RECORDS MANAGEMENT SURVEY OF THE RESOURCE MANAGEMENT STAFF AND THE COLLECTION TASKING STAFF (U)

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP84M00713R000200070001-5
• Release Decision: RIPPUB
• Original Classification: C
• Document Page Count: 59
• Document Creation Date: December 16, 2016
• Document Release Date: January 13, 2005
• Sequence Number: 1
• Publication Date: December 22, 1978
• Content Type: MF

CONFIDENTIAL
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MEMORANDUM FOR: I Deputy Director for
e Mann ment
Deputy Director for
o section Tasking
Tasking Staff
I
CIA Records Management. Officer
Records Management Survey of the Resource
Management Staff and the Collection
1. Forwarded herewith is a copy of the formal report
on the records management survey of the Resource Management
Staff (RIMS) and the Collection Tasking Staff (CTS) conducted
by the Records Administration Branch (RAB) during the period
2. The initial request for a records man~srement
was made prior to the reorganization of the Intelligence
Community Staff into the Resource Management Staff and the
Collection Tasking Staff. It was to determine if Registry
functions were operating efficiently and effectively and if
they were adequate to accommodate the planned reorganization
including a potential move of,the CTS from the Community
Headquarters Building to the Pentagon. This survey by the.,
RAB is'most appropriate since the security of information
handling methods, records management practices, and mail
processing procedures stem from the responsibility of the
Deputy Director for Administration for supporting administra-
tively those Intelligence Community components under the
jurisdiction of the DCI. These methods, practices, and
procedures identically conform between the Staffs and with.
those used by the Central Intelligence Agency. The survey
has been completed and we feel that, if implemented, the
recommendations contained herein will produce better control
and retrieval and will facilitate the implementation of the
personal accountability system soon to be invoked as an
Agency-wide and Community (R~'~IS and CTS) security policy
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The attached report is Unclassified.
upon removal from this memorandum.
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CON FIDE N TIAL
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3. The surveyor has surfaced certain issues that
cannot be solved within the jurisdiction of a records manage-
ment survey. They are the very significant security issues
surrounding the feasibility of the Joint Chiefs of Staff
(JCS) Registry facilities at the Pentagon being used to
handle the CTS mail and courier service. Although the RMS
and CTS must comply with the security methods and procedures
for mail handling of the Agency, and the fact that the
surveyor is familiar with same, the surveyor is not trained
to handle the inherent security problems encountered by the
request to use the JCS Registry. This purely is a matter
for the Office of Security and I strongly urge your ap-
proaching its Director Mr. Gambino for assistance at your
earliest convenience.
4. Should your personnel require assistance in
implementing the records management recommendations, or feel
there are areas not significantly covered during this survey,
representatives from this Staff are available to lend fur-
ther assistance.
5. We would appreciate having your comments regarding
this survey by 31 January 1979. The Records Administration
Branch will follow up on this report in six months to check
on the progress being made to implement these recommenda-
tions and whether their implementation has provided the
results you feel are needed.
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Attachment:
Records Management Survey
of RMS and CTS
The attached report is Unclassified
upon removal from this memorandum..
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 a
R
ROUTING AND RECORD SHEET
SUBJECT: (optional) Records Management Survey of the Resource Management Staff
and the Collection Tasking Staff (Formerly the IC Staff)
FROM:
EXTENSION
NO.
CIA Records Management Officer
DATE
TO: (Officer designation, room number, and
building)
DATE
OFFICER'S
COMMENTS (Number each comment to show from whom
RECEIVED
FORWARDED
INITIALS
to whom. Draw a line across column after each comment.)
1.
DD/DC I RM
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
12.
13.
14.
Covering memorandum is
CONFIDENTIAL.
Report is unclassified when
15.
removed from covering
memorandum.
UNCLASSIFIED F xi IL CONFID. IAL ^ SECRET
m
oud6l
CONFIDENTIAL x ;nscn-NS UNCLASSIFIED
l1SE ONLY
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Page
Discussion ........................................................... 1
FFii ure 1 - RMS and CTS Organizational Charts ...................... 3-4
Figure 2 - Survey Coverage Chart.... 5
Findings and Recommendations ......................................... 6
1. General....... ................................................. 6
a. Advance Adoption of Recommendations .......................... 6
b. Duties and Responsibilities of the RMO and Registry
Personnel...... ........................................... 6
Attachment A - Duties and Responsibilities of RMO............ Tab A
Attachment B - Agency Records Retirement Procedures(RMO Duty) Tab B
Attachment C - Job Descriptions of Registry Personnel........ Tab C
c..
Major Issues and Causes ...................................... 7
(1)
Registry Staffing to Service RMS and CTS ................ 7
(2.)
Courier Service ......................................... 7
(3)
Copy Reproduction Service ...............................
8
(4)
Controlled Document Copying Without Controlling
Copies Being Made .....................................
9
(5)
Automation of the Registry..... .......................
9
(6)
Unauthorized Access Prevention..........................
9
(7)
Favorable Interview Results ................... ......
10
(8)
Excessive Priority Needs ......................it.......
10
2. The Registry ..................................................... 11
a.
Alternatives After CTS Moves to the Pentagon................. 11
(1)
RMS Maintains the only Registry with,CTS support........
11
(2)
Separately Maintained Registries ......................
12
(3)
Use of JCS Registry Services ............................
13
General Description of the Registry in CHB ...................
13
(1)
Location and hours .. ........... .....
13
(2)
Central File System/Decentralized Systems...............
14
(3)
Staffing and Established Priorities .....................
14
(4)
Levels of Codeword/Percentage of Workload................
14
(5)
Counter-top barrier .....................................
14
(6)
Floor Plan and Vault Cleanup ............................
14
(7)
Issuing Published Procedures ..........................
15
(8)
Opening of all Mail .....................................
15
(9)
Action Assigning .......................................
16
(10)
Special Types.of Handling for Priority Service.......... 17r
(11)
DCI Notes on Correspondence as Replies ................... 17
(12)
Black and White Reproduction Copies ..................... 17
(13)
Bulk Mailing Discontinued to CIA Headquarters based
offices ...............................................
18
(14)
Reorganize Registry Under Administrative Staff to
Serve Both Staffs Equitably ...........................
18
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2. c. Mail Volume Statistics ...................................... 19
(1) Incoming Mail Statistics - Chart ....................... 19
(2) Outgoing Mail Statistics - Chart ....................... 20
Figure 3 - Standard Distribution List.Statistics....... 21
-Pre-printed label making .............................. 22
(3) Processing Procedures for Specific ,Categories of mail. 23
Attachment D gives Examples ............................ Tab D
d.
Courier Services .............................................
24
(1)
Explanation of How it Works ............................
24
(2)
Describes Figures 4 and 5 ..............................
25
(3)
Courier. Schedules to be Published ......................
Attachment F (3 parts) are the schedules ...............
25
Tab F
(4)
Self-service Mail Pickup and Deliveries in CHB.........
25
(5)
Alternatives if Dedicated Courier Disapproved and
Safety Measures for RMS Couriers .....................
25
(6)
Inadequate Information to Cancel Courier Run...........
26
(7)
Late NID's and Courier Service Perfection ..............
27
(8)
Use of Privately Owned Automobile to Deliver Mail......
Figure 4 - Statistics on Courier Runs Made by
28 t'
Registry Personnel ........................
Figure 5 - Statistics on the Internal Mail Runs
29
Made Daily in CHB .........................
30
e.
The Daily Journal ...........................................
31
(1) Controversaries and Recommendations ....................
31
f.
Self-Discipline - Recommendations ...........................
33
(1,) cLadk,bf Tconcern for need-to-know .......................
33
(2)
Conflicting instructions to Chief, Registry............
33
(3)
Uncleared Secretaries bein
Conflicts Cau
ed b
Sent
y
g
s
to Pick up Compartmented Documents................... 33.
(4)
Update Mail Requirements for Registry in Writing ........ 34
(5)
Furnish Full and Current Mailing Addresses prior to
Sending Mail to Registry .............................
34
(6)
Proper use of Destruction Certificates and Front
Office use ........................................... 34
(7)
Check with Secretaries Prior to Hand Carrying
unproofed Documents .................................. 35
(8)
Internal Mail Movement Improvement within Offices ...... 35
(9)
Brief DCI/ER or E.O. on Functions and Missions to
Prevent Wrong Action Assignments Between the Staffs ...35 '
(10)
Unprecedented Methods for Levying Priorities onto
the Registry ........................................ 36
g. Supplemental Distribution ................................... 37
h. Microfilm Applications ...................................... 37
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i. Records Management Program and Automation in the Registry...... 37
(1) Benefits discussed ................... 37
.....................
(2) ADP Representative detailed to observe pilot software
program package ..?
38
(3)
Files and File Systems Management ............. .
38
(4)
Statistics of Data Item Entry and control forms discussed.
38
(5)
Repetitive items used in manual control ...................
Figure 6 - Statistics on Automated Data Entries used t
39
o
Control Documents ........................ 40
Figure 7 - Repetitive Data Used in Controllin
Doc
m
t
41
g
u
en
s..
(6)
Job Related References Furnished RMO by RAB ............... 42
(7)
Forms Management ................... 42
(8)
Equipment Management - Records Storage..... ............... 42
(9)
Other Office Machines ..................................... 43
-Registry service ......................................... 43
-Safety hazards ............................... 43
-Briefing charts - bulky storage problem .................. 43
(10)
Use of Form 4002 to Record Action Taken by Telephone or
Informally ....................................... 44
Attachment E - Procedure and Form 4002 Sample ............. Tab E
(11)
Correspondence Management with statistical chart.......... 44
(12)
COMIREX Records Control Schedule Needs .................... 45
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Survey of the Resource Management Staff (RMS) and
the Collection Tasking Staff (CTS)
(formerly Intelligence Community Staff (ICS)
1. At the verbal request of the Administrative
Officer of the ICS, the Records Administration Branch
(RAB), Information Systems Analysis Staff, DDA con-
ducted a records management survey in the Intelligence
Community Staff during the period August through Decem-
ber 1978.
