CIA ARCHIVES

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP84-00780R003600140016-3
• Release Decision: RIPPUB
• Original Classification: S
• Document Page Count: 24
• Document Creation Date: December 19, 2016
• Document Release Date: June 1, 2006
• Sequence Number: 16
• Publication Date: March 11, 1970
• Content Type: MF

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SENDER WILL CHECK CLASSIFICATION TOP AND BOTTOM
UNCLASSIFIED CONFIDENTIAL SECRET
OFFICIAL ROUTING SLIP
TO
NAME AND ADDRESS
DATE
INITIALS
Deputy Director for Support
2
3
4
5
6
ACTION
DIRECT REPLY
PREPARE REPLY
APPROVAL
DISPATCH
RECOMMENDATION
COMMENT
FILE
RETURN
CONCURRENCE
INFORMATION
SIGNATURE
Remarks :
Bob:
In principle, I have no trouble with the need fo
establishing an Agency policy on archives, but I
believe it should be published as an Agency regu-
latory issuance and suggest that you prepare a
draft regulation and have it coordinated with each
Directorate. (Perhaps the Agency Records
Management Board could serve as the coordinating
vehicle.)
With respect to the location of the function, I
am not inclined to place it with the Historical
Staff or anywhere else in the O/DCI. I believe
this is an appropriate support function and I would
appreciate it if you would assume the leadership.
FOLD HE
ER
A
FROM: NAME
DATE
.
L. K. White, ExDir- omp .
41 70
>Jrz A 6ra1T& it Tl I CONFIDENTIAL
SECRET
- {diu
25X1
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)PA{ FOku Axecutive Director-Comptroller
1. This memorandum contains a recommendation for approval;
such recommendation is contained in paragraph 10
2. The purge of Agency records during the past 18 months has
brought into focus the need to provide some. systematic way to control
and administer record materials which are scheduled for permanent re-
tention. At the beginning of February 1970 we had about 29,000 cu. ft.
of record holdings in this category.
3. As you know, records of Federal Agencies are the property
of the United :Mates Covernmaut and authorization to destroy them
must be obtained from the Congress with the reco aiendation of the
Archivist of the United States. In our case, tine Archivist has waived
his authority to review individual documents which we request authority
to destroy. Tue authorization is granted based on lists we submit to
his which identify general categories of record material.
4. The Archivist also has authority to determine what docu-
ments suet be preserved permanently as part of the Archives of the
United States. tie does not exercise this authority, however, until
records are transferred to his custody for permanent retention. We
have not needed to seek special dispensation from this authority
because we have retained custody of our own records. Cventually we
will have to transfer our permanent records to the Archivist of tree
United States, obtain separate authority to manage our own, or simply
continue to avoid the issue by retaining custody ourselves. In any
case we should have in the Agency an Archives Program which will meet
all of the basic standards and criteria applied by the Archivist of
the United :hates in fulfilling his statutory responsibility.
5. We have a small beginning in this direction with the docu-
seats that have been identified and segregated for eventual transfer
to each of the Presidential Libraries which, incidentally, eventually
bocce: appendages of the National Archives. In addition, about ten
or twelve years ago the Agency Records Administration Officer and the
Chief of thecorda Center on their own initiative began selecting
for an archival collection one record copy of each Agency publication.
r~~
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Later arrangements were made with a few Offices to segregate from
the inactive records some case files and documents which were
scheduled for permanent retention. This screening continues to be
done as time is available in addition to other duties at the acords
Center. This collection now totals 12,749 cu.. ft.
6. Outside this collection there are 4,258 cu. ft. of OSS
material and 10,362 cu. ft. of inacti,e office records scheduled
for permanent retention which require screening and appraisal to
select those documents which are truly archival. There are another
1,796 cu. ft. of OSS materials retained in the 11cadquarters Building
to serve the day-to-day operations of DDP/RIO. Thus, we know of
16,416 cu. ft. of material scheduled for permanent retention which
must be screened and appraised in addition to the 12,749 cu. ft.
already screened and set aside as archival for a total of 29,65 cu.
it. of materials which must be retained permanently.
7. Screening and appraisal for the selection of archival
material should be conducted by qualified professional Archivists.
A definition of Archives and a description of an Archivist are
attached at Tab A. The longer we delay the screening process the
more difficult it will become because the volume of records scheduled
for permanent retention continues to grow. We should have a con-
tinuing program to identify documents appropriate for the presidential
Libraries program. We should be planning now for the segregation of
documents for the a`ixon Library rather than wait until the next
President has been elected. A xperience suggests that it requires
about three to five maa-iwurs to review one cubic foot of records
and that the screening process results in the retention of about
two-thirds of the material screened. We already have enough material
identified for permanent retention to keep several people fully oc-
cupied for many years. We need an authoritative archival program
operating under clear policy guidance staffed by competent professional
Archivists for as long as we continue to retain our own records.
