TASK FORCE REPORT

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP91B00060R000100040001-0
• Release Decision: RIPPUB
• Original Classification: U
• Document Page Count: 19
• Document Creation Date: December 27, 2016
• Document Release Date: January 17, 2013
• Sequence Number: 1
• Content Type: MEMO

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MEMORANDUM FOR: Director, Office of Information Technology
FROM: Information Management Task Force
SUBJECT: Task Force Report
The Information Management Task Force was established to promote a
smooth integration of IRMD and the MI career services information
discipline into the mission and functions of OIT and the MZ career
services. Subsequently, Information and Privacy Division (IPD) and
Classification Review Division (CRD) were also moved into OIT. D/OIT
advised the task force to continue to focus only on the IRMD/MZ
relationship and not to include IPD or CRD as part of the study. The
results of the Task Force is presented in the attached.
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Information Management Task Force Report
I. Executive Summary
II. Findings/Conclusions
III. Summary of Recommendations
IV. Appendix
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I. EXECUTIVE SUMMARY
To merge or unify the two career services, a rallying point
needs to be established from which they can join efforts in a common
cause to benefit themselves and the Agency. The task force has
concluded that this rallying point is the management of an electronic
records program. Success in this area requires the convergence of
information management and data processing talents. Combined within the
appropriate framework, it offers the evolution of a single culture,
eliminates the current void in managing electronic records, enhances
management of online storage devices and provides the base for OIT to
emerge as a leader for the Agency in information handling.
OIT's leadership in electronic records requires the development of
an active program and the demonstrated interest and commitment of senior
management. Standards for the maintenance and disposition of machine
readable records must be developed and a policy implemented which
assures total information management needs are considered in the
development of new systems. To meet this challenge, the task force
recommends that IRMD be restructured along functional boundaries with
electronic records responsibility embedded within each function and the
staffs augmented with ADP professionals.
Information Management Officers (IMO) must be separated from
registry functions and their expertise expanded to include ADP
responsibilities. This is an absolute requirement for the success of an
electronics records program and further bonds the two career services
into one. The IMO position should be one of the most attractive
assignments in OIT and its visibility into the various Agency components
could also be used to market OIT services. A branch should be formed
within the restructured IRMD, consisting of Directorate and component
IMO's. Additionally a program similar to the Development Group's DOS
program should be implemented for the management and development of all
IMO's.
To take full advantage of the merger and to enhance the career
opportunities of OIT's entry level personnel, the task force recommends
the consolidation of Registries, ISC's, DAC's, Print output and Cable
distribution into a single division. Besides enhancing the use of
personnel performing similar functions, the merger is required to
promote the full range of OIT career opportunities and puts the Office
in a position to exploit its single point customer services. The
services provided within the ISC's should be expanded to include other
mainstream OIT support. By combining these multiple customer service
functions in various central locations, OIT can cultivate the best
qualities of each to better serve its customer population, providing
them with the necessary information skills and tools to take advantage
of the services offered by OIT.
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The merger increases the paths that entry level employees have to
a career in OIT. This is advantageous for the Office and the employee,
raising the probability of a challenging career opportunity for
everyone. However, traditionally the recruitment of entry level
personnel has been highly competitive resulting in the placement of
artificial walls which placed a barrier between the employee and other
OIT opportunities. The task force recommends that an entry level
personnel management program be established to introduce new personnel
to the various OIT disciplines. This program, consisting of formal and
on-the-job training, should be under the management of the Human
Resources Program (HRP). With centralized control OIT can better broker
staff assignments based on Group needs, office priorities and employee
career choices.
In making these recommendations, the Task Force took into
consideration the ongoing cultural change in OIT and the pressures
associated with the new building activities. We believe that they can
be implemented in this era of unprecedented office challenges with
minimum effort and in fact, place the Office in a better posture to meet
these challenges.
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II. FINDINGS AND RECOMMENDATIONS
A. OIT LEADERSHIP
Increasingly, information is recognized as the life blood of modern
organizations. Technological advances have provided systems and
information networks for transmitting digital and textual information in
near real time. While increasing productivity and accelerating the
exchange of information, new technology has also accelerated the growth
of all forms of information requiring storage, management and review.
