMISSION OF THIS REPORT
OTHER CURRENT DIRECTIVES, AUTHORITIES, OR INSTRUCTIONS AFFECTING THE REPORT
8. REPORT FORMAT (Form no,, 9. REPORTING 100DATE REPORT IS DUE IN YOUR
machine tabulation, memo) FREQUENCY OFFICE
etc.)
lle SUPPORTING MATERIAL REQUIRED TO BE SUBMITTED WITH THE REPORT-
12, ACTIVITIES OR COMPONENTS REQUIRED TO
SUBMIT THIS REPORT
roved For :R
FORM 11t2 (Test) Aug 54
13. DISTRIBUTION OF REPORT
ORIGINAL:
COPIES:
ENCLOSURE 2
 14. DETAILED P1}~;?: rAXP 16111 t., R
15, PERSON TO CON-
IJAiM,
BUILDING
ROOD AdO.
PHONE
TACT F..12GA'RDIVOT , THIS
REPORT
.. !
'REVIEW BY CHITTFS OF COMPONENTS
~COIiF' MATI( NB
SIGNATURE -
TITLE
DATE
RFC O111ENDA T IONS
SIGNATURE
TITLE
DATE
RETURNED, APPROVED
SIGNATURE (Reviewing Official)
ATE
(3 RETURNED, DISAPPROVED
11 C51MENTS' d'2 1IFM Rel
ease 2001/08/28: CIA-RDP74-0039080001000
_.~
0001-4
Y~
FORM U2 (Back)
 Approved For Release 2001/08/28 : CIA-RDP74-0039OR000100020001-4
ANALYZING
REQUIREMENTS FOR ADMINISTRATIVE OR MANAGEMENT
REPORTS
. MANAGEMENT STAFF
RECORDS MANAGEMENT DIVISION
NOVEMBER 1954
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l!
 Approved For Release 2001/08/28 : CIA-RDP74-0039OR000100020001-4
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.
0
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QUESTIONING THE BASIC NEED FOR A REPORT . . . . . . . . . . . . . I
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, 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 asa 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 "pit'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; butthere 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 length 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 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 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 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 covering correspond-
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 these c ri to r i a is to require 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 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. Fo.r 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 will
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 bytheoffices
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 of
date, o r p rec i se s i tuat i on 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-
ble.
Specify when the requirement becomes
effective, such as the date that the
first recurring repo rt i s to be re-
ceived, or the first period to be
covered.
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
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,
evaluation, or other use of the data
when it is received.
Be sure the form includes information
on where the report is to be forwarded,
and from whom it is sent ('from' and
'to' information), in order to avoid
use of separate transmittal corre-
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 sourcefrom which the in-
formation is to be obtained to ( I )
assist the preparing office in easy
compilation, 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 (1) 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...
V Do they wish to remain on distribution?
V Can they obtain similar data from another source?
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?
? 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 lith, 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-
Iated.
3. Assure that the following essentials of a good reporting requirement
answer these needs...
\/ Realistic reporting frequency.
J Practical due date.
v' Efficient format.
v' Clear and complete written directive.
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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LETTEREX
WHAT IS IT?
LETTEREX IS TISSUE STATIONERY WITH A SHEET OF ONE-
TIME CARBON PAPER ATTACHED. ITS USE SPEEDS TYPING
OPERATIONS AND REDUCES CARBON SOILAGE OF HANDS.
STATIONERY, AND CLOTHING. NEATER TYPING PRODUCTIONS
REQUIRING LESS PREPARATION TIME ARE THE NATURAL
RESULT.
How IS IT USED?
LETTEREX IS ASSEMBLED FOR TYPING IN THE SAME MANNER
AS REGULAR STATIONERY; THAT IS, SIMPLY GATHER AS
MANY SHEETS AS THERE ARE REQUIREMENTS FOR COPIES.
ALINE THE BOND ORIGINAL AND LETTEREX AT THE TOP BE-
FORE INSERTING IN THE TYPEWRITER. WHEN READY TO RE-
MOVE CARBONS, SIMPLY PULL FROM THE TOP, HOLDING THE
ORIGINAL AND COPIES BY THE EXTREME LOWER MARGINS.
DO NOT SALVAGE THE CARBONS--THE TIME SPENT WILL OFF-
SET TYPING SAVINGS.
WHAT STOCKS ARE AVAILABLE?
PRESENTLY LETTEREX IS STOCKED IN SINGLE SHEETS ONLY,
IN WHITE, GREEN, AND YELLOW. SHOULD YOU CONSIDER IT
PARTICULARLY ADVANTAGEOUS TO USE PREASSEMBLED SETS,
CONSIDERATION WILL BE GIVEN TO PROCURING LETTEREX IN
THIS FORM. CONTACT THE REPORTS AND CORRESPONDENCE
MANAGEMENT BRANCH., MANAGEMENT.'STAFF, EXTENSION. 3742.
A REPRESENTATIVE WILL BE PLEASED TO.DISCUSS ANY OF
YOUR CORRESPONDENCE PROBLEMS WITH YOU.
