FEDERAL RECORDS MANAGEMENT OFFICERS 9TH ANNUAL CONFERENCE

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP74-00390R000300020001-2
• Release Decision: RIPPUB
• Original Classification: K
• Document Page Count: 26
• Document Creation Date: December 9, 2016
• Document Release Date: July 9, 2001
• Sequence Number: 1
• Publication Date: May 28, 1970
• Content Type: MISC

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FEDERAL RECORDS
MANAGEMENT OFFICERS
8th
~hyual eorrferehce
MAY 26-28, 1970
SEA SCAPE MOTEL
OCEAN CITY, MARYLAND
Theme:
SOLVING MAJOR PAPERWORK PROBLEMS
sponsored by
National Archives and Records Service
General Services Administration
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GSA DC 70.14134
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FEDERAL RECORDS MANAGEMENT OFFICERS' CONFERENCE
TUESDAY, May 26, 1970
MORNING SESSION
9:00 a. m. Welcoming Remarks and Introductions
9:20 a. m. Air Force Records Management Program
Colonel John F. Rash - Department of the Air Force
10:30 a. m. Criteria of a Directives Program
Joseph R. Manno - Office of Economic Opportunity
11:15 a. m. Quick Indexing of Directives
Jeremiah R. Thompson - Internal Revenue Service
AFTERNOON SESSION
1. 15 p. M. Directives Preparation by MTST
Samuel T. Brown - Agricultural Stabilization and
Conservation Service
2:00 p. m.
U. S. Courts Records Management Project
Dale H. Stouder - National Archives and Records
Service
Office Landscaping Impact on Records Management
Artel Ricks - National Archives and Records
Service
Success in Controlling Magnetic Tape by Records
Management
Joseph F. Gorman - Atomic Energy Commission
4:15 p. m. A Vital Statistics Film System
John H. Crandall - D. C. Government
WEDNESDAY, May 27, 1970
MORNING SESSION
9:00 a. m. Machine Language Communications Management
Donald J. Simon - Department of State
9:45 a. m. Data Archives Status
Gerald Rosenkrantz - National Archives and
Records Service
10:30 a. in. Systems Analysis in Managing Records
Raymond P. Schall - Department of the Navy
11:15 a. m. Universal Classification Systems
William M. Kincaid - Department of the Navy
1:15 p. m. Participation -- Key to Forms Success
Arthur Mc arric - Housing and urban Development
2:00 p. m. Data Transmission System
George P. Sheya - Social Security Administration
3:00 p. in. Shelf Filing vs. Mechanized Filing
Riciard E. Griebenow - Federal Home Loan Bank
Board
3:30 p. m. Decision Logic Table for Records Disposal Schedules
William R. Boucher - Department of the Air Force
4:15 p. m. Use of Records Centers
Gordon L. Williams - National Archives and
Records Service
THURSDAY, May 28, 1970
MORNING SESSION
9:00 a. m. Overview of Records Management
Ollon D. McCool - Department of the Army
10:00 a. in. Paper Size Study Report
Artel Ricks - National Archives and Records
Service
10:30 a. m. Records Management Internal Evaluations
Rufus L. Carpenter - Veterans Administration
11:15 a. m. Changes in the Wind and Wrap-up
Everett O. Alldredge - National Archives and
Records Service
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 LULLABY OF THE WAVES .. .
When your day is done, you'll thank heaven for your
bedroom at the SEA SCAPE, It may overlook a breath-
taking view of the.Atlantic _Oceao-or face beautiful .
Synepuxent Bay. Also, each room offers the ultimate in
spacious comfort - air-conditioning and heat, sound-
proofing, roomy tile baths, 24-hour telephone service,
efficient Room Service and dependable Maid Service.