2. The survey was conducted throughout the reor-
ganization, re-titling of offices and officer positions,
the development of and re-writing of mission and func-
tions statements, internal physical moves and telephone
changes. In spite of these handicaps, the surveyor has
maintained evolutionary control of the situation. As of
the writing of this report, there are active changes
still being made. Should the existing situation be
'changed between the writing and reading of this report,
please disregard those recommendations that may no
longer apply.
3. The Intelligence Community Staff reorganization
took place effective 12 September 1978 and it became
the Resource Management Staff and the Collection Tasking
Staff. These Staffs are primarily located in the
Community Headquarters building, a six floor structure
with basement. The Registry is quartered in an approved
basement vault area. The COMIREX Office of CTS maintains
its own Registry separate and independent of the RM
Registry. Certain Staff components located outside the
Community Headquarters Building (CHB) depend on other
Agency offices to furnish registry services. The SORS
office at CIA Headquarters is serviced by the OCI
Registry. The EXSUBCOM office relies
on the NPIC Registry for service. The NITU has during
this survey requested that another Agency office's
Registry be assigned to service their needs. The CTS
anticipates moving their CHB-located offices to the
Pentagon. To date this service problem has not been
solved. This report deals with possible alternatives if
CTS is required to remain within the protection and
jurisdiction of Agency-furnished service. Should the
JCS-use alternative presented by the Deputy Director
for CT be considered, this report and its covering
memorandum urges the Staff to contact the Director of
Security at their earliest convenience. The significant
security issues encountered by such a recommendation
are purely a matter of security policy and cannot be
dealt with in this report.
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4. The 27 April 1978 Notes from the Director (No. 24)
shows the RMS and CTS structural relationships as Community
entities and their umbilical ties to the Agency through the
DCI and DDCI chain of command and the DDA in his responsi-
bility for supporting administratively those of the DCI. It
is through this tie that the security handling policy
relating to classified information and records management
practices and procedures emanate. Figure 1 shows the orga-
nizational structures of the RMS and the CTS and the current
staffing numbers for each office. The function and mission
statements are not included as attachments to this report
since they are in the process of being re-written. The
versions available during the survey were used to study the
Staffs.
5. The survey was conducted through data gathered in
on-the-spot observations, personal interviews of a represen-
tative cross-section of the Staffs, statistics acquired from
actual counts of mail and examinations of processing trans-
actions, and other time and motion studies. The interviews
were conducted on a random basis through the selections made
by the RM Executive Officer and the CT Administrative Officer.
Their ideas and suggestions have been taken into considera-
tion and incorporated into the recommendations of this
survey report. See Figure 2 for Survey Coverage Chart.
6. The Administrative Officer was provided an interim
summary based on the incomplete report of findings and
recommendations without the benefit of a systematic analysis.
This interim summary is being consolidated with other support
matters relating to the CTS move to the Pentagon and related
support problems anticipated during developmental planning.
The comments furnished in the summary are further supported
in this report with the statistical findings and analysis.
The Administrative Officer was also furnished upon request a
comprehensive listing of measures being taken within the
Staffs for greater security of information handling in
anticipation of the new personal accountability policy for
classified information, the protection of. existing informa-
tion, and prevention of unauthorized access based on the
need-to-know principle.
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Office of
Deputy to the DCl
for
Resource Management
Administrative Staff
11
Community &
(egisfotive liaison
Office 10
Information
Resources
Office 11
Program
Assessment
Office
Program
& Budget
Office
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Policy
Guidance
Of lice
Figure 1 (Part 1)
 National Intelligence
Tasking Office
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COLLECTION TASKING STAFF
Office of Deputy to
the DCI for
Collection Tasking
10
Colledion Policy
Group
Office of PHOTINT
Tasking
Office of SIGINT
Tasking
Office of HUMINT Office of Collection
Tasking Evol )ation
L 65
Z5 1
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Figure 1 (Part 2)
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RECORDS MANAGEMENT SURVEY COVERAGE CHART
Below are the subjects covered during the RMS and CTS Records Management Survey.
ORGAIiIZATION, STAFFING,
ENVIRONM?.NT, AND WORKING
CONDITIONS
Organization Charts
Mission & Functions
RMS and CTS
Registry Staffing
Position Titles
Supervisory Responsibilities
position descriptions
Career Training of employees
Physical Location
Remoteness to Customers
Floor Plan and Working Layout
Counter Barrier for Access Control
Structure - approved vault
Liaison Requirements
1`ype of existing rapport with
counterparts:
--other agency registries
-other agency officials,
NSC Officials, and
Congressional Committee
members through document
delivery and receipt
contacts
Environmental. Conditions
Unusual conditions relating to
health:
-clearing reproduction machine
jams; exposure to carbon dust
(toner), oil
-minor amount of radiation from
WASF!AX machine (within safe
margin) .
Working Conditions
Constant state of high precedence
and priority handling of mail
Complex security compartmentati.on
Work with highly educated and
motivated professional intelligence
personnel, engineers, administrators,
financial and budgetary personnel
Accuracy and good judgment is vital
RECORDS M,ANA RFENT AND THE R GISTRY
.Mail Manager.ent
Categories of Pail Processed
EMS NFIB'S
- SECOM
WASHFAX
ACTION
COLLATERAL
TS
Secret
Confidential
Unclassified
;ODORMI
TS
Secret
Confidential
CTS SIGINT'S
- CODEWORD
T.5
Secret
Confidential
- COLLATERAL.
TS
Secret
Confidential
Unclassified
RECORDS MAN;:GLMENT AND THE. REGISTRY
Continued
Distribution
Routing guides
Reproduction of copies
Current address lists and
stick-on labels
Courier Service
Internal - Route and Schedule
External - w/Chauffer Escort
- w/2 Staff Registry persons
- w/2 Agency OL Couriers
Agency Courier System
Published Schedules
- Agency System
- WASHFAX Receiving Points
Files Maintenance And Use Management
File System
File Plans
Filing Supplies
Standards Used
Reference Service,
Charge out system
External
Internal
Research & Copying Service
Supplemental Distribution
File Classification markings
and log entries
Information Service re external
addresses, telephone numbers,
& access authorization
clearance status
Charts - Briefings for DCI
Maintenance
Reproduction
Record Copy Preservation
Microphotography
Promote usage
Prepare material for filming
Transmit to P&PD for filming
Verify frame-by-frame
Filing
Check film for test samples
Equipment Management
WASHFAX Servicing & Maintenance
File Storage Equipment
Microfilm Reader/Printers
office Furniture and furnishings
Reproduction Machines - Service
and Maintenance (minor)
Meter Readings
Post Office Scales
Small Office Machines & Equipment
Dater - electric
Automati.c number chanrer
Rubber Stamp Orders
Gummed Paper Tape Machine
Automatic Stapler
RECORDS MAN-CEMENT Al'?) THE REGISTRY
(Continued)
Records Control Schedules and
amendments
Annual Records Inventories of Holdings
(Agency required for consolidated
report to NARS)
Destruction Processing of Controlled
Document copies and Record Copies
according to Records Schedule
Vital Records Program
Vital Records Schedule
Office compliance
Deposits to Agency Repository
Agency-wide review of records stored
at Agency Archives and Records
Center and documentation of same
SECURITY CONTROL OF INFORMATION
TAT
Responsibilities: (Chief, Regist,3, S
Codeword Control Officer
Top Secret (Collateral) Control Officer
Authorized to check status of Staff
EOD's, Departees, & current
members, and external customers
for active authorized clearance
status (cancellation if departing)
with personnel at control points
Community-wide
Security Briefings on administrative
and secure handling of codeword
material and markings/position of
markings
Measures taken or to be taken as
surfaced in this report
Special inuCea
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FINDINGS AND RECOMMENDATIONS
a. Advanced Adoption of Recommendations
Certain recommendations made in this survey may
seem duplicative of correspondence and announcements
previously presented by the Chief, Registry in her
Records Management Officer (RMO) capacity and by the
Administrative Officer. It was necessary to share the
information of the survey to permit advance action on
activities happening simultaneously with the progress
of the survey. The recent stolen document case generated
the highest priority for action concerning the informa-
tion accountability practices in the Staffs and the
Agency. The Staffs began immediate adoption of potential
recommendations for this report in anticipation of the
forthcoming new burden of personal accountability of
classified information, periodic inventories of highly
sensitive and comprehensive documents, and began to
develop an automation system for document control.
This on-the-spot adoption of the recommendations does
not preclude them being entered in the report as direct
action resulting from the surveyor's efforts in this
exercise.
b. Duties and Responsibilities of the RMO and Registry
personnel
The Chief, Registry has been nominated to represent
the Staffs as the RMO which carries considerable
responsibility and duties (See Attachments A and B)
related thereto. Attachment A is the ISAS/RAB-produced
handbook of RMO Duties and Responsibilities. Attachment
B is the new procedures used to prepare, process, and
ship records being retired. These procedures must be
understood by members of the Staffs. There is an
Agency-wide program underway to review all records
presently stored in the Agency Archives and Records
Center. This review includes responsible custodians
(officers) physically examining their records, categorizing
them, and documenting them for automation input to the
ARCINS program by file title. This review is done with
the assistance of the RMO, not by her.
