NPIC RECORDS MANAGEMENT ORIENTATION

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP70-00211R000500050018-1
• Release Decision: RIPPUB
• Original Classification: K
• Document Page Count: 34
• Document Creation Date: December 16, 2016
• Document Release Date: July 14, 2005
• Sequence Number: 18
• Publication Date: June 3, 1965
• Content Type: REPORT

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NPIC REC & DS MANAGEMEI+TI' ORIENTATION
,3 j q4 5
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NPIC Records Management Orientation
3 June 1965
10:00 AM - The .AWitorium
I. Opening Remarks - Introduction 10:00 AM
II. The CIA Records Management Program .................... 10:20
Chief, Records Administration Staff, DDS
III. Coffee Break .......................................... 11:20
IV. Forms Management ...................................... 11:30
Records Management Officer
V. Lunch ................................................. 12:15 PM
VI. Correspondence and Mail Management 1:00
Records Analyst
VII. Coffee Break .......................................... 2:00
VIII. Filing Systems Filing Equipment and Filing Supplies.. 2:15
Records Administration Officer
IX. Closing Remarks ...................................... 3:15
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Good morning, Ladies and Gentlemen
I am very happy to be here today.
I am grateful to Earl for his generous I can see by the
B -ographic profile thwhmpau prepared on me that you people here in NPIC are
proficient in many fields. Today, I have an opportunity to renew old
acquathtences and make new friends. I have had the pleasure of working STAT
wi when he was a key official in OCR and later when hem. '
A& the Office of the DDI. In each instance he had a keen interest in W
C*x@Y&*be--Records Management. II is through STAT
position has been
that a full time Records Management established
4he 0q*t new Records Management Officer, invited re to come
and participate with you in this s ice-of discussion today c3MM e
I am happy to do this. We will share our knowledge of records
management with you so that you can help the key officials in NPIC to develop
~c,e 4c
an effective Records Management Program.
A good records manager sees beyond the records.-to his organization's major
programs and goals--he deals with people and programs--not paper shuffling.
Records Management is only one aspect of the total operation of any
organization. The important thing is to understand the organization, its
STAT
STAT
people and its goals. your Records Manager, and yop; the STAT
Records Liaison Officers, should strive to help NPIC attain their goals.
You must view records management problems as one of NPIC's general operating
problems and approach those problems pragmatically and on an individual basis.
Administration is not an end in itself - administration must be subordinate to
the goals of your organization - Every organization, business or government needs et
records management as a part of over-all administration - but - we shouldn't have
records management just for the sake of having it - anymore than a modern computer
is needed just as a status symbol.
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 The need for manpower in technical and scientific fields today is
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greater ghan ever before. More chemists, more s, and more engineers
are needed than ever before despite the large number of graduates from our
colleges. And you in NPIC know how difficult it is to fill some of your
technical positions - By the same token, the ratio of support and administrative
personnel is increasing. Despite the tremendous progress that has been
made in modern technology there is a terrific paperwork burden on personnel
in operational, scientific and technical functions. One of the worlds top
scientists - Dr. Von Braun, when asked to comment on the progress
space, replied, "We have overcome most of the problems of gravity
will reach the moon - if the paperwork doesn't hold us down."
Records have received a lot of attention in the public press
of exploring
- and we
ai 5p~
recently -
Congressman Olsen of Montana, Chairman of the House sub-committee investi-
gating the reporting requirements on employers, expressed shook at the number
of reports and the amount of paperwork required by business to furnish data
to Federal Agencies. President Johnson has repeatedly told the Cabinet to
eliminate needless paperwork - In January he declared a moratorium on the
buying of filing cabinets; he has asked us along with all Agencies to implement
his program. Our Agency efforts were most successful. We eliminated
9,485 cu-ft- of records from offices.- the equivalent of 1,185 safes.
I am glad to report that DDI offices contributed the highest percentage of
these savings. At
suggestion it was agreed that EPIC would
conduct a campaign later - This is a continuing program.
Now, I'm here today to talk about Records Management. I'll give you some
new terms and some techniques to use - Ithm here to help you and I am also here
with a challenge to you - the Records Management Challenge:: May I have
SLIDE 1 (Comment on Slide)
STAT
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THE AGENCY RECORDS MANAGEMENT PROGRAM
I'm sure most of you recall these words of Rudyard. Kipling: SLI 2)
"I keep six honest serving-mien,
(They taught me all I knew):
Their names are What, and Why and When
Ard How and Where and Who.11
e Today I will cover the What, TM, and How of Records Management.
Specifically: (SLIDE 3) What is Records Management? Why is it needed?