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FOR YOUR PLEASURE ... A WIDE, WIDE WORLD OF SPORTS
PICK YOUR FAVORITE
? SWIMMING in the cool, clean, emerald-green water of the
mammoth SEA SCAPE pool is a brisk refresher that'll set all your
muscles "a tinglingi There's a children's wading' pool nearby, so
let yourself go. The fun's really carefree at the SEA SCAPE pool.
if you'd rather, there's
? WATER SKIING ? MARLIN FISHING
? SAILING ? DUCK & DEER ? SKIN DIVING
? CHARTER BOATS HUNTING ? GOLFING PRIVILEGES
PLANNED WITH CARE ... EXECUTED WITH EFFICIENCY
The success of your business or sales meeting is assured at the
SEA SCAPE. See for yourself how our flexible plan fits our Function
Room Capacities to suit your needs:
FUNCTION ROOM CAPACITIES
Combined Combined
Neptune Neptune Neptune
Neptune A B or C B& C A, 8, & C Fireside
BANQUET 200 50 100 300 80
RECEPTION 200 150 100 300 80
DANCE - 40 80 250 - +
AUDITORIUM 400 100 200 600 160
CLASSROOM 100 25 50 150 60
Notice how you can comfortably arrange a meeting for 400 in
Neptune A or a training session for 600 using the combinetr
facilities of Neptune A, B, C. By utilizing the same "screening-off"
technique, we can provide a classroom for 25 in Neptune A, for
50 in Neptune A & B, for 150 in Neptune A, B, C.
Just remember: your vacation, social affair or business meeting is
in experienced hands at the SEA SCAPE. While you're with us, no
service is too great or too small if it contributes to the complete
success of your plans.
SEA SCAPE SERVICES .. .
? 102 Smart, Modern Rooms ? Large Family Rooms
? Coffee Shop ? Honeymoon Suites
? 24-Hour Office Service ? Executive Suites
? American Express Member ? Pool and Beach Service
? Parking Service
For reservations write, wire, or phone
SEA SCAPE MOTEL
Oceanfront at 16th Street
e?,fl,a s, aioaa,, &,,,,,,,,, s,,.ae OCEAN CITY, MARYLAND
s wom,, s,,, rn,io. z. ao. Phone: ATlantie 9-7272
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FOR PLEASURE OR BUSINESS
the First Choice of Particular People
Oceanfront at 16th Street, Ocean City, Maryland
 You'll discover a wonderful, new
world of pleasure, leisure, relaxation
and swift, silky-smooth service the
moment you arrive at the luxurious
SEA SCAPE.
STRICTLY FOR BUSINESS or
JUST FOR THE FUN OF T
You'll find everything von want or
need to make your vacation, conven-
meet-
ing or social function a smashing
success. Our aces mmodations include
comfortable meeting-room facilities
for groups up to 600. Dining facilities
mean the spectacular Neptune Room
one of the East Coast's finest tar
elegant dining.
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A BIT OF OLD ENGLISH .. .
Just a step down off the boardwalk and you're in another part of the happy SEA SCAPE
world-The Tavern
and good fellowship in a rich, old world atmosphere well calculated to add a mellow
'
nnts to your visit with us. Rest OSSUTC(l: The many pleasant moments youll spend in
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Whether von cone in from a deep sea fish-
A TOUCH OF ROMANCE , . .
Wining and dining by candlelight in the cozy, rustic
atmosphere of the Fireside Room is a story-book
experience you'll cherish forever. Soft, flattering lights,
delicious food and sus endless choice of perfect driuks
served in impeccable style - these are lust a few of the
romantic ingredients that make the SE.a ScAPE ?s resort
luxury with a Chanupagne Flair."
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Please complete and return to: -
Artel Ricks, Conference Director
National Archives and Records Service
7th and Pennsylvania Avenue, N. W.
Washington, D. C. 20408
STATINTL
STAtINTL
Government Mail Stop - 220
Please make reservations for the following persons who will attend the
Federal Records Management Officers Conference at the Sea Scape Motel,
16th and Baltimore Avenue, Ocean City, Maryland, May 25-28, 1970.
