SURVEY OF OIA RECORDS MANAGEMENT

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP88G00186R001001290020-1
• Release Decision: RIPPUB
• Original Classification: U
• Document Page Count: 19
• Document Creation Date: December 22, 2016
• Document Release Date: November 10, 2010
• Sequence Number: 20
• Publication Date: December 20, 1984
• Content Type: MEMO

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7
-02
ROUTING AND RECORD SHEET
SUBJECT: (Optional) -
Information Management Surveys
FROM: EXTENSION NO.
STA
Director of In ormation Services
a
-
.1206 Ames Building DATE
STA
TO: (Officer designation, room number, and
D
ATE
building)
OFFICER'S
COMMENTS (Number each comment to show from whom
RECEIVED
FORWARDED
INITIALS
to whom. Draw a line across column after each comment.)
EO/DDA
7D18 Headquarters
Harry,
-
2.
-
- -
Attached for your information i
a copy of our survey report on OIA'
information management practices an
a memo from the D/OIA to
ADDA
~J198r
';
D/Management., Planning & Services
(D/MPS) commenting on the report.
'
Wayne Strand
s memo highlights
4.
the value of good records management
practices brought out by the survey
5.
and how similar surveys could help
DDA
other DI offices. His memo
22 JA
N 1%
primarily focuses on records
-
6.
--
retirement and the potential for
space savings. Unfortunately, the
document
ba
r
barely other
mentions
the
.
i
ngs
that have
ve
a long
ct
.
The
D/OIA'
s
memo has
initiated a
request est
from
th
e
C/MPS/DDI
to
DI
offi
ce
s on ou
survey capabilities.
and some of his STA
people are currently preparing a
briefing for the DI Administrative
Officers on our survey
10.
capabilities. I will provide you
more on this as soon as we firm up
our plans.
11.
If you have any questions
regarding the OIA survey or our
sur
vey
program
in general, please
12.
co
nta
ct me
at
13.
STA
~
14.
- --
.
15 .
---1
2 ,IAN 1985
FORM 61 0 USE PRE OUS
1-79
T
T
T
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OIS 84-654
20 December 1984
Agency Records Management Officer
Office of Information Services
STAT
1. Attached is the finalized survey report prepared by this Division on
OIA's information handling and records management practices. As you are aware,
two mem IRMD met with Messrs. and STAT
f your staff to discuss the report and to exchange ideas about STAT
implementing the changes recommended.
2. During this discussion, discussed OIA's views regarding STAT
the report and the recommendations. He expressed OIA's general agreement with
the report's findings and a desire to hire an annuitant with the requisite
expertise to assist in implementing the recommendations. STAT
3. Our offer to assist you in obtaining the services of an annuitant with
the appropriate background to fulfill this undertaking was readily accepted.
We will contact two individuals that we have in process to determine if they
would be willing to work with your staff for a few months. We will inform you
of the results of these discussions as soon as possible. If neither individual
is available, we will attempt to identify another annuitant for you or to work
out some other arrangement for implementation.
4. We appreciate having the opportunity to survey ycur Office and the
wholehearted cooperation given to us by members of your staff during this
process. We believe that adopting the recommended changes will result in more
effective handling and storage of information in OIA, as well as greater
efficiency in the use of space and analyst time.
5. If you or any member of your staff have an questions or need
additional information lease contact on extension~lor STAT
STAT
STAT
Attachment:
As stated
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SURVEY OF INFORMATION HANDLING
AND RECORDS MANAGEMENT PROGRAM IN
THE OFFICE OF IMAGERY ANALYSIS
INTRODUCTION
1. At the request of the Director, Imagery Analysis, a survey of the
information handling and records management procedures in the office of Imagery
Analysis (OIA) was conducted during the period of 16 July -- 31 August 1984. The
STAT
survey was carried out by members of the
Information Control Branch, Information Resources Management Division, Office of
Information Services, and the DI Records Management Officer (RMO). STAT
2. The D/OIA requested a records survey and paper flow study to assist OIA
in reducing its records holdings in anticipation of restructuring some division
work areas and relocating its Registry later this year. Accordingly, the survey
focused on the Registry's unique film (imagery) services and information
handling functions, as well as the disposition of film and hardcopy collections
held by branch analysts. The survey also included a review of OIA's Records
Management Program.