8. 1 realize, of course, that under the current personnel
restrictions it will be extraaely difficult to allocate resources
to this important program. It it were possible to staff such a
function appropriately, eowever, we should have a Senior and Deputy
Archivist, plus one professional Archivist to represent each Direc-
torate and the Office of the Director, and clerical personnel to
support them. In short, we should have a minimum of seven professional
Archivists and positions for three clericals.
9. xventually, we should have a storage facility separate
from the Records Center to house the Agency Archives. Archives re-
quire a higher quality of storage apace than other record materials
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do, more like a library than a warehouse, with air conditioning, heat,
and humidity controls. They should have contiguous space suitable for
use by historians and scholars seeking to exploit them. Long term
building plans for the Agency should include provision for archival
storage. Meanwhile, the collection ccommodated
in segregated space at the To release
the records Center storage 1: T spacm If may a reasonable to consider in-
stalling the archival facility at but it would not be
reasonable to move the archives there until we are in a position to
staff it adequately.
10. It is recommended,
a. That you approve the establishment of an
Archives Program in the Agency and that responsibility
for that program be assigned to the Chief, Historical
Staff.
b. That the Chief, Historical Staff and the Chief,
Support Services Staff work together to develop policy
and procedural statements to govern the Archives Program
and its continuing interrelationship with the Agency
Records Administration Program.
c. That the Agency reprogram its resources over
the shortest possible period of time to provide for the
creation of a suitable staffing complement to support
the Archives Program.
d. That the long-term building plans for the
Agency include specific provisions for archival storage.
R. L. Bannerman
Deputy Director
for Support
Howaf d. M. Llhrmann
Chief, historical Staff
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SUBJECT: CIA Archives
The recommendation contained in paragraph 1Q is approved:
L. K. White
Executive Director-Comptroller
DDS/SS3/RHW:mjk~ (17 Fab 1970)
Distribution
trig - Ache w/att (to be returned to DDS)
1 - ER w/att
~k = DD/S Subject w/att
- DD/S Chrono
2 - SSS w/att
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ARCHIVES
As defined by the Civil Service Commission for the Archivist
of the United States, Archives are "(1) those bodies of non-current
permanently valuable records that form useful evidence of the or-
ganization, functions, policies, decisions, procedures, operations
or other activities of Federal Agencies or very important Federal
Officials, or (2) those records that must, or should, be preserved
for their informational content..... Archival records document of-
ficial actions and serve as sources for official reference in the
prosecution of the affairs of Government by providing a record of
past actions. The information contained in Archives is essential
to historians, political scientists, economists, sociologists, or
other scholars engaged in study in various aspects of our society."
Professional archival work involves the following broad, but
not mutually exclusive, functions:
(1) Appraisal and disposition
(2) Arrangement and description
(3) Preservation and rehabilitation
(4) Documentary publication, historical editing,
and exhibit of archival materials
(5) Reference service
A sampling of these functions are described below to further
clarify the professional distinctions between Archivists and Records
Management Officers:
(1) Records appraisal and disposition involves the analysis
and evaluation of inactive records to determine their con-
tinuing value and to provide advice or make decisions about
their destruction or permanent retention. Archivists employ
a comprehensive knowledge and understanding of the history,
organization, and operations of the Agency; the legislative
authorities and responsibilities of the Agency as these re-
late to the development and retention of records; the organi-
zational, functional and records relationships of the Agency
to other Agencies and activities in the intelligence community
and federal government at large; and the needs of the scholarly
community.
I' Et a.d , Q.,;amaHc
is
d~ n~rsdirg aaa
declassilica9i;n
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(2) Archivists engaged in records arrangement study the
origins, the organizational and functional history and
administrative procedures of the producing units. They
analyze the records to decide the arrangement that will
best reveal their character and significance; protect
their integrity as historical evidence of organization
and function; and facilitate their location, description,
and use.
(3) Preservation involves safeguarding the archival
material from deterioration or impairment of their
value through alteration. It considers the condition
of the records; the nature of their evidential or
informational value; the extent of their use; and the
cost of repair and rehabilitation.
(4) Archivists involved in publication work carefully
study the documents to be published to resolve questions
of origin and authenticity. They employ a thorough
knowledge of the substance of the documents and persons,
circumstances, or events to which the documents relate.
