ANNUAL REPORT - FISCAL YEAR 1973 SPECIAL ASSISTANT FOR INFORMATION CONTROL DIRECTORATE OF MANAGEMENT AND SERVICES

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP76-00883R000100210001-4
• Release Decision: RIPPUB
• Original Classification: C
• Document Page Count: 40
• Document Creation Date: December 12, 2016
• Document Release Date: April 12, 2002
• Sequence Number: 1
• Publication Date: January 1, 1973
• Content Type: REGULATION

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ANNUAL REPORT - FISCAL YEAR 1973
Special Assistant for Information Control
Directorate of Management and Services
SECTION I. GENERAL
The position of Special Assistant for Information Control was
established by a memorandum, dated 26 May 1972, from the then Exec-
utive Director-Comptroller to the Deputy Directors. Stressing the
need for the fullest coordination of information control procedures,
particularly so in view of the anticipated impact of Executive Order
11652, the Executive Director-Comptroller announced that the Special
Assistant for Information Control would also serve as Agency Records
Management Officer, Agency Archivist, and Chairman of the Agency
Records Management Board. In addition to the duties associated with
these positions, the Special Assistant for Information Control was
assigned responsibility for monitoring Agency implementation of
Executive Order 11652 and such other duties in the field of infor-
mation control as the Executive Director-Comptroller might prescribe.
The Special Assistant for Information Control initially reported
directly to the Executive Director-Comptroller. The Records Admini-
stration Branch was transferred from Support Services Staff, Support
Directorate, to the office of the Executive Director-Comptroller and
was placed under the Special Assistant for Information Control. In
early Fiscal Year 1973, the Archives and Records Center was reor-
ganized into two separate entities--the Records Center and the Agency
Archives--and the heads of these units were made directly subordinate
to the Special Assistant for Information Control. These activities
had previously been supervised by the Chief of the Records Admini-
stration Branch.
No other significant organizational changes occurred until
1 May 1973 when, as part of a general Agency reorganization, the
Special Assistant for Information Control was transferred from the
Office of the DCI to the Management and Services Directorate. With
the dissolution of Support Services Staff at the close of Fiscal
Year 1973, the Microfilm Programs Branch and the Support Directorate
Records Branch were placed,under the Special Assistant for Infor-
mation Control. Looking beyond Fiscal Year 1973, a change in nomen-
clature for the organization appeared to be in the offing, plus the
addition of a Classification Programs Branch to better cope with the
increased activities in this area.
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Responsibility for several on-going Agency-wide programs, plus
those duties directly related to Executive Order 11652, were thus
assigned to the Special Assistant for Information Control from the
outset. The organizations responsible for microfilm program coor-
dination and the Support Directorate's information management
activities were later brought under his authority. In addition,
he was tasked with certain responsibilities in connection with the
selection, acquisition, and use of safekeeping, word processing,
and copy/duplicating equipment. As of the end of Fiscal Year 1973,
the mission and functions of the Special Assistant for Information
Control encompassed the following areas:
a. Classification/Declassification (includes development of
operating procedures and policy guidelines; control of
national security classification authorities; coordination
of responses to mandatory declassification requests; moni-
toring classification practices; statistical reporting to
the Interagency Classification Review Committee; staff
support for the CIA Information Review Committee)
b. Records Administration (includes forms design and manage-
ment; filing systems and records storage equipment manage-
ment; records disposition; Vital Records Program; word
processing systems; office copying equipment.; management
and systems analysis; records management training)
c. Microfilm Programs (includes coordination of Agency
microfilm activities; promulgation of standards; acqui-
sition, testing, and loan of microfilm equipment; system
feasibility studies; microfilm systems training)
d. Records Center Operation (includes provision for low-cost
storage, maintenance, and reference services for Agency's
semicurrent records; disposal on schedule of nonpermanent,
noncurrent records; storage and maintenance of Vital Rec-
ords; storage, supplemental distribution, and phased dis-
posal of Agency publications)
e. Agency Archives (includes appraisal, selection, storage,
arrangement, and preservation of Agency's noncurrent
records of enduring value; reference services and research
facilities)
f. DDM&S Records Management (includes coordination, direction,
an supervision of Directorate's information management
activities; guidance, training, and assistance to DDM&S
component records management officers)
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The historical Agency approach to the above activities has been
to emphasize decentralized administration of the programs, with cen-
tral staffs supplying technical expertise and policy guidelines and
exercising a loose oversight over component programs. The somewhat
laissez-faire nature.of the programs and their relative isolation
from line management, particularly top management, produced some
undesirable results. This was especially evident in the important
area of records management where potential benefits were not being
fully realized because of the lack of professionalism on the part
of line component records management officers and their nonpartic-
ipation in major information processing developments within the
Agency. Overemphasis on decentralization promoted diversity, un-
even performance levels, and low employee morale.
Over the past year, however, management philosophy has shifted
toward a more middle ground. Administration of the programs is
still decentralized, but Agency-wide standards and controls are
being emphasized as never before. The action by the Executive
Director-Comptroller of placing the central staffs directly under
top management served to elevate staff morale and lend new prestige
to the records management program. Central staffs have been en-
couraged to play a more active, aggressive role, instead of pas-
sively waiting for their assistance to be solicited. A program of
surveying component records management practices was launched, with
the Office of Personnel as the first organization to be studied.
The involvement of records management personnel from the outset in
systems design efforts was particularly encouraged, and records
management personnel, both at the central staff and operating com-
ponent levels, were urged to acquire the training needed to make
a significant contribution to these information handling develop-
mental projects. In an effort to rationalize and control Agency
acquisition and use of non-ADP information processing equipment,
the Special Assistant for Information Control was, or soon will
be, delegated authority to establish standards and procedures in
these areas, including the authority to approve or disapprove
specific applications or equipment acquisitions.
With respect to the Agency's philosophy on records classifi-
cation and declassification, it could be said that none existed
prior to the advent of Executive Order 11652. The Special Assistant
for Information Control devoted considerable effort during Fiscal
Year 1973 to the development of the operating procedures and policy
guidelines needed to implement the Executive Order, including pro-
vision for statistical reporting to the Interagency Classification
Review Committee, control of national security classification
authorities, monitoring of classification practices, and establishment
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of procedures and policies relative to processing declassification
requests. Administration of the classification/declassification
program has been, to a degree, decentralized, but top management,
including the various Directors of Central Intelligence, has exer-
cised a very direct influence-..on the shaping of policy and the
resolution of the very complex legal aspects which are involved.
Moreover, the Director of Central Intelligence has reserved for
himself the final decision-making authority in declassification
and release requests of a precedent-setting or otherwise sensitive
nature. The Agency's posture has not been static. It has grad-
ually evolved from a rigid, hard-line position which not only in-
hibited any declassification actions but which even challenged the
authority of the Interagency Classification Review Committee to a
more open position which-seeks to release materials of legitimate
public interest to the extent consistent with the need to protect
sensitive intelligence sources and methods.
Agency employee attitudes and habits of years' standing have
been resistant to change and have had a pronounced impact on im-
plementation of the new classification/declassification policies.
The almost inbred psychology of the typical CIA employee to auto-
matically reach for a classification stamp for anything that he
has written is still very much-in evidence. The principal effect
of the Executive Order has been to cause him to reach simultaneously
for an exemption stamp. Agency compliance with the letter and in-
tent of the Executive Order is being monitored and abuses noted and
corrected, but this can be done on a spot check basis only.