Federal laws, statutes, and regulations dictate responsibility for an
effective and efficient records disposition process as part of an
overall records management program.
Previous Records Management programs have been less than successful
in influencing standards and establishing policy and direction across
the Agency. If OIT is to provide leadership, it must make a fundamental
commitment to deal with these issues. If OIT expects to apply records
management philosophy across the Agency, OIT must initiate an internal
awareness and education process. An office public relations program
consisting of briefings and seminars citing actual case studies,
stressing vital records, historical records, FOIA, and legal
requirements needs to be provided.
OIT, as a leader in information technology, must extend its
leadership to the entire life cycle of a record regardless of the
physical form. OIT should take advantage of its total information
management responsibility and set the example of good records management
practices.
B. INFORMATION MANAGEMENT RESOURCE DIVISION (IRMD)
The trend over the past several years has been to evolve the
organization of Information Resources Management Division (IRMD) around
new problems and issues. Consequently, it has become an organization of
small, somewhat disjointed units, which meets the statutory requirements
for an Agency Records Management program, but is basically functioning
in a reactive mode. This has diluted its efforts to bring a forward-
looking approach to the Agency records management program, especially in
the area of electronic records.
IRMD as it exists has no chain of command structure for personnel
assigned to registry and IMO positions. This lack of management
direction reduces the effectiveness of internal communications and
promotes inconsistencies. There are no uniform position descriptions or
standards for measuring performance. PAR's are prepared and reviewed on
component IMO's with no input from Directorate IMO's or IRMD. The
Directorate IMO has no input into the selection, evaluation or rankings
of IMO's assigned to their directorate. As a result, an environment has
been created that prohibits management from providing guidance, makes
them unaware of personnel related problems and builds a false impression
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that management does not care. While steps have been taken to improve
this situation, it has not changed.
In order for OIT to meet the challenges of the future, to enhance
the utilization of its resources and to establish a foundation for
leadership in information management, we recommend the current IRMD
structure be changed as follows:
o Merge the Registry/Information Service Center (ISC)
functions with the Data Access Center (DAC) and similar
customer oriented functions.
o Move the software development function in IRMD to Development
Group (DG/OIT). DG will be responsible for the continued
development of TRIS, IPS, RAMS, ARCINS, and other like systems
to support information management.
o Modify the Information Management Career Development
program (IMCDP) to meet the skills certification required
of the OIT IMO position.
As a result of the above moves, the remaining organization will be
in a better position to concentrate on all aspects of information
management. Specifically, this includes the records management process
from creation through disposition. This organization can now be known
as the Information Management Division (IMD) and structured into four
branches with a focus into electronic records embedded within each
branch. In order to accomplish this task, the existing staffing
complement must be augmented with ADP professionals. These branches
would have the following responsibilities:
Design and Creation Branch
Responsible for developing and implementing records management
standards and programs which apply to the creation of all types of
Agency records.
Maintenance and Use Branch
Responsible for the development of records management standards and
programs concerning the maintenance and use of Agency records. Ensure
that records are filed and maintained for rapid retrieval.
Appraisal and Disposition Branch
Responsible for ensuring that permanent records are preserved and
that records no longer needed for current use or legal requirements are
promptly destroyed. Also responsible for developing comprehensive
records schedules that will describe all records in the custody of the
Agency.
Dispersed Information Management Branch
Manages Information Management Officers on rotation to Agency
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components and provides advice and assistance on matters relating to
information management and control.
See Appendices for additional information.
C. ELECTRONIC RECORD POLICY
Current efforts in the area of Electronic Records Management are
devoted to an inventory of existing systems and the establishment of
records schedules. The majority of these systems will be replaced in
the near future and very little records management input is being
included in their system design and planning efforts. In addition,
other areas such as PC's, Electronic Mail, LANS/File sharing and
archiving of electronic records have not included Information Management
input. This lack of involvement may be due to the small size of the
Electronic Information Control Branch (EICB/IRMD) and that ADP
professionals are not included in the staff. While a branch dedicated
to electronic records gives it proper management perspective, it appears
that it is treated as a separate entity rather than part of a total
information management program.