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4 MAR 1970
Mr. Bannerman via Mr. Coffey
Attached for your signature and the concurrence of the
Chief, Historical Staff is a memorandum to the Executive Director
recommending the establishment of a separate Archives Program under
the Chief, Historical Staff.
When we first began discussing the proposal to create a
separate archives we talked about its organizational placement
recognizing that it relates just as closely to the Records Manage-
ment program as it does to the Historical program. We skirted the
possibility of creating a separate Office of Documentation which
might have an Historical Division, Records Management Division, and
an Archives Division. We also mentioned the Information Processing
function as it relates to the others. If the Agency ever considers
establishing a separate component to deal with Information Handling
problems and activities, all of these functions should probably be
a part of one structure. In any case, eventually the Records,
Historical and Archives Programs should probably come under a single
management.
Acknowledging that the Agency is probably not prepared for an
organizational change of such magnitude, we concluded that a reason-
able first step would be the creation of an archives program and agreed
that it would have a better chance of gaining acceptance and recog-
nition if it were separated from the Records Management program;
hence, the recommendation that it be given to the Historical Staff.
If the recommendations in the attached paper are approved we will
need to develop regulatory issuances which will insure a continuing
close relationship among all of these functions.
Incidentally, there have been press releases recently reporting
that bids from $463,300 to $572,300 have been received by GSA to
add 15,000 square feet of space to the Eisenhower Library; and a con-
tract in the amount of $13,799,138 has been awarded to build "the
Joseph H. Hirshhorn Museum and Sculpture Garden".
Since GSA seems to have no inhibitions about construction,
and no problems getting the money, perhaps we should consider
asking them to build us an Archives and staff it for us in the same
way that they handle Presidential Libraries. The Presidential Estate
managers control and administer the libraries with an agreement that
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custody and control will eventually pass to the National Archives.
Why wouldn't it be reasonable to explore the feasibility of a
similar arrangement for CIA?
You may want to explore some of these ideas with Colonel
White in discussing the Archives Program with him.
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26 MAY 19/0
ctiN0RANDUN FOR: Mr. r.anner=:sau via. 1r. Coffey
25X1
1. Last mont: ed I discussed with you a whole
series of problems eo+atroatluc us n the Support Services Staff with
possible alternatives for ? tt Lrzti, at ttnen. You asked for a "coacent
paper" followed by detailed 77n,.ero tact would justify our conceptual
su ges tions.
2. The "concept pripor" 1s attac:ted. It discusses most of
the points we covered in our coiiver.3 "tt ion,
I. Paragraph 2 outl nes ,gat, A,ru;;lems; paragraph 13 is a brief
;;u= aary and paraj;raph 14 contains r~.,coui ndations. You may want
to read paragraphs 13 au; 14 first.ges 10 and la.)
. hie , Support :aervicc t3 ~'ta f
DDS/SSS/IUIW:skd (21 May 1970)
Distribution
Orig - Addressee (w/att)
1 - SSS Subject
1 - SSS Chrono
,rp~ad ;ren r:as2matic
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2 C MP W
`T''.IORANDUM POR: Deputy Director for Support
SUBJECT . Management of Records and Information Processing
Activities
1. Paragraph 13 contains a recommendation for your approval.
2. We have problems in the Support Services Staff which are
impeding our ability to fulfill our responsibili.ties and plan
adequately for their future fulfillment.
a. We have a mix of responsibilities at the Agency
and Directorate levels: the ire; ul tions Control Branch
has an Agency role; ti o Records Administration Branch
has an Agency role vnd a Directorate role; the Infor-
mation Processing Branch has a Directorate role; we
have the A?.,oncv responsibility for Emergency Planning
and the responsibility for the Directorate Historical
Board. In addition the Executive Director has recently
expressed agreement with the idea that there should be
an Agency Archives but has said it should be a Support
function. We have the responsibilities without the
resources to meet then.
h. The Sun;~ort Directorate has no records staff but
has relied on the Agency Staff for support. The Agency
Staff has fewer people than the Clandestine Services
Records Management Officer has to deal with CS records
problems; not enough to meet its Agency responsibilities
much less to meet the additional requirements of the
Support Directorate. The Support Directorate has a
larger volume of records than the Clandestine Service.
c. Not only are we short on quantity, we do not have
the quality of resources necessary to do what we can see
needs to be done. Some offices, for example, have included
in their Program submissions plans to develop new systems.