Several factors, most of which were beyond the immediate con-
trol of the Special Assistant for Information Control, adversely
affected cramnlishnent of component objectives. The uncertain
future of has delayed reali- 25X1A
zation of needed impr cilities of the
Records Center and the Agency Archives. The physical separation
of Special Assistan for Tnf'nr tion Control subcomponents, lo-
cated as they are a Magazine Building, and Headquarters,
has created unusual communications problems, both with-
in the organization itself and with other Agency components. Per-
sonnel turnover towards the end of Fiscal Year 1973, particularly
in the Records Administration Branch and the Microfilm Programs
Branch, resulted in a loss of expertise and a disruption of certain
programs. An Agency policy for complying with the requirement that
30-year-old records be reviewed for declassification purposes has
yet to be fully developed, and the Agency's plans for further over-
all staff reductions exacerbates the problem of manning any such
program. Finally, the organizational restructuring of the Agency's
information management activities, complicated further by the late-
year transfer of the organization from the Office of the DCI to the
Management and Services Directorate, resulted in budgetary and other
administrative problems.
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ACCMISHMENTS.
ctive
Executive Order 116552.
To ensure Agency compliance with the requirements
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crated objectives are component objectives.
Stateent of Objective
(2) tip Plan
The action plan consisted of periodic reporting
to the Interagency Classification Review Coe ittee.
Detailed records of declassification request trans-
actions were maintained in the office of the Special
Assistant for Information Control, and other relevant
information was collected by utilizing the resources
of major Agency information repositories such as the
Central Reference Service. Criteria were developed
to govern the declassification of Agency records,
and guidelines and interpretations were promulgated
to ensure the correct security marking of currently
produced documents. Recognizing that, because of
the massive volume of classified material handled by
this Agency, It is not possible for a staff of this
size to obtain 100 percent coverage of the Agency's
activities relative to classification, most of the
information gathered was done on a sampling basis.
Spot checks were made of compliance with classifica-
tion standards and records maintained of abuses. In
addition, the individuals responsible for classifi-
cation abuses were cited, using the sa schedule as
that for security violations. Benchmarks, such as
they are, consisted primarily in meeting the periodic
reporting requirements imposed by the Interagency
Classification Review Committee and responding to
Progress and Shortfall
progress has been made toward changing the
traditional outlook relative to automatic declassi-
fication but the surface has barely been scratched.
A seminar has been held within each Directorate to
review the problems and policies relative to Agency
atory declassification requests in a timely manner.
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(4)
implementation of the Executive Order, but more of
this type activity will be needed if a significant
change Is to be made in the predominant attitude
within the Agency. We still classify too much, over-
classify that which we do classify, and exempt from
automatic declassification that which need not be
exempted. The initial guidelines put out by the then
Director of Central Intelligence and the then Deputy
Director for Plans need to be revised to reflect the
changes in policy-level attitudes toward the Executive
Order which have evolved since their issuance. The
Agency is the product of an open society, and its
posture with respect to the release of information to
the public must be as forthcoming as circumstances
allow.
The quantitative milestones of the program have
been met. All reports have been submitted within the
deadlines. Ours is the only agency now capable of
responding to the requirement for a data index system.
That the Agency is able to do this Is fortuitous in
that it has been possible to adapt an existing soft-
ware system and automated document index data base to
met the requirements posed. In collaboration with
the Operations Directorate, a pilot program, employing
the services of three annuitants, was mounted to under
take the declassification review of OSS records held
by the National Archives. Declassification guidelines
were developed for this project, and significant pro-
gress has been reported in accomplishing the task.
In general, all requests for mandatory declassification
review have been processed in a timely fashion. Of
the 60 such requests received during Fiscal Year 1973,
12 were denied in full; 17 were granted in full; 11
were granted in part; 2 were referred to other Govern-
ment agencies; in one Instance the information re-
quested was unavailable; and, as of the end of the
Fiscal Year. 17 were still being processed. In addition,
there was one appeal to the CIA Information Review
Committee which was subsequently rejected. The appeal
was then carried to the Interagency Classification geview
Committee and the matter was still unresolved at the
conclusion of Fiscal Year 1973.
Probe e
The major problem is identifying and acquiring
sufficient manpower to accomplish the tasks which have
to be done. For much of the year, the work was performed
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by an officer and a secretary. The volume of requests
increased, however, and by the year's end approximately
three and one-half people were occupied full-time on
the program, with only two of these actually being
slotted in the Special Assistant for Information Control
organization. This does not take into account the
three annuitants detailed to the National Archives,
nor does it include the labor performed in other Agency
components in reviewing documents referred to them for
recommendations relative to declassification.
(5) Future Plans
The establishment of a Classification Programs
Branch within the Special Assistant for Information
Control organization to work exclusively on these matters
is planned. Moreover, at the direction of the Director-
designate of Central Intelligence, a plan will be pre-
sented in the first quarter of Fiscal Year 1974 to pro-
vide for the systematic release of classified information,
including finished intelligence publications and sanitized
versions of episodic histories.
(6) costs
Approximately two man-years were committed to this
objective, with salary costs of approximately $51,000.
(The total Agency resource commitment, of course, would
be much greater if the three annuitants at the National
Archives and the fractional manpower involved in other
aspects of the Executive Order throughout the Agency
were taken into account.)
b. Objective 2
(1) Statement of Objective
To establish management control of information Pro-
cessing equipment exclusive of ADP.
(2) Action Plan
The action plan called for the publication of:
(a) standards and criteria to be used in equipment
selection; and (b) Headquarters Notices and Regulations
establishing a central control point in the Agency to
approve or disapprove all requests for such equipment.
It is intended that all such items be published by the
conclusion of Fiscal Year 1974.
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(3)
(5)
(6
gorier of information processing equipment will fat
Progress and Shortfall
The activity for obtaining this objective is on
schedule to date. Action commenced with the formal
organization of a word processing task force with a
membership drawn from various elements of the Agency.
This task force held its first meeting in the last
quarter of Fiscal Year 1973 and should conclude its
work in the first quarter of Fiscal Year 1974. Work
on development of policy for controlling other cate-
Problems
The major problem anticipated is the reluctance
of the baronies to accede to a centralized control
point representing the Agency as an entity. As the
new management philosophy permeates the Agency and is
better understood, however, acceptance should follow
and this problem should be self-liquidating.
Future Plans
Once the management controls are established,
future plans will call for experimentation with new
techniques--which may in some cases be old techniques
renamed for cosmetic purposes. These would include
copying and reproduction centers and word processing
centers.
Costs
Approximately one-twelfth of a mean-year was Com-
mitted to this objective, with costs estimated at
$2,760 of which $260 were for travel. (Fiscal Year
1973 costs for the entire Agency are estimated at one-
quarter of a man-year, with salary costs of $#,000).
Objective 3
Statement of Objective
To develop a records administration training
program.
(2) Action Plan
In order to improve the competence and technical
skills of component records officers, the Records Admin-
istration Branch planned to collaborate with the Office
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Ingaged for the presentation of records management brier-
of Training in developing and offering a series of
in-house courses in records management. The Office
of Training was to provide the facilities and the prin-
cipal instructor while the Records Administration Branch
would furnish other instructors with expertise In specific
topics. In addition, the need was foreseen to engage
outside consultants to supplement in-house talent In
needed areas. Preliminary presentations to top level
management were included in the planning in order to
gain support for the program.
