MEMORANDUN FOR: INSPECTOR GENERAL FROM JOHN W. COFFEY

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP84-00780R004000100027-0
• Release Decision: RIPPUB
• Original Classification: S
• Document Page Count: 11
• Document Creation Date: December 14, 2016
• Document Release Date: February 7, 2003
• Sequence Number: 27
• Publication Date: May 11, 1971
• Content Type: MF

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11 MAY 1971
MEMORANDUM FOR: outor General
25X1
A couple of weeks ago you lid me to comment and
offer suggestions that you might use to conjunction with these you are getting
from other sources wfI h are going to 0awo some revaarkdng of your Information
Management Survey.
of my 'S aff has taken comments from the
Deputy Director
for Support
Attachment
25X1 SOS/DD/S~bbt (10 May 71)
Distribution:
Orig - Adse w/att
f - DD/S Subject w/cy att
1 - DD/S Chrono
1 - SOS Chrono
G'DIIP
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Support Services Staff and the Offte of Cornmunicatlons and put them together
with his own. Those comments ara attached with the t1 ht that you will find
them interesting and useful if somewhat more Inclusive than you had in mind
in extending the invitatlt;>n to comment.
25X1
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10 May 1971
MEMORANDUM FOR: Mr. Coffey
The Chief, Support Services Staff and the Chief, have furnished
25X1
informal comments about the Inspector General's Report on Information Manage-
ment in the Agency which I have incorporated with some of my own for your
consideration in responding to Mr. Stewart's invitation to offer constructive
suggestions toward improving his paper. Our comments may be more com-
prehensive than you had in mind for the immediate purpose but we can sort
through them if that would be helpful. Our comments are keyed to paragraphs
and page numbers.
Paragraphs 22 and 23 on page 13. I wonder whether it would be useful
to suggest that a specific reference to OMB Circular A-44 Transmittal Memoran-
dum No. 1 be included here. TM No. 1 levied a requirement on all departments
and agencies to produce reports inventories, establish reports management
programs, and set goals for reducing reporting requirements. The Agency
opted to deal with administrative reporting only and defer intelligence reporting
until a later time. This end has been left dangling. There has not yet been any
action to follow up with a review and analysis of reporting other than adminis-
trative nor has there been any real action to establish a continuing Agency
Reports Management program.
Paragraph 13 on page 20 compares reading requirements served by the
Cable Secretariat and CRS and the numbers of people in each of these components.
The point is made in this chapter that the Cable Secretariat is a 24-hour day
7-day week operation but we don't know whether CRS has a similar schedule or
works an 8-hour day 5-day week. Inferentially the comparison might be dis-
paraging to the Cable Secretariat. It might be helpful if this point were clarified.
It might also be useful to compare the number of analysts in the Cable Secretariat
with the number of analysts in CRS rather than comparing the T/O strength of the
Cable Secretariat with the number of analysts in CRS.
Paragraph 24 on a e 25 supports the continuation of independent processing
25X1 centers in OSP, RID, without the benefit of a study on the possible
benefits of centralization. It is my impression that presentations recently made
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25X1
useful for the I. G. to re-examine his conclusion and either rephrase it or re-
consider stating it at all.
a ac r to separatism as it has been in the past. In light of this, it might be
have suggested that compartmentation is no longer as critical
Paragraph 18 on page 36 says that the principal preoccupation of the
Agency Records Administration Officer appears to be figuring out how to dramatize
the need for additional storage space. I think the need for storage space has been
successfully dramatized over the past few years as may be demonstrated by the
authorization to spend several hundred thousand dollars to install movable shelving
at the Records Center. Our present preoccupation is how to dramatize the need
for constant continuing attention to all facets of records management from creation
to destruction as a means of avoiding cyclical attention when there is a storage
crisis. I don't mean to suggest that we feel we have solved the storage problem.
We may never be able to completely solve that one. Our more immediate problem
and preoccupation is to find some way to introduce controls over the creation of
records and to reduce the rate of growth so that the recurrence of the storage
crisis will be less frequent.