In addition to her RMO duties, she serves as the
Chief, Registry. Attachment C contains the Job Descrip-
tions of the Registry personnel. Job descriptions are
not a normal part of a survey report. It is important
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that they be attached to this survey to give Staff
members a better understanding of the duties and responsi-
bilities these people follow to produce the quality of
service being received.
c. Major Issues and Causes
(1) Registry Staffing to Service RMS and CTS-
Major Issue
The RMS Registry is expected to remain in the
CHB. The CTS Registry service is the major issue.
The RMS Administrative Officer is being asked to
find means to provide service for CTS with the
additional complication of CTS moving from CHB to
the Pentagon. Alternatives for service arrangements
have been presented in an interim summary of this
survey report. Briefly the alternatives presented
by the surveyor are:
RMS with the addition of two persons
provide service to CTS (Most efficient
and economical)
RMS and CTS maintain and manage their
own registry services cutting the RMS
Registry persons and creating
a CTS Registry with 2
new persons.(Least efficient and econom-
ical)
The CTS has arrangements being made for
their service to be handled by the JCS
Registry in the Pentagon. This is an
unprecedented course of action. This
report strongly urges that the Staffs
contact the Director of Security to
handle the inherent security problems to
be encountered with this action.
The alternatives have not been accepted to
date. There is a problem to be resolved of where
the new positions and people will come from in
alternatives one and two. The first two alternatives
will not be discharged as possibilities until the
Director of Security has had the opportunity to
consider the significant security issues involved.
(2) Courier Service-Major Issue
The Staff's situation has been unique from
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their initial. move into the CHB. Their courier
service needs immediately outgrew the capability
of the Agency Courier Services provided by the
Office of Logistics. Their request for a dedicated
courier assigned to CHB was disapproved. The
Registry personnel were required to provide
expeditious Community-wide courier service in
addition to their other complex duties. This is
without additional personnel. The service is ad
hoc, often concurrent, and requires two persons
(the courier and an escort due to the codeword).
The chauffer is used when possible as the escort.
These special services deplete the Registry of
adequate personnel to handle other mailroom
operations. It creates a crisis when the Registry
is not fully staffed or if more than one priority
document amrives for immediate and concurrent
action for processing and delivery. Courier
service is discussed in greater detail in paragraph
2d below.
(3) Copy Reproduction Service-Major Issue
Upon the move to the CHB, the Registry person-
nel have also been required to absorb the burden
of making copies of documents for Community-wide
distribution from Standard Distribution Lists
provided by the originators. This service was
previously performed by the Printing and Photog-
raphy Division Plant located at Langley. This
added task includes the operation and minor
maintenance of a Xerox machine, reproducing the
copies, assembling, stapling, and control marking.
STAT
Twenty-two standard distribution lists
varying from 23 to 90 Community recipients set the
volume of reproduction needed. If you multiply
the recipient copies times the pages of the docu-
ment and add the processing STAT
addressing, STAAT
you can readily see
w y one job can tie up one Registry person the
better part of a day; the whole Registry if the
priority is high enough; and may require overtime
if the job is received in the late afternoon. In
addition, two people are required to escort the
material to the recipients all over the Metropolitan
area. If the job is highest priority, deliveries
are made regardless of the hour of day, duty or
non-duty. The Registry is held open to receive
the undelivered returned mail.
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(4) Controlled Document Copying Without Controlling
Copies Being Made-Major Issue
The Staffs have ten Xerox machines located on
various floors of the CHB. Copies of controlled
documents are seldom entered into the Registry
control system. The Registry is diligently con-
trolling copies received or disseminated by the
Registry with complicated and time-consuming
procedures. The Staff personnel are freely copying
these controlled documents without any further
control over the copies they are creating.
(5) Automation of the Registry-Major Issue
The manual system for control in this Registry
has become too complex and voluminous to continue
as a manual system. The control process is expanding
considerably with the personal accountability
policy being implemented, the additional protection
being placed on highly classified and comprehensive
documents, and when the reproduced copies of
controlled documents are brought under control
within the Staffs.
(6) Unauthorized Access Prevention-Major Issue
The Registry until recently had an open door
policy during duty hours because it was assumed
that they deal with responsible people. The
surveyor quickly changed this concept based on
certain unauthorized access situations and the
general layout of the Registry. The furniture
arrangement did not give full view of the door at
all times. Material in process was everywhere for
browsers to see and there were no physical barriers
to prevent their unauthorized access, either by
proper clearance or need-to-know principles.
Personnel leaving the Staffs or the Agency for
other assignments were requesting the Registry
personnel to ship their "personal papers and
belongings" to them intact without checking for
controlled documents, need-to-know information,
proper clearances upon leaving the Staffs, and
when the material was turned over to the Registry,
tried to get it back when it was obvious these
checks would be made. Both EOD's and departees
are now marking their boxes of material "EYES
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ONLY" to prevent the Registry from making their
authorized checks of the material passing into and
out of the Staffs. The Registry personnel are in
a real bind without proper guidance or backing
from a supervisor to impound the boxes until the
material can be checked, clearances checked, and
controlled material processed.
The Registry prepares daily journals of
action, incoming, outgoing, internal, and suspended
documents. The journal is disseminated to all
offices for their information. A master copy is
kept in the Registry with the record copy of the
documents thereon attached for copying upon request
by journal recipients. The open door policy allowed
anyone to come in, have access to the journal and
attached documents, take what they wanted to copy,
copy it and.replace it. It was quickly discovered
that the=responsible people of the Staffs were
taking the--only record without copying it for lack
of time to reproduce it and were not returning the
record copy. The record copies were later found
in the out mailboxes of the "borrowing" offices.
(7) Favorable Interview Results
During the personnel interviews conducted
with this survey, twelve offices represented by
fourteen people had praise for the personnel of
the Registry and the manner in which they conduct
their business. Service outstanding; any problems
are promptly acted upon and solved to the satis-
faction of this office. Excellent job. Commended
for handcarry courier service provided. No com-
plaints on service provided. No major problems.
Registry is doing a good job, the personnel are
cooperative, and service is well done. Outside-CHB
offices have no major problems, minor ones have
been brought to Registry's attention.
(8) Excessive Priority Needs
Through misunderstanding of the Registry's
functions and intolerance for situations beyond
the Registry's control, the Registry personnel
have been conditioned into defensive behavior.
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The recognized pressures and priorities of
the work are far above average, the demand for
stringent accuracy is acute, and the response or
turn-around time limits are critical. These con-
ditions are causing undesirable situations. The
Staffs should re-evaluate these conditions. Other
Agency offices have their crises but far from the
extent experienced by these Staffs. The surveyor
wonders if the situation has not been created from
within by not providing a means to stop the
propulsion when it gets out of hand. These
crises are generated among all the Staffs' offices
and go unnoticed until they descend to the Registry
level for processing at which time they become one
big concentrated problem that exists almost daily.
2. The Registry
a. Alternatives after CTS moves to the Pentagon
(1) RMS maintains the only Registry with CTS
support:
RMS hasFlpositions and will need a
minimum of two additional people and
positions to satisfy current and ex-
panding control processing, the new
tasks relating to personal account-
ability,.and periodic inventories to
verify possession. The COMIREX has
no problems with mail service since
that office has never been a part of
the RMS and CTS Registry system. Their
mail is passed unopened directly to
them without control or processing.
THIS is their problem. The registry
services being performed by this office
should be merged into the RMS Registry.
The position used to process could be
transferred with the merger of the mail
function. Action is being taken by
AD/DCI/CT to look into this matter.
CTS mail can be processed upon the
initial handling by RMS into the
automation system. The hardware is
already on order and software is being
reviewed for application by the ADP
representative assigned to RMS. The
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CTS central file system will remain in
the RMS Registry for better control,
quick filing, and retrieval with the
automation system recording each document
and where it is filed.
CTS will require Office of Logistics
courier support for routine runs. CTS
should apply for a "dedicated" courier.
CTS will be asked to reproduce its own
copies for distribution and send the
copies to the RMS Registry for control
processing, packaging, and Community-
wide delivery providing the CTS dedicated
courier is made available to assist.
CTS's other alternative is to use the
Langley Printing Plant and to use CTS
personnel for deliveries.
CTS will not have to provide supervisory
personnel or have administrative support
at the Pentagon for Registry functions.
The CTS chauffer may still be asked for
assistance as escort on courier runs.
The two additional people in the RMS
Registry will reduce crisis situations,
keep routine processing operations
moving, provide coverage full time to
restrict unauthorized access in the
vault area, overtime duties can be
shared alternating employees less fre-
quently, control processing and personal
accountability can be expanded, and mail
operations will operate at a normal
level allowing the Chief time for her
Records Management duties in both
Staffs.
CTS will need to designate one person
and an alternate within each major CTS
component to act as a mail receiving
point for the couriers and to maintain a
small manual receipt control account-
ability system for the internal office.
(2) Separately maintained Registries:
Each Registry will need 3 to 4 people to
satisfy control processing needs which
are expanding; limited access to'the
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Registry areas; courier service needs,
and new tasks being added to tighten up
on security of document personal account-
ability and periodic inventories to
verify possession.
RMS is installing an automation system
in the Registry. CTS will require
duplicate hardware if it is to have
interfacing communication with the data
base to input and retrieve its controlled
documents.
CTS will require Office of Logistics
courier service for routine runs but
will have to apply for a dedicated
courier or sacrifice its own officers
and secretaries for high priority hand
carry service.
An independent Registry requires super-
visory personnel over the element with
direct support to its administrative
needs.