3. In order to get a better understanding of how the Registry operates and
interacts with the components served, the survey team interviewed Registry
personnel and observed and discussed each function to determine the services
being provided, the methods and procedures being used, and the reasons for
operating as presently established. Discussions were also held with members of
the Executive Staff, Production Group, and the five line divisions including all
15 branches. In the process of gathering further information, interviews were
also conducted with personnel of the National Photographic Interpretation Center
(NPIC) Registry, film library, and printing services branch regarding the
registry support that they provide to OIA. Personnel throughout OIA and the
NPIC components were most cooperative and helpful to the survey team. The
following paragraphs summarize the survey findings, and specific recommendations
are attached at Tab A.
SURVEY FINDINGS
RELATIONSHIP WITH NPIC
1. A host-tenant relationship which has always existed between NPIC and
OIA has created a dependency on NPIC support in many areas. This relationship
apparently is a result of working agreements and physical security
STAT
2. For security reasons NPIC Registry acts as the focal point for the
pickup and delivery of all mail It also provides or supports STAT
other registry services for OIA. It controls OIA's incoming and outgoing
Sensitive Compartmented Information (SCI), receives and transmits facsimile
messages via the WASHFAX, LASERFAX and DACOM systems, receives cable traffic
electronically via the NPIC communication facility, pouches SCI material
overseas, disseminates a high volume of OIA finished intelligence publications,
and also provides courier service within the building. While the NPIC Registry
should continue to provide most of these services because it has the resources
and expertise to do so, its involvement in document control and courier service
seems to fragment OIA's paper flow, cause duplication of effort, and create
unnecessary delays.
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PAPEF FLOW AND DOCUMENT/FILM CONTROL
Mail that is picked up and delivered must be exchanged at STAT
the loading dock adjacent to the NPIC Registry. The Agency Headquarters
couriers provide this scheduled service three times a day at 0930, 1130, and
1430. NPIC provides courier service within the building twice a day at 0830
and 1330. In comparing the two schedules, it seems there are not. enough
internal runs and they are not in line with the Headquarters courier schedule.
While the NPIC courier schedule may suffice for outgoing mail, incoming mail
arriving at NPIC at 0930 and 1130 must wait until 1330 for delivery and mail
arriving at 1430 must wait until the next day for delivery. Since NPIC logs
all incoming and outgoing SCI documents in its automated system, OASIS, further
delay may be experienced if documents are not processed in time to meet the
scheduled runs. NPIC's control of OIA documents, moreover, is no longer
necessary since OIA Registry has a newer automated system, Common Use Automated
Registry System (CARS), that can better handle this function.
The CIA Registry is organizationally under the Production Grour. It is
staffed by four MI Career Sub-Group positions -- Records Administrative Officer
(GS-09; and three information Control Assistants (r_c_n6). Al?.heuCr n'_4
Registry acts as sub-registry to NPIC, it functions more :ike a film library
than a registry. It does provide limited document control and registry
services for CIA correspondence, but its primary responsibility is the receipt,
control, dissemination, and destruction of imagery (satel.ite and aircraft
film) and the maintenance of a facility similar to a film reference library to
house copies of this imagery.
O:A Registry personnel spend the greater part of the.r time attending to
the film responsibilities of the office, including the control and distribution,
of film to OIA components. The film is received from NPIC in packets of
individual frames (flat film) or in cans of roll film. Packets of framer are
received three times a day, while boxes of roll film arrive in bulk shipments
approximately one to three months apart. Manifests accompanying the shipments
of flat film are used by the Registry to control individual frames. CIA Form
1206 (Film Control Record) is used to control cans of roll film. However, film
control still breaks down at the registry and branch, level because of unlimitec
access by users to the film, holdings in the registry and loose control
procedures throughout OIA.
In addition
to
control and distribution of film, the Registry maintains a
reference library
of
film received for use by the analysts. The Rec;stry
receives its own
set
of flat film in the initial shipment, but it must build
its reference set
of
roll film as the components return t;e cans of film for
destruction. This procedure is cumbersome and inefficien?_ because analysts may
hold the film for months before returning it. Moreover, it is returned minus
the film frames that have been 'chipped,' thereby reducing the value of the
registry collection and further breaking down film control.
In performing its limited registry services, CIA Registry ccrtrols only
incoming SCI material and the very few Top Secret collateral documents it
receives. This control is recorded via the CARS down to the division level.