Paragraph 19 on page 36 would be more precise if it indicated that there
is a staff of 6 professional and 3 clerical people in the Headquarters area and 17
people at the Records Center.
Paragraph 20 on page 37 may be somewhat misleading. While we have not
been authorized funds for new construction, we are in process of spending about
$500, 000 for renovation of a Butler warehouse building and installation of electrically
driven movable shelving in the main Records Center building. Installation of the
shelving will allow for increased storage of 29, 300 cubic feet and renovations to
the Butler building will allow increased storage of 16, 500 cubic feet. This total
of 45, 800 cubic feet of new capacity was offset by the return of 25, 500 cubic
feet from temporary storage we had arranged with the Federal Records Center
at Suitland, Maryland. Hence, our actual net gain in capacity will be 20, 300
cubic feet. At the present rate of growth, this will give us space for about
three years.
Paragraph 21 on page 37 says that records management begins with the
filing system. I believe that professional records officers would prefer to say
that records management must begin with creation. Total records programs
include correspondence management, forms management, and reports manage-
ment. Filing systems are developed to handle temporary working storage of
documents that have already been created. I am convinced that we must find
effective ways of managing the creation of paper and if we are successful in
doing that, filing systems can be immeasurably simplified.
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It might be helpful if paragraphs 22 and 23 on page 38 could be broadened
to explain how the Agency Records Program can be strengthened and the functions
of the Records Administration Officer broadened in a manner which is consistent
with the administration of records programs on a decentralized basis. We have
been struggling with this problem of centralization versus decentralization for
some time and I have some conceptual difficulty reconciling the notion of an Agency
Records Program composed, of several separate and independent programs,
Strengthening the role of the Records Administration Officer and broadening his
function generally has been unacceptable to other Directorates. In any case, if
his role is to continue to be guidance and assistance, then it seems to me we need
to furnish instructions about when that guidance must be sought, when it may be
offered without solicitation, what happens if it is not accepted, and how do we
follow up to be sure that his guidance is acted upon. On the other hand, if we
are fully committed to decentralize Records Management programs, then perhaps
we should acknowledge that and abolish the central function of the Records
Administration Branch.
I am concerned that the I. G. feels the archival function can be performed
as an additional duty as stated in paragraph 34 on page 43. Our experience with
records management functions being performed as a part-time additional duty
has not been very satisfactory as the I. G. has recognized and pointed out in his
report. I would be extremely reluctant to launch a new program of such magnitude
on that kind of tenuous foundation. We already have about 16, 000 cubic feet of
material at the Records Center tentatively identified for archival retention.
Experience has shown that it requires 3 to 5 man-hours to screen each cubic
foot and select material truly worth keeping. This suggests that we have a
backlog of 16 to 20 man-years of screening in addition to establishing and main-
taining an on -going program which will prevent the development of such backlogs
in the future. I believe we should consider this a full-time job for a permanent
organizational unit.
In paragraphs 16 and 17 on page 49 some organizational changes are suggested
which seem certain to stimulate discussion. The I. G.'s reasons for leaving RID
out of the proposed central authority are not clear nor are the reasons for including
all of the Office of Communications but only part of the Central Reference Service.
The I. G. says that technical considerations argue strongly for consolidation of
these elements and we have heard the same thing repeatedly from other sources.
I worry that we may allow technical considerations to displace the logic of the
systems the technology is intended to serve. None of the presentations we have
heard in recent months has attempted to deal with the logic for the present
organization to show how it is negated by the current and coming technology.
Suggestions for organizational changes are not offset or balanced by similar
suggestions for maintaining the continued operation of the units which would be
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left behind. The question of whether the technology really causes fundamental
changes in the systems or simply offers a different technique for the systems
to use in fulfilling their roles is not addressed anywhere. In paragraph 17 the
I. G. acknowledges that his survey has not been conducted in sufficient depth to
warrant a firm recommendation on the extent and nature of reorganization
needed at this time. This seems to suggest that further study may be indicated.