The CTS chauffer may be required to
assist as escort on high priority hand
carry service.
Without dedicated CHB-Pentagon mail
service, mail will have to move via the
CIA Headquarters Central Mail Registry
and wait for connecting courier runs.
There will be late mail consistently.
(3) The third alternative re the use of the JCS
Registry services is purely a matter for the
Office of Security to handle. It will not be
dealt with further in this Report. The RMS
Administrative Officer has so been advised.
b. General Description of the Registry in CHB
(1) The main Registry is located in the basement
of CHB with working hours from 0730 hours to
1830 hours. The COMIREX office maintains and
manages registry functions separately from the
RMS Registry.
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(2)
The central file system is maintained in the
CHB Registry, however, certain offices main-
tain decentralized official file systems,
either due to sensitivity or location outside
the CHB. The RMS and CTS mail control
systems and file systems have been: physically
separated within the RMS Registry in anticipa-
tion of the CTS move to the Pentagon.
(3) The 0 Registry personnel. have established
their priorities for mailroom operations to
the best of their ability given the influence
of higher priority demands emanating from the
various Staff offices.. These people work.
very well together as a team, interchange
duties when precedence overrules routine, and
fill in for each other during absences using
voluntary discipline.
(4) The Registry handles six levels of controlled
classified codeword and collateral documents:
Collateral-Secret FT below, Collateral Top
Secret, Certain Unclassified, the various
levels of codeword at the three classifica-
tion levels, The percentage of codeword
handled is estimated at approximately 90%.
Processing codeword is extremely cumbersome
(5) A counter-top barrier has been requested and
will be installed permanently for physical
access control to prevent unauthorized entry
into the vault area. Circumstances have
warranted this action at the recommendation
of the surveyor. A temporary barrier was
erected immediately until the permanent
construction can take place.
(6) The general floor plan layout of the RMS
Registry is logical for work flow. There
will be two new automation terminals in-
stalled in the center of the room due to
first arriving in the. ICS to do
this
survey,
the Surveyor was confronted with
the
Registry
vault area being badly cluttered
and
arranged
due to the move into the CHB, other
offices
using the Registry as a dumping area
for
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excess in active records and oversized map
case, etc. The Chief, Registry briefed the
surveyor on plans she had for further cleanup,
however the priority atmosphere of daily
business gave little time for cleanup activi-
ties. The Surveyor went about her business
of collecting data for the survey and inter-
viewing Staff personnel. In a very short
time and completely at the initiative of the
Registry personnel, the vault area was cleared,
furniture rearranged for full visual monitoring
of the vault entryway,-the new mail sorting
equipment was delivered and in place, and
excess furnishings were turned in. The area
has been improved in appearance, material is
no longer in view of browsers, and the working
space for the automation terminals is ready
when they arrive. Unfortunately, temporary
situations exist where large shipments come
and have to be stored. This clutter effect
does not last long, but nothing can be done
with the bulk until it is processed. It's an
unavoidable temporary handicap that must be
tolerated in Registry business.
(7) Registry has not been in the habit of pub-
lishing procedural changes when they affect
their customers. This is partially the
surveyor's fault. Certain changes were being
tried and changed so fast during a shake-down
period, there wasn't time to publish. Staff
personnel were briefed on the new procedure
as they came to the Registry. There still
may be some quick changes, however, the
Registry will publish procedural changes in
Staff announcements with the assistance of
the RMS Executive Officer for timely release.
The Chief, Registry/RMO will prepare the
changes in draft for the RMS Executive Officer's
review prior to publication.
(8) A considerable volume of unopened mail is
being processed through the Registry directly
to the addressees. A related problem is the
incoming and outgoing "personal belongings
and personal papers" of EOD's and departees
received in the Registry in sealed boxes
and sometimes marked EYES ONLY.
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 Approved For Release 205/03/24: CIA-RDP84M00713R000270001-5
(9)
RECOMMENDATION: The Registry should be given
authority to open all mail unless specifi-
cally marked PERSONAL or EYES ONLY or TO BE
OPENED ONLY BY ADDRESSEE. Boxes sealed or
using EYES ONLY belonging to EOD's or departees
should be impounded until they can be checked
for controlled documents, proper clearance of
the individual, and the documents can properly
be processed through courier channels. This
can afford the receiving Registry the opportu-
nity of registering any controlled documents
that may be approved for transfer. This
action can be accomplished through the issuance
of a Staff announcement and shown to EOD's
upon their arrival.
The CTS Executive Officer assigns action on
CTS incoming mail and sends it to the Regis-
try to make necessary copies for distribution.
The RMS Executive Officer receives a distribu-
tion copy of RMS mail about the same time the
other RMS offices receive their distribution
copies. She assigns action to one office by
phone and assumes the other offices will not
take action since they were not called by
her. The Registry has the CTS action data
needed for mail control. The Registry does
not have the RMS action assignment data they
need for entry in the Journal or the record.
If the assigned action office takes action by
phone or informally without documenting same,
the Registry has a gap in the records and the
Journal is published with no reference to the
action office. This procedure in RMS is not
compatible with the new automation system to
be installed. The system will require action
assignee for follow up.
RECOMMENDATION: The RMS Executive Officer
should take steps to adopt procedures that
will accommodate Registry needs for recording
action assignments in preparation for the new
automation system. This will also appear on
the reproduced copies received by other Staff
offices keeping them informed as to who has
action in case they need to input to that
action.
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 'IWO, -400,
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(10) Originating offices are expecting the Regis-
try to give specific types of special han-
dling without providing instructions or
markings on the documents. The Registry has
three methods for transmitting documents:
(1) Agency courier; (2) RMS Registry hand
carry; and (3) WASHFAX (electronic system).
The Registry selects the transmittal method
according to their existing priorities and
manpower. Although the WASHFAX system is_
very fast the documents frequently do not get
to the end recipient on time. This is due to
handling practices after the document is
received in these Community agencies. The
RMS Registry is criticized by originating
offices for using the wrong method of
transmittal even when circumstances in the
Registry could not accommodate the use of
another method of transmittal.
RECOMMENDATION: Flags should be designed for
the originating offices to use when they
desire special handling such as: HAND CARRY
ONLY; WASHFAX ONLY; WASHFAX OR HAND CARRY;
DO NOT WAIT FOR SCHEDULED AGENCY COURIER-
IMMEDIATE HAND CARRY REQUESTED; PERSON-TO-
PERSON IMMEDIATE HAND CARRY; IMMEDIATE MORNING
DELIVERY (If it can wait until the next day.)
A Staff announcement should be published to
inform users of the new procedure and where
the supply of flags can be acquired. This
is a situation where a priority coordinator
could help the Registry.
(11) The DCI often notes his replying comments on
the original document he receives and returns
it to the sender. The Registry has been for-
warding this original with comments to the
Staff action office without making a record
copy for their files.
RECOMMENDATION: The Registry should copy and
file the original, sending the copy to the
Staff action office. This prevents loss of
record copies and saves the action office
from making the copies. Registry has been
advised of this in advance of this report.
(12) Reproduced copies of controlled documents for
Staff distribution are created in black and
white including the color-coded cover sheet.
When the Registry added the new Series con-
trol numbers to the cover sheet, they were
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using a black pen. The copies are not easily
identifiable when mixed in with the incoming
mail. The Registry was asked to use a different
color pen than black to note the Series
control number and also to use the color-
coded cover sheets since the black/white
cover sheet does not serve the purpose
intended. This problem was surfaced in an
interview along with the fact that it had been
solved some time ago.
RECOMMENDATION: This procedural change should
be included in a Staff announcement.
(13) Two Agency Headquarters-based offices have
asked that their mail from CHB not be held
until there is enough to bulk mail. This was
passed to the Registry and has already been
put into effect. The bulk shipment did not
apply to important mail, only notices and
single sheets of insignificant mail.
(14) The organization of the Registry under the
RMS Executive Officer is no longer appropri-
ate given the split of the IC Staff into RMS
and CTS. The Administrative Offices are
organized to serve a dual purpose and service
both Staffs. The Registry has this same dual
purpose yet it is organized under the immedi-
ate office of the Deputy Director for RM.
RECOMMENDATION: Transfer the Registry under
the supervision of the Administrative Staff
for more equitable service to both CTS and
RMS.
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 Approved For Release 2005/03/24: CIA-RDP84M00713R000200070001-5
(1) The following statistics for incoming mail
during one month are based on an actual count
of pieces of mail received. The annual
figures shown are projected estimates using
this monthly count.
CATEGORIES
OF MAIL (Incoming only)
MONTHLY
COUNT
ANNUAL
PROJECTIONS
TOTAL PIECES HANDLED* 4,637
55,644
Total Controlled
1,983.
23,796
Total Uncontrolled
1,638
19,656
EYES ONLY,. Personal, Unopened
Uncontrolled.
676
8,112
COMIREX unopened, delivered direct 232
2,784
Codeword, Controlled by office not
personal signature 173
2,076
Collateral, Controlled by office
not personal signature
141
1,692
Actions, Controlled by office
not personal signature
56
Returned receipts for outgoing
mail
1,613
19,356
*This figure must be increased by the number of copies
made by the Registry to satisfy internal distribution
for offices with like interests. It can further be
increased by the number of copies made after the
initial distribution of items entered in the Journal.
Offices receiving the Journal frequently request copies
of items that interest them. A copy of any controlled
piece of mail must undergo the same control processing
as the original piece of mail entering the Registry.