Pro2ress and Shortfall
The training program was launched by the Office of
Training in the fall of 1972, To give the training pro-
gram the best possible exposure a
NARS annuitant and an acknowledged au or y in
records management field, was contacted and his services
ings before audiences of senior Agency officials. Courses
were formally established and schedules announced, and
all components were invited to enroll personnel whose
duties involved paperwork activities. The response was
overwhelming, and priorities had to be established to
ensure that the right people would receive the necessary
training. In all. 20 one-day seminars'in fords Dis-
posal, Filing Procedures, and Forms Management were
attended by 433 students, In addition, a two-
7~7 canducted by a consultant from MARS,
was attended by 13 individuals.
(4) Proms
The course offerings were over-subscribed and the
surplus applicants were promised that they would be accom-
modated in the fall of 1973. The transfer of the senior
Instructor from the Agency, however, left a void in the
program.
Future Plans
New schedules will be developed for Fiscal Year 1974,
with heavy reliance being placed on the internal resources
of the staff of the Special Assistant for Information
Control in selecting instructors.
(6) Costs
Approximately one-fifth of a man-year was committed
to the achievement of this objective. Dollar costs are
estimated at $6,225, $1,225 of which consisted of consul-
tant fees.
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Objective 4
(1) Statement of Objective
To develop and publish an Agency Records Mana
went Handbook,
Action Plan
It was planned to develop the handbook by chapters
as they relate to major elements of the Agency's Records
Administration Program. The handbook will cover proce-
dures, methods, disciplines, techniques, standards, and
general information designed to provide guidelines and
direction to all personnel engaged in paperwork activ-
ities. As chapters are drafted, they will be circulated
to other Agency components for comment.
(3) Progress and Shortfall
Four chapters of the handbook have been prepared
in draft form and circulated to the Directorate Records
Management Officers for critiques prior to revision.
Additional chapters are being drafted and will be dis-
tributed for review and comment upon their completion.
Tice coordination process is proving to be time-
consuming. Other than this, no major problems have
been encountered or are envisioned.
(5) Future Plans
Comments, when received, will be taken into consid-
eration to determine whether changes are necessary.
Work will proceed on drafting the remaining chapters.
(6) Costs
Approximately one-tenth of a man-year was devoted,
to this objective, with an estimated cost of $2,000.
Objective 5
(1) State ont of Objective
To conduct a records management survey in the Office
of Personnel to update and improve paperwork activities
in that office.
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Action Plan
gram for currency and completeness of coverage, and
identify other areas where improvements could be made
in paperwork operations. The team was to be comprised
of the Records Management Officer for the Office of
Personnel and the member of the Records Administration
Branch responsible for the particular'records manage-
ment function being investigated at the time.
Progress and Shortfall
The survey was begun in March 1973 with a meeting
of all members of the survey team and responsible
officials of the Office of Personnel. An item-by-its
inventory of all records was accomplished next, coupled
with a discussion with the users on the use and value
of each record series and problems encountered with the
present system. Based on the information gathered, up-
dated Records Control Schedules were prepared and sub-
mitted to component heads for approval. The survey team
found it more advantageous to examine all the areas of
records management within an office rather than to
follow the original plan of completing one phase at a
time; consequently, benchmarks established for the survey
cannot be measured individually.
During the course of inventorying the records, the
survey team collected forms being used in the offices,
which will be analyzed for duplication and possible
improvement; the filing equipment and copying equipment
were listed, the Vital Records Deposit Schedules were
questioned and revised where needed; record series thought
to be suitable for microfilming were noted and referred
A survey team was to be assigned to inventory
all records, examine filing systems, survey filing
equipment, review forms for which the Office of Per-
sonnel is responsible, revise and update the Records
Control Schedule, identify file series that might be
converted to microfilm, review the Vital Records Pro-
the Microfilm Programs Branch for further investiga-
and areas where better equipment could be utilized
were documented.
Some potential savings resulted from this portion
of the survey: a proposed change in procedures, if
adopted by the Central Processing Branch, will result
in a saving of $5,500; the transfer of Air Force per-
sonnel files to enabled the Military Per-
sonnel Branch to turn in n ne safes with a replacement
value of $3,170 and reduced its records holdings by 24
cubic feet.
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(4) Problems
The timing of the survey conflicted with the heavy
workload in the Office of Personnel which resulted from
the exodus of June retirees, and this served as a de-
laying factor in the progress of the survey. Other
factors which impeded the survey were the changes In
key personnel and reorganizations occurring in the
Office of Personnel; retirement of two members of the
survey team, one of whom was coordinator and also res-
ponsible for major segments of the survey; the usual
illnesses, vacations, and conflicting work priorities,
and, moreover, the impending physical move of the Records
Administration Branch to Headquarters diverted time and
energies from the survey.
Future Plans
All schedules will be completed and most phases
of the survey will be cone ix-month
time frame originally set. is expected
to return to work under co Twl" one = y he will
be able to undertake the equipment survey. A new target
date.will be fished when it has been determined
whethe. ill be able to make further contri-
butions.
(6) Costs
Approximately one-fifth of a man-year was committed
to this objective, with an estimated cost of $4,00.
Objective 6
Statement of Objective
To hold the annual Agency Records Management Con-
ference.
Action Plan
The plan was to organize a conference which would
bring together all Agency personnel involved in the
envy's Records Management Program, component records
officers In addition to the central staffs, for the
purpose of increasing and Improving their knowledge
and abilities in the records management field. An annual
occurrence, the conference also serves as a forum for
top management to discuss policy trends and changes in
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direction and, in addition, facilitates a sharing of
experiences among records management personnel. Plan-
ning for the conference involved the selection of a
committee, naming a chairman, selecting a suitable
site and dates for the conference, setting up working
groups, preparing an appropriate agenda, engaging
speakers, and many logistical preparations.
Progress and Shortfall
The conference was held 25-27 Oc o r 1972 at
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gram concentrated on a rectorate approach to Direc-
torate problems and appears to have been highly successful.
The principal speaker, the then Executive Director-
Comptroller, emphasized the importance that he attached
to the Agency's Records Management Program and outlined
the role which the records officer should play and the
results which he expected to be achieved.
(4) Future Plans
Planning for a Fiscal Year 1974 conference began
rly 1973. Scheduled for 10-12 October 1973, it
(1)
organizing the conference will commence in August 1973.
and a committee chairman was named. Detailed work in
too will be held at th Flan- 25X1A
ping committee members were designated in late spring
Approximately one-fifth of a man-year and an
estimated $4,000 were committed to this objective.
tine 7
Statement of Objective
To improve communications within the Agency records
management community.
(2) Action Plan
The plan called for the publication by the Records
Administration Branch of a-records management newsletter
with items of interest to Agency records officers. The
items could be self-generated or solicited from others
in the Agency. The topics covered would be meaningful,
related to paperwork areas, cover happenings in the
records community, and provide a channel for imparting
information to records personnel.
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A series of informal visits by the central staff
to the component records officers to.review various
elements of their programs and return visits from the
component officers to the central staff for advice
and guidance were also included in the plan.
Finally. it was planned to disseminate to com-
ponent records officers guidance material such as
program-related publications from the national Archives
and Records Service, literature from industry and other
Government agencies, and training brochures from the
various management associations.
Progress Shortfall
The initial newsletter was published in April and.
subsequent issues were prepared in May and June. The
feedback received indicated mixed emotions about the
style and tone of the cornunication, but the fact that
the distribution has grown from 250 to 500 subscribers
would seem to signal a high degree of acceptance.
