REORGANIZATION OF THE COMPONENTS UNDER THE ASSISTANT FOR INFORMATION

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP87-00058R000200070010-3
• Release Decision: RIPPUB
• Original Classification: K
• Document Page Count: 24
• Document Creation Date: December 14, 2016
• Document Release Date: February 5, 2003
• Sequence Number: 10
• Publication Date: May 18, 1979
• Content Type: MF

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MEMORANDUh1 FOR: Deputy D~irector? for Administration
STAT FROM:
SUBJECT: Reorganization of the Compor~erits Under the Assistant
for Information
1. This memorandum contains options far a reorganization of
the components under the superJision of the Assistant for Information
into an independent staff pursuant to your request. The new staff
would be named the Information Services Staff (ISS) with the Assistant
for Information (AI) as its chief. The AI would continue to perforrrf his
present staff functions along with his duties as Chief, ISS. Ti~is rnerrro-
randum also recommends that a new Career Sub-Group be established to
administer the career needs of staff personnel.
2. The organization and mission and Functions of the Hera staff
are shown in Tab A. It incorporates the positions presently in the
Information Systems Analysis Staff, the Information and Privacy Staff,
and the Office of the Assistant for Information.
3. We have developed three staffing options. Under Options I and
II at Tabs B and C, the staff would function within the current manpower
ceiling. Under Option III at Tab D, the number of staff positions is
enhanced.
4. Tab E presents a brief discussion of thc? need for a career
service for records officers. Tab F identifies unresolved issues that
will require your attention.
5. Your approval of one of the three propgsed Staffing options is
requested.
~/
STAT
APPROVED:
OPTION I ( ) OPTION II ( )
Don I. Vlortman
`. Deputy Director for Administration
OPTION III ( )
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JtRECTORATE OF ADMINlSTRAT(ON
DEPUTY DIRECTOR
FOR ADMIM1ISTRATION
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INFORMATION SERVICES STAFF
CHIEF
DEPUTY CHIEF
CLASSIFICATION
REVIE;~J DIVISIOi,
INTELLIGEi~CE BRAi~CH
REGULATIONS COi~TROL
DIVISIOi`;
FOIA AilD PRIVACY 3RANCH
CONTROL BRANCH
PROCESSi;u BRANCH
SCIENCE ANO TECHNOLOG`!
? BRAi~CH
----OPFRATIOi~S BRANCH
A0~ 1 i f~l I STRAT I OilApproved For Release 2003/04/29 :CIA-RDP87-000588000200070010-3
INFORi?1ATION AND
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INFORP1ATIO~J SERVICES STAFF MISSIOPJ AND FUNCTIONS
CHIEF, ,INFORMATION SERVICES STAFF
The Chief, Information Services Staff is responsible for planning
and managing Agency records management .programs, coordinating and
responding to public requests under the Freedom of Information and
Privacy Acts, implementing Executive Order 12065 concerning national
security classification and declassification of Agency records and other
information, and maintaining the Agency regulatory system. In addition
to his other duties, Chief, Information Services Staff also serves as
Head of the h1I Career Sub-Group, Acting Executive- Officer, pDA in the
absence of the Executive Officer, the DOA representative to the Public
Affairs Advisory Group and the Publications P,eview Board, the Executive
Secretary of the Information P,eview Committee (IRC), Chairrrran of the IRC
6Jorking Group, and DCI representative on the~Inter-Agency Information
Review Committee of the Infor;nation Security Oversight Office. The
Chief, Information Services Staff is assisted by a Deputy Chief and a
small support staff.
RECORDS PIANAGEMENT DIVISIOtd
The Records t~lanagement Division. through its components direct s
the Agency Records tvianagement Program. Tl~e Agency Records Management
Program provides for effective controls over the creation, maintenance
and use, and disposition of all Agency records; develops and encourages
the application of standards, procedures, and techniques designed to
improve the management of records; ensures the maintenance and security
of records of permanent value; and facilitates the segregation and
disposal of records of temporary value. The Division is also responsible
for the Agency Classification Program as required by E.O. 12065. The
chief of the division serves as the DDA Records management Officer.
The Records Systems Branch provides guidance and assistance to
Agency components on records creation, records maintenance and use, and
records disposition; performs periodic inspections of Agency records
management practices and procedures; and develops and maintains an
Agency records management training program.