The Chief, Plans Staff has asked the Support Services Staff
to concur in these plans. before concurring we should
understand the problems in order to be able to make
Ex'Wed train autnmatlt
d. ,r ^fldng and
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reasonable judgments about whether the proposals represent
the best or the right solutio-,is. v,le do not have anyone who
can be spared from his present duties for t"(3 time it would
take to conduct such, studies. In any event, none of our
people has the qualifications to do an adequate job of
recorr:aending the host solution because none of them has the
appropriate combination of experience and backgrot:md in
manual, automated, and nicrof-1.lm systems. To get the right
combination we would have to use more than one person and
it is twice as hard to release two as one.
d. Staffing constraints in the Records Administration
Branch through the years have deprived us of the flexibility
necessary to keep ro pie current with the state of the art
and broaden their c..?crience. The youngest member of RAB
i 42 and she has been. in her present assi ;n:rr3nt 14 years.
is
The oldest member is 53 and he has been in his present
a,sicneent 19 years, '['-.c lac.: of staffin flexibility
prevents the assif;nneat of young; officers and we have no
practical way of raking room for thou because the exp+eri-
cneed records officers are too highly -recializod for
assignment to other -.--ynes of positions. Attitudes toward
records management and the career service structure itself
are such that young; officers are not likely to be attracted
to the records profession.
e. All of the pro`)loms of the records program which
have boon cited in various presentations over the past two
or three Years continue to exist because resources are not
available to do anything: ,'gout then. To restate all of
these problems in detail here would be needlessly redundant,
but it should be re-emphasized that systematic management
control over the creation of record material is the heart
of any successful records maaiageraant program. Records manage-
ment programs rust give attention to all methods and media
of records creation: correspondence, microforms, reports
including the output of computer systems, file creation
and storage, forms design, and copying machines.
f. Some of the same and some different problems plague
the Information Processing Branch. People were selected by
their parent career services for assin,,nent to this function
with the result that we have more quantity than quality of
the kind we need for the long term. In the Information
Processing function, we have the problem of uncertainty or
open endedness concerning the future of the SIPS Task Force.
Planning to meet the long terra information processing require-
ments without knowing the future of the SIPS Task Force will
be awkward. It would be helpful to know whether we will
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continue to operate under an agreement with DDS T, return to
separate management of DDS and OCS ro sources, or dace the
total responsibility in one Directorate or the other, and we
will need to be highly selective in identifying the people
Who will perform the functions in whatever organizational
setting is chosen.
We need to consider whether to concentrate the
information Processin- shills in one place or allow them
to develop in each of the of` icei. :laving these skills in
both places leads to cc:.retit%on between the two, and the
central structure tends to find itself in an adversary
role opposite the people Navin,- these skills in the offices.
.~'oreover, col pcte:lce in the infor iation processing field is
so scarce that competition for it within the Directorate
cannot be afforded.
h. Ttanagel,tent of the information processinc* personnel
in the Support Director-ate is a problem that we cannot deal
with effectively until we have settled. on the future of the
SIPS Task Force and ho: we s!-oulc' organize to cone with
information procossin. ; problens of the future. We need to
be able to plan for the kinds of skills we are going to
require and in what -nix and t'her. we need to figure out
what career paths and or portuni.ties can be offered.
I. There is a need in the Support Directorate for a
staff competence to take the initiative in identifying
and dealing with 'nrobloms. There is a need to bring some
iina inativeness into the records and information processing
functions in a Directorate context as well as within the
individual offices. There should be a close procedural
and review relationship with the DDS Plans Staff to ensure
that programs developed in the offices give proper attention
to Directorate i1r lications. We should be able to
aggressively and imaginatively pursue the development of
information systems to meet changing Directorate require-
ments. The DDS should have a staff he can turn to with
problems whether they are local to one office or are
Directorate-wide. Problems identified for the Problem
Solving Seminars which do not lend themselves to solutions
in a week may be examples as well as some of the studies
and actions needed to take advantage of the recommendations
of the SL*minars. There should be a nucleus of com otence
in the modern management sciences to ensure that we develop
solutions and foster innovations which are. at least current
with the present state of the art.
J. The Idea of the Data Management Center being developed
',rl :Lary responsibility for
forms management and c osi . In today's world of Optical
Scanning t orrmms and Co:' u;,er Output .'Acro:corn, the storage,
riryninulation, and retrieval of 1 formation demands that
information systems P:Y.alysts a co-equal role in forms
management.
h . Reports m; ra.,7Or,e::t is a primary element of every
Records are the products - the
outputs - of virtually every infer:' Lion processing system,
1"manual Or a.utormated. Ou puts are p;) oduced to satisfy info-r-
-it, ir format, frequency
mation requirements. conteand
distribution are of information processing
systems design. ?:e-art are reco~ .s for short tern, use or
long term pre ervat ~.,..
c. The files a!,.;1 outputs o - all systems are record
material regardless of is h.e far;r~ they take. When their
m edict e utility c c - very in the office
declines they will be tra~nsfeerred to the Pecords Center.