Visits with component records officers have tended
to concentrate on the problems of the moment rather than
a tomprehensive review of their programs or general
guidance.
inquiries on the availability of publications,
training brochures. new equipment, etc., cam into
the central staff frequently.
(4) Future Plans
An attempt will be made to solicit more newsletter
contributions from the records community. Feedback
reports will be carefully analyzed and continued efforts
will be made to improve the publication and make it
more responsive to reader needs.
A more concentrated effort will be made by the
cers. To ensure that meetings are held at mutually
convenient times, an effort will be made to schedule
them well in advance.' The programmed move of the Records
Administration Branch into Headquarters office space
should serve to increase contacts with component records
officers.
Incoming literature will be screened by the central
staff in an effort to get more items of interest circu-
lated throughout the records management comunity,
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(5) costs
Approximately one-tenth of a man-year and an
estimated $2,000 were committed to achieving this
objective.
. Objective 8
Statement of Objective
To establish the Microfilm Programs Branch, with
small cadre of professional personnel oriented In
systems analysis who could be trained in the art, tech-
niques, and application of microfilm technology to
solving information handling problems.
(2) Action Plan
The Microfilm Programs Branch was formed at the
et of Fiscal Year 1973 with the mission of rational-
zing, exploiting, and optimizing the Agency's utiliza-
tion of micrographic technology in information processing.
It was organizationally placed in the Support Services
Staff of the Support Directorate.
Three officers were reassigned from the Support
Directorate and a training plan was formulated which
included a combination of formal courses, seminars,
symposia, and lectures given by various professional
societies, such as the. National Microfilm Association,
Advanced Management Research, Institute for Graphics
Communication, Association for Information Science,
etc., and other Government agencies, such as the National
Archives and Records Service, the Civil Service Com-
sion, etc. In addition, plant visits were planned
to Eastman Kodak, 3M, Xerox, etc, to view developmental
micrographic and reprographic equipment, as well as to
other Government installations to observe ongoing micro-
film applications.
(3) 'rolLess and Shortfall
The Branch was established and a total of 11 weeks
spent in the external training and orientation of
three officers.. While no statistics were kept on the
actual time these officers spent out of the office
visiting Agency components to gain firsthand knowledge
of the extent of microfilm activities in the Agency,
it was considerable. This objective was substantially
met.
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(4) Problems
Time was a problem as conflicts developed over
which course to take and where. Since some seminars
and other training sessions had been previously uneval-
uated by other Agency personnel, tie officers had to
use their own Judgment in making the decision on how
best to utilize their time. In some cases, sessions
turned out to be tmarket-oriented' or "hardware-oriented"
when in fact the objective of the training was to obtain
more "systems" and "applications" information than that
offered. These course evaluations have now been docd-
rated so that future officers may be guided accordingly
in assessing the value of a particular course or seminar
in meeting a given training objective.
The location of the Branch outside of the Read-
quarters Building tended to isolate it from major Agency
microfilm activities and thus complicated communications.
Also, a substantial personnel turnover toward the end
of Fiscal Year 1973 resulted in a loss to the Branch of
much of the expertise gained through training.
(5) Future plans
personnel newly assigned to the Branch will under-
take a similar training and orientation program. Efforts
will be made to move the Branch offices to the Headquarters
Building.
(6
Approximately one-fourth of a man-year was devoted
to achieving this objective, with an estimated cost of
$9,000. of which $4,000 were directly related to external
training costs.
I. Objective 9
(1) Statement of Objective
To demonstrate to Agency components the potential
of micrographics to the solution of certain information
handling problems.
(2) Action Plan
The plan called for selection of a contractor to
conduct Agency seminars on micrographics which would
serve to acquaint personnel with the state-of-the-art
of the technology. It was planned to hold such seminars
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on a quarterly basis. In addition, it was planned
that Microfilm Programs Branch personnel would parti-
cipate in other Agency training programs such as Trends
and Highlights of the Support Directorate and the annual
Agency Records Management Conference. Moreover, indi-
vidual office visits were planned by Branch officers
on an ad hoc basis to uncover potential microfilm appli-
cations. Specific feasibility studies were to be under-
taken at the initiative of interested Agency components.
A static display of various microfilm equipment (cameras,
readers, reader-printers, etc.) was to be established to
afford interested components an opportunity to view a
representative cross-section of hardware and to provide
a pool of such equipment to be loaned, where justified,
to components interested In gaining hands-on experience
with various equipment items before making capital out-
lay commitments.
Progress and Shortfall
A total of four seminars were conducted by the
contractor, to which 110 Agency personnel, representing
all Directorates and Independent Offices, attended. No
records were kept on individual office visits, though
they were numerous. Two feasibility studies were con-
duntpd- one by the -- in th 25X1A
I I and the other by Microfilm Programs
Branch personnel in the Insurance Branch of the Office of
Personnel. While no microfilm application has developed
from these studies, the applicability and cost-effective
justification for them was demonstrated.
Approximately $20,000 worth of microfilm equipment
was purchased to form the nucleus of the static display
of such gear, which was physically located in the Magazine
Building. Portions of this equipment were transported
to Headquarters periodically for demonstration purposes
at the contractor-conducted seminars on micrographics.
Considering that this is an on-going objective which
may be applicable to the mission and functions of the
Microfilm Programs Branch over the next several years,
considerable progress was made.
(4) Problems
Inasmuch as the staff personnel initially,assigned
to the Microfilm Programs Branch lacked the technical
expertise felt necessary to plan, organize. and implement
an Agency training program in microfilm techniques, the
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decision was made to select a competent contractor for
this purpose. Clearance processing delayed the start
of .the program by several months. Feedback from parti-
cipants in the seminars suggested that the contractor's
approach was perhaps too hardware-oriented, with insuf-
ficient attention being paid to systems. analysis, but
repeated suggestions along this line to the contractor
failed to produce a significant change in his presenta-
tion. Nonetheless, the program was continued with this
contractor on the grounds that some exposure in this
area was better than none. Rotation of Microfilm Pro-
grams Branch personnel during this period impacted
significantly on the amount of effort devoted to office
visits and feasibility studies. The Branch Chief, after
having spent considerable time on a training program
designed to give him the technical background and ex-
posure necessary to direct the activities of the unit,
was reassigned just as he started rolling. Then, within
two months of the Branch Chief's departure, the officer
who had assumed command was likewise transferred.
Finally, one Junior officer resigned at the end of
Fiscal Year 1973, after concluding that he would be
unable to make the contribution to Agency management
that he felt trained and competent to make.
Future Plans
It is planned to staff the complement of the Micro-
film Programs Branch with at least two officers whose
terms of assignment will be of a duration long enough
to make a training investment of several thousands of
dollars cost effective. It is also planned to select
another contractor, one whose background and experience
will enable him to conduct microfilm training sessions
which will address systems analysis in the context of
information handling as well as microfilm equipment and
techniques.
Costs
Approximately two and one-half man-years were com-
mitted to the achievement of this objective, representin
an estimated cost of $72,600, of which $20,000 were for
equipment and $2,600 were for external contractor assis-
tance.
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Objective
(1) Statement of Ob ective
To stimulate a more active records rang nt program
in the Support Directorate.