The Information Technolog Branch provides assistance to the division
and staff on the application of information technology to the solution
of records management problems, and performs. systems analysis in the.
field of office automation with emphasis on records systems.
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The Archives and Records Center Branch provides for the storage,
maintenance, and use of inactive records and their ultimate destruction
or physical transfer to the National Archives.
INFORMATION AND PRIVACY DIVISION
The Information and Privacy Division receives and processes all
requests submitted to. the Agency under the :Freedom of Information and
Privacy Acts and the mandatory classification review provisions of
Executive Order 12065. The division reviews the requests to determine
if sufficient information has been provided to initiate a records search;
acknowledges receipt .of requests within statutory time requirements;
assigns records search to appropriate Agency components, and. provides
guidance to them on the interpretation of requesters' queries and on
sanitization and release of materials; prepares responses to requesters
with the assistance of components that maintain the requested records;
processes appeals on denied requests; conducts .liaison with other Govern-
ment agencies regarding the processing of requests; and prepares reports
for Congress or other Governmental elements as required by law or Executive
order.
CLASSIFICATION REVIEW DIVISIOP!
The Classification Review Division (CRD) manages the Agency program
for systematic classification review under Executive Order 12065. In
carrying out this function.CRD establishes declassification guidelines,
develops and implements classification review procedures, and prepares
classification guides in coordination with,otrrer Agency components and
the Agency Security Classification Officer. CRD also maintains liaison
with the National Archives and Records Service and other U.S. Government
agencies concerning the classification of records over which they or the
Agency have classification jurisdiction.'
REGULATIONS CONTROL DIVISION
The Regulations Control Division directs and monitors the processing,
coordination, and publication of Agency regulatory issuances. It is
responsible for maintaining editorial standards, ~rorking directly with
initiators and coordinators of regulations to resolve substantive
differences during coordination, ensuring that time limits imposed by
for completing the regulatory process are adhered to, and prepares
coordinated proposals for DCI, Deputy Director for Administration, or
Deputy Director for Operations approval.
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OPTION I
STAT
Under Option,L~he staff would be established within the current
manpower level of u positions. This.. number is based on the 4 August
1978 memorandum from the Deputy Director .for Administration to Chief,
Position Management and Compensation Division requesting implementation
of the FY-79 0/DDA Staffing Complement, .the. subsequent establishment
of ^ positions for the Classification Review Group, and an addition of
^ positions to the original ~ positions requested fcir the Information and.
Privacy Staff in the 4 August 1978 memorandum. The staff would be able
to provide two positions for its minimal administrative support needs,
relying in various degrees. on 0/DDA elements in the areas of budget;
finance, training, personnel, and support of the hiI Career Sub-Group.
Staff resources under Option I would continue to be spread thin.
The lack of a personnel officer would make the administration of a separate
.Career Sub-Group more difficult. The problems concerning the backlog in
the Information and Privacy Division. are well-documented, and. the current
level Opositions reflect the number of employees now on board. Similarly,
the Class ification Review Division with its authorized ~ positions will
be able to review only a part .(probably no more than 25 percent) of the
Agency's permanent records requiring review during the .next ten years
under E.O. 12065. The Records Management Division, with ^ positions
divided ,among its three branches, will still have insufficient resources
to fully meet its Agency records management responsibilities. As stated
in the recent draft IG audit report, sufficient resources are lacking to
fully implement programs, and the limited resources often must be
reallocated to meet pressing requirements. The draft audit report also
stated that final success will be contingent upon the availaUility of
resources and a positive determination that implementation should have
priority. Only the Reyulations Control Division, with positions,
appears adequately staffed to meet its obligations under present
system for coordinating and publishing regulatory issuances..
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I".PACT Of" OPTIOPJ I
Under Option I, the Information Seruices. Staff :vould rely nn tFre
Office of the DDA for assistance in the areas of budget, finance,
training, and Personnel.