Electronic Records Management is an area where OIT has the
opportunity to establish Agency standards and assume leadership in
articulating and implementing policy. We recognize that this subject is
complex and that current technology may not be mature enough to support
potential implementations. In spite of this, OIT must move forward
with some positive steps and provide adequate staffing, ensure a proper
mix of skills and develop plans to deal with this complex issue.
Previously the Task Force recommended that electronic records
responsibilities be distributed across functional lines. This will
promote an environment where Information Management and ADP personnel
can interact to share their knowledge and raise the probability that all
aspects of Information Management issues will be addressed.
This new electronic records program can further integrate the
Information Management and ADP disciplines by addressing issues related
to the management of direct access storage devices. Physical storage of
media in safes is controlled and the same discipline should be applied
to direct access storage. At present, the major focus of direct access
storage management is toward procurement and allocation, with little
thought given to the fact that direct access storage is in effect an
electronic safe. With the continued explosion of information, the
premium cost of space, and statutory requirements for information
control, it is advantageous to apply records management techniques to
this resource.
We recommend that a more stringent direct access storage allocation
process be initiated, with the IMO responsible for monitoring and
enforcing a direct access storage access justification process similar
to that used for physical storage.
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D. INFORMATION MANAGEMENT OFFICERS
Information Management Officers (IMO's) are responsible for
implementing information management policy and guidelines throughout the
various Agency components. This task requires dedicated professionals
who are knowledgeable in the management of information requiring special
handling. However, many IMO's are active in registry work, some even
serve as the Registry Chief, which results in information management
issues becoming secondary matters. This is clearly evident in OIT where
the IMO is often detailed to doing mundane clerical and registry
functions. This prohibits and discourages the development of a fully
trained IMO whose responsibilities are to ensure that all aspects of
Information Management are being carried out effectively.
The IMO must be separated from all aspects of the registry
environment. In addition, ADP Control Officer functions should be
included in the IMO's responsibilities. The merger of these functions,
combined with an additional emphasis in ADP, will provide the initial
background IMO's will require to manage electronic information. This
will provide the talent necessary to better serve the customer and
market OIT services throughout the Agency. This restructuring of the
current IMO role into a highly visible, prestigious position provides
career enhancement for all OIT employees and a bond for the various OIT
philosophies.
The high visibility of this position warrants the establishment of
a skills certification program. A program for IMO's exists today in
draft and should be reviewed and expanded to include ADP
responsibilities. A skills certification program should be introduced
which will ensure that prospective IMO's meet the required
qualifications. Incumbent's who do not meet certification standards
should be scheduled for required training as soon as possible.
Concurrently, personnel with a ADP background should be encouraged to
participate in the IMO certification program. This is an area of
opportunity to begin blending the experience and knowledge of the ADP
and Information Management career services into a single culture.
E. INFORMATION DISTRIBUTION DIVISION
There are many similarities among the personnel and functions
performed by Registry, Information Service Center (ISC), Data Access,
Print output, and Cable Distribution. The majority of personnel are all
entry level and perform a common work function, which is the sorting and
distribution of a product--correspondence, cables, or computer output
for customers. While there are unique functions each group performs,
past experience at existing ISC's has demonstrated that these functions
can be combined, enriching the job and increasing productivity.
However, the current management responsibility of these functions
distributed across divisional boundaries has clouded opportunities to
further integrate their functions into one working element.
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We recommend a consolidation of the functions and personnel
involved in Registries, Information Service Centers, Data Access
Centers, Print Output and Cable Distribution into the Data Voice Support
Division. To better identify the division, we recommend the name be
changed to Information Distribution Division (IDD) and that it be
restructured in the following manner:
o Establish a Branch consisting of the functions and positions
of the Headquarters Distribution Section/Data Distribution
Branch with the Operation Group Cable
Distribution activities.
o Establish a Branch combining the functions and
positions of Information Services Branch/IRMD and
the Remote Distribution section of Data
Distribution Branch.
o Establish a branch for management of OIT
personnel staffing Agency Registry positions.
o Leave the Voice Operations Branch function intact.