(2) Action Plan
The Support Directorate Records Branch, which was
established in Fiscal Year 1972 with a staff of two
officers and was organizationally located throughout
Fiscal Year 1973 in the Support Services Staff of the
Support Directorate, planned to meet with Directorate
records management officers, as a group and individually,
to pass on information and promotional material regarding
all phases of the Agency Records Management Program. The
branch further planned to give guidance or participate
directly in studies and, in general, to render assistance
in any facet of the Directorate's records program.
Progress and Shortfall
The branch participated with the Office of Training
in selecting records management officers and other Support
Directorate personnel with related duties to attend the
various one-day seminars devoted to Records Disposal,
Filing Procedures, and Forms t nagement. The branch
was successful in promoting the participation of a
large number of Support Directorate records personnel
in the training program, and this has contributed
greatly to their professional competence.
Various meetings were held with Support Directorate
records management officers prior to the annual Agency
Records Management Conference in an effort to stimulate
their interest and to solicit topics for discussion.
Directorate attendance was complete and all of the
participants played an active role in the Directorate
sessions, demonstrating a keen interest in the subjects
which were discussed.
The branch was instrumental in disseminating
information obtained from the Agency Records Management
Board, the Special Assistant for Information Control,
Microfilm Programs Branch, Records Administration
Branch, Office of Training, industry, and. other sources
to records management officers of the directorate in
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order to keep them abreast of the latest developments
in the field of records management, both inside and
outside of the Agency. This was accomplished by
convening meetings or by providing the records officers
with written material.
The objective was achieved.
(4) Problems
Because many of the Directorate records management
officers have other assigned duties, scheduling meetings
at convenient times so as not to conflict with these
other duties was somewhat of a problem. In addition,
the geographical separation of the components further
limited the amount of time available for the pursuit
of this objective.
Future Plans
It is planned to continue to hold group meetings
and to pass on information and promotional literature.
Directorate records management officers will be
encouraged to feed back information into the program.
(6) Costs
Approximately one-fourth of a man-year was committed
to achieving this objective, with an estimated cost
of $5,250.
Objective 11
(1) Statem=ent of Objective
To serve as the focal point for the Support
Directorate's information management activities.
Action Plan
The Support Directorate Records Branch's plan
called for it to furnish staff guidance and assistance
to the Directorate's records management officers and
to coordinate their activities and programs.
Progress and _Shortfall Day-to-day branch activities included furnishin
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Support Directorate records management officers with
guidance and assistance in the several areas of records
management, such as: reviewing records retirement
requests, Records Control Schedules, Vital Records
Deposit Schedules, forms, storage equipment requests,
and the utilization of microfiln systems and equipment.
The review function was exercised to the extent necessary
to ensure compliance with Agency policy and Directorate
requirements. In the forms area, the branch reviewed
requests going through to production; however, time
did not permit a thorough study of their application.
On the whole, the operation was successful and the
objective substantially achieved.
(4) Problems
in order for this objective to have been fully
met, the services of two officers working fulltime
would have been required. A second officer was assigned
to the branch, but he needed a considerable amount
of training in records management to qualify him to
perform the duties. Moreover, he was required to
serve as the administrative officer for the Support
Services Staff, which further diverted him from
pursuing records management activities.
(5) Future Plans
insofar as staffing will permit, the branch plans
to continue to review and coordinate Support Directorate
records management activities with the hope that the
branch may eventually be manned in a fashion that
will permit it to more thoroughly fulfill its mission.
Approximately one man-year was devoted to this
objective, with a cost of $21,000.
1. Objective 12
(1) Statement of Objective
To identify potential microform applications
and to promote where possible microfilm applications
within the Support Directorate.
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Action Plan
The Support Directorate Records Branch's plan
called for asking the Directorate's records management
officers to identify possible microfilm applications
within their components which might result not on1
in a reduction in storage requirements but would also
promote efficiency and economy. Once a potential
application was called to the attention of the branch,
it was planned to utilize the services of the Printing
Services Division and the Microfilm Programs Branch
to assist in technical aspects of the project, including
selection of equipment and the training of office
personnel in its use.
(3) Progress and Shortfall
Significant results were achieved in several areas:
A pilot project was started in the Office
of Medical Services to film the medical files
of dependents. The users found the microfiche
product easy to manipulate and read and' although
the project did not extend beyond the pi
stage, it is felt that a lot of potential
users have been sold on the benefits of
microfilm vis-a-vis hard copy.
(b) A pilot project is in progress in the
Psychological Services Staff, Office of Medical
Services, to film the psychological case files
of Agency employees. Inasmuch as updating
of the files is a requirement, a microthin
racket system was selected. The conversion to
microfilm has improved the retrieval of
records by permitting the consolidation of
data formerly contained in separate files at
different locations.
(c) In the Transactions and Records Branch of
the Office of Personnel, the pre-CIA Federal
Service records for contract personnel are
being filmed on microfiche. Since there is
every indication that officials of the Office
of Personnel are enthusiastic over the
potential demonstrated by this project, there
is a distinct possibility that this may eventually
lead to the microfilming of all personnel files.
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(d) After preliminary tests were made in the
Statistical Reporting Branch of the Office
of Personnil, it was agreed that the Position
Control Register would be microfilmed on a
Rotoline Camera. The Printing Services Division
will lend and set up the camera and also train
Statistical Reporting Branch personnel in its
operation.
(e) In the Credit Union arrangements were made
with the Printing Services Division to micro-
film the membership cards with the use of a
Rotoline Camera. This project will be compatible
with the existing systems and equipment on hand
in the Credit Union.
(4) Problems
The use of microfilm is still new to many people
and they often prefer to watch and wait. Another
problem is the lack of an operational system of updatable
microfilm at this time, which inhibits somewhat the
broader application of microfilm technology in the
Support Directorate.
(5) mature Plans
It is planned to continue to promote, identify,
and study future applications and to upgrade present
systems.
(6) Costs
Approximately one-fourth of a man-year was devoted
to the furtherance of this objective, with an estimated
cost of $5,250.
M. Objective 13
(1) State t. of Objective
To physically separate the Agency Archives
function from the Agency Records Center function.
(2) Action Plan
The Agency Archives was operated informally as a
part of the Agency Archives and Records Center from
June 1963 until August 1972. At that time the need
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for a formal Agency Archives Program was recognized
and the function was administratively separated from
the Records Center. The action plan called for the
cords Center holdings from
of and the consolidation of all records
defined as arc &Iinto the evacuated space. In
addition, the Emergency Map Library "cords were to
be moved errant area o 25X1A
and into in order to mace room for rchives'
office, working an research space. The installation of
an elevator connecting the basement with the first floor
directly above was also to be a part of the renovation
and move.
(3) Progress and Shortfall
The move of all records was accomplished on schedule
and a separate Agency Archives report was prepared for
the Special Assistant for Information Control at the end
of August 1972. This report showed that a total of
18,092 cubic feet of records had been transferred from
the Records Center's holdings into the custody of the
Agency Archives. At the same time I~Qtal of 34 360
cubic feet of storage space within at 25X1A
designated as Archives space.
The relocation of offices and working space for the
Archives personnel and the provision for researcher
facilities did not progress so well. An ASE contract in
the amount of $8,000 was awarded for the preparation of
specifications,and blueprints for both the space reno-
vation project and the installation of an elevator, and
the contract was advertised for bids. The low bid, how-
ever, was in excess of $143,000, whereas only $65,000
had been earmarked for this project in the Fiscal Year
1973 budget. All bids were rejected for lack of funds
and no further action was taken.