Perhaps it would be worthwhile for the I. G. to include such a recommendation
or, alternatively, to suggest that if his recommendation for reorganization is
accepted that a planning group be constituted to develop a detailed plan for its
orderly implementation at a specified date, say 1 January 1972.
On the whole, this is a thought-provoking and useful report. It focuses
attention on areas that need it desperately. I hope these comments will be
useful and constructive.
25X1
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28 April 1971
NOTE FOR: Mr. Coffey via Mr. Wattles
25X1
25X1
Attached is a memorandum to the I. G. commenting about his information
management report. I have included input from
Larry told me he had been asked separately to comment and had sent a paper
25X1 I read Larry's paper and have drawn from it but have not used
25X1
all o it ecause Larry asked me not to consider it as the OC position until
ad reviewed it.
This may be a more comprehensive response than you would like to
consider in response to Mr. Stewart's request. I will be pleased to have
another shot at it with the benefit of your guidance.
25X1
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DD/S 71-1556
MEMORANDUM FOR: Inspector General
SUBJECT : Information Management in the Agency
1. This memorandum is in response to your request for comments and suggestions about your report on information management in the Agency dated
March 1971. The following comments are intended to be constructive and useful
in tightening the paper while at the same time recognizing your basic premise
that it is not practical to cover all ramifications of the information problem
within the scope of your study.
2. Referring to paragraphs 22 and 23 on page 13, I wonder whether it
would be useful to include a specific reference to OMB Circular A-44 Transmittal
Memorandum No. 1 which levied a requirement on all departments and agencies
to produce reports inventories, establish reports management programs, and
set goals for reducing reporting requirements. The Agency opted to deal with
administrative reporting only and defer intelligence reporting until a later time.
This end has been left dangling. There has not yet been any action to follow up
with a review and analysis of reporting other than administrative.
3. Paragraph 13 on page 20 compares reading requirements served by
the Cable Secretariat and CRS and the numbers of people in each of these
components. The point is made in this chapter that the Cable Secretariat is
a 24-hour day 7-day week but we don't know whether CRS has a similar schedule
or works an 8-hour day 5-day week. Inferentially the comparison may be dis-
paraging to the Cable Secretariat. It might be helpful to clarify this point and
also to compare the number of analysts in the Cable Secretariat with the number
of analysts in CRS rather than compare the T/O strength of the Cable Secretariat
with the number of analysts in CRS.
4. Paragraph 24 on page 25 su orts the continuation of independent
25X1 processing centers in OSP, RID, thout the benefit of a study on the
possible benefits of centralization. e eve that presentations recently made
CROUP I
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aar,ngraetne one
~ectassi;tca:ten
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I uggest that compartmentation is no longer as critical a factor
to separatism as it has been in the past. If memory serves, he cited several
instances to support the point. In view of this you may want to look again at
the phrasing of the conclusion, or the conclusion itself.
5. Paragraph 18 on page 36 says that the principal preoccupation of the
Agency Records Administration Officer appears to be figuring out how to dramatize
the need for additional storage space. I think the need for storage space has been
successfully dramatized over the past few years as may be demonstrated by the
authorization to spend several hundred thousand dollars to install movable shelving
at the Records Center. Our present preoccupation is how to dramatize the need
for constant continuing attention to all facets of records management from creation
to destruction as a means of avoiding cyclical attention when there is a storage
crisis. I don't mean to suggest that we feel we have solved the storage problem.
We may never be able to completely solve that one. Our more immediate problem
is to find some way to introduce controls over creation of records and to reduce
the rate of growth so that the recurrence of the storage crisis will be less frequent.
6. Paragraph 19 on page 36 would be more precise if it indicated that there
is a staff of 6 professional and 3 clerical people in the Headquarters area and 17
people at the Records Center.