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0
CORRESPONDENCE
MANAGEMENT
L
MANAGEMENT STAFF
RECORDS MANAGEMENT DIVISION
NOVEMBER 1954
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 Approved For Relea
CORRESPONDENCE MANAGEMENT
Is a continuing program to stream-
line and improve our correspondence
through... .
Is
Efficient style standards,
and procedures.
Substitutes for costly
dictated or drafted
correspondence
Effective writing techniques
THE RESULTS.,,
BETTER
nomical meanspondence prepared by speedie
LESS Correspondence to r, simpler, and more eco_
manage, dispose of, and Store.
CORRESPONDENCE
PLIED AT ONE MANAGEMENT IS
IS A VITAL PAR
OF TN . T TFETHAIN ROOTS OR OUR RE ORDND CORRECT!vE TOOL S RECORDS C0R0S CREATION PROBLEM. TO BE AP-
CEMENT PROGRAM. THUS IT
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HOW DOES CORRESPONDENCE MANAGEMENT MEET THE RECORDS CREATION PROBLEM?
The written word is expensive! Drafted or dictated correspondence costs
from $1.50 to $2.00 per page. A glance at your reading files (and some
simple multiplication) will quickly tell you that a major cost is in-
volved.
BUT CORRESPONDENCE COSTS CAN BE CUT!
POP- Rewrites and retypes can be avoided.
Routine dictated or drafted correspondence can be replaced by less
expensive substitutes.
- The creation of nonessential copies can be prevented.
Here's how you can make correspondence management work for you.
I. ADHERE TO AGENCY STYLE STANDARDS AND CORRESPONDENCE HANDLING PROCE-
DURES.
Uniformity is essential to efficient correspondence operations. It
prevents confusion and misunderstanding and thusspeeds work produc-
tion. Faster training and increased utilization of personnel also
result.
Agency correspondence standards provide this uniformity. They were
adopted from many tested systems and a consideration of Agency-wide
preferences and needs. These standards will be revised when neces-
sary. You can help! Your suggestions for their improvement will
always be welcome.
STRIVE FOR A STREAMLINED EFFECTIVE WRITING STYLE. Here are a few
tips.
USE...
Short words--about 165 syllables to 100 words.
Short sentences, averaging 17 to 23 words.
Personal references whenever possible.
The ACTIVE rather than the passive voice.
A clear, concise, sinewy sentence structure.
AVOID USING...
Annoying governmental jargon, trite phrases, and obsolete ex-
pressions.
Flowery or 'high hat, language.
Negative statements.
The overworked preposition.
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The four "S's""--Simplicity, Sincerity, Shortness, and Strength.
Concise, clear writing has a. far reaching effect. Less time is
.needed to read and understand it. Misinterpretations are avoided;
good relations are maintained. We can't all be literary masters.
We can strive, however, to rid our writing of the more common bar-
riers to effective communication.
3. USE FORM LETTERS (OR MEMOS) AND PATTERN CORRESPONDENCE WHENEVER
POSSIBLE. They'eliminate...
UNNECESSARY
TYPING
UNNECESSARY
DICTATING
UNNECESSARY
REVIEWING
0
UNNECESSARY
FILING
They speed up operations and simplify training by standardizing re-
petitive procedures.
4. USE A LESS EXPENSIVE SUBSTITUTE FOR TYPEWRITTEN CORRESPONDENCE WHEN-
EVER POSSIBLE.
Is a typed memo always necessary? If not,
dash off a note by hand on Standard Form
No. 64 (the blue half sheet Office Memo-
randum) or on a transmittal slip.
How about those transmittal memos you've
been using? Arethey all necessary? Per-
haps a hand-filled "buck slip" will do.
Or bettersti I I, consider revising the for-
mat of the material being transmitted to
provide spaces for "To, " "From, 11 and "Sig-
nature," and eliminate the transmittal
correspondence entirely.
Does every instruction or decision have to be in writing? Let I s
handle more of our routine business by telephone, or personal contact
if convenient.
40
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5. BE SURE EVERY COPY IS NEEDED.
Copies are costly! They add to the volume
of records the Agency must handle, store,
and dispose of. They slow down typing
operations. Often typing and proofreading
time is doub l ed when that "one extra copy"
makes two typings necessary. Put a price
tag on each copy. Route a single one to
several offices iftime and circumstances
permit.
COUNT YOUR COPIES; MAKE YOUR COPIES.COUNT!
HOW IS CORRESPONDENCE MANAGEMENT ADMINISTERED?
It is proposed that correspondence management be administered throughout
the Agency on adecentral ized basis--that is, through area programs serv-
ing specific components. The Reports and Correspondence Management Branch,
Management Staff, will provide staff guidance in planning and conducting
these area programs.
Let's briefly see how an area program is conducted.
STEP-1 - PLAN. YOUR FACT FINDING
YoutII need to get facts by several means. Consider these methods in
your plans...
- An inventory of unanswered correspondence.
- Employee interviews.
Observations of the flow and handling of correspondence.