Name of Each Person
Single
Twin
Double
Arrival Date
and Time
Departure Date
and Time
Xnnn
TARIFFS
Single Occupancy . . . . . . $56.59 (Includes tax and gratuities)
Double Occupancy . . . . . . $47.23 each (Includes tax and gratuities)
(This tariff covers all meals, room, and coffee breaks except Dinner on
Wednesday evening.)
Please do not St nd our reservations directly to the motel. By returning
your request to us it will enable our maintaining a check and a smoother
handling of conference arrangements. Confirmation will be made, to insure
occupancy upon arrival. Roars will be assigned on a first-come-first-served
basis.
Telephonic confirmations and reservations will be handled by Osmond Newgard,
Code 13-34425.
Also, if you should have to cancel your reservation, please notify this
office. Do not cancel directly with the motel.
e/4 O?.- -
POCI
I
CIA-RD0W--b39b 003UM001-2
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RECORDS MANAGEMENT OFFICERS' CONFERENCE
MAY 26, MORNING
May 26-28, 1970
Selected Records Management Programs
.Establishing Directives Systems.
Indexing Directives
MAY 26, AFTERNOON'
MAY 27, MORNING
Data Archives
Establishir6g..,Control over Magnetic Tapes
MAY 27,, AFTERNOON
Prototing Forms Management
Shelf Filing vs'. Mechanized Filing
A Vital St4tistics Film System
Effect of Computer Terminals on`.Records Programs
U.S. Courts Paperwork
Office Landscaping
MAY 27, EVENING
i.
Mail Management Studies and Results'
MAY 28, MORNING
Use of Records Centers
,,Paper Size,;
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TO: Agency Records Officers
The letter announcing the ninth An uial Conference of.
Federal Records Officers was mailed to your agency
recently.
Will you please handle registration for those attending
from your Agency? The registration fora is enclosed.
The conference will begin with a dinner at 6:00 p.m.,
Monday May 25, 1.970 and will end with the lunch on
Thursday, May 28.
L V1 RE T O. ALLDREPGE
Assistant Archivist
for Records Management
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 'P2JUL17
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'1 I 99;t,AL FFCOR S P= 4t;AC 1 j' ' Q FIC; .5
9th AT?T IJAL CO='iF c'._" 1C1
11AY 26--23, 1970
Ocean City, Maryland
/ i /O
Co1.c nci john 2. Pash
~ flgg A, mi n! s tration
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INTEGRATED DOCUMENTATION SYSTEMS
Good morning, ladies and gentlemen. It's a great pleasure
for me to attend your "sabbatical by the seaside" and to be
one of your first speakers. I told Bill Boucher, my Docu-
mentation Manager, that I wanted to find out what he does
at these conferences. I think he looked a little worried
that I might find out,
My subject this morning concerns a concept for an integrated
documentation system. Before I get into that subject, however,
I would like to briefly describe my organization, tell you how
the parts fit together, and define what we mean by "documentation."
As the Air Force Director of Administration, I have most of the
paperwork functions assigned to me that are described in Sub-
chapter B of the Federal Property Management Regulations, except
the reports management area. That function is the responsibility
of our'Director of Data Automation - primarily because the
function has been historically associated with the machine pro-
cessing of data. Three of my eight divisions are primarily con-
cerned with documentation preparation, handling, transmission,
storage, retrieval, and disposition. These are Publications Manage-
ment Division, the Administrative Communications Division, and the
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Documentation Management Division. The latter division is
assigned the responsibilities generally considered to be "records
management" in other agencies. We use the term "Documentation"
because we believe it better describes the varied communications
media and systems that generate information and data in its many
forms. In other words, we found the terms "records" and even
"paperwork" too restrictive to describe the extent of the function
and the products with which it deals.