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 Approved For Release 2005/03/24: CIA-RDP84M00713R0002070001-5
(2) The outgoing mail count is based on the ac-
tual logs and cards maintained in the Regis-
try for a one-year period. To illustrate
volume we have included the number of basic
documents in parenthesis after the number of
copies reproduced which is determined from
the Standard Distribution List used for the
type of document being sent. At the present
time, the Registry performs most of the
reproduction of these basic documents prior
to control processing. The following are the
count statistics for outgoing mail. Figure 3
attached is the statistics on the Standard
Distribution Lists used by the Registry.
These lists are originated and updated by the
originating offices of the basic documents.
CATEGORIES NO. OF NO OF BASIC % of NO.
OF MAIL COPIES DOCUMENTS CONTROLLED
RMS source:
NFIB's 6,550
SECOM 648
WASHFAX N/A
Other N/A 64,000
Daily Journal 262 4,454
*Destroyed Copies
of Controlled Items
CTS source:
SIGINT's 4,500
Other N/A
Destroyed Copies of
6,500
95%
100%
100%
N/A
40 100%
800 95%
Controlled Items (Included in RMS figure)
*Controlled Documents require reverse processing when
being destroyed. It takes time to locate the original
control card and marking it with the date the copy
was destroyed and refiling the card. According to the
Records Control Schedule authority, the destruction
certificates must be retained for S years after copy
of document is destroyed.
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 Figure 3
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STANDARD DISTRIBUTION LIST STATISTICS
Total Lists For
No.of Copies
No. of
Full or Limited"
Office/Item
Distributed
Addressees
Distribution
NFIB's *
35
31
28
27
2
SIGINT's
25
20
35
20
80
26
(SI)
90
31
(Collateral)
90
31
5
SECOM
18
18
1
IR&DC Agenda
42
42
Minutes
28
28
2
IHC
19
19
1
COMIREX Agenda
58
25
Minutes
69
28
Documents
74
25
3
HRD (five different
15
15
sub-committees)
15
15
15
15
15
15
15
15
5
NFIP
22
22
1
*Executive Secretary for NFIB reduced copies from 180 to 35 routine
and 28 limited distribution upon assuming his duties.
SIGINT's Lists Used by OCI Registry in serving the SORS at
Hqs.(Agency)
List
No. of Copies No. of Addressees
B
26
17
T
29 (30th held
17
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Used)
21
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To give a rough idea of what this kind of
volume would require in work time, if it took
1 minute to process each controlled copy, it
would take one person working 8 hours a day,
5 days a week, with no interruptions, approxi-
mately 32 weeks or 8 months to keep this kind
of volume under control. This is only the
outgoing mail. We are now talking of expanding
to a personal accountability system which
requires a receipt be made for the recipients'
signatures, the COMIREX registry merger, and
adding controls for all the xeroxed copies
that have been made without control.
RECOMMENDATION: The Standard Distribution
Lists be re-examined for the purpose of
cutting the number of recipients to only
those Community members who have a genuine
need-to-know.
The pre-printed labels developed for use in
processing controlled mail need a new source
of production. Previously the Printing and
Photography Division (P&PD) have taken the
Standard Distribution Lists and produced
peel-off labels in stock-supply amounts for
the Registry to store and use. The labels
require three cubic feet of storage space.
They are not accurate due to the lapse of
time between address changes being received
in the originating offices, being given to
the Registry, sent to P&PD for printing, and
returned for use by the Registry. (Unfortunately,
the printing of these labels does not hold
very high priority in the P&PD schedule.)
In the interim, the Registry is manually
writing the addresses on the inner and outer
envelope, and this adds time to the processing
action.
RECOMMENDATION: The surveyor and the ADP
representative discussed this matter and the
ADP rep has begun action to handle the label
printing within the Registry once the automa-
tion system is installed. The offices will
furnish the Registry current address infor-
mation, the Registry will input it into their
data bank, and supply labels as they are needed.
(This will cut the space storage needs considerably.)
The Registry will maintain a reasonable
supply of labels ready for use to cut output
time during the rush of processing the mail.
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(3)
RECOMMENDATION: The reproducing of Staff-
procucec d uments based on Standard Distri-
bution Lists should be turned over to the
originating offices to help reduce the work-
load of the Registry. At one time that was
the procedure. The former Chief of the
Registry preferred that the Registry handle
the xeroxing due to machine breakdown caused
by the multitude of users. The multitudes
still use the machine for other things they
are copying and breakdown is not a major
factor. The training in the use of the
machine is better today and there should be
no problem transferring this copying task
back to the originators. This action is not
going to leave a void in the Registry's
business day. It will only be discontinued
to make room for the new and greater volume
tasks of personal accountability control,
control of previously uncontrolled copy
making, and added merger of COMIREX mail.
Attachment D has been developed to illustrate
the detail involved in the control processing
of specific categories of mail handled by the
Registry. Copies of these processing proce-
dures will be furnished to the Registry as a
written guide and desk aid for use in training
new personnel or when the team members routinely
substitute for each other. The guides will
be of use during any potential investigations
concerning the control methods used by the
Staffs for classified and sensitive documents.
They can also be used as a means to explain
duties in job audits, or to solve related
conflicts concerning mail handling.
The categories covered under Attachment
D are as follows:
NFIB's (Documents produced relating to
the business of the National
Foreign Intelligence Board.)
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SIGINT's (Documents relating to the
SIGINT Tasking activities.)
Collateral (Non-codeword)
PRC's (Documents relating to the
Policy Review Committee's
business.)
Daily Journal (Listing of mail items
of key and active
interest received or
released each day
relating to the busi-
ness of the Staffs)
Inactive Records Retirement Procedures
(These are new to the Agency and
are quite complicated compared to
previously used procedures. The RMO
is responsible for using these to
instruct the office custodians in
their responsibilities to their
inactive records. Refer to Attachment B
which serves the dual purpose of Job
Description of the RMO and the handling
procedures.)
d. Courier Services
(1)
The next major issue that follows mail control
is the transmission of the mail to the custom-
ers. The Staffs' situation has been unique
fr their initial move into the CHB. The
Registry personnel were required to add
an expedite Community-wide courier service to
their duties. This was in addition to the
Office of Logistics-provided courier service
and was without additional personnel. It
primarily requires two persons (the courier
and an escort due to codeword). The chauffer
is used when possible as the escort. This
depletes the Registry of personnel to handle
other Registry operations. It creates a
crisis when more than one document arrives
for immediate control processing and delivery.
The delays created by these frequent disrup-
tions generate complaints against the Registry
personnel from those who do not understand
the problem or from those who are causing the
problem.
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(2) Attached hereto in Figure 4 are the statis-
tics on courier runs handled by the Registry
personnel throughout the Community. Figure 5
shows the statistics on the internal daily
mail runs within the CHB.
(3)
An individual interviewed discussed a need
for the courier schedule to be published. He
was not aware that the schedule has been
published and distributed to all Staff offices
and it is posted on the wall in the entry
hallway to the Registry for all to see.
RECOMMENDATION: New schedules are being
rT sue3-in greater detail combined with
other related information. See Attachment F
(3 parts).
(4) The surveyor canvassed the people-interviewed
and the recommendation for self-service mail
pick up and delivery by office secretaries
was readily accepted throughout the Staffs
and will be implemented with a Staff announce-
ment. This is in anticipation of the personal
accountability system. Accuracy of mail
sorts can be checked upon pick up and only
signed for if it is correctly sorted. Any
discrepancies can be brought to the attention
of the Registry without further delay.
RECOMMENDATION: The Staffs should use the
statistical figures provided to re-apply for
a "dedicated" courier to be assigned to the
CHB for both Community Service and direct
service to the Pentagon after the CTS move
takes place. The OL Courier Branch has made
comments about the great number of calls they
get from the CHB for special couriers. They
were surprised when told the calls they get
are only 9% of the total run requirements of
the Staffs.
(5) If a dedicated courier is not approved, the
Staffs can expect another drop in mail service
quality. This is emphasized for the benefit
of the CTS when it moves to the Pentagon.
They will have to sacrifice the time of their
officers and secretaries when their priorities
cannot be accommodated by OL or RMS courier
service as it exists today. This is a last
resort measure used by almost all offices in
the Agency when the priority is higher than
the service can afford. Another alternative
is if the priority demand is at the prerogative
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of a Community customer and Agency courier
service cannot meet the time frame require-
ments for delivery, do not hesitate to ask
the customer to provide the pick up service.
We do the best we can. When they set stan-
dards we cannot live with, its time to ask
them to meet us halfway.
RECOMMENDATION: As a courier safety measure,
the Registry has adopted the recommendation
to maintain a roster and record all courier
runs made by RMS Registry personnel including
destination, time enroute, and return time.
This will establish a standard time period it
takes to complete various runs and when the
couriers can be expected to return. Abnor-
mally late returns can alert the Chief,
Registry to have action taken in case the
courier has encountered an emergency and is
unable to return. The spontaneous demonstra-
tions directed at Federal Agencies and other
unpredictable aggressive or accidental situa-
tions make couriers prime targets even when
traveling with an escort. They are not
equipped to defend themselves nor is there
any guarantee they can get to a telephone to
call in for help. It is, therefore, recom-
mended that action be taken to afford them
communications equipment while walking or
riding which will provide a means of distress
signal or a means of two-way communication
link with the Registry home base. They
should be instructed as to how to handle a
situation which may mean giving up their
carried items or their well-being.
(6) The originating Staff offices have not been
giving the Registry or Agency couriers the
information they need to call off a courier
run if recipients will not be there to receive
the mail. Staff offices have been demanding
the run be made even if the time limit cannot
be met just so they can say it has been
delivered. This is costing the Government
money when the documents do not get delivered
and have to be returned. Even though the
originators are fully aware that delivery is
impossible, it is the Registry personnel that
catch the flak when the promised delivery
does not materialize.