Analyses of sample correspondence. Two sources are generally availa-
ble--reading files orextra copies collected over a sampling period.
0
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STEP 2 - GET ALL THE FACTS
You., I I want answers to the fo l lowi ng questions about your correspondence.
How does it flow to and from your office?
What is the average time lapse between
its receipt and the release of a reply or
acknowledgement? What percentage is dic-
tated or drafted:? How much is of such a
repetitive nature that form or pattern
correspondence could be used? Upon re-
view, what percentage is returned for re-
write or retype? To what extent is it
below average in quality? How much could
be replaced by informal notes or 'personal
contact? Are unnecessary copies being
prepared?
Look for ways to remove these barriers to the flow and production of cor-
respondence...
Nonessential control, review, and con-
currences.
Undefined quality standards.
The preparation of nonessential copies.
Nonconformance with standard Agency styles
and correspondence handling procedures.
Your analysis wi I I also disclose how form letters (or memos.), pattern cor-
respondence, and other cost-cutting substitutes for dictated correspond-
ence can be used. With standards furnished by the Management Staff you
wiII be able to determine writing faults and how to correct them. Plans
for a continuing correspondence management program should also be laid.
Correspondence management, like a pre-
scription, contains several remedial in-
gredients. A Staff member wilIbe pleased
to discuss correspondence management with
you and recommend a program to meet your
needs. Call extension 3742.
?
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Security Information
"k=
LOGISTICS
12 October 1953
STANDARDIZATION OF FILING SUPPLIES
?
1. Standardization of the specifications on supply items of general
Agency usage will effect substantial economies in procurement and stock-
keeping. Such standards have now been established for the following filing
supplies:
Stock No.
a.
Card, guide, file, presaboard,
angular metal tab, 1/3 cut with
lower projection:
(1) 1st position, legal
7530-005-4440
(2) 2nd position, legal
7530-005-4441
(3) 3rd position, legal
7530-005-4442
(4+) 1st position, letter
7530-005-4433
(5) 2nd position, letter
7530-005-4434
(6) 3rd position, letter
7530-005-4435
b.
Insert, metal tab for 1/3 cut
guide cards
7510-005-4443
?
c.
Folder, file, kraft, square cut,
Plain tab, reinforced, 11 point:
(1) Legal-size
?
7510-005-4436
(2) Letter-size
7510-005-4437
d. Folder, file, kraft, square cut,
plain tab reinforced, 11 point,
with fasteners in 1st position:
(1) Legal-size
(2) Letter-size
is
1
RESTRICTED
7510-005-4438
7510-005-41+39
M
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RESTRICTED
Security Information
e. Folder, file, kraft,' square cut,
plain tab reinforced, ll point,
with fasteners in 1st and 3rd
positions:
LOGISTICS
12 October 1953
Stock No.,
(1)
Legal-size
7510-005-4920
(2)
Letter-size
7510--005-4921
2. Offices should continue to requisition the file folders and
guides they are currently using. When present supply stocks are exhausted,
requisitions will be filled with the above standard items. Requisitions
thereafter should specify standard items.
3. Nonstandard items may be requisitioned only where special use
requirements exist. At such time as the Logistics Office notifies Agency
Offices that present supplies of nonstandard items are exhausted, requisi-
tions for nonstandard items shall be accompanied by written justification
to the Logistics Office concurred in by the Records Management and Distri-
bution Branch, General Services Office. Present usage of a specific type
of folder or guide is not of itself considered sufficient justification
for deviation from the established specifications.
OR THE DIRECTOR OF CENTRAL INTELLIGENCE:
L. K. WHITE
Acting Deputy Director
(Administration)
DISTRIBUTION: AB
2
RESTRICTED
?
?
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RESTRICTED
Security Information
LOGISTICS
13 November 1953
PROCUREMENT OF LETTER-.AND LEGAL-SIZE FILING CABINETS
?
0
1. Effective upon publication of this Notice, the following standards
are established for the procurement of letter- and legal-size filing cabi-
nets.
a. Cabinets without locks. Procurement of correspondence type
filing cabinets wl.U be restricted to standard five-drawer legal-
or letter-size cabinets. The cabinets established as standard are
equipped with guide rods and have 214-inch drawers. Requisitions
for legal-size cabinets will not be honored unless accompanied by a
Justification stating that an estimated 20 percent or more of the
material to be filed therein is of legal size. If it is estimated
that less than 20 percent of the material is of legal size, the
Justification should state the reason why letter-size cabinets can-
not be used.
b. Cabinets equipped with caU.nation locks. Purchases will be
limited to e s an ar our- awer com ination lock legal- or
letter-size cabinets, depending upon the size of the record material
to be filed. Requisitions for the legal-size cabinets will include
a Justification such as described in paragraph a.above. The cabi-
nets will be of a standard and type to meet the security requirements
of the Agency.
2. Where feasible, the files of organizational units should be cen-
tralized and various series of files combined so as to permit the use of
correspondence type filing cabinets without locks in vault areas instead
of the expensive type of equipment with a combination lock. The approval
of the Security Office is required for the establishment of a vault area.