The objective, therefore, was only partially achieved
for reasons beyond management control.
Problems
reluctance to fund improvements
this question is resolved. the
Archives an a ecords Center
donment of and the tr
Agenc manan at has been conside+
24
the aban-
e Agency
Until
nderstandab
the existing facility.
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(5) Future Plans
Efforts will be made to get =rev 25X1A
relative to the future status of In the
meantime, renovation plans will. be rev ewe in an effort
to minimize construction costs, and contingency plans
will be devised for use in the event that management
plans foreclose the possibility of major renovations.
Costs
Approximately one-fourth of a man-year was com-
mitted to the achievement of this objective, with a
total cost of $12,000, of which $8,000 were for the
ASE contract and $250 for support services.
ti ve 14
statement of Objective
To establish within the Agency Archives complete
record sets of the Agency's finished intelligence pro-
ducts.
(2) Action Plan
-The plan called for Agency Archives personnel to
screen reference collections, analysts' working files,
background files, and other records prior to disposal
by the Records Center in a search for missing publications,
to addition, the Chief of the Agency Archives planned to
enlist the support of records management officers from
the Agency's production offices to ensure that a record
copy of each such issuance would be sent directly to the
Agency Archives at the time of publication and initial
dissemination.
(3) Progress and Shortfall
The plan to screen records prior to scheduled
disposal was quite successful, though time consuming.
During Fiscal Year 1973 a total of 941 cubic feet of
records was screeneed, 5,782 reports were salvaged and
checked against existing holdings, and among these 2,079
missing reports were uncovered and added to the Archives
record series.
The attempt to have copies of publications deposited
in the Agency Archives at the time of initial dissemination
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met with only partial success. All of the routine
collateral (i.e., noncodeword) finished intelligence
publications are being forwarded to the Agency Archives
by the Printing Services Division. Some of the code-
word publications are being forwarded to the Agency
Archives also, but none of the so-called "sensitive"
reports or copies of the typescript reports and memo-
randa is being received directly.
Proms
A few of the production offices do collect copies
of their publications and special reports and forward
them periodically to the Agency Archives, but, inasmuch
as there is no one central point in the Agency where all
published products are recorded, there is no absolute
assurance that the Agency Archives holdings are complete.
Future Plans
Other avenues will be explored, including asking
the Central Reference Service to provide periodic machine
listings of the Agency publications indexed into its
automated data base.
Approximately two man-years were committed to this
objective, with an estimated cost of $32,000, which
includes $2,000 for support services.
objective 15
Statement of Objective
To strive to prevent the destruction of records of
enduring value in order to comply with legal requirements
and preserve the Agency's history.
Action Plan
This objective, of course, is closely related to
Objective 14 above. The plan was to review all records
in the Records Center prior to their destruction and,
when historically valuable records were discovered, to
work with the concerned component's records management
officer to effect their transfer into the Agency Archives.
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Press and Shortfall
During Fiscal Year 1973, 743 jobs, totaling 6)071
cubic feet, were reviewed prior to destruction or
transfer. Of this total, seven jobs, totaling 23 cubic
feet, were found to have historical value and, after
contact with the component records management officer,
were accessioned into the Agency Archives. The bulk
of the records so transferred was from the Intelligence
and Science and Technology Directorates.
(4) Problems
This objective will continue to fall short of its
goal until such time as the Agency Archivist or his
designee is given clear-cut authority to make the deter-
mination of whether a record should be preserved or,
destroyed once the office of origin has no further need
of it. The lack of a formal Agency Archives regulation
has led some component records officers to take the
position that no Agency Archives exists to accept and
store historical records.
Future Plans
A proposal will be advanced to component records
management officers that the disposition instructions
for selected record series be amended to provide for the
screening process prior to disposal. The publication of
an Agency Archives regulation will be expedited.
Costs
Approximately three-fourths of a man-year was com-
mitted to achieving this objective, with an estimated
cost of $18,000, of which $750 were for support services.
ive 16
(1) Staff of Objective
To provide timely and useful research and reference
services from the Agency Archives holdings to Agency
officials on a compartmented and controlled basis.
(2) Action Plan
The plan called for the preparation and utilization
of various finding aids, as well as the development of
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a thorough knowledge by all of the Agency Archives
personnel of theArchives
whichholdings
created thesefrethe cordsstory
of the organizations
(3) P-ro.gress and Shortfall
Adequate finding aids are maintained and kept
current by recording each new series received. The
work at the Agency Archives has been divided in such
atnner to permit the employees to specialize in the
records of a specific Directorate, and the staff has
been encouraged to make periodic orientation visits to
Headquarters components. During Fiscal Year 1973 a
total of 5,307 reference services was provided by
Agency Archives personnel.
(4) Future Plans
At some future time, when record series have been
properly arranged, boxed, and labeled, it is planned
to mark upon a program of producing a series of
inventories to facilitate researcher use of the hold-
ings.
Approximately one man-year was devoted to this
objective, with an estimated cost of $16,000, including
$1,000 for support services.
Objective 17
(1) !tement of n Objet
To refine and reduce the archival holdings.
(2) Action Plan
The plan called for the constant review and
reappraisal of all archival holdings in the interest
of economy and good archival management.
(3) Progress and Shortfall
Although the Agency Archives accessioned 1,720
cubic feet of now records, the overall holdings were
reduced as follows:
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Elimination of duplicates - 413 cubic feet
Reappraised as not archival - 21 cubic feet
Transferred back to the Records Center as
being too active for the Agency Archives -
3,559 cubic feet
Thus, the Agency Archives, which started out in
August 1972 with 18,092 cubic feet of records, ended
Fiscal Year 1973 with only 15,680 cubic feet on hand.
A microfilming program was initiated with the
Printing Services Division to film the Dinformation 25X1A
report series, 1947 through 1952. As of the end of
Fiscal Year 1973, 52 cubic feet of these records had
been filmed, but because of the lack of manpower required
to proof the film, the paper copies had not as yet been
destroyed.
(4) Problems
The legal question as to whether the Agency can
authorize the destruction of records without the approval
of the National Archives and Records Service complicates
the purging process. An opinion has been sought of the
Office of General Counsel on this matter.
Future Plans
The addition of four contract employees to the staff
of the Agency Archives has been approved, and actions
will be taken to fill these positions. The additional
personnel will be used to screen and prepare materials
for microfilming when such a step is warranted by reason
of record preservation or reduction of storage requirements.
Negotiations have been initiated with the National
Security Agency which, if successful, will enable the
Agency Archives to dispose of certain categories of
records which are duplicated in the National Security
Agency's holdings.
(6) Cuts
Approximately one and one-fourth man-years were
committed to this objective, with an estimated cost of
$22,900, including $1,165 for travel and support services.
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r. Objective 18
(1) Statement of Objective
To provide a systematic procedure for a contin-
uous flow of semicurrent records from Agency components
to storage for reference purposes, and then to even-
tual destruction or preservation.
(2) Action Plan
The Records Center plan called for working with
the Records Administration Branch and the Microfilm
Programs Branch to establish procedures for the orderly
transition from paper records to film, and for the
review of retention periods provided for in Records
Control Schedules. Agency records custodians would
be provided with technical training in such matters as
records retirement procedures. It was also planned to
inventory, arrange, and rebox existing holdings when
required. In collaboration with the Agency Archives,
procedures were to be established for the scheduled
transfer of records of enduring value from the Records
Center to Agency Archives.