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The Registry sorts and slots cables and other correspondence for pickup by the
Division secretaries. The Division secretaries manually log these same
documents again to the branch level, but provide no feedback to the registry
concerning document location at that level. Outgoing collateral documents are
controlled and packaged by the Division secretaries while SCI material is
controlled and packaged by the NPIC Registry. The limited control of incoming
documents and the fragmented flow of outgoing documents restricts the ability
of OIA Registry to provide routine document handling services. It also limits
the Registry's effectiveness in serving, like most registries, as a center for
document retrieval and for providing information on the status of documents or
satisfying accountability requirements.
The Registry also services an adjacent facility housing a facsimile
machine and two hetra printers. In the past, the Registry was quite active in
this role, but has gradually reduced its participation in and control of this
operation.
OIA REGISTRY - PERFORMANCE AND RELATIONSHIPS
Operating within the framework of the Production Group, the Records
Management Officer, who is also the Chief of the Registry, has not had the
stature needed to gain the respect and cooperation of those being served,
especially, when it comes to the reduction of file holdincs or the acceptance
of changes in operating procedures. Also, the grade structure of the Registry
staff does not officially provide for one of the information control officers
assuming leadership of the registry when the chief is not available.
In discussions with all levels of OIA personnel, it was mentioned several
times that the Registry was not as responsive as it should be, that the noise
level in the office is disturbing, and the registry personnel do not seem to be
fully occupied.
This perception of the Registry can be attributed, at least in part, to
the following factors:
1. The Registry is located directly in front of the main passage to
and from OIA. The office area of the Registry is open-ended and
exposed to the view of passers-by.
2. The arrangement of the work stations in the Registry creates a
roundtable effect, encouraging unnecessary conversation at times.
3. This arrangement also requires some of the registry personnel to
sit with their backs to the registry entrance, causing slower
reaction to customers.
4. A few members of the staff are somewhat inexperienced in registry
functions. They are not sure of their role and not fully prepared
to perform some duties because of inconsistent operating
procedures and lack of written guidelines.
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5. The overall physical layout of the Reqistry is poor. The location
of equipment, desks, and work tables prevents efficient movement
and communication by registry personnel witfin the area.
6. The Registry must share its black line with another office. Also,
one registry member works at a desk without a phone.
7. The film responsibility, which is the Registry's biqget account,
creates periods of high and low activity. The lack of more
information control duties to offset the low periods of film
activity gives the impression that the Registry is not busy
overall.
FILES DISPOSITION
Very few of the analysts and clerical personnel interviewed had ever
retired film or paper holdings to the Agency Archives and Records Center
(AAPC). Most personnel did not know the administrative procedures for
transferring records to AAPC nor did they know who to contact for guidance on
these matters. Also, they seemed reluctant to trust the system because they
were uninformed on how it operates and the services it provides. T?erefore,
OIA records holdings in the form of film and paper have accumulated freely over
long periods of time, some as far back as the 1940s, but most durinc the last
fifteen years. Film has been one of the fastest growing media in OIA's
holdings. The majority of both professional and clerical personnel indicated
that some portion of their holdings could be either destroyed or transferred to
AAPC for permanent or temporary retention but they just did not have time to
review their files. This was due to a heavy workload or because it was not a
priority responsibility.
Each analyst averages at least one conserv-a-file unit containing film and
paper holdings. These files are usually kept according to the preference of
the individual analyst. The condition of these files ranges from neat and
orderly to disheveled and disorganized; the majority fall somewhere in
between. In many cases, file folders contain obscure heaainas, file drawers
are not labeled, and folders are filed according to frequency of use rather
than in some systematic order. There are no indexes to tnese files and no
standard filing systems among the analysts. This causes much reliance on the
institutional memory of the individual who maintains the file and prevents
others from retrieving documents readily, if at all. In a few divisions
analysts rely mainly on centralized branch files instead of individual analyst
files. This approach, by mercing individual collections, eliminates
duplication and saves space. A central files index makes maintenance and
retrieval easier, and the centralized effect makes the files more accessible to
branch personnel. The branch concept is effective when analysts share common
target facilities. The individual concept is effective when an analyst is
responsible for a particular target.