FOR THE DIRECTOR OF CENTRAL INTELLIGENCE:
WBSTRICTED
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r.,~'/~/
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CENTRAL INTELLIGENCE AGENCY
SECURITY DESK TRAYS PRESENTED FOR YOUR USE AS
A FEATURE OF THE AGENCY'S RECORDS MANAGEMENT PROGRAM
The security desk trays shown above, were developed by the Agency
for the storage of yourday-to-day working papers. They offer a number
of advantages over the standard open-top trays and their -general use
throughout the Agency is recommended. Please review the advantages
illustrated on the succeeding pages. Your Area Records Officer will be
glad to discuss your problems and procurement and use of the boxes with
you. Additional information may be obtained by calling the Records
Services Division, GSO, Extension 3809.
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Security desk trays are the same general size as the usual open-
top desk trays but are available in both 2'h" and 4" depths. The 4-6
box is provided for persons whose work requires the retention at hand
of more material that can conveniently be packed in a regular desk tray
when putting current work away for night storage.
The trays will be available in both gray and mahogany-toned steel.
Both top and bottom are covered with anylon padding to prevent marring
and scratching desks. The top is removable and is easily put out of
the way by placing under the tray when in use.
The top is equipped with a pick-resistant key lock for protection
when the user is momentarily away from his desk. However, this does
not eliminate thenecessity for complying with existing security regula-
tions concerning the guarding and handling of classified documents.
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In offices where vaulted areas are not available, security desk
trays permit the overnight storage of material for from 6 to 9 persons
in a single safe drawer, dependent on the size boxes used. There is a
name plate on the side for the ready identification of the individual
users.
A considerable portion of the drawer space of all safe cabinets
are used for overnight storage. An honest effort to reduce overnight
storage requirements will afford considerable economies in the Agency's
procurement of additional safes and will make your office more com-
fortable by reducing the space required for new safes or by permitting
the transfer of unneeded safes.
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When vaulted areas are available or can be established, it is
strongly recommended that they be used for the overnight storage of day-
to-day work papers ofnearby personnel. This will eliminate the uneco-
nomical use of expensive safes and reduce security risk through the
reduction of the number of locks that can be left open. The pick-
resistant locks on the boxes are an assurance to the users that their
material cannot be tampered with or examined by other persons having
access to the vaulted areas after hours or during the users absence.
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Background Briefing Outline for
Records Disposition
I. What to we mean by records disposition
1. Definition of "disposition" in records work
a. to retain
b. to transfer
c. to destroy
II. Why we need records disposition
1. To control volume 1`'
19'6 fl
2. To cut maintenance and operating costs
3. To insure preservation of records that should be retained.
2+. To provide for periodic destruction of records of temporary value.
III. Historical development and legal background of the Governments'
disposition program.
1. 1789 - Act of Congress provides for "record keeping".
2. 1889 - First records disposition Act.
3. 1912 - Act amended to provide review by Librarian of Congress.
4. 1934 - National Archives Act. (list of records).
5. 1943 -Records Disposal Act. (list and schedules).
IV. Establishing a records disposition program.
1. The Records Officer - staff and line
2. Records inventory
3. Records scheduling (General schedules)
4. Records Evaluation (National Archives)
5. Records Center
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V. Operating a records disposition program.
1. Destruction in the office - line.
2. Records Retirement (role of the Center) - line
3. Post Audit of schedules - staff.
4. Review of requisitions for file cabinets - staff.
5. Annual Disposition Report to Staff.
Suggested reading
1. Beers, Henry P., Historical Development of the Records Disposal
Policy of the Federal Government, The American Archivist, 1944.
3. Disposition of Federal Records, National Archives Publication
No. 50-3, GPO, 1949
4. Schellenberg, T. R. The Appraisal of Modern Public Records,
National Archives Bulletin No. 8, 1956.
5. Federal Records Act of 1950.
6. Regulations of the General Services Administrathn, Title 3,
Federal Records.
2. Records Disposal Act, 1943.
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Background Briefing Outline for File Systems,
Equipment and Vital Materials
1. The Agency Filing System
1. Subject Numeric therory.
2. System simplifies reference
3. System cuts down on training time.
4+. System permits breaking of files.
II. File Equipment.
1. Good utilization waavnrial a good RM program
2. Review of requisitions.
3. Selling new ideas - shelf files- Vaulted areas- use of excess stock.
4. Assistance in-setting up new installations.
III. Vital Materials
1. Definition of VM (vs. inactive records ).
2. Deposit schedules.
3. The Vault operation.
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 W4 Al~~ -v-- ~
8o-
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Approved
p /28-CIA ~R39QI~000)
Slide No. 1 Four Bases for Evaluating Records
What are records worth? How do we evaluate them?
1. Evaluation - placing records on a scale of future use.
2. Value that records have
1. legal
2. admin.
3. Historical
4. Fiscal
3. Not one of these values necessarily stands by itself.
1. contract file
4. Evaluation is important and not easy - much can be at stake. There
are no push button solutions.
5? No records are absolutely valueless.
a. Bulk - cost of keeping vs. relative value.