I mention the breakout of my organization because I want to
show you a chart - a rainbow chart - that shows some interesting
interrelationships that exist between the three Divisions engaged
in various actions relating to Documentation. This chart was
prepared at least 5 years ago by a former Chief of the Publications
Management Division in an attempt to explain the interaction that
takes place from creation to final disposition of documentation.
You will note that the elements of the chart take you from
an idea in the action officer's mind to the finished product and
even what happens to that product after it has served its purpose.
The three elements of my Directorate that I mentioned ar6 all
involved in the several aspects of the creation, transmission,
use, and storage of documentation. Some of the elements have a
dual interest in one or more of the actions. For example, content
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development and format development apply to the various forms and
publications which are the responsibility of the Publications
Management Division but apply equally to correspondence and
messages. The Administrative Communications Division prescribes
Air Force-wide policy on how to prepare correspondence and messages
(that is, content and format) and also provides guidance on how
to write effectively for the proper reader response. Of course,
the editors in Publications Management are also striving for
proper reader response. The Documentation Management Division is
involved in content and format from a "Records creation" standpoint
and of course is totally involved in the storage and retrieval
aspect and the final disposition of the product. My point here is
that regardless of organizational designation, several elements of
my Directorate are involved in one way or another with development,
transmission, use and storage of the final document. I believe
that we have placed too much reliance on our organizational
structure to provide the impetus needed to run our total documenta-
tion management program. No matter how brilliant an idea or
concept, there is no substitute for effective management.
To my way of thinking, the blending of these "ingredients" -
the integration of the various actions - is the goal for which we
must all strive if we are to solve some of the problems that we
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face in assuring the proper creation, use, storage, retrieval,
and disposition of documentation." I am convinced that we must
integrate our documentation systems so that we can assure that
the documentation we create is essential and adequate, is trans-
mitted properly and swiftly to the recipient, is made available
to all authorized users until its purpose has been served and
then is properly disposed of. I suspect that the day is not
too far off when organizational barriers that exist between
activities engaged in the various elements of "paperwork" or
"documentation" will crumble. I believe the existence of machines
and systems designed to replace the manual manipulation of
paperwork will erase these barriers and we will have truly
integrated systems regardless of the type of documentation being
created. Publications, electrical messages, reports, and corres-
pondence will flow through the same systems and will be main-
tained in central data banks for instant recall.
Now let's examine the way in which documentation is presently
being created, used, and maintained. Since we do not have
integrated systems as yet, paperwork (documentation) comes
into existence in various and unrelated ways. Data is gathered
and reports required, directives and other publications developed
and issued, correspondence and messages prepared and transmitted,
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data processing systems installed, without overall guidance as to
what is required to document a function. In other words, documen-
tation has grown like Topsy. Many have despaired of ever being
able to resolve the problems associated with assuring that
documentation is valid and proper but I think the future can
hold the answer. As you know, the present day documentation
is transmitted through different systems . . . electronically,
by mail, by messenger . . . and ends up in dispersed files,
normally located in the operating official's office environment.
Here the files are maintained with little or no access by other
than the local operating official. I know I'm talking generalities
at the moment and that there are exceptions to these general
rules. However, I suspect that most documentation is prepared
without much thought being given to its relationship to other
documentation, that is transmitted by various means (most of them
slow), and that is maintained in antiquated file cabinets where it
remains relatively unmolested until its useful life has expired.
Various methods are used to try to create better documentation,
to speed its transmission, and to make it available from file.
These methods include publications, forms, and records management
techniques designed to assure that the product being created
meets certain standards, and does not duplicate other media.
Transmission of communications and distribution of publications
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is constantly being improved. For example, we are using optical
character recognition devices to speed transmission of our messages
in the Air Force. Much of our mail goes by special pouch systems.