Progress and Shortfall
During Fiscal Year 1973, the Records Center re-
ceived 9,187 cubic feet of semicurrent records from
Agency components. A total of 18,092 cubic feet of
Permanent records was transferred from Records Center
custody to the Agency Archives early in the Fiscal Year,
and an additional 6,071 cubic feet were either trans-
ferred to Agency Archives or destroyed during the re-
minder of the reporting period. As of the close of
Fiscal Year 1973, the Records Center holdings amounted
to 60,757 cubic feet. Reference requests serviced durin
the year totaled 44,815.
Records were shifted in in order to
vacate space for the Agency v earrangement
and reboxing of records was accomplished to the degree
that circumstances required.
Much work remains to be done in preparation for
the storage and handling of larger quantities of micro-
film, but a start was made in establishing microfilm
standards, with the Microfilm Programs Branch serving as
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the principal action office. Records Center personnel
provided lectures on records disposition techniques for
component records custodians attending five courses
offered by the Office of Training. In addition, 364
Agency employees were conducted on tours of the Records
Center facility and briefed on its operations.
(4) Problems
Tho r rantar as forced to rely on the 0
Motor Pool for priority requests
which required special runs to Headquarters. When cars
were not available, employees were required to use their
own vehicles. This problem was sol l
official vehicle was obtained by th
and assigned to the Records renter for its exc M.
and
Future Plans
This is a continuing objective. The Fiscal Year
1973 action plan will be carried over into the next year.
(6) Costs
Approximately four man-years were devoted to achieving
this objective, at an estimated cost of $64,000, $4,000
of which were for support services.
s. Objective 19
(1) Statement of Objective
To provide a systematic procedure for a continuous
flow of Agency publications from the Printing Services
Division to the Records Center, to requesters, to final
destruction.
Action Plan
The Records Center's plan called for a review of
the activity of those reports in stock and recommenda-
tions for such changes in retention periods as seemed
warranted. Existing holdings would be reduced in accord-
ance with the schedules. The plan also provided for
the exploration of new methods and techniques for the
storage of supplemental distribution items.
(3) Progress and Shortfall
During Fiscal Year 1973, the Agency Records Center
received 1,283 cubic feet of supplemental distribution
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materials from Agency components, and 4,754 cubic
feet were destroyed or transferred. Total holdings
at the end of Fiscal Year 1973 amounted to 7,365 cubic
feet. A total of 25,067 requests was serviced. The
attainment of the objective was substantially realized.
(4) Future Plans
Efforts to improve services and introduce economies
will continue. One possible future development is the
use of microfiche for supplemental distribution of pub-
lications in lieu of hard copy.
) Ctsts
Approximately six man-years were committed to this
objective, with an estimated cost of $96,000, including
$6,000 for support services.
Objective 20
{1) Statement of Objective
To provide a systematic procedure for the storage
of those records identified as essential to the continued
operation of the Agency in time of national emergency.
(2) Action Plan
The Records Center's plan called for it to receive,
store, and service the records identified by Agency com-
ponents' Vital Records Deposit Schedules. In collabora-
tion with the Records Administration Branch, Agency com-
ponents would be encouraged by the Records Center to
review their vital records holdings periodically, and
existing holdings would be reduced in accordance with
authorizations received.
(3) Progress and Shortfall
During Fiscal Year 1973, the Agency Records Center
received 2,318 cubic feet of vital records from Agency
components, and 904 cubic feet were destroyed or trans-
ferred. Total holdings at the end of the reporting period
amounted to 5,444 cubic feet. The Records Center ser-
viced 2,341 reference requests.
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The greatly increased effectiveness of weapons
of mass destruction has caused many Agency employees
to view the Vital Records Program as an anachronism,
and the Program has suffered from neglect. The Pro-
gram should be redefined in terms of the need to recon-
stitute records in the event of fire or other natural
disasters.
Future Plans
Management will be urged to take measures to dispe
the employee apathy evident with respect to the Vital
Records Program.
Costs
Approximately two man-years were committed to
achieving this objective, with an estimated cost of
$32,000, including $2,000 for support services.
the 21
to ant of ieecti ve
To improve the physi
facilities at 8uildin
on
The Records Center, in collaboration with the
Agency Archives, planned to have the interior walls
painted and to install fluorescent lighting. Existing
furniture was to be replaced with unitized metal and
wood furniture, and semi-private rooms were planned for
the use of researchers and other visitors. Carpeting
was to be installed in the office and research areas.
In addition. it was plann.gd to take steps to improve
that temperature and humidity c v
standards for the storage of permanent records. Inas-
much as the fire protection afforded the stored records
was grossly inadequate, it was also planned to request
at the Aaeney Safety 0ffi R conduct , ety survey
o nd also o the facility 25X1A
of suppl ere - n materi al s
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Progress and Shortfall
The painting, the lighting improvements, and the
carpeting and general refurbishing of office areas
was completed. Three work cubicles for the use of
resea~ers were provided. (Similar renovations
planned by the Agency Archives for the basement area,
however, pending a decision on the future
status of See Objective 13,3.) An A&E
contract was aware for the proposed upgrading of the
air conditioning system forl n 30 January 25X1A
1973, but the study had not been comp e e as of the
end of Fiscal Year 197` written request
for a safety survey o ats 25X1A
submitted on 16 April 19 . e survey s sc edulec
for the first quarter of Fiscal Year 1974. In summary,
action had been either completed or initiated by the
end of Fiscal Year 1973 to achieve all aspects of the
objective.
Problems
The question of the future status o'
mt,c be resolved. In the event that the
fore authorized. the question of funding air conditioning
improvements and fire prevention and control devices must
be faced. These items are not in the Fiscal Year 1974
budget.
(5) Costs
Manpower costs for the Records Center staff were
negligible and are subsumed under the category of Manage-
ment in Section III. The renovations cost $10,000 and
the A&E contract for the air conditioning study cost
$3,200, for a total expenditure of $13,200.
- 34
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SECTION III. OTHER ACTIVITIES
The Records Administration Brarch provided numerous staff',ser
vices In connection with its mission to plan, develop, and promote
the Agency Records Management Program. The service activities
elaborated on below were not subsumed under any of the enumerated
component objectives:
a. Forms Management Program
A significant workload was processed during Fiscal
Year 1973, some of It generated by the requirements of
Executive Order 11652. A total of 94 forms was down-
graded, 85 declassified, and nine upgraded. Ninety-
eight forms were made obsolete, and 88 were deleted
from overseas use. The number of different forms pro-
cessed--new, revised, or being reprinted--amounted to
1,267, and 84,132,954 copies of forms were printed in
all.
Approximately two and one-tenth manyears and an
estimated $42,000 were expended by the staff on this
activity.
Fflinu E
Approximately one and three-tenths man-years and
others are either pending or did ?t appear to be Justified.
During Fiscal Year 1973, 327 requisitions for
filing equipment were evaluated, including 119 requi-
sitions for 207 safes. In addition, 100 safes were
ordered In support of the Office of Security's 10-year
program to replace safes that do not meet security re-
quirements. Expenditures for other types of filing
equipment in the aunt of $175,604 were approved during
the report period. An estimated cost-avoidance of $15,00was realized in connection with this review process.
Thirty-five requests for secure or special vault
areas were evaluated; 20 of these were approved and the
ui
nt and Vault Area Review
ted $26,000 were expended by the staff on these
vities.