In relation to the condition of the files, the analysts commented on the
shortage of clerical assistance in OIA. They feel the addition of more branch
secretaries and intelligence assistants would help improve the condition and
effectiveness of their holdings.
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Front Office and Division level records holdings are minimal compared to
the branches. The records consist of basic administrative files and are
generally in good condition, organized, and indexed in a consistent manner.
FILES EQUIPMENT AND SUPPLIES
The files equipment in the branches is not compatible with the different
sizes and formats of film. The inventory of conserv-a-file units, file
cabinets, film cabinets, map cabinets, and open shelf units has become a
hodgepodge collection. This is a result of individual branch acquisition of
filing equipment to accommodate the changes in film size and format, as well as
the ever-growing collection of paper records.
The shelves of many conserv-a-file units are not high enough tc allow
vertical filing of the old film format. At the same time, the drawers of these
units are too high to file the latest film size, which is only 5' high, without
wasting storage space. Also, these units were not built to hold the weight of
film and are showing signs of overloading.
The film cabinets currently in use make it necessary to trim the film to
fit the 8 inch wide twin rows of each drawer. In a few months, this equipment
will be obsolete because the new film format will be 11 inches wide.
The compact movable shelving in the registry consists of 36 inch wide
sections containing adjustable shelves that are 12 inches deep. This shelving
is adequate to house the cans of roll film and the individual frames. The only
problem in connection with the shelving is a lack of suitatle trays to hold the
frame film.
There do not seem to he enough filing supplies to properly maintain the
film files, and there is little uniformity in the types of supplies used.
Therefore, analysts sometimes have to spend valuable time taking makeshift
steps to meet filing needs. For example, plastic sleeves protecting large
frames are being cut down to reuse for the new smaller size. The same is heinc
done with the manila file jackets used to hold the film. Ever, cardboard boxes
used to ship the film are being used as file containers.
OIA is not officially on record in the Agency Forms Program as the
oriqinating office or office of primary interest for the forms they have
created. This is because OIA looks to NPIC for forms assistance and printing
services. By not going through the Agency forms manager nor following the
established procedures of the Agency Forms Program, a number of problems have
arisen.
It is difficult to identify OIA originated forms. SDme OIA forms carry
NPIC form numbers and some do not have any form number. some NPIC forms have
been slightly revised for use by OIA without chancing the original form
number. This further confuses identification of the originating office.
Neither NPIC nor OIA could provide documentation identifying all OIA forms.
Through visits with the OIA graphics shop, the NPIC registry, and the NPIC
printing services branch, at least twenty forms were eventually identified as
OIA forms.
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The OTA forms system is confusing, inconsistent, and inefficient. It has
no organized method to handle the design, approval, reprint, consolidation, and
reproduction of new, reprinted, or revised forms. Also, it does not provide
for systematic storage and replenishment of forms. The component RMO is
normally responsible for coordinating all phases of the forms process; this is
not the case in 01A.
REPORTS
OIA produces various types of intelligence publications. Publications are
done on a periodic or an ad hoc basis in the form of intelligence assessments,
research papers, reference aids, and typescript memoranda. These publications
contain short- or long-term analysis of specific programs, target areas, and
facilities.
During discussions with analysts, it was noted that the record case files
created when producing publications are not being maintained in acccrdance with
the disposition instructions of the DDI Records Control Schedule, Item 19a(1),
titled Intelligence Publication Files. These records are considered permanert
and should be transferred to AAPC on a yearly basis. The files consist of
background papers and supporting documents such as terms of reference, working
papers, drafts, outlines, distribution lists, memoranda, and a copy of the
finished report. These files are currently held intact in OIA for various
lengths of time and then destroyed or broken down and interfiled in other
holdings. There are no established procedures for handling these records in
accordance with the Records Control Schedule.
Similarly, the maintenance of supplemental copies of CIA publications is
not in accordance with Item 19a(3) of the DDI Records Control Schedule which
governs the distribution of supplemental copies of DDI publications.
Throughout OIA multiple copies of OIA publications are being held for this
purpose by Division secretaries, individual analysts, and branch chiefs. These
holdings consume valuable storage space and are unnecessary since AARC receives
as part of the standard distribution of these publications, a sufficient amount
to handle this responsibility.