OSS Files in NA
Personnel Files
Census Files - (Helen Moore)
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Slide No. 2 Administrative Value
1. Value in carrying on the work of the Agency.
2. Value may be long or short depending on purpose served.
a. Long term: Regulations - Directives - legal opinions -
lea7es - titles
b. Short term: Operating level records that are duplicated or
essentially duplicated at a higher level.
3. Duplicated Records (Exact copies)
(Where record copies are retained elsewhere)
a. Regultions, Notices, Handbooks.
(destroy when superseded or obsolete)
b. Dispatches - Cables - information copies-
c. Reports - finished intelligence - ORR, OSI, etc.
d. Exception - Two Ailes of duplicates sometimes retained - area -
subject. (Bob Hahn)
4. Essential Duplication -essential similarity of content
a. DD/P Support records - essentially documented in parent component files.
b. Drafts and Manuscripts of finished NIS. NA has agreed that we
need retain only the finished product
5. Duplication goes beyond Agency.
a. State Department Reports - record set retained by State - ours should
be disposable.
b. Este tial or artia upZ' tion o infoation tlleq d withi
int Lmgence c itv.
6. Controls on pending actions - short term value.
a. logs and tickler files.
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Slide No. 3 "Fiscal Value"
1. This is a monetary value.
a. Budget files - Expenditure files - general ledgers - Vouchers
and other supporting papers.
2. Fiscal Value is a type of administrative value but such records are
surrounded by special considerations - evaluation to great extent has been
done for us by NARS.
a. Form and content dictated
b. Record keeping standardized-common to all Agencies
c. Across the board disposition standards developed by NARS
d. These standards are applied in Agency (Question: H. M.)
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Slide No. 4 "Legal Value"
1. Records can have this value to the Government, individual citizens
or corporations.
2. Duration of legal value varies with kind of legal point involved.
a. Indefinite-enduring legal value in laws of U.S. and their inter-
pretation.
b. Real estate records - can have long term value.
c. Contracts - value declines sharply after settlement-statutes of
limitation.
d. Personnel Folders - retirement rights of individuals (75 years)
e. Military Service records - individual and Government rights
involved for more than one generation.
3. Legal values must be determined
a. In some cases records analysts may recognize this value from
experience or personal knowledge
b. Where any doubt exists consult the General Counsel.
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Slide No. 5. "Historical Value"
1. Records tell a story that enables us:
a. to reconstruct the activities of the Agency.
b. to studye the past
c. to furnish data for new findings.
2. The story they tell can be important to
a. The Agency
b. Other Agencies or Congress
c. Scholars
3. Agency Application
a. Reconstruct Activities
(1) Historical staff studies on past organization, methods and
value of product.
(2) ORR Activities
Regulations and internal directives spell out organization and mission
To's show what kinds of people and how many were used to do the
job.
Correspondence files of the Office fill in details of how and
why the job was done.
Finished intelligence reports show what was done.
b. Study the Past
(1) Information gathered in carrying out an Agency function can
have values completely different from those for which it was
collected.
(2&) WPB files transferred to IR
(3) Agency use of Mission to China WW II records in NA- microfilmed them.
(1i) Agency use of WW I State Department files in NA to secure a book
on Manchuria.
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c. Furnish Date or Information for developing new findings
and conclusions.
(1) Assessment and evaluation studies and statistics.
(2) Special studies and research by Medical Staff.
(3) Trade craft accumulated in operations - historical library.
1.. What records are likely to have "Historical Value"?
a. Both Top Management and Operating level records.
b. In our Agency we can't assume that the higher th~organization the
greater the historical value of its records. }}
Cite: Rescheduling of DDS records
c. The records analyst in evaluating records from a historical point
of view must constantly ask himself the question: "Are these
records necessary to an understanding of the operations of the
Agency, or are they adequately incorporated or summarized in records
at a higher level:" Do highs level records tell why the action was
taken and how it was taken, or must they be supplemented by records
down the line?
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Slide No. 6. "Sample Records Control Schedule"
1. When permanent and temporary records have been identified you
are ready to publish your disposition plan.
Problem:
a. Give one example of records that may have historleal
value. Select records created in your oqn Office.
b. Give reasons for your selection.
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Page 1
1. By refining your program and schedules.
2. By simplifying your pvegrai:R-in order to remove any "bugs".
3. By applying your
Card No. 1 - "Refine"
1. Annual inventories of /*ords and a personal audit of your
program will reveal needed refinements.
Card No. 2 - "Match Inventory and Schedule"
Card No. 3 - "Complete Schedule Coverage"
1. Are all records covered by schedules?
2. Were some files missed on the first inventory?
3. Are some files no longer created?
4. Have new functions created new records?
Card No. 1 - "Clarify Scheduled Items"
1. Are descriptions clear
a. Title of File - (Personnel Folders or Personnel Travel Folders)
b. One line descriptions seldom adequate. (Chewing gum wrappers
indicate range of flavors, color of wrappers and trade names
represented.)
Case Files - what kind?