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 Approved For Release 2005/03/24: CIA-RDP84M00713R0002 0070001-5
(7)
RECOMMENDATION: Top management in the Staffs
should take action to have this practice dis-
continued with a Staff announcement requiring
that originators inform the Registry or
Agency Couriers of the exact amount of time
a recipient will wait so a courier run can be
called off if the time limits cannot be met.
The recipient customers should be reminded of
their responsibility to wait the agreed upon time
before closing their doors. The announcement
should include the need that exists for items
to be delivered to the Registry in time for them
to perform the required control processing.
If the Registry is informed in plenty of time
that a priority is coming, they can sometimes
take steps to have part of the control proces-
sing already done when it arrives.
One office interviewed has a problem regarding
the NID's not being received at the expected
time and day of the week. Perfect courier
service is a non-existing commodity. Although
the couriers leave the Agency Headquarters at
the time scheduled, each run varies depending
on the priorities established between the
Agency and CHB. They service other Government
agencies and are not dedicated to a direct
Agency-CHB run. When the Staffs moved to CHB
they knew mail service would be less than what
they had received within the Agency Headquarters
Building. When CTS moves to the Pentagon,
they must be prepared for even less, especially
if their mail is processed via CHB Registry.
RECOMMENDATION: The Staffs should apply for
a dedicated courier to be assigned in the
RMS Registry. If they are denied this service,
they will have re-access their priorities and
either reduce their pace or volunteer their
officers and secretaries to perform their
immediate hand carry needs.
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 Now w
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(8) During the Budget exercise, hand carry tasks
are frequent and have critical deadlines. On
two occasions there have not been Government
vehicles available nor the use of the chauffer
to escort. Rather than delay the deliveries
until a car became available, the Chief,
Registry volunteered the use of her own
privately owned vehicle. Once removed from
the parking garage where she pays parking by
the month, the return of the vehicle requires
a separate payment for parking over and. above
the monthly payment. She has managed to work
out an arrangement with the Administrative
Officer to park in front of the CHB upon
return from hand carry assignments which
saves the additional parking fee. On one
occasion had she not been permitted to park
in front of the building, she would have not
been reimbursed because the funds of the
Staff were frozen. -
RECOMMENDATION: This problem also emphasizes
the nee for the Staff to apply for a dedicated
OL courier.
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 ( Figure 4
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The following statistics were derived from real-life studies
of the courier runs made by the RM and CT Registry personnel. The
period covered was 14 August through 29 September 1978 or a total.
of 34 working days. This period is not considered the peak season.
No. of
Time Used
Converted into Days
Runs
Remarks
Hrs.
Min.
ays
Frs.
Min.
43
Total(RM/CT/Hqs
37
4
5
couriers)in 34
days.
26
One RM/CT courier
17
30
2
1
30
"'(18. required the
Chauffer as escort)
13
Two RM/CT couriers
13
15
1
5
15
4
Two Hqs couriers
6
15
6
15
42
For RM Staff needs
27
45
3
3
45
3
For CT Staff needs
2
30
_2
30
(Two overlapped
RM runs)
37
During duty hours
27
30
3
3
30
6
After duty hours
7
30
7
30
13
Used Chauffer during
10
45
1
2
45
duty hours
5
Used Chauffer after
4
30
4
50
duty hours
61% of the runs required-one RM/CT courier.
30% of the runs required two RM/CT couriers.
9% of the runs required two Hqs couriers.
42% of the runs required Chauffer as escort.
10% of the 34 working days was spent on courier runs
with 7% using one RM/CT courier and 3% using two
RM/CT couriers.
91% of the runs were highest priority and cannot wait
for Hqs courier service.
Equivalent of 1 working day was spent on courier runs
after duty hours using one RM/CT courier and Chauffer.
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29
 law,
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Figure 5
STATISTICS ON THE INTERNAL MAIL RUNS MADE DAILY IN CHB
The following statistics were derived from a real-life
study. The surveyor escorted the Registry courier on her
rounds in a time and motion fact gathering exercise to
determine the average length of time the courier is required
to be away from the Registry each day in the performance of
this duty.
The Registry person normally performing this function
is however, in her absence or during her
assignment to higher priority duties, the other members of
the Registry alternate on this function, including the Chief
of the Registry. These are existing and continuing practices
until self-service is implemented.
4 deliveries are made to 18 stops on 6 floors servicing
of Sta s.
The courier practices sorting ahead except for con-
trolled items that must be reprocessed in the Registry.
The courier practices using the elevator with her cart
to the 2nd and 5th floors, leaving the cart after
delivering mail on those floors within an occupied
office, and using the stairs down and. up to the next
floors 1 and 3 or 4 and 6 for deliveries except when
mail is too heavy to carry. This practice is used to
avoid the use of the elevators which have unreasonable
delays in service in this building.
Deliveries avera e 45 minutes per run or 3 hours per day
spent out o t e Registry on mail e iveries wit in CH .
Based on the above data and the proposed personal
accountability security practices soon to be implemented
the surveyor is recommending that the RMS and CTS {
implement self-service on their pick ups and deliveries to
the Registry within CHB. With the coming personal account-
ability practices, the Registry courier would spend the
entire day getting signatures at the delivery points.
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e. The Daily Journal
(1)
A special feature of the service the Registry
provides is the controversial Daily Journal.
It was created by the Chief, Registry as a
spontaneous gesture to provide better communi-
cations throughout the Staffs. It was meant
to only include the brief data needed to
identify the document entry for reference by
offices reading the Journal. It originally
included the text in brief but misinterpre-
tation of text meaning caused this to be
discontinued. Interviews and study of
several copies of journals have surfaced the
following controversaries.
(a) CTS receives distribution but contributes
no entries.
(b) Certain CTS offices outside CHB are not
on distribution for the Journal.
(c) It is the object for criticism based on
personal preference of wording the
identifying data.
(d) It is the object of unauthorized removal
of documents that are attached to the
record copy for use in offices instead
of taking time to make a working copy.
(e) Some feel the need-to-know principle is
not being followed and access to Journal
reference items and the attached record
copies of the items is too liberal.
(f) One officer feels it is not meaningful
without the text briefs.
(g) The procedures for access to copying
documents attached to the Journal have
made a 360 degree circle during the
surveyors visit. They went from liberal
copies to any requester; through need-
to-know, contact the originator; and
when the latter became too cumbersome
for the originating offices; back to the
liberal copies to be issued by the
Registry to any requester. Convenience
overruled need-to-know.
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 Top,
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(h) Documents requiring learance are not
entered on the Journa .
(i)
When copies of the Journal are requested
the Registry was failing to put the name
of the requester and a note "per your
request" so the copy would not get mixed
in with unprocessed mail once it arrives
in the requester's office.
RECOMMENDATIONS:
For (a): CTS should provide its permission
in writing to the Registry to make appropri-
ate entries of CTS mail into the Journal.
Written permission is for the Registry's
policy and procedures file.
For (b): CTS offices outside CHB will
receive copies of the Journal in the future.
For (c): The Journal is a quick reference
convenience document circulated only within
the Staffs. It does not necessarily need to
be so formal that it is scrutinized with
personal preference editing of identifying
data. Unless there is an error that com-
pletely changes the meaning causing document
identification difficulty, there should be a
lower tolerance level for perfection in this
document. When automation is implemented the
Journal will be produced as an output product.
For (d): The new access barrier will prevent
physical access to the Journal and its attached
documents. The new procedure for controlling
the recipients of copies made after the
Journal is published will be covered in a
Staff announcement.
For (e): A decision has been made by both
Staffs permitting the Registry to make copies
of Journal documents upon request with no
restrictions for need-to-know.
For (f): The text was discontinued due to
the misinterpretation of the text meaning.
For (g): The procedures will be published in
a uniform manner as they happen in Staff
announcements.
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 Approved For Release 2005/03/24: CIA-RDP84M00713R0002(70001-5
For (h): Clearance com artmentation over-
ruled the inclusion ofocuments as
Journal entries.
STAT
For (i): The Registry has been asked to add
the requester's name and indicate it is the
copy of the Journal asked for.
f. Self-Discipline-RECOMMENDATIONS:
(1) The lack of concern for the need-to-know
principle when allowing carte blanc copying
of compartmented codeword records leaves the
surveyor with the impression that there is a
need to completely overhaul the criteria used
in determining what information will be
designated for inclusion in the codeword
channels. The strict criteria in the written
procedures for handling and protecting code-
word and what is actually happening have no
similarity. We are wasting valuable manpower
resources with some people trying to go by
the book to protect the handling of codeword
and others who grant themselves immunity
waivers when the process is cumbersome or
inconvenient. This double standard should be
dealt with and either find ways to enforce
the procedures or trim the volume of paper in
the codeword channels to a controllable size.
(2) It has been past experience that the Chief,
Registry receives instructions from different
offices which sometimes countermand orders
received from others. An announcement should
be published to instruct Staff members that
procedural changes or arrangements will be
made in writing through proper channels.
(3) The Chief, Registry has been confronted with
hostile reactions from secretaries being sent
by officers to pick up 1-1 materi- STAT
al Ule secretary is not cleared to an le.
The Chief, Registry has refused the secretary
access but immediately volunteered to accom-
pany her and hand carry the document herself
since she is cleared. This matter should
be covered in an announcement. This kind of
reference request takes only a phone call to
the Registry and a member of the Registry can
and carrying the document to the
Iresnond h- recipient.