Our publications distribution center in Baltimore is automated
as much as practical in an attempt to move the huge bulk of
material in and out of the center as fast as possible. We have
installed a lexical/graphical composer printer (LGCP) in order
to automate the formatting of our publications through the use
of magnetic tape input devices. I'm sure other agencies are taking
similar steps to overcome the lag that presently exists between
author and reader. Before I get into my concept of an "integrated
documentation system," let me briefly show you a chart that sets
forth the eight elements of cost in the life cycle of any document.
These costs may vary slightly depending upon the type of document
(publication, letter, etc.). Bear in mind that this is the current
situation and that any means by which we can reduce the cost of
one of the eight elements is what most of us are doing now to
improve the situation. What we must be ever mindful of is the
danger of increasing cost in one of the other elements when we
take any action to reduce in a particular element.
The first element is GENERATION. The cost of research,
writing, rewriting, editing, layout, design, etc. This represents
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approximately 27% of the total document cost. Parenthetically,
this is where documentation management must begin if it is to be
truly effective. Since I have been Air Force Director of Adminis-
tration, I have insisted that Air Force documentation management
people get involved in the preparation of all manuscripts of
Air Force publications. They look at the directive from the
viewpoint of what documentation is required, what is it used for,
is it adequate from the standpoint of usage, how is it channelled
through the military hierarchy, are there too many copies required,
how should it be maintained, should it be microfilmed,and what is its
ultimate disposition? If this job isn't done at the beginning,
it is too late. Documentation management also gets involved in
the same manner with other sources of documentation, such as
requirements for forms, reports and studies, and with data automa-
tion proposals.
The second element is APPROVALS. We usually call it
"coordination" and it results in final approval of the entire
document. This element represents about 3% of the overall
document cost.
The third element is REPRODUCTION. This applies primarily
to the various types of publications but also applies to typing
time for correspondence, messages, and reports. The cost incurred
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by the reproduction processes will make up about 16% of the total
document cost.
The fourth element is DISTRIBUTION. Sorting, packaging,
handling, checking, delivery, etc., on the average will consume
approximately 5% of the aggregate document cost.
The fifth element is READING. This cost varies depending
upon the audience. For example, it will cost more to have
engineering documents read by scientific personnel than to have
certain administrative documents read by clerical or office
personnel. Considering these factors, it can be expected that
reading or using the document will cost something like 28% of
the total.
The sixth element is FILING. After distribution and initial
reading and use, the document is usually filed for future use.
The cost for filing can approximate 11% of the total costs involved.
This does not take into account the cost of more sophisticated
systems of document storage and retrieval now replacing hard copy
concepts.
The seventh element is RETRIEVAL. Experience has indicated
that 5% of the total document cost is probably expended in
retrieval from files.
The last element is DISPOSITION. The cost of removing and
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destroying or retiring documents probably accounts for the remaining
5% of total document cost.
What's the answer to cutting costs, speeding transmission, and
assuring adequate and useful storage and retrieval? Well, we in
the Air Force are now working on a system which we call the
"Administration Management Information System" for want of a better
name. I'm having my Advanced Systems Planning Team prepare a
series of studies designed to get the show on the road. Let me
explain the concepts of the system and give you a few details about
how we expect it to work. First, let me give you a few definitions
of the terms we use in the system.
First, Documentary Communications: any graphic information,
textual or pictorial, prepared or documented in human visible
language. They may be directives, publications, reports, studies,
etc., computer or automated output,paper or film and include
administrative communications.
Now, Administrative Communication: is any form of written
communication, normally temporary in nature, formal or informal,
relating to U.S. Government business. They may be interoffice,
directed from one office to another or from one organization to
another, and include those prepared for transmission via electrical
or nonelectrical means. Included are such media as letters,
memoranda, orders, messages, microfilm, and magnetic tape.
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Third, Automated Composition: a system which enables the
original manual efforts used in the preparation of documentary
communications (for example, typists' key strokes) to be applied,
through computer integration, in the production and maintenance of
the final output copy, whether it be full sized photo composition
or microform format. This is considered a subsystem of the
total documentary communications system or microform format.