Those which have hi sto :cal value will be retained permanently
in the Archives where they will become the research tools of
the history of the `.:ency.
f_5. The relationships among the historical, archival, and records
management functions seep,, }elf evident and should not require further
elaboration. The relationship between the information processing and
records management functions is illutr a_ted and described in the fore-
going paragranhs. Neither the Agency nor the several Directorates are
currently organized to deal with these functions in a coherent fashion.
The Agency iIi.storical Star -is a sonara.te unit reporting to the PxecutiVO
Director-Comptroller; the Agency Information Processing Staff reports
to the Director of Planning, Prograr;ming and Budgeting; and the Agency
'ecords Administration Staff is a ;Yrarich of tine Support Services Staff
in the Support Directorate. Functional coherence suggests that they
should all be a part of the sane orb*anizati.onal cormanent reporting to
the Executive Director-?Coz -Ptroller with each. function represented as a
separate Division within that component. Transferring the Agency
accords Management function to the Office of the Executive Director
would be the most logical, simplest, least disruptive, and least
controversial ch. ange .
7. The recent response of the Executive Director to our Archives
proposal suggests that he would not be receptive to having these functions
report to him.* That being the case another alternative is to consider
*This might work i' was nade the Chief of a n6r5x1
staff composed of Archives, Histor ca , Records, and IP Divisions and
someone else became eputy to the Director 7i'PB.
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transferring the Historical -taff and Information Processing Staff (Pf'B)
to the Support Director ate for incornoration into one component with the
i i;vncy Records Administration and Ar6?'.vos functions. The Chairman of
the IP Board could still `;^ located in (;PPB and report to the Executive
)i rector. Such an organizational arras,-,-. :ont would be awkward, ')ut not
.as awkward as the present ar 3r3ft:'.^?al here some of these functions
report to the Executive Director and ethers report to tale ODS. Trans-
?D"err:.ng the Histo.ri.cal and I1.ec' of the ~.~.rc'...r.are and the personnel to
operate it; a program unit to do program design and progr,,nzing; and
a problem definition. and a"pl.catio:nS design unit. On the other hand,
it seems reasonable to assn: e that only the problem definition and
c nplication.s design function, our part o the SIPS Task Force, will be-
com e a perulanelit part of t "'o G` sport Directorate. In any case, we will
want to be as selective as we no. sibly can in identifying the people
and getting the right mix of to lent.
11. Accepting our part o l:' the SIPS Task Force as a reason blc
point of departure and adc'x.ng to it the Support Directorate records
management function, we c.-~:t provide the nucleus around which can be
built the capability to =~~.+:c init!at v,s in i.contifying probi.cr:'ti and
developing solutions; operati=ng and maintainin the SIPS systc -s and
nreviding supervision an=:t of :SIP'ti Data Management Centers ;
reviewing and evaluating ola.:nning imaginatively and
rn-ressively and follow.ng -LIT) to evalu-te progress; dove loping an.a'C-
rz,nt Ina=ornation Systems to -not ci;; nt;ing requirements; furnishing ''aa)S
with a comnetenco he can turn to with problems whether they are local
or. Directorate wide; and providing the competence in modern management
sciences to ensure that solutions are current with the existing state
of the art. Whether all o~ these functions would fit within the
traditional concept of a staff relationship to the DDS or would assume
the complexion of an operating; Su-)port Office is a moot question.
Clearly elements of both are present. Some .mixture of responsibilities
is inevitable and unavoidable because more and more we are dealing with
systems which transgress the frictional responsibilities of different
offices and we must have the capability not only to operate and
maintain them, but to modernize and change them. We must have the
capability to review and coordinate now management irrovcment and
program proposals to determine not only their validity and value, but
their total implications in a s.yyc%c~ut context. (For example, microform
systems in the Office of ':edical Services may have implications in the
Offices of Security and Personnel as well as SIPS Hunan Resources
systems.) Having determined the implications, we need the capability
to define the system problem and design and implement a solution. If
the solution cuts across functional office lines and results in an
integrated system, we will have to operate and maintain it or Provide a
structure to do that. Problem identification and definition, system
design, implementation, operation, and maintenance are part of a
continuum and their performance must be provided for in one organi-
zational structure. 'T'his structure must be responsive to the needs of
Office as well as Directorate level management. It crust offer a
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consultative service to the offices and a staff review service to the
DDS. Consultation must not only ho required to satisfy Directorate
level management but sought after to