See Appendix 'B' for suggested organization of the new Information
Distribution Division.
Most of the Registry slots are owned by components who view the
incumbents as their own resources assigned to meet their specific needs.
If the Registry/ISC function is combined with other OIT disciplines as
recommended, the flexibility required to cross train, develop and assign
personnel may be tempered due to slot ownership. An analysis should be
performed to determine slot savings when these functions are
consolidated. The savings could be used to broker an ownership
agreement where some slots could be given back to the component to do as
they please in exchange for OIT ownership of the remaining slots. Even
where savings are not apparent, the value added to OIT services and
potential to enhance versatility of Agency employees warrants slot
negotiations.
F. INFORMATION SERVICE CENTERS (ISC)
The planning and implementation of Information Service Centers
(ISC) has been in place for several years and there are currently ISC's
in operation at AMES, The original
definition of an ISC is a registry which supports multiple components
with minimum exposure into data distribution. However, there is
confusion as to their exact purpose, function and overall direction
within the OIT environment. This may be the result of the decision to
bring IRMD into OIT as a unit and let it continue, for all practical
purposes, to function independently. While there have been previous
discussions to include some Data Access Center (DAC's) responsibilities
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within the ISC's, there is confusion as to what agreements or plans were
actually formulated especially with regards to staffing. A current
SI-AT example of the continued existence of this confusion is the ISC.
A concentrated effort to include all data and cable distribution as
part of an ISC should be initiated and a plan articulated. Bringing
these elements together within a single division will allow for proper
management focus and direction. It will provide the catalyst for the
development of the OIT culture among our entry level personnel, open
various career tracks, enhance productivity and add flexibility in the
use of existing personnel resources. The criticality of this action is
heightened with the approaching move- to the new building and the
opportunities available within the tower locations.
In addition, the enhanced ISC could then serve as the vehicle to
provide various OIT mainstream services from a single customer location.
Highlighted among these services could be the distribution of userid's
and passwords, an extension to the PC product store, onsite consultants
to assist in all OIT support areas, product demonstrations and
tutorials. However, it is not suggested that personnel performing these
consulting tasks be assigned to the manager of the ISC, rather that the
functions be co-located.
G. ASSIGNMENTS
Two former OIS assignment panels continue to exist in OIT. One is
for GS-11 and below and a senior panel for GS-12 and above, both chaired
by the former DD/OIS. These panels are not meeting the current needs
of OIT's to develop and provide qualified personnel to Agency
components.
If the restructure of IRMD to IMD and a consolidation of DAC's,
Registries and Information Service Centers takes place, we recommend the
following changes in the assignment process:
o The Dispersed Office Support (DOS) program used by
Development Group be a model for the management and
assignment of information management personnel. This
would include the personnel assigned to IMD and
those on rotation to the Information Service Division
(IRD), to the Regulatory Policy Division (RPD), and
to Office and Directorate IMO positions. This program
can be known as the Dispersed Information Managers (DIM)
Program, responsible to Chief, Customer Service
Group (CSG), delegated to C/IMD. This plan is discussed
in greater detail in Appendix "C".
o Assignments of personnel in the proposed IDD would be
the responsibility of Chief, Customer Service Group
(CSG), delegated to C/IDD. The C/IDD would chair a panel that
would include each IDD branch chief and the Career
Management Officer (CMO).
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H. ENTRY LEVEL PERSONNEL MANAGEMENT
Many positions in OIT are filled by personnel who at entry do not
possess the full range of professional skills required of the position.
With the recent growth in the number of these positions and the
additional spread across organizational boundries, the internal
competition for this pool of people has increased. Traditionally, this
has resulted in the placement of artificial walls. These barriers raise
concerns which are especially apparent in Operations Group (OG) where
the traditional pipeline of entry level people has been moved to
Customer Services Group and appears unavailable to OG.
If this continues, we deny employees the opportunity to be exposed
to the entire spectrum of OIT career opportunities. OIT has not been
committed to an office entry level program with an end goal.