Fourth, Automated distribution system: a system whereby
the author may determine and designate the recipients of documentary
communications and then equipment will automatically route the
communication to the recipient in a manner compatible with the
recipient's reception capability.
Fifth, Automated retrieval system: a system whereby the user
may have timely access to accurate authorized information.
So much for definitions - now to a look at the system itself.
The proposed system will affect all personnel within the Air Force
involved with the creation, distribution, storage, retrieval,
use and disposition of Air Force documentary communications.
Although the system will have compatibility with the intelligence
data handling systems, the national military command and control
systems, management supporting data systems, and technical data
systems, it will operate independently from them.
As you all know, the current methods of preparing and
transmitting a documentary communication between an author and
the intended recipient involve considerable manual effort which
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is duplicative and wasteful. We plan to reduce these wasted
manual efforts to a minimum - primarily through the use of
automatic typewriters with playback capability which will prepare
final products using optical character recognition fonts. Thus,
the typing/retyping workload will be diminished since the infor-
mation will be updated as it nears the final stages rather than
retyped.
The proposed system envisions that each Air Force command
headquarters and base would have a compatible documentary
communications system consisting of a computer, input and output
devices, and central information data banks. Final products would
be input to the computer by OCR techniques. The computer would
have both digital and video capabilities. Final products would
be prepared primarily by automatic typewriter in the administrative
communications area. Publications in many instances would be
prepared by the use of the lexical graphical composer printer.
The document originator and/or clearing authority would determine
distribution and releasibility, thereby triggering the automated
distribution system. Dissemination and distribution would be
accomplished electronically and/or videographically to the intended
recipients. The recipients computer would produce the document
for use purposes, either through cathode ray tube techniques or
telephonically. The document would be indexed and microfilmed
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at the central computer site and placed in a central information
data bank where it could be recalled as needed. The central data
bank at one headquarters could be queried by any other headquarters
and information provided on a current basis. In this connection,
the system would provide master indexes to all documentation with
limited access codes. Therefore, it is conceivable that a person
having a need to know about a certain subject could have access
to all the documentation currently available in the Air Force on
that subject, regardless of its location. Documentation would
be retained in the central information data bank until removal
for disposition under authorized records disposition schedules.
Documentation of longer term or permanent value would be made
available in microform to the appropriate records center or the
National Archives.
I hope you haven't tuned me out or written off the system I
have described as crack-pot or unattainable.
The benefits of such a system are many. Primarily, the
purpose is to make essential information available in a controlled
more efficient manner. Preparation and transmission would be
reduced as well as storage and retrieval time. Another benefit
would be the availability of information to all authorized users.
Presently, much information is never used because of its unavail-
ability or because its existence is unknown. Documentation in
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our information data banks would be held inviolate - held properly
for appropriate time periods without inadvertant removal, misfiling,
or destruction - because the microform would never leave the
master file - only an image would be transmitted. A system such
as I have described will obviously be expensive, but I believe
there are adequate offsetting costs to make the system economically
feasible. Think of all the clerical time and filing equipment
being used in hundreds of thousands of offices of record throughout
the Federal Government (52,000 offices of record in'the Air Force
alone). Much of this could be saved by the use of central informa-
tion data banks. True, there will be a need for some hard copy
at operating offices but there will be no need to maintain it
there for long periods of time since the data will be available
centrally. Additional savings will occur when documentation of
permanent or long-time value is retired. Archival and historically
important documentation will be transferred to records centers
and the National Archives in miniaturized form thus saving space,
equipment, and transportation costs (or the necessity to convert
to miniaturized media after receipt in the centers).