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 Approved For Release 05/03/24: CIA-RDP84M00713R0002M670001-5
(4) The offices' mail receiving requirements
should be furnished to the Registry as an aid
in routing mail. This policy is already
partially in effect and Chief, Registry
periodically visits the Staff offices to
determine if requirements are current and if
the service from the Registry is adequate.
This is a prime time for offices to air any
problems they may be encountering but they
rarely take this opportunity.
(5) Originating offices expect the Registry to
furnish omitted portions of mailing addresses.
This is not a Registry responsibility. It is
up to the originator to furnish a complete
and accurate address on all outgoing mail
prior to sending it to the Registry. The
Registry may misinterpret-the intentions of
the originator and send the document to the
wrong address. The Registry may not have
current address information. Originators are
in the best position to know their customers
and their addresses.
(6) (a) When prepared by offices, Destruction
Certificates are not always complete nor do
they capture all copies of controlled docu-
merits. When controlled documents are copied
the copies are not processed under control
with Series numbers. These "bootleg" copies
are often destroyed without entry onto the
Destruction Certificate because they have no
distinguishing control number to use. This
has been generated by the lack of discipline
in controlling copies made on the Xerox
machines. The requirement has always been an
official procedure. The Staffs have waived
compliance for convenience. Copies are being
made, used, and destroyed without any record
of their existence. This should be remedied
with the new security procedures on personal
accountability and appropriate emphasis for
compliance from top management.
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 Approved For Releas 005/03/24: CIA-RDP84M00713R000270001-5
(b) The Front Office has been given the
identifying marking entered on circulated
copies of documents telling them the Registry
has the record copy. They have been asked to
destroy the copies in their office and com-
plete the Destruction Certificate. This will
eliminate the unnecessary handling and trans-
ferring of duplicate copies back to the
Registry and avoiding any possible loss in
transit.
(7) Officers are making arrangements for hand
carries without allowing their secretaries
to proof the documents for errors. It's
late-found errors that create some of the
crises for recalling and reprocessing docu-
ments that have already been hand carried
throughout the community.
(8) Internal mail movement within one office is
slow. There is a need to route mail to the
next person to be returned-later if recipient
is too busy to read mail or is on leave, or
attending a meeting. The redesign of the
routing slips used in offices should remedy
this by providing blanks below the pre-
printed names. The Secretary or Officer can
cross off their name and fill in a lower
blank for later return.
(9) The DCI/ER or ExO often assigns the wrong
action within the two Staffs. They seem
confused re the roles of each Staff. This is
a problem for the two Executive Officers to
handle. Perhaps a briefing once the function
and mission statement is published would be
appropriate. The transition of ICS to RIMS
and CTS have been very confusing internally
and externally.
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 Approved For Release 005/03/24: CIA-RDP84M00713R0002WO70001-5
(10) The survey has surfaced a strong need for the
coordination within each Staff and between
the two Staffs to solve the precedence of
priority problem the Registry has had to deal
with. The Registry personnel have coped to
the best of their patients and ability with
the priority handling needs of every office.
This is a disorderly atmosphere to work in.
The Registry is expected to accept it as a
way of life. There is a definite need for
management to look into the problem and re
examine their priorities. This problem has
become so?out of hand that priority has
become a routine pace. The routine activities
must be dealt with on overtime because there
is not enough time during the working day to
effectively handle routine matters. Certain
routine duties such as the retirement of
records has become so much more complicated
with reviews, screening, and preparation and
documentation, that they simply cannot be
done accurately in the priority atmosphere
that now exists. The Records Management
Officer cannot devote adequate time to her
.duties as RMO because her time is spent on
priority mail handling services including
pushing the cart around the building to
deliver the mail to offices. The Registry
personnel have established a sense of sorting
out their priorities and are rotating according
to the needs they have prioritized. This
scheduled handling is frequently disrupted
with ad hoc higher priorities levied without
any warning or advanced planning.
RECOMMENDATION: This problem should be high
on the list o those items for attention
since it deals directly with the manner in
which Registry Personnel do their jobs under
circumstances they have no control over. The
situation needs a priority coordinator to work
with the Registry personnel.
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 Approved For Release 2005/03/24: CIA-RDP84M00713R000200070001-5
g. Supplemental Distribution
The Supplemental Distribution facility at the
Agency Records Center was discussed with offices that
have a problem of storage for extra copies of documents
held as supplemental to the initial distribution. This
available service was unknown to most offices. The
Registry is used as a storage facility by most offices
creating problems of space in the Registry. The Registry
is also being used to store 7 volumes, 13 copies each,
3-inch notebook binder Congressional Justification
Books for the House and Senate Select Appropriations
Committees. The 91 binders use 23 feet of shelf space
and have been maintained for a year without reference.
RECOMMENDATION: It is proposed these notebooks be sent
to the Agency Records Center Supplemental Distribution
facility and that the appropriate Committees be noti-
fied of the change. The change will delay their re-
trieval to approximately one day through the Agency
courier systems to CHB via Agency Headquarters mail
rooms. Since they have not been used in the past year,
one day delay seems minims to the retrieval urgency.
h. Microfilm Applications
(1) Offices were asked if they had collections
that may fit the application for microfilming.
Many were already using this media actively.
Others had applications they thought were
appropriate. The surveyor referred. the
latter offices to Micrographics Program
Branch for assistance.
(2) The Registry is taking action with the RMS
Executive Officer for enforcing destruction
of paper copies of verified microfiched
records to eliminate storage in the Registry
area and unauthorized accessibility to the
paper media.
i. Records Management Program and Automation in
the Registry,
(1) The Records Management Program and the auto-
mation of the Registry are two closely tied
activities. Automating the Registry will
provide many benefits.- Document location,
retrieval, and accountability are its primary
features. File systems by file title, library
reference materials available within the
Registry, address label making, followup
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 Approved For Release f005/03/24: CIA-RDP84M00713R0002'070001-5
dunning lists on overdue action items, and
more reliable document identification data
are some of the benefits also.
(2) The ADP representative has been observing the
pilot program for an automated registry in
the DDS&T Front Office Registry. This soft-
ware package will be used with adaptions as
needed to fit the Staffs' needs.
(3)
The RMO has been meeting with the offices of
the Staffs to determine what file systems
exist and if they are official or non-official
in supplement to the centralized file system
maintained in the Registry. Sheds explaining
to the offices how their official files will
fit into the overall file plan which is a map
of what files exist and where they are located.
When automated, this will provide a better
control over files and related charge-out
service. The file system is patterned after
the Agency's Subject-Numberic System. The
file systems were examined and recommendations
were made. The file plans they are submitting
are being, classified and marked according to
the subject matter included on each page
which includes file titles. The overall file
plan will require distribution by compartmen-
tation according to the page or file title
compartmentation prescribed by the custodian
office for the files. Previously file plans
have been treated on an informal unclassified
basis with some very revealing information in
the file titles listed. This is being changed.
When surveyed regarding how long documents or
files should be charged out, most offices
felt 30 days was adequate before dunning for
return begins. Dunning will be automatically
surfaced by the system.
(4) See Figure 6 for. Statistics of Data Item
Entry information. This study points out the
repetitive information now being gathered and
entered into the manual control records. It
includes specific documents (NFIB's and
SIGINT's), other codeword, and collateral
material currently being controlled by the
Registry. According to a recent survey taken
in the Staffs' Registry by the Office of
Security, it was determined that there are 18
different forms (and possibly more in the
outlying offices) being used for controlling
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 +rrl
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mail, each for different levels of classi-
fication or compartmentation or routine mail
processing. Each require different data be
entered from the document being controlled or
the related mail movement.
(5) The Figure 7 shows the number of items that
are repetitively used in a manual control
system. The figures indicate the number of
times each piece of data is used for each
copy of each document. To acquire the statis-
tics in Figure 6, these repetitive entries
were used with five specific categories of
documents for which exact copy and Standard
Distribution List factors were known. With
automation, the number of times each data
item is input will be reduced to once for
each copy of each document. The forms needed
to control the documents will be reduced to
one menu, which will' substitute as the con-
trol record and a receipt. The menu is a
format generated by the machine with the data
entries organized in a logical manner. The
menu may also be substituted for the destruc-
tion certificate with a signature of the per-
son destroying the document and the signature
of the witness. For every copy of every form
discontinued there is an Agency-established
savings of $40 per page plus printing costs.
The forms cannot be obsoleted since other
Registries and offices will continue to use
them in other existing manual systems. It
would be impossible to calculate savings on
official forms no longer used by RMS with the
automation of the system since the $40-figure
includes obsoletion. A savings can be cal-
culated for the specialty bootleg type forms
designed and used only by RMS. The NFIB and
SIGINT receipt forms are an example.
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 FIGURE 6
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STATISTICS ON AUTOMATED DATA ENTRIES USED TO
CONTROL DOCUMENTS
The following illustrates how a 52% savings can be
accomplished in automating the entries for controlled documents
versus maintaining a manual control system. Excluding the vast
number of miscellaneous codeword and collateral documents and
the applicable distribution copies for each, five individual
categories of documents were selected for this study. These
selections were used due to known standard distribution lists,
number of copies required by each, and annual number of times
these documents are received for identical control processing.
CATEGORY OF
DOCUMENT
NO. RECEIVED
ANNUALLY
NO. VARIED
STANDARD
DIST. LIST
PROCESSING
ACTION REQUIRED FOR
EACH COPY
NFIB
190
2
Reproduction
Assembled
SIGINT
40
5
Stapled
Marked
SECOM
648
1
Receipted
Controlled
IR&DC
24
2
Addressed
Double Packaged
HRD
24
1
Mailed or Hand Carried
-5 Categories have 11 varying Standard Distribution Lists
requiring a total of 546 reproduced copies.