M'. crJ RD klr
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c. Records Inventor in and Scheduling; Correa ndnce,
eports. an* , nagermrent
During Fiscal Year 1973, over 30 Records Control
Schedules were reviewed, consisting of 1,360 items,
Three of the Records Control Schedules were complete
office schedules; the others involved revisions of in-
dividual items, or complete revisions of the schedules
of office subcomponents. Appropriate written guidance
was promulgated with respect to correspondence, reports,
and filing systems. In addition, a records survey was
conducted in the Imagery Analysis Service and a schedule
was prepared for that organization.
Approximately one and one-fifth man-years and an
estimated $24,000 were devoted by the staff to these
activities.
d. Vital Records Program
Activity in this area diminished considerably
during Fiscal Year 1973, indicative of the widespread
feeling of apathy with regard to the program. Only
three Vital Records Deposit Schedules were revised.
Approximately one-tenth of a man-year and an
estimated $2,000 were devoted to the program by the
staff.
With the exception of the Microfilm Programs Branch (included
under Objective 8), resources expended on external training, atten-
dance at seminars and conferences. etc., by Special Assistant for
Information Control subcomponents have not been prorated among the
component objectives. The time devoted to internal training courses
and on-the-job training, on the other hand, was allocated among
the objectives and has thus been accounted for previously. Approx-
imately one-half of a man-year was devoted to activities of this
nature. Registration fees, transportation, salaries, etc., are
estimated at $14,095 for Fiscal Year 1973.
Another activity which was not accounted for under the com-
ponent objectives was the general area.of administration and
management. This includes actual supervision, management re-
porting, service on boards and panels, attendance at staff
meetings, secretarial support. and certain prorated support ser-
vices. For Fiscal Year 1973, approximately six and one-half
man-years and an estimated $116,225 were accounted for in this
manner.
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SECTION IV. RESOURCES SUMMARY
Ob ective
Man-year Cost
Estimate Estimate
1.
Implement E.O. 11652
2.0
$51,000
2.
Control Non-ADP Information
Processing Equipment
0.083
2,760
Provide Records Administration
Training
225
4.
Prepare Records Management
Handbook
0.1
Conduct Records Management
Survey
0.2
4.00
organize Records Management
Conference
4,000
7.
Promote Communications Within
Records Management Comntni ter
2,000
Establish Microfilm Programs
Branch
0.25
9,000
Demonstrate Potentials of
Micrographics
2.5
72,600
10.
Stimulate Support Directorate
Records Management Program
0.25
5,250
11.
Coordinate Support Directorate
information Management Activities
1 .0
21,000
12.
Promote Support Directorate
Microfilm Applications
0.25
5,250
Establish Agency Archives
0.25
14.
Collect Record Sets of
Agency Publications
2.0
15.
Preserve Historical Records
0.75
37 -
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OUective
Man-year
Estimate
Cost
Estimate
Provide Archives Reference
Service
1.0
$16,000
17.
Refine Archival Holdings
1.25
22,90
Provide for Storage and
Disposal of Semicurrent
Records
4.0
64,000
Provide for Supplemental
Distribution of Publications
96,000
20.
Provide for t+arage of
Vital Records
2.0
Improve Physical Facilities
at Records Center
0.0
13,200
Subtotal 24.38 $490,185
other
Actin
Forms Management Program
2.1
42,000
Filing Equipment and Vault
Area Review
1.3
26,000
Records Inventorying and
Scheduling; Correspondence,
Reports, and Files Management
1.2
24,000
Vital Records Program
0.1
2,000
External Training
0.5
14,095
Administration and Management
6.5
116,225
Subtotal
11.7
$224,320
Total
36.08
714,505
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SECTION V. RECOMMENDATIONS
The primary objective of the Special Assistant for Information
Control (subsequently renamed the Information Systems Analysis Staff)
will be to begin the task of rationalization of the Agency's infor-
mation management resources and techniques. Each component has de-
veloped an information management system geared to its own peculiar
requirements; its interaction or meshing with any other Agency infor-
mation management system is therefore coincidental or fortuitous.
This situation appears anomalous in an Agency which is concerned al-
most exclusively with the information processing chain, from the
framing of collection requirements to the final product. The dy-
namics of management change in the Agency, coupled with increased
competition for resources, call for a new look at the way in which
we deal with information. This new look should seek to achieve the
maximum Agency manipulative capability for the least amount of money.
In seeking this end, the good of the Agency as a whole is to be con-
sidered uppermost. This will require a modification in the way in
which each Directorate views itself in relation to the Agency and
the other Directorates.
The approach will be to collect information relative to the
processes of information management, to analyze such data, and to
propose new ways of doing things. These "new" ways of doing things
may be new to the Agency but already tried and tested in other
Government agencies or in the private sector. Experiments will be
made in the feasibility of copying/reproduction centers. Conceiv-
ably, experiments w is 1 q be conducted with word processing cen-
ters. In view of the very ?imited resources of this..office, it
will still be necessary to ;rely upon negotiation and good works to
convince Agency operating components that they should devote their
own resources to such innovations.
Advances in the techniques of source data automation will soon
enable the Agency to move toward a paperless system, capturing in-
formation in machine-readable form at time of origin, manipulating
it by electronic means, storing it in magnetic media, displaying
it via cathod ray tube or film, and reproducing it in hard copy
form only when such action is mandatory. This implies new con-
cepts, new methodologies, and open and receptive minds.
A major problem which will be encountered is that of human
inertia, or even active resistance to change. Individuals will
continue to want to do things in the safe and familiar ways to
which they have grown accustomed. Organizational components will
want to continue as satrapies, concerned with prestige and fiercely
defensive with respect to their territorial rights and perquisites.
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 1 *6 COWIDE TIM L
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The decades-old tradition of decentralization and near autonomy will
be a most formidable obstacle to overcome in introducing common in-
formation practices throughout the Agency in the area of information-
management.
Obviously, there will be a need to educate the manager and the
user in what is available and how to select from among the options
open. This may necessitate the development, perhaps in conjunction
with the Information Science Training Program, of new training courses.
It will require the preparation of guidelines for the selection and
use of word processing, copy/duplicating, microform, and video equip-
ment. It will also make mandatory a very close working relationship
among the information management and processing elements of the
Agency, and especially so within the Management and Services Direc-
torate.
The 26 May 1972 memorandum from the Executive Director-Comptroller
established an Agency Records Management Board consisting of senior
representatives from each Directorate, the Chief of. the Historical
Staff, and, as its Chairman, the Agency Records Management Officer.
The Board, which was to serve as the principal mechanism for the
development of Agency-wide policies relative to information handling
and management, met on three occasions. Frankly, it did not prove
to be of great value as a policymaking body; the membership, however,
functioned well as a channel for communicating with the various Direc-
torates. In other words, the Board worked best when it was not a
Board. It became inactive and its revival is not recommended.
In terms of resource.requirements, the Special Assistant for
Information Control 'has 'ferese.eabie.needs in the reas of mone 25X1A
ace. The various improvements to
and these are essential if the Agency is o
utilize these aci s over the long haul--will cost in the
neighborhood of $400-450,000. The cost of the alter 25X1A
r __J
structing a new Records Center and Archives Building
has been estimated at $4,470,000. The Classification Programs
Branch will require five slots and appropriate office space. And
finally, there is a clear need to provide Headquarters space to
the Microfilm Programs Branch for offices and to accommodate the
static display of microfilm equipment.
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