I want to emphasize one point about the system I have briefly
described. The equipment, know-how, and communications systems
necessary for its implementation are available now. Not tomorrow
or next year but now. Of course, our time table does not contemplate
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installing it today. Because of budgetary and coordination
factors, we plan to extend the project over approximately six
fiscal years. However, we won't wait that length of time to get
going. For example, the automated composition system portion
deals with document preparation in a staff office and envisions
the use of remote terminals, magnetic tape encoders, and optical
scanners as tools in the origination and maintenance of data
banks. The planning stage is the current FY, analysis/design stage
FY 1971, acquisition stage FY 1971/1972 and implementation stage
starting FY 1972. The automated distribution system will enable
the staff officer to determine the recipients of the document
prepared by the composition system. Once entered into the data
file, distribution would be made by digital network, microform,
paper, or other means. The planning stage will be FY 1971/1972,
the analysis design stage FY 1972/1973, the acquisition stage
FY 1974, and the implementation stage starting FY 1975. The
automated document storage and retrieval system (centralized
information data banks) will provide a centralized source of
important documentation in miniaturized (probably microform)
format which can be machine searched, retrieved, and transmitted
to users at peripheral sites. The planning stage would be FY 1971/
1972, the analysis/design stage during FY 1973, the acquisition
stage during FY 1974, and the implementation stage starting FY 1975.
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You may be wondering a little about the cost of such a
system. To obtain such an estimate, we made several assumptions.
We know that 120,000 military and civil service positions in
the Air Force require mandatory typing skill. Though each of
these clerical positions is numerically supporting 9 other
positions (we have 1.1 million military and civilians in the
Air Force), this does not necessarily mean that each of these
positions would require the automated composition equipment.
When the varied requirements of our larger major commands such
as Strategic and Tactical Air Commands, Air Force Systems
Command, and Air Force Logistics Command were considered, we
decided we would need approximately 200 major data banks
placed at Air Force installations throughout the Zone of
Interior and overseas. This means that we would need
communications facilities, computer output microfilm devices,
and basic computer equipment at the 200 locations. Then we
considered the users . . . the action officers who will require
access to the system. We decided upon approximately 220,000
retrieval stations consisting of microform readers or reader/
printers, cathode ray tubes, microform processors, and similar
equipment. Fortunately much of this equipment is available
or will be available for other uses and thus can be jointly
used by our proposed system. The large computers presently
being made available at each Air Force base can probably
be used at least in the beginning to provide data processing
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facilities for our system. Computer output to microform
equipment is presently being considered in several other
major areas. For example, our Air Force Logistics Command will
have COM equipment available at Wright-Patterson AFB and
at the six Air Materiel Areas in the near future. This
equipment has such tremendous capacity that we can almost
certainly share its use with other functional areas. Microfilm
readers/printers/processors/cameras are available at all
Air Force bases. Automatic typing equipment with playback
capability (such as the IBM MTST) is available at many bases
and headquarters, and is presently being used to prepare
many administrative communications.
All this is not to deny that a significant capital
investment will be required, but rather is intended to put
that problem in perspective. Frankly, we really don't know
at this point in the study, what the cost of the system
will be but as I said earlier, I am convinced it is
economically feasible and administratively most desirable.
In closing, I want to reiterate that many of the systems we
are currently using in our documentation, publications, and
administrative communications areas are obsolete. Today's
technology provides the capability, if properly adapted, to
do the job better and faster. Within a relatively short
period of time we will all be living with central data banks,
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cathode ray tube readout stations, greatly expanded use of
microforms, and all the rest that make-up the integrated
documentation system I have described - so why not exercise
some ingenuity and good management and bring the elements
together in an integrated system? I see that as the real
challenge to administrators in the next 5 - 10 years.
Neither Bill Boucher nor I will be around the Air Force
to see our plans come to fruition. As some of you know, Bill
is retiring the end of next month and I will retire from
active duty in November. But we are confident that the
seeds we have planted will mature. It's been a pleasure
talking with you and I hope I have challenged your thinking
concerning the future of integrated documentation systems.
Thank you.
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