A 4 min Files - whose-what kind?
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page 2
2. Are disposal instructions clear?
a. Permanent and Tmeporary - Screen out and destroy temporary
material. Transfer permanent material to Records Center.
b. Retain or destroy.
c. Case files - destroy after 2 years - 2 years after what?
Card No. 5 - Plan File Breaks
1. The file break or cut off is one of the most important aids to
records disposition.
2. File break means - stop filing on a given date or upon occurance
of a specified event in an established file - and begin a new file.
a. Chrono File - easy to break.
b. Subject File - break annually.
c. Personnel Files, Contract Files, Project Files - remove to in-
active file after occurance of a specified event. (Question:
Bill Vaughn or Source files.)
d. Files not broken are not manageable.
e. File breaks should be shown in your records control schedule.
Temporary - Destroy after 2 years. Break files annually; hold
1 year, then destroy.
Card No. 6 - "Determine Transfer Date"
1. Schedule indicates period of time to elapse before transferring
to records center.
2. Study growth of files - try to schedule transfers of no less than
1 cubic foot.
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Page 3
Card No. 7 - "Simplify"
1. Faults and weaknesses appear in the best of schedules with the
Gpassage of 4- 1-=
2. Sometimes we knowingly include a weakness in order '-6 get schedule
completed. "Temporary - Retain in Office indefinitely. (Destroy
after death of Miss Grimsly.)
Card No. 8 - "Reduce Retain Items"
1. Retain items means permanent items. (forever)
2. GOV. 26% CIA 16%
3. Permanent tag is easy way out of a difficult decision in starting
a disposition program.
1. Question retained items - are they worth keeping more than 500
years?
Card No. 9 - Shorten Retention Periods"
1. Uncertainty results in longer retention periods than may be necessary.
2. tell us how long we must keep some records.
3. Where administrative needs alone determine retention periods -
reexamine.
Card No. 10 - "Avoid Screening"
1.
For these reasons:
a.
Costly - 43.50 per cu. ft. ($1.00 cu. ft.)
b.
Dosen't get done - hence records accumulate.
2.
Screening may be justified if:
a. 60% of files can be destroyed.
b. It prevents permanent retention of large percentage of
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Page 4
3. Prevent screening by installing a good file system.
Card No. 11 - "Separate Temporary and Permanent!`
1. Separation avoids screening.
a. Personnel Folders - left side.
b. Subject Files in ORR - blue tab for permanent material.
c. TVA - Army
Card No. 12 - Uneeded Filing
1. Drop in wastebasket as well as "file" box.
a. Notices to employees.
b. Extra copies of memos, cables, dispatches used only for in-
formational purposes.
Card No. 13 - "Apply"
1. Disposition program is worthless unless schedules are applied.
Card No. 14 - "Eliminate Nonrecord Material"
1. Purge main files of:
a. Stacks of internal or external issuances being held because
some one may want one.
b. Rough notes, drafts and other working papers that belong in
an individuals working files.
c. Unused copies of Hand-Books or other publications.
d. "Personal" files of memos and other -t_ accumulated by
individuals.
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Page 5
Card No. 15 - "USE Disposal Authority Promptly"
2. Try to set a time when activity is slack.
3. Disposal Tickler File - basic tool for control.-
1. Set a time for disposal action in offices - January, June or both.
Card No. 16 - "Transfer to Records Center"
1. Transfers - made this a part of your annual or semi-annual file
cleanup.
2. Details on transfers will be covered later in the Center.
Card No. 17 - "Review Equipment Purchases"
1. Can reveal situations where schedule is not being applied.
2. Control of equipment and space utilization is the money measure of
Card No. 18 - "Keep Schedule Handy"
1. People responsible for keeping files should have a copy of their
schedule.
2. Don't hide schedule in some administrative officers files.
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The Problem
Whether unneeded papers are being filed and maintained.
Discussion
Abraham Lincoln said he liked the question mark because it "had a
hook in it." The answers to the questions on Why and When should
be red flags indicating that something is wrong. No real need for
the file can be revealed. The wwork that goes into filing is not
rewarded by much use of the file.
The Additional Facts show that this file merely duplicates in part
records which are well organized and maintained elsewhere in the
division. It is a reference or convenience file of non-records.
Preferred Solution
Dispose of file immediately as non-record.
Discontinue file.
Return cabinets to stock.
Results
Cabinets., floor space, paper, and filing time.saved.
Number of file copies reduced and valuable secretarial time
released for other work,
b1'
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PREVENT UNNEEDED FILING
Monthly Activit
PUT
A
HOOK
IN
IT
Age 0 1958
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1959
WHAT are these
records?
A DIVISIONAL central correspondence file
.
WHERE are they
In the division director's office.
uses these
YVHV
i`?`' ""
records?
The division director and his secretary.
are they
To check for previous correspondence when nothin
HOW
used?
g
can be found in the SECTIONAL files.
WHY are they
used?
Sectional files are 6 doors down the corridor.
WHEN are they
used?
Constantly for filin infrequently for reference.