AUDIO/VISUAL RECORDS
The DDT Records Control Schedule is the official document governing the
mandatory disposition of the audio/visual records of the DDDI Offices. However,
the schedule does not contain an item identifying a file series covering
analysts' unique film holdings. Therefore, it is not clear how lone OIA should
retain an item such as a long-term chronological film collection of a taroet
that would be extremely difficult or impossible to recreate.
The schedule currently provides for film to be deposited at the Agency
Archives and Records Center on a temporary basis for six years. Unique film
collections may require a longer, if not permanent, retention period. It is
the responsibility of the user and the RMO to appraise these collections to
determine if longer retention is warranted.
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KACHINE-READABLE RECORDS
Machine-readable records are being created by some analysts on the VM
system. These automated data bases are being used by the analysts to create
files containing excerpts from hard copy reports, to manipulate text and
figures, and to keep a chronological log of key citings of target facilities.
However, the paper back-up to these automated systems is still being
maintained. This practice creates duplicate records in some cases which may be
eliminated at a later date.
MICROGRAPHICS
Microfiche is used throughout OIA, but no major application exists at this
time. The microfiche is being used mainly to reduce hard copy holdings which
have little reference activity such as periodic reports, studies, manuals,
predicts, and old administrative files. The microfiche readers in CIA are of
the older variety and few in number. Even though microfiche can be read on the
analyst's light tables, it is used very little because microfiche is cumbersome
to maneuver in target comparisons and suffers from. degraded optic quality.
CLASSIFICATION AUTHORITY
Overall, OIA's effort is consistently strong in meeting its responsibility
to protect classified information. This is especially true in determining the
appropriate classification and controls relating to imagery derived data which
make up the greatest percentage of OIA created documents. Determining the
classification of collateral information seems to be more challenging because
the need to do so occurs infrequently. Nevertheless, OIA clerical and
professional personnel seek guidance from the designated SCI Control Officer
who is responsible for OIA compliance with national policy guidelines for
classification, compartmentation, and control of classified information. The
SCI control officer ensures compliance by providing informal briefings,
conducting periodic reviews of OIA produced documents, and distributing
condensed versions of classification literature. OIA received a letter of
commendation on its classification procedures as a result of the last
inspection conducted by the Information Security Oversight Office (ISOO).
DIRECTIVES
OIA notices and directives are produced and distributed in a formal and
systematic manner. The secretary to the Director of OIA maintains the
numerical sequence for controlling issuances and retains copies of active and
rescinded issuances for reference and archival purposes.
In addition, a set of Agency regulations, notices, and handbooks are
maintained and controlled by the Director's office for use by all.
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1. Broaden the Role of OIA Registry by Transferring Certain Functions from
NPIC Registry.
The pending move of OIA to Headquarters warrants that its Registry
become more self-sufficient and less dependent on NPIC registry support.
Through such independence, the efficiency of OIA's paper-?flow and document
control would increase greatly, the additional duties; performed by the
Registry would provide a consistent work load, and the improved service
provided by the Registry would raise its credibility and gain the
confidence of those being served. Outlined below are the basic functions
that would be added to OIA Registry.
a. The OIA Registry should perform the SCI control functions for OIA
SCI correspondence.
Currently, NPIC Registry performs this function. This is a
partial duplication of OIA's internal control and sometimes
delays mail arriving to OIA.
b. The OIA Registry should be the initial focal point to receive OIA
correspondence; the Headquarters mailroom; should be re nested to
sort and bag OIA mail separately from the mail that STAT
now is delivered to NPIC.
Currently, OIA mail is received by NPIC Registry along with the
unnecessary delays in mail delivery to 014 because of the heavy
volume of correspondence that NPIC must sort, control, and
deliver.
c. OIA Registry should prepare all outgoing mail for transmittal via
the Agency mail and courier system.
Currently, outgoing collateral documents are receipted and
packaged by the Division secretaries, while outgoing SCI
documents are receipted and packaged by NPIC Registry. The
fragmented flow of outgoing correspondence limits the ability
of the OIA Registry to serve as a focal point for document
accountability or responding to queries concerning the location
or status of outgoing documents.