Individuals are often assigned to permanent positions without formal
training, either on the job or externally. This results in a one
dimensional employee which hinders the flexibility of managing personnel
resources in our highly diversified office.
To best meet staffing requirements and office level priorities in a
fair and equitable manner, an entry level program is required. This
gateway into OIT should be managed by HRP and offer employees the
opportunity to spend time in each of the three major disciplines
(Information Management, Communications, Data Processing). When
completing this program, employees would enter their journeyman
assignment based on their choice, balanced against the needs of the
office. See Appendix D for details of the program.
I. RECORDS CENTER
Storage of records continues to be a major records management
problem. The Records Center is nearing its maximum storage capacity and
based on current projections will exceed its capacity in the not too
distant future. IMO's, who play a major role in storage and retrieval
of records, lack familiarity with the procedures of the Records Center.
The volume of paper, film, magnetic and other media preclude efforts to
convert this data to some other media to recover space. Additionally,
there has been long standing confusion with regards to a policy
pertaining to the storage of vital records tape. This has led to the
unnecessary retention of a large volumes of tape.
The storage and retrieval of electronic records has not been
explored. Aside from using ADP resources to perform indexing and assist
in retrieval functions, very little has been done to bring automation
into the records storage arena. Greater emphasis on using new
technology to automate these functions would promote job opportunity and
enrichment for ADP and Information Management personnel.
We recommend an immediate resolution of the vital records issue,
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initiation of a detailed analysis of the entire physical record/archival
process and development of a long-term plan. In addition, the skills
certification program for an IMO should include an orientation tour at
the Records Center.
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IV. RECOMMENDATIONS
The task force recommendations are summarized below:
Establish a position of leadership in Informations Records
Management.
- Establish the IMO as a prestigious, highly visible position.
_
- Change the current IRMD management structure.
Include an ADP skills mix throughout the Information
Management structure.
- Integrate direct access storage device management as an
information management function.
Ensure that the IMO function is separated from the registry
and Information Center Service functions.
- Establish the IMO as a highly visible OIT marketing position.
- Establish an IMO skills certification program.
II/ _ Consolidate the functions of the registry, DACs and cable mail handling
into one division.
- Provide all registry, cable and DAC functions from Information
Service Centers.
- Expand the use of the ISC as a marketing center for OIT services.
- Establish a DOS like program for Information Management Officers.
- Establish an OIT entry level program.
- Resolve the vital records tape issue.
Initiate an analysis of the entire Records Center process.
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Appendix A
Proposed Organization Of
Information Management Division
Information
Management
Division
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Design and
Creation Branch
Maintenance
and Use Branch
Appraisal and
Disposition
Branch
Dispersed
Information
Management
Branch
? Classification
Management
? Forms
Management
? Correspondence
Management
? Directives
Management
? ISO? Liaison
Files Systems
Filing Supplies
Equipment and Space
Surveys and
Assistance
Program Evaluation
*Appraisal
? Disposition
? Vital Records
? Privacy Act Systems
? Archives and
Records Center
? NARA Liaison
? GSA Liaison
Directorate IMO
Component IMO
A'
? Manage IMO on
Rotation
? Provide Guidance &
Assistance to IMO's
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Appendix B
Proposed Organization of
Information Distribution Division
Information
Distribution
Division
Voice Operations
Branch
? Telephone Operators
? Secure Phones
? Non?Secure Phones
Information
Service
Centers
? ISO's
? DAC's
? Standards
? Assignments
? Career Development
Registry Branch
? Standards
? Career Development
? Assignments
Data/Cable
Distribution
? APARS
? Computer Printout
? Report Dissemination
? Cable Dissemination
? Message Handling
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Appendix 'C'
DIM Program
The assignment and management of Information Management personnel
should be modeled after the Dispersed Office Support (DOS) program used
by the Development group. And, as such, the personnel assigned to the
Records Management Division (RMD), and those on rotation to the
Information Review Division (IRD), to the Regulatory Policy Division
(RPD), and to Office and Directorate IMO positions will be managed by
the C/IRMD through the IRMD Career Management Officer.