ADDITIONAL FACTS: EACH SECTION of the division MAINTAINS A CASE FILE reflecting the official
actions of the section. These case files are the key records of the division. They include in them all
correspondence, memoranda and reports of the sections. They are filed within year by case number.
They are indexed by name and subject.
PLAN YOUR IMPROVEMENT. Indicate on the file cabinets above what. should be done with
these records. Give reasons for decision below.
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About 3
References
A Year Per Drawer
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Hand out Worksheet No. 2
The Problem
To decide what records in the agency procurement office should be
1. destroyed
2. transferred out
3, kept in the office
~P vA F 4- V
Discussion - aka, ~
Decisions should follow schedule instructions, if there is one. In
this case the records are covered by an agency schedule (Item 7, Work-
sheet No. 4). This schedule item is identical to General Records
Schedule 3, which provides for the disposal of these records 4 years
after the fiscal year in which final payment is made.
Monthly reference figures on top of cabinets show yearly needs for
the records.
Records for FY 1954 are no longer used or needed.
Records for FY 1955 and 1956 are seldom used.
Records for FY 1957, 1958, and 1959 are used frequently.
Preferred Solution
FY 1954 - Destroy records
FY 1955 and 1956 - Transfer records to Federal Records-Center.
(Center can handle one reference per file drawer per month.)
FY 1957 - Transfer records to Federal Records Center at end of
current fiscal year.
FY 1958 and 1959 - Keep in the office.
1st, 2nd, and 3rd cabinets - Return to stock.
4th cabinet - Keep in office to start FY 1960 file.
One half of the cabinets removed and still room for next year's file.
0
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No.2
USE DISPOSAL AUTHORITY PROMPTLY -
*RANSFER TO RECORDS CENTERS
Age0 FY 1954
No One Three 7Fifteen Forty
Ref 'References eference References References References
Monthly Monthly Monthl Monthly
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ADDITIONAL FACTS: Records are filed in the agency procurement office. They are used by contract
technicians in developing contracts and handling contract problems. Records are not needed 4 years
after the fiscal year in which final payment is made. Final payment is made in the year as shown above
for each of the fi le cabinets.
Note on each file cabinet your decision on which records you would DESTROY, TRANSFER,
or KEEP IN THE OFFICE as of now.
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Hand out Worksheet No. 3
The Problesi
To reorganize a file so that records can be moved out of it
quickly and easily without impeding current use of the file.
Discussion
File appears to be needlessly disorganized and disarranged. The
Additional Facts show the active files can be grouped into definite
categories.
Preferred Solution
Transfer Inactive. closed case files to the Federal Records
Center thus eliminating one cabinet.
Look over your Active file to see if it can be broken into
groups or series to make transfers and disposal easier.
Precedent Rulings. These will be needed in the office
for a long time.
Case File. Can be transferred shortly after the case
is closed.
Administrative File. Of current usefulness only. Can
be destroyed in a year or so.
A mixed file is subdivided into 3 groups or series thus making it
easier and quicker to use the records as well as to schedule them
for transfer and disposal.
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 I N ftflIbIfetHE 20fftb k(ffDP74-0039OR0001 00020001-4
nl
n
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Active
Active
n
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Active
Active
Active
n
n
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n
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Active
Inactive
Inactive
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Inactive
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Empty
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Empty
Age (Overall 1946 Through 1959)
No. 3 LA
ADDITIONAL FACTS:
This office is responsible for the approval of equipment of all types used in agency projects.
1. Drawers marked" INACTIVE" contain closed case files only.
2. Drawers marked "ACTIVE" contain material which could be grouped into the following classes.
The folders are filed alphabetically by subject without any grouping.
a. Copies of Personnel Records
b. Budget Papers (Worksheets and copies of ,estimates used for convenience)
c.. Copies of Reports (including statistical, narrative and work progress reports)
d. Precedent Rulings (from the General Counsel's Office settling legal questions
about the projects and the use of equipment)
e. Correspondence, etc. (used for reference, containing catalogues and prices lists from manufacturers)
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'C:O9-
WHAT WOULD YOU DO FIRST -
WRITE YOUR DECISIONS ON THE FILE CABINETS AND NOTE BELOW THE IMMEDIATE BENEFITS
Y?HAVE ACHIEVED.
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Hand out Worksheet No. 4
THE TITLE OF THE FILE, followed by a brief description of the
records.
Find out how long the records are needed and then give instructions
on retention or disposal. If transfer to a Federal Records Center
should be involved, so indicate.
From Worksheet No. 3 and the discussion we have learned that the
Administrative File, made up of copies of records filed elsewhere,
is used for no longer than 2 years.
W
The Problem
To add to an agency's schedule, an item covering a file that is
presently unscheduled.
Discussion
On Worksheet No. 4, following the model of items 3, lt, and 7, write
schedule item for the Administrative Files, which are not covered.
Give:
Preferred Solution
The new item (No. 5) should read:
5.
ADMINISTRATIVE FILE, including copies of personnel records and
budget papers maintained for convenience of reference, copies
of reports, including work progress, statistical, and narrative,
which are prepared in the office and forwarded to higher levels;
catalogues, correspondence with manufacturers, price lists, and
similar materials.