2. Augment or Replace the Internal Courier Service Between NPIC and
01 A.
OIA Registry should provide its own courier service between NPIC
registry and OIA to coordinate more effectively the flow of OIA mail with
the three scheduled courier runs from Headquarters which are at 0930, 1130,
and 1430. An alternative would be for OIA Registry to augment the two
existing NPIC runs at 1000 and 1500 hours to reduce the layover time for
mail. While the current schedule of internal runs may be adequate for
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outgoing mail, the number of runs for incoming mail is inadequate. As
previously noted, mail arriving at 0930 and 1130 must wait until 1330 for
delivery and mail arriving at 1430 must wait until 0830 the next day to be
delivered.
3. Expand the Use of the Common-Use Automated Registry System (CARS) and
Provide an Additional Delta Data Terminal for OIA Registry.
OIA Registry should increase the use of the CARS capability to control,
track, locate, and retrieve documents. To be able to respond to queries or
requests for documents, and for accountability purposes, OIA Registry
should expand document control to include all collateral Top Secret
documents, selected collateral documents of lesser classifications, and all
outgoing SCI material. An additional terminal would be needed in the
registry to enter the increased volume of data.
Only incoming SCI documents and some collateral Top Secret documents
are currently entered into the system. Control of collateral Top Secret
documents is split between the Registry and the Production Staff.
Moreover, important substantive documents of lower classifications and most
outgoing SCI documents are not being controlled via CP.RS. This practice
reduces the system's effectiveness by excluding documents it should track
and control.
4. Eliminate Manual Logging of Documents by Division Secretaries.
All OIA correspondence should flow through the OIt. Registry. Through
the expanded use of CARS, not only would incoming and outgoing
correspondence be controlled, but the intra-office movement of
correspondence would also be controlled. Documents passing between
divisions or branches would be routed through the registry so that the
document location could be updated and centralized control. would be
maintained.
Currently, the OIA registry controls only selected incoming documents
to the division level. Division secretaries control the same documents
again to the branch level, but there is no feedback to the registry to
update their information. This decentralized procedure causes unnecessary
duplication, incomplete control data at both levels, and loss of a focal
point to track documents.
5. Up'3rade One of the Information Control Positions in the CIA Registry.
One of the information control positions in the Registry should be
upgraded to the GS-07 level. This would assist in freeing the registry
chief to actively pursue his role as the Records Management Officer and
create a backup to the RMO when he is unavailable.
Currently, the three information control positions are at the GS-06
level. If the Registry receives the additional duties recommended, a
backup position will have sufficient responsibility to warrant upgrading.
This position also would be officially recognized as the one expected to
provide instruction and leadership when needed.
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6. Establish an Additional Position in the OIA Registry to Handle the Film
Control Function.
The main function of the OIA Registry is that of operating a film
library. To fulfill this responsibility properly, a position should be
dedicated solely to this activity. The ideal control of film would require
service provided separately from the routine registry services (See
Recommendation No. 7). Also, if the Registry provides the additional
document control and mail handling services recommended, the combination of
the dedicated film service and the extra registry duties will warrant an
additional position.
7. Establish an OIA Film Reference Service to Operate Independently Within the
Registry.
A film reference facility should be established adjacent to or in the
new registry area. This facility should operate similarly to the NPIC film
library. Access to film would be physically restricted by over-the-counter
service provided by a dedicated individual who would maintain charge-out
procedures. Film control would be automated with a system similar to the
OASIS system used by NPIC which requires basic data such as the person's
name, bade number, room number, and extension.
When searching for film in the Registry, analysts currently have to
deal with cumbersome manual procedures. They have access to film in the
Registry and handle the administrative charge out procedures themselves;
therefore weakening film control and accountability. Over-the-counter
service and automated control would free analysts from dealing with
confusing manual systems for filing, controlling, and locating film, and
would strengthen film accountability.
8. Initiate a Concerted Effort to Reduce Records Hcldings in OIA.
The Records Management Officer should make a concerted effort to inform
OIA personnel about the Agency Records Management Program. He should
advise them of the disposition instructions for schedule items and provide
guidance in the administrative process of transferring records to the
Agency Archives and Records Center (AARC). To encourage participation and
inform OIA personnel, tours of AARC should be scheduled for OIA branch
chiefs, analysts, and clericals. These tours should include briefings and
demonstrations to show how the system works.
OIA is beginning to experience a space crunch in most work areas
because of growing files which require additional storage equipment. In a
few months a new collection system is expected to increase incoming film
from 600 frames per day to 2,000 per day. Moreover, the pending
restructuring of some division work areas and reloca,:ion of the Registry
later this year should provide additional impetus to begin reducing
records. It is estimated that OIA records holdings could be reduced by
one-third through destruction of unnecessary holdings and transfer of
temporary and permanent records to the AARC. A good way to start would be
to destroy the extra, supplemental copies of OIA publications.