With respect to personnel , the nave reviewed +rri th the* DC~ Career
Management Officer his. role~in supporting the MG Career Sub-Group .
as well as the new MI Career Sub-Group to which most of orcr personne'i
would. 6e assigned. Ne recommended that the career r+~anay.E~rerrt, f unction
~be the responsi 6i l i ty, of .1 i ne management wi thin ta~rcy new staff.. cte
concurred with our proposal to .establish the Pasitior~ cif- Executiues
Officer/Career Management Officer: This function ~?tordld ~~rimari~ly be
concerned with the assignment of personnel and evaluation panels. The
other support provided by the CMO in the areas of personnel, training,
and clerical coordination could .continue. This support to two career
services, however, most likely would be cumbersome, especially since
it includes the preparation of numerous stati5ticai reports and. records.
In view of this, the Cty10 felt that relying on such suggart from the
0/DDA would in time become inefficient and unsatisfactory.
The DDA Budget Officer has assured us that his staff could con-
tinue to provide guidance in preparing the budget and input the neces-
sary data intro the Financial Resources Systerrr. His staff could also
continue providing the finance officer support the presently receive.
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INFORMATION SERVICES STAFF
Option I
STAT~
CHIEF
DEPUTY CHIEF
STAFF
CLASSIFICATION
RE!liE,?r DIVISIONd
INFORJ~IATION AND
PRIVACY DIVISION
REGULATIONS COrJTROL
DIVISION r
INTELLIGENCE BRANCH f"?~' FOIA ArJD PRIVACY BRANCH
BRANCH
nnrnnrrn?rr nnn.rnrr
SCIENCE AND TECHNOLOGY ~~ CONTROL BRANCH
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?otal Personnel:
RECORDS ~?tA~lAGEi?IEiIT
DPIISIOiJ
' RECORDS SYSTEM.
BRA~lCHI
I r J FGRr?tAT I 0; l
.TECHNOLOGY
BP,A;JCN
AP,CI?I'lES Af;D
? RECORDS
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(Current Staffing. Provide for own personnel and finance support)
Under Option II the staff support element would be increased
to 0 positions with the addition of a personnel officer and a junior
finance officer. This would enable the staff to provide far nwst of its
support needs, including the needs of the t~fI Career Sub-Group. The total
number of staff positions would remain at 0 but the two additional
support positions would have to be taken from the Records Management
Division. Such a reduction would put further strain .on the division's
ability to carry out its records management program. Since each element
of the program if properly conducted with adequate resources would
result in direct benefits to the Agency, inadequate resources would
result in a direct loss. For example, even at the Option I level the
Records Management Division has not been able to devote sufficient
resources toward ensuring proper control over records creation or to
ensure that Agency records are effectively and economically utilized.
Under the reduced staffing level of Option ~I, the entire division
effort would be hard pressed to achieve a positive approach to reearcis
management rather than simply meeting minimum legal requirements.
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INFORMATION SERVICES STAFF
Option II
Total Personnel:
~ CHIEF
CLASSIFICATION
REVIELJ DIVISION)
F---- INTELLIGENCE 3RANCH
SCIENCE AND T ECHi`JOLOGY
BRAfJCH
F----- OPcRATIONS nRAi"NCH
FOiA AND PRIVACY BRANCH
CONTROL BRANCH
PROCESSING BRANCH
~---??--~ADt?iIf;ISTRATIC~i~ DRAirCH
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INFORf?1ATION AND
PRIVACY DIVISION 0
STAT
RECORDS f?ifl~;%+G;~i?;~;;.
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 ? 1 ~l'3 U
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Option III
CLASSIFICATION ~
REVIE4J pIl(iSIOfJ Di
INFORF~ATION AND
PRIVACY DIVISION
INTELLIGENCE BRANCH }-- FOIA AflO PRIVACY BRANCH
OPERATIONS BRANCH ~____._ PROCESSING BRANCH
BRANCr'
SCIEfJCE AND TECHNOLOGY ~---_ CONTROL BRANCH
fl
AD++'liNiSTRATIO~~! BRANCH
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Total Personnel:
RECORDS f?'/1~dAGc~?iLFi.