Future assignments of IMO's should take into consideration job
requirements, skills of the careerist, job preference of the careerist
and the desires of the host component. Rotational positions as well as
positions on the IRMD staff should be managed by the C/IRMD. Rotational
positions should include Office and Directorate IMO's, IPD case officers
and RPD editors. IMO's with experience in the administration of the
FOIA/PA/EO program are better prepared to perform IMO and staff duties
and conversely people with IMO experience are better prepared to be IPD
case officers.
The IMD assignment process should include a statement of
requirements for each job and there must be a record of the
qualifications of each careerist. When a vacancy occurs, a vacancy
notice should be issued. The top three candidates should be chosen by
the IRMD/CMO and approved by the C/IRMD. Their folders should be
forwarded to the manager having the vacancy. The manager would
interview the candidate(s) and notify the IRMD/CMO of his/her choice.
The IRMD/CMO would review the response and forward it to the C/CSG
through the C/IRMD for final approval. IRMD/CMO would plan for the
orderly reassignment of all IRMD and rotational careerist with input
from the careerist. Career counseling and career development will be
provided to all careerist(s). In cooperation with HRP, the CMO would
recruit new personnel. Vacancy notices and reassignment questionnaires
would be the key tools used by CMO in managing personnel resources.
Develop an associate Information Management Officer program to be
administered by IMD with assistance from HRP and Administrative support
from the Personnel Branch of the Support Staff, OIT.
Establish a development and certification program for Information
Management Officers and administered by IMD with assistance from HRP and
administrative support from the Personnel Branch, Support Staff/OIT.
Establish PAR writing and ranking standards for Information
Management personnel. These same standards can be used for evaluating
personnel detailed within the office and on rotational assignments.
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Develop standard position descriptions for all Information
Management Officers including IMD, and rotational positions in ISD, RPD,
and the IMO positions at all levels.
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Appendix 'D'
Entry level Personnel Management Program
Assign the responsibility for overall management of this program to
the Management Group, Human Resource Program. Administrative support
would come from the personnel component of the Support Staff.
Individuals selected to participate in this program would receive a
variety of scheduled training and rotational positions during a
specified period. Upon completion of the program, individuals would
receive appropriate assignments within OIT. The program should be
conducted for a class of at least twelve participants, rather than for
one individual at a time.
The duration of the program should be approximately 24 months and
consist of three program cycles per year with start-up dates in early
February, June, and October.
New OIT
operations,
assigned to
employees.
appropriate,
participants
employees GS-6 and below entering the areas of computer
telecommunications and information management will be
this program. All participants will be full time staff
The program will be advertised within OIT and, when
elsewhere in the Agency. However, the majority of the
will be recruited directly for the program.
After a six month period of training, program participants will
experience six month assignments in all three of the general areas of
OIT--computer operations, telecommunications, and information
management. Each of the participating OIT Groups will provide a given
number of interim assignments for program participants. The program
will be designed to give the participants a relatively uniform set of
experiences.
The length of the assignments may vary according to the nature of
the position. The assignment should be of sufficient length to ensure
that the participant has the opportunity to make a meaningful
contribution. Program assignments will not be made to fill temporary
gaps in the line components. The program is intended to facilitate the
Office objective of building a professional cadre. Whatever assignments
are selected, it is recommended that every participant experience at
least one shift work assignment.
In addition to the on the job training received during the interim
assignments, a curriculum of formal training for the participants in
this program should be developed. For example, new EOD's will need an
orientation program. The specifics of the training program should be
formulated in a coordinated effort between the Training and Information
Branch and the Program Chief.
The Program Chief would be responsible for drafting the Performance
Appraisals of the program participants. In meeting this responsibility,
the Program Chief will rely on reports from the participants supervisors
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during the interim assignments. These reports will be due to the
Program Chief within two weeks after the completion of the interim
assignment.
The entry level program will lead to a formal certification
procedure. At the end of the two year period, participants who obtain
certification will be permanently assigned to an appropriate position in
OIT. Barring a critical need in OIT, the participants should be
assigned to a career path based on their personal interest.
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