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9. Remove OIA Registry Organizationally From the Production Staff and Place It
Under the Executive Staff of the D/OIA.
The OIA Registry should be placed organizationally under the
Administrative Branch of the Executive Staff to allow more direct
communication with the front office and regular managerial review to ensure
efficient operation.
Being located organizationally under the Production Group has not given
the Records Management Officer, who is also the chief of the registry, the
authority necessary to gain the cooperation of those being served. This is
especially true in the area of reducing files holdings or accepting
procedural changes. The RMO needs to be more visible in his role but he
also needs backing and support from top management. The RMO could be a
greater asset to OIA clericals and officers in providing guidance on
information handling and records management problems.
10. Establish Uniform Procedures for Document Handling and Control.
Standard operating procedures should be established and documented for
the Registry personnel to follow. OIA Notices should be used to advise and
inform OIA personnel of the established functions of the Registry and the
new mail flow procedures.
The lack of written instruction or guidelines to establish the function
of OIA Registry has left the offices it serves unsure of what registry
functions are available to them. The lack of established procedures in the
Registry also has resulted in disparities in the control and dissemination
of documents. Registry personnel need updated profiles to distribute
cables, reports, and NID items. The lack of clear reponsibilities has
resulted in requests for support occasionally being discouraged or not met
on a timely basis. This, in turn, has led to situations where the registry
has been bypassed and NPIC Registry has been consulted for advice or
support.
11. Standardize Files Equipment and Supplies.
Procuring filing equipment to accommodate film and hard copy holdings
in the branches should be a coordinated effort among the OIA divisions,
particularly for metal cabinets to house the new 11 inch wide frame film.
The present film cabinets will not accommodate this new film size, which
will be in use within a few months. Conserv-a-file units designed with
roll-out shelves high enough to allow lateral filing of the old larger
frame film and split shelves to hold trays of the new wider frame film
should be procured. The units currently in use are not designed to meet
particular film needs or built to hold the weight of film.
Supplies needed to maintain film files should be Consistent among the
branches for practical purposes and economical reasons. Under the auspices
of the RMO, analysts should meet and exchange ideas and suggestions for
uniformity in this area. Analysts are using various commercial supplies,
cannibalizing old supply materials, or using items not intended for that
particular use.
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The compact movable shelving currently used in the registry is
adequate to continue to house the registry film collection until the
move to the Headquarters area. However, it must be determined if this
shelving can withstand the internal move when the registry is relocated
The only item needed is suitable trays to hold the
frame film. Metal trays for use with the shelving should be special
ordered.
12. Establish an OIA Forms Program.
OIA should request the guidance and assistance of the Agency forms
manager in setting up a coordinated forms program and follow the
established procedures of the Agency forms system. Operating in this
fashion, the OIA forms program would be strengthened so that it could
overcome the problems it is experiencing today.
OIA currently has no organized method to handle the design, reprint,
consolidation, and reproduction of new, reprinted, or revised forms. It
also does not provide for systematic storage and replenishment of
forms. By assigning responsibility for forms to the RMO, an orderly
process for the design, printing, and replenishment of management forms
can be instituted.
13. Institute a Policy for Protection of Record Case Files of DDI
Publications.
OIA should establish criteria for the creation of the case files of
OIA publications and inform the analysts of their responsibility to
maintain them in accordance with the DDI Records Control Schedule, Item
19a(l), entitled Intelligence Publication Files.
Record case files are not being maintained in any standard format,
nor are they being kept in compliance with the records schedule.
14. Increase Clerical Assistance in the Branches to Improve Files Management.
Increased clerical support to the analysts by the addition of branch
secretaries and intelligence assistants would relieve analysts of time
consuming duties such as labeling film, trimming frames, collecting film
from the registry, etc. This support would also benefit the analysts in
keeping pace with maintenance of their records holdings. With this
addition, branch files would be more widely used, and individual
analysts' files would be better organized. File folders and file
drawers would be appropriately labeled. Files would be organized,
standard filing systems would be used, and indexes to file and retrieve
data would be created and maintained.