DiVISi(:;i
IflFORl1AT ION
iECnNQLOGY
6~.A'1Cn
ARC'r,VES A~~D
^C~ ~n~
i;~_~vn~S
a Tr-~. n ~ ~~r?_
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T~1~; E
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Agency management has begun to recognize the benefits of a properly
conducted information management program. Senior management also is
aE~~are of the resources the Agency has expended in FOIA, the information
security issues that have been raised, and the cost of applying tech-
nology to information handling. Moreover, the 1975 Office of General
Counsel legal opinion that the Agency must comply with the Federal codes
on records management has created a revolutionary change in Agency
policy, procedures, and methods in the life cycle of its records holdings_
Aievertheless, these changes in management concepts have not yet resulted
in the provision of adequate human resources dedicated to the success of
the information management program. The status of the people who develop
information management procedures and carry out information handling
activities needs enhancement. They need to see their legitimate career
aspirations developing normally, and they need to be given opportunity
for training to meet the challenges they face now and in the future. A
dedicated separate Career Sub-Group for the entire directorate could
::reate a l ife line between the new program and qualified high caliber
personnel whom we need to attract. A separate Career Sub-Group would
r~rovide careerists with an opportunity for growth in a profession where
their i~erformance is judged in competition with their peers and not with
other disciplines. The Sub-Group eventually should include the direc-
t~~rate personnel who are inva1ved in the information control functions,
espec~ialiy component records management officers and registry personnel.
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 We recommend that the responsibility for-coordinating the acquisition
of word processors be transferred to the Office of.Data Processiny. Word
processing technology is becoming more computer/data process ing oriented.
The Agency's needs will be better served if tjris function is integrated
with the management of computers. The existing program consists of one
position encumbered by a GS-13. If ODP agrees to take on this-function,
we propose to transfer both the position and the incumbent.
The following are issues which require senior management attention.
ISSUE. 1: Nistory,Staff
The history Staff now under the purview of the Assistant for InforRFatian
is. not included in the proposed~Information Services Staff. The history
function has been the sub'ect of a recent study concerning its future
placement and function. are involved. A decision must
be made as to its functional. location.
ISSUE 2: Word Processing Program
ISSUE 3: Space
(Would this be a proper issue paper without a plea for space?) The
headquarters area components that make up the proposed staff presently
are in eight different locations in three buildings. Our minimum
requirements follow:
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ISSUES
a. The Office of Chief, Information Services Staff needs.
space for. people depending on which option is
approved.
b. The Chief, Records Mana ement Division and two of its
branches need to be colocated
ISSUE 4: PMCD View of the Reorganization
This issue is to alert management to the possible negative reaction
PMCD may have to locating a ".staff" at the office level in an organization
chart. Experience tells us that PMCD will ask some very hard questions
as to why the staff is at that level, and then why it is not called an
"office."
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Option 3
Under Option 3 (enhanced staffing), RMD should be increased by
four professional positions. This would enable RMD to assign resources
in the areas of Agency .records management that are not being thoroughly
carried out. These additional positions would also provide the
resources needed to apply to records systems the new technologies
.such as "office of the future" that have potential for significant
improvement in Agency productivity, and at the same time ensure
Agency compliance with legal requirements. Additionally, internal
developments such as .the task forces on information security and
information handling will require RMD participation in both the study
and implementation stages in order to.be effective. The added
positions would also provide RMD with needed f]exibility to develop
the professional ,capabilities of its per,sonne] through rotation and
training without seriously detracting f~m ongoing program
responsibilities. In short, :augmenting the RMD staff by four
professional positions would enable RMD to accomplish its mission.
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Option 1
Under Option 1 (present staffing level), RMD would continue to be
unable to fully-meet Agency records management requirements. RMD would
be hard pressed, as described in the recent IG Audit Report on ISAS, to
devote the necessary time fora really productive approach to Agency
records management, rather than only meeting minimal legal ,y~~
requirements. For a fully functional Agency Records Management Program,
RMD staffing should be augmented (see Option 3).
~tion_ 2
Under Option 2 (give up one slot), RMD would have to further
reduce its efforts in managing Agency records systems. Each element
of the program can provide direct savings to the Agency, but 1~1r
these savings dependp on the time available for RMD to
provide guidance and assistance to Agency components in reducing
their information handling costs. Even at its present level, the
staff has not been able to properly control records creation and
ensure that records are effectively and economically used. At a
~._ 1o vu of u c-~~ vt L~:F.Go'v"f" vv~
reduced staffing level,~the Agency Records Management Program would
have to be further cut back - in order to
tvh~.n ww~ 7
ensure^compliance with basic-legal requirements.
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