-Manual data items from each category varies from 28 to 35 or 36
items per document.
-Manual control requires 19,297 entry items be hand written on
various control forms for the categories annually.
-10,043 of these entries are repetitive and can be eliminated
with automation.
-Automation will require 9,254 data entries annually for these
categories or 52% savings.
Other factors that will reduce the data entries for additional
savings are:
-Review and reduce Standard Distribution Lists to core
Community recipients on a genuine need-to-know basis.
-Re-evaluate the codeword channel information to include
only that information that needs to be controlled within
the channel.
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 FIGURE 7
VOW
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REPETITIVE DATA USED IN CONTROLLING DOCUMENTS
The following indicates the number of times the data item
is manually entered on the various forms used in the manual
document control system. The forms include specially designed
receipts for NFIB or SIGINT documents, card control, log sheet,
and destruction certificate. For one copy of one document:
REPETITIVE NFIB or
DATA SIGINT
OTHER
CODEWORD
Control Number *
4
3
Document Number **
3
1
Subject/Description
2
3
Source. (From)
2
2
Date of Document
2
3
Date Received
2
2
Date Forwarded
3
1
No. of Copies
1
1
No. of Pages
0
0
Copy Numbers
3
2
3
Addressee/Recipient*****
3
2
2
Attachments
2
1
3
Security Classification
4
3
4
File Classification
****
1
2
Receipt Number ***''
1
0
0
Receipt Numbers Inclusive
1
0
0
Date of Destruction
1
1
2
Name of Destroyer*****
1
1
1
Name of Witness *****
1
1
1
* Includes compartmentation category code.
** Used in addition to control number.
*** Receipt numbers are assigned from a master RMS originated listing.
**** Documents returned to originator for filing record copy.
**** Signatures must be acquired and retained 5 years per Records
Control Schedules. Names will be input.
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 Approved For Relea?2005/03/24: CIA-RDP84M00713R000'0070001-5
(6) The Records Management Officer was furnished
with copies of the applicable Federal Regu
lations, a handbook published by RAB on
the Duties and Responsibilities of an RMO,
the current approved Records Control Schedule
applicable to RMS and CTS record holdings,
and the new record retirement procedures.
These are all tools of her trade as the
RMO for the Staffs. She should be made
available for training and encouraged to
apply for training when appropriate courses
are available. She is not going to learn
to handle her RMO duties confined to the
priority service requirements of the Regis-
try. All personnel in the Registry should
be made available for the automation
training as the program develops.
(7) The Forms management program within the
Staffs needs attention. The large number
of bootleg forms found, their poor design,
and like forms designed in different for-
mats need to be analyzed for discontinuance,
consolidation, or redesign. The forms
gathered by the surveyor are going to under-
go such an analysis by the surveyor and the
Agency Forms Management Officer as a sepa-
rate-exercise from this survey. The exer-
cise will take considerable time and have
little bearing on the survey. The results
of the forms analysis will be implemented
through the cooperation of the RMS/CT/RMO.
The automation system will eliminate the
need to analyze many of the forms current-
ly being used. They will simply be discon-
tinued and the stock supplies destroyed..
(8) Specialty records storage equipment is
already in place. New mail sorting equip-
ment has been purchased and is now installed.
In outlying offices where they are located
in vaulted areas, arrangements have already
been made to purchase conserv-a-file shelving
to replace safes. Until the decision is
made regarding the service for the CTS at
the Pentagon, their ordering equipment is
in a pending status.
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(9)
The following is a list of other office
equipment available within the Staffs in CHB.
Xerox reproduction machines (One 9400)
10
Mag card typewriters
28
Lexitron (word-processing)
7
Microfiche reader-printer
1
Electric Time Stamper
1
Electric Stapler
1
WASHFAX (electronic transmitter)
1
Automatic Numberer
1
Paper Tape Machine
1
The general opinion was that members of the
Staffs are satisfied with the equipment they
have, its in working condition, and service
repairs have not been a problem. The RMO was
advised that should there be any problems
with the word processing equipment or when
the Staffs are ready to replace what they
have, they should contact the Word Processing
representative from ISAS for assistance and
guidance. They were just getting into some
micrographics activities and are already in
touch with the Micrographics representative
of ISAS concerning these and other new programs.
The surveyor was told of certain environmental
conditions that exist for the Registry per-
sonnel in regard to safety and health in
performing minor repair or routine services
to the reproduction machine and the WASHFAX.
The hazards involve clearing reproduction
machine jams and exposure to carbon dust
(toner) and oil. There is a minor amount of
radiation from the WASHFAX machine which they
have been told is within a safe margin. There
have been no casualties as a result of these
conditions to the knowledge of the Registry
personnel.
Briefing charts are a problem for storage.
They get damaged due to size and lack of
proper space. One office during an. interview
admitted they destroyed the old charts used.
in briefings after the data was updated for
new briefings. When informed of their
responsibility under the Records Control
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Schedule to preserve these as record copies,
they admitted that the bulky charts are
reduced by color-photography and included in
the briefing books which are preserved as
permanent records. They were told the bulky
charts could be destroyed as duplicates when
they were declared obsolete.
(10) During the interviews, the surveyor asked
about the implementation of an official Form
4002 which is designed to record action taken
by phone or informally. Attachment E is a
sample with procedures on how it can be used..,
This form is especially useful when taking
action on incoming correspondence. This
makes a record copy of the action. taken, or
action referred, for the Registry to close
out any suspense they hold and. suspense being
held in the Registry of the originating
office.
RECOMMENDATION: Form 4002 be implemented in
the to s.
(11) There is not a comprehensive or meaningful
program in this Agency on Correspondence
Management. The RAB is developing an Agency-
wide Correspondence Handbook of procedures..
The surveyor reviewed a sampling of corre-
spondence prepared within the Staffs for
comparison with some of the standards in GSA
correspondence preparation manuals. The
following are some of those comparisons:
STANDARD AVERAGES STAFF
ACCEPTABLE AVERAGES
Number of pages per
memo 2
Lines per paragraph 7
Number of words per
sentence
Use of 3-syllable words
per sentence
10% 5 or 23%
The 3-or-more syllable words appear to be the only area
for concern. The individual memoranda revealed more.
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The acceptable standard averages serve as a
guide only. All letters cannot be limited to
them. Certain reviewed letters were 3 to 5
pages each, with sentences up to 80 words
each, and the percentage of 3-or-more sylla-
ble words ranged from 25 to 44%. Other
letters were simple, brief, and to the point.
The latter group was largely responsible for
making the statistics look good. The Presi-
dent has asked for brevity and simple lan-
guage in Federal regulations and correspon-
dence. Originators using these guides can
save their own time, their readers' time, and
get the job done faster. They can reduce the
volume of records. Most of the Staffs'
correspondence is filed in the Subject-
numberic File System. This file system has
permanent retention under the approved
Records Control Schedule.
RECOMMENDATION: Periodically remind origi-
nators to practice the art of writing simply,
briefly, to the point, and in a human mode
rather than the third person where appro-
priate.
(12) When the COMIREX offices merged from DDI
Directorate to the ICS, there was a problem
with the existing Records Control Schedules.
Items in the DDI Schedule that apply to
COMIREX should have been transferred to the
ICS Schedule. During the interviews, the
surveyor was told the DDI Schedule did not
cover COMIREX that COMIREX has never had a
Schedule and the DDI/RMO would not permit
COMIREX to retire any of its records holdings
to the Agency Records Center until it took
time to write a schedule. The Agency Records
Center is under instruction that no records
will be transferred unless covered by a valid
Records Control Schedule. The surveyor is
also responsible for the preparation of
Schedules for the Independent Offices (in-
cluding ICS) with the Direct participation of
those offices, their records custodians, and
their RMO. The surveyor inherited the
COMIREX problem when the office was trans-
ferred before the DDI/RMO received a prepared
schedule to submit to the U.S. Archivist
for approval. It is now the Surveyor's
responsibility to follow up on this problem
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and the COMIREX office and RMS/RMO has been
so informed. It will be scheduled into the
workload of the surveyor as soon as possible
since certain COMIREX offices have records
that need to be retired.
Although the Staffs are now separated, they
will still operate with the same single
Records Control Schedule under the direction
and guidance of the RMO.
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TABLE OF CONTENTS
Paragraph Page
1. General ......................................................... 1
2. Duties and Responsibilities ....................................... 1
a. Agency Records Management Officer. (CIA/ RMO) .............. 1
b. Directorate Records Management Officers ...................... I
c. Office Records Management Officers ........................... 2
d. Records Custodians ........................................... 3
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RECORDS ADMINISTRATION PROGRAM
SURVEY REPORT
OF THE
RESOURCE MANAGEMENT STAFF
AND
COLLECTION TASKING STAFF
(formerly The Intelligence Community Staff)
PREPARED BY
Records Administration Branch
Information Systems Analysis Staff
14 August - 15 December 1978
5.68 NO. 737 ust~ o~ sed For Release 2005/03 4 : - -
(43)
 DUTIES AND
RESPONSIBILITIES
005/0W. i~ ~8 R 1~ 0~ JULY 1974
RECORDS ADMINISTRATION BRANCH
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TABLE OF CONTENTS
Paragraph Page
1. General ......................................................... 1
2. Duties and Responsibilities ....................................... 1
a. Agency Records Management Officer (CIA/RMO) ...... . ....... 1
b. Directorate Records Management Officers ...................... 1
+c. Office Records Management Officers ....... . ... . ............... 2
d. Records Custodians ........................................... 3
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