DISPOSE after 2 years.
You have written schedule items, which when authorized, will allow
you to move records out of office space and dispose of them regularly
without delay or uncertainty.
Note: If you have written for the Administrative File, "Dispose after 2
years," as do many schedules, see if by what you do on the next
Worksheet this can be made even clearer.
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 PRECEDENT RULINGS ON THE USE OF EQUIPMENT IN AGENCY PROJECTS. Includes
correspondence leading to request for decision and the decision received from the General
Counsel's office.
These are records of continuing value representing legal interpretations and authority for technical
decisions.
PROJECT CASE FILES, including requests from project supervisors for approval of equipment,
technical review data and correspondence with manufacturers, the Bureau of Standards and
project supervisors, copies of approvals or disapprovals and related records.
 An1provPdFnr Rplpasp 2001/08/28 ? CIA-RDP74-0039OR000100020001-4
Hand out Worksheet No. 5
The Problem
To "break" records so that it is easy to:
1. Apply a 'schedule and
2. Plan for future accumulations of records
Discussion
Define file breaking for class, and remind it of what was. said about
breaking files in flannelboard presentation.
Preferred Solution
1st Cabinet.- Place Precedent Rulings in top drawer.
Leave next drawer for expansion. This
leaves plenty of rams for some years to
come.
Place Project Cases in drawers 3 and 4.
Leave drawer 5 for inactive folders.
.2nd Cabinet - Break Administrative File into yearly segments.
Place 1959 folders in top drawer,
1958 in 2nd drawer,
1957 in 3rd drawer (these can be destroyed at
the end of the fiscal year),
1956 and earlier can be destroyed now.
Rubbers and coke bottles can still go in the
bottom 2 drawers.
3rd Cabinet - Return to stock.
Item 5 (Worksheet No. 4) can now be changed to read:
each year and dispose of file when 2 years old."
'Results of Worksheets 3 and 5
"Break file
Cabinets reduced from 4 to 2 with room left for expansion. Files
broken do .that like things are together in 3 series and old papers
are not intermingled with new ones.
9 cu. ft. destroyed in the office, over 1/4th of the previous total.
A transfer of 7-1/2 cu. ft, to the.FRC, another 1/4th of the original.
total.
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 ArtANorp1ILEe 2 fREA8KSA-RDP74-0039OR000100020001-4
`~J J Avoid Screening
Age 1P (overall .1946 through 1959)
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>3
No. 3.
(Refer to Worksheet
No. 3. These are
the records remaining
in the Files after the
Inactive Records were
transferred, and 1
file cabinet returned
to stock)
We have three cabinets of records which contain the general subject file marked "ACTIVE" in Example
We have separated the file folders into three groups as they were scheduled:
1. PRECEDENT RULINGS (1 drawer) 2. PROJECT CASE FILES (2 drawers - active)
3. ADMINISTRATIVE FILES (8 drawers) There are four empty drawers.
The PRECEDENT RULING FILES contain material from 1946 through 1959. Additions to this file are
infrequent - not more than two inches of file space a year.
year and become inactive at about the same rate.
The PROJECT CASE FILES are dated 1958 and 1959. They accumulate at the rate of one drawer per
file drawer per year. They consist of folders under various headings, most of which include within a
single folder material on the subject for several years. For EXAMPLE, any one of the many Work
Progress Report folders would contain material for the entire eight year period.
The ADMINISTRATIVE FILES contain material from 1950 through 1959. They grow at the rate of one
SIMPLIFY THE FILES. Note on each file drawer the type of file and the year or years of the material
should contain. Note advantages here.
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 Approved For Release 2001/08/28 : CIA-RDP74-00390R000100020001-4
Slide No. 16 - "YOUR IMPROVEMENT STEPS"
This was announced as a workshop. Part of that work has already come in
solving certain problems. The main work will come, however, in your
carrying out a commitment to improve the disposition of the records now
under your custody.
You are here in the first place because you are the custodian of a body
of files in your agency. The files may be small in volume, only a filing
cabinet or two. O r, the files may be numerous, requiring a good many
filing cabinets to hold them.
Our slide shows us the most probable ways open to us in improving the
disposition of the records under our control. It will be in one or more
of the following eight ways:
1. Shorten retention period
2. Schedule unscheduled records
3. Prevent unneeded filing
j. Reduce retain items
5. Eliminate nonrecord material
6. Break files
7. Initiate center transfer
8. Clarify schedule
Hand out - "RECORDS DISPOSITION IMPROVEMENT REPORT"
At this time let me pass around a copy of the blank form on which you will
report the records disposition improvement, or improvements, you will make
in the next two weeks. This report is mandatory--it is your price of admis-
sion to this workshop.
Note on this form that you agree to bring your files into line with what you
have learned today. You do this by making those improvements which need to
be made. If there are too many improvements called for, you agree to make
at leastA9eve& oURe LtbDM68M s t4@pp7 gMkog tlboolaop1ii detail.
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