15. Update DDI Records Control Schedule.
Unique film collections and machine-readable data bases should be
considered for inclusion in the DDI Records Control Schedule.
the DI Records Management Officer should be contacted for
guidance an assistance in the preparation and inclusion of these items.
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This schedule, which governs the mandatory disposition of the
records of DDI offices, does not contain schedule items identifying
files aeries covering the unique
bases created by the analysts.
film collections or
automated
data
16.
Consider the Applications of the
Automated Microfiche
Storage
and
Retrieval Systems (AMSRS) at the
Branch Level.
A system that would encourage greater use of microfiche,
significantly reduce paper holdings, and increase productivity of these
files through easier access should be considered for use at the branch
level.
AMSRS interfaces a microfilm store with existing computer systems to
be used for the storage and retrieval of hardcopy material in the branch
analysts' files. By using an automated index to hardc?opy material
converted to microfiche, a standard computer terminal could be used to
retrieve information from an automated data base or from a microfiche
store. AMSRS is currently being used operationally in SOVA with
considerable success.
17. Include the Facsimile Machine and Hetra Printers in the Planned
Relocation of the Registry.
The facsimile machine and hetra printers should be included in the
planned relocation of the Registry, preferably within the new registry
area.
The registry services an adjacent facility housinc a facsimile
machine and two hetra printers. In the past the Registry was quite
active in this role, but has gradually reduced its participation in and
control of this equipment. Both of these operations will be included as
standard services in future registries (Information Services Centers)
planned for Ames Building and the new Headquarters Building.
18. Establish a time frame Office-wide for Returning Roll Film From Each
Mission to the Registry.
Tighter guidelines should be established for the return of roll film
to the registry for destruction or storage. This procedure would
eliminate the unnecessary accumulation of film in work areas, reduce
security concerns, and enable the Registry to build a reference set
sooner.
The length of time roll film is currently held in the branches
before return to the Registry depends more on personal preferences of
the analysts than a particular requirement. Lack of storage space in
the branches seems to be the main driving force to return roll film.
The Registry provides the branches with a schedule to return film for
destruction, but it is not enforced and thus film remains in the
branches longer than desired.
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Sua1E Cl top,..?,
CIS Survey of OIA
3N109,
Director. Imaoerv Analysis
ROUTING AND RECORD SHEET
TO (Office" M-prof-, -o*T .wrna,, .1
b iId.np}
D/MPS/DI
2F42 Hqs.
FORM
1-75
610 1?~
OFFI:E, S
(N!TIAIS
OATI
28 Dec 84
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to ~Awrn Geo.. a I,~c ex~w, cojv- ?#I*. oorI C*M Wni I
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CIA-216/84
2E Decem::er 1984
M;MD%ANDUN FOR: Director, MPS/DI
FROM: Director, Imagery Analysis
SUBJEIICT:rrII OIS Survey of OIA
l44c ,
1. Last summer I requested that the Office of Information Services
conduct a survey of OIA. My intent was to identify ways we could reduce our
files, and to a lesser degree, check and see ho-v we could improve our
registry operations. Cleaning up our files would hopefully gain us some
necessary space for analysts, and I wanted our registry to be less dependent
on NPIC and ready to operate effectively when we move to Headquarters.
2. The results of the survey (attached) were quite revealing. First
was the fact that our "reoistry" really wasn't operating as a typical DI
office registry. It was a conduit with little document control and part
film library. Second was the survey members' impression that we could
either A-+--
or send
tif
_____________ to act soon on just abou every IS recommendation, andvp
lan~to ,hireeanian
annuitant to help us implement the necessary changes.
3. The reason I am telling all of this to you is that I raised the
matter with Dick K., and he told me to pass the info to you. Apparently
among all of your other responsibilities you are charged with records
management for the Directorate. You inay=ant -to-outline the services OIS
offers at an upcoming DI staff meeting to make sure the other'offices know
of them. This is particularly important as the crow ing gets worse at Head-
quarters. And, other offices might want to see if they car; strearline their
registry functions and determine whether or not they are adhering tc the
Agency's numerous--and sometimes surprising--document control regulations.
Wayne . Strand
Attachment:
a/s
Distribution:
Original - Addressee (w/att)
1 DI/OIA/ODIR (w/att)
DI/OIA~ (28 Dec 84)
Adminisuabve-lnterna! Use On])
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