7. Paragraph 20 on page 37 may be somewhat misleading. While we have
not been authorized funds for new construction, we are in process of spending
about $500, 000 for renovations of a Butler warehouse building and installing
electrically driven movable shelving. Installation of the shelving in the Records
Center will allow for increased storage of 29, 300 cubic feet and renovations to
the Butler building will allow increased storage of 16, 500 cubic feet. This total
of 45, 800 cubic feet new capacity was offset by the return of 25, 500 cubic feet
from temporary storage we had arranged with the Federal Records Center at -yC
Suitland, Maryland. Hence, our actual net gain in capacity will be 20, 400 cubic
feet. At the present rate of growth, this will give us space for about three years.
8. Paragraph 21 on page 37 says that records management begins with the
filing system. I believe that professional records officers would prefer to say
that records management must begin with creation. Total records programs
include correspondence management, forms management, and reports manage-
ment. Filing systems are developed to handle temporary working storage of
documents that have already been created. I am convinced that we must find
effective ways of managing the creation of paper and if we are successful in
doing that, filing systems can be immeasurably simplified.
SECRET
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9. It might be helpful if paragraphs 22 and 23 could be broadened to explain
how the Agency Records Program can be strengthened and the functions of the
Records Administration Officer broadened in a manner which is consistent with
the administration of records programs on a decentralized basis. We have been
struggling with this problem of centralization versus decentralization for some
time and I have some conceptual difficulty reconciling the notion of an Agency
Records Program composed of several separate and independent programs.
Strengthening the role of the Records Administration Officer and broadening his
function generally has been unacceptable to other Directorates. In any case, if
his role is to continue to be guidance and assistance, then it seems to me we
need to furnish instructions about when that guidance must be sought, when it
may be offered without solicitation, what happens if it is not accepted, and
how do we follow up to be sure that his guidance is acted upon.
10. I am concerned that you feel the archival function can be performed
as an additional duty as stated in paragraph 34 on page 43. Our experience with
records management functions being performed as a part-time additional duty
has not been very satisfactory as you have recognized and pointed out in your
report. I would be extremely reluctant to launch a new program on that kind of
tenuous foundation. There are about 16, 000 cubic feet of material at the Records
Center tentatively identified for archival retention. Experience has shown that
it requires 3 to 5 man-hours to screen each cubic foot and select material truly
worth keeping. This suggests that we have a backlog of 16 to 20 man-years of
screening in addition to establishing and maintaining an on-going program which
will prevent the development of such backlogs in the future. I believe we should
consider this a full-time job for a permanent organizational unit.
11. In paragraphs 16 and 17 on page 49 you suggest some organizational
changes which seem certain to stimulate some discussion. Your reasons for
leaving RID out of the proposed central authority are not clear nor are the
reasons for including all of the Office of Communications but only part of the
Central Reference Service. You say that technical considerations argue
strongly for consolidation of these elements and we have heard the same thing
repeatedly from other sources. I worry that we may allow technical considera-
tions to displace the logic of the systems the technology is intended to serve.
None of the presentations we have heard in recent months has attempted to deal with
the logic for the present organization to show how it is negated by the current and
coming technology. Suggestions for organizational changes are not offset or
balanced by similar suggestions for maintaining the continued operation of the
units which would be left behind. In paragraph 17 you acknowledge that your
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survey has not been conducted in sufficient depth to warrant a firm recom-
mendation on the extent and nature of reorganization needed at this time which
suggests that further study may be indicated. Perhaps it would be worthwhile
to include such a recommendation or, alternatively, to suggest that if your
recommendation for reorganization is accepted that a planning group be con-
stituted to develop a detailed plan for its orderly implementation at a specified
date, say 1 January 1972.
12. On the whole, I find this to be a very thought-provoking and useful
report. Certainly it focuses attention on areas that need it desperately. I
am gratified by the time and attention you have given to the records problems
of the Agency and the general objectivity with which you treat them. I hope
you will find my observations useful and I will be pleased to discuss them with
you if you would find that helpful.
John W. Coffey
Deputy Director
for Support
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