How hea our Agencyebenefitted from Records Management and How you,'bhe-NPIC
RLO and Key Secretaries, can use Records Management to assist top management
in getting its job done easier and cheaper.
What is records management?
It is a specialized profession concerned with problems and practices relating
and Records Disposition. This negative approach of the elimination or the
destruction of records has been the traditional concept of the term "records
management;" also since records management is involved in the systematic
arrangement and keeping of papers, the term "records management" is immediately
associated with "filing". In recent years, however, both industry and govern-
ment have adopted the terms "paperwork" and "paperwork management" to broaden
the concept of records management. ---In addition, the products you are primarily
concerned with - photographs - are included in our terms of paperwork and
records management. .
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Records Management was originally conceived, in terms of records Retention
of President Johnson's ma gement improvement program. .
to -
RECORDS CREATION
RECORDS MAINTENANCE
RECORDS DISPOSITION -
Basically records management is an economy program; it is an integral part
f
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THE AGENCY RECORD MANAGEMENT PROGRAM
To develop an understanding of Records Management, filet's draw an
?9 ~ fi.r?e L >rG, GGvY e ?c` 1 `s '
analogy
The water in our rivers is essential. But at times these waters
have gone out of control; the rivers have overflowed their banks; waste
and destruction have resulted. We certainly have seen evidence of this
recently in Iowa, Indiana and other states.
Paperwork is also essential. 3,dee isthe life blood of our Agency.
But paperwork too, if it remains uncontrolled, can become a wasteful,
-unmanageable torrent.
Civil engineers have, out of necessity, developed flood control programs.
Management engineers, equally out of necessity, have designed a paperwork
control program; we, call it Records Management. SLIDE 4),1111-1
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14GEN'CY RECORDS MANAGEMENT PROGRAM
In drawing this anal the words "contro " and "dam" do not
infer that Records Management ans a work oppage - or no action.
To the contrary, Records Mario ~ent is an action program - it
produces results.
ply refers to an c r,ganized approach, tailored
according to certain tandards and tested practi s. You might look
upon this approa as the integration into a going p am of all the
to manage paperwork from its creation to cremation.
to t
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THE AGENCY RECORDS MANAGEMENT PROGRAM
Leta look at the elements that go into the building of a paperwork
flood control project. (SLIDE 5) /J
To manage paperwork at its source - Creation - we direct our attention
to forms, reports and correspondence. While different standards and
approaches are applied to managing each of these record making elements
they have these common goals:
Third
Improve the quality of pa rw rk ac
sting paperwork - By*the-, f-
Does anyone here want to guess how much it costs to create
one safe full of records?
$16,666. -
Safe 538.
Space
32.
Labor
16,000.
Paper &
Folders
$17766.
d prevent unnnnepessary pa rwork, ataci. (no e - a )
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THE AGENCY RECORDS MANAGEMENT PROGRAM
To manage the keeping and use of records (SLIDE our program
1. Filing supplies
2. File system
3. Document contro
4+. Vital Records
and equipment -
-mow ~-r. /'0 J
The use of these elements will:
1. Reduce costs for supplies, equipment, and office space.
2. Increase filing and finding efficiency
3. Expedite the processing and location of documents, and
1+. Ensure continued agency operations in the event of a disaster. - Grp
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THE AGENCY RECOUS MANAGEMENT PROGRAM!
To manage the disposition of records (SLIDE 7) our program inbludes:
1. Active Records Control Schedules on all records, and
2. The use of our Archives and Records Center facilities.
a-- .r/J a_n11
BpwrA `Vn* Records Control Schedule s approved r~ a .x n~
A .1
the legal authority to destroy records, or to retire them to tife Archives
and Records Center. r5L rlme
e .is.. bg"#-conttm~ol3r.
The Records Control Schedule therefore, is the key to records dis-
position, which WOW will: (SLIDE 9)
1. Save Office Space --- by removing from our offices those records
no longer needed in daily operations. .
2. Save reference and filing time --- by separating inactive records
from active material.
3. Save filing equipment costs --- by preventing the purchase of
additional equipment or by releasing equipment for use in other
components, and
Ii. Identi permanently valuable records --- those records of
archival value to the Agency.
In NPIC a Records Control Schedule has never been done.
will develope these schedules with you as soon as the inventories are completed.
STAT
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THE AGENCY RECORDS MANAGEMENT PROGRAM
This, briefly, is Records Management. To summarize a monent, let's
get back to the dam. SLIDE 10
These, therefore, are the basic elements of paperwork that should be
covered if a Records Management Program is to be effective.- Forms, Reports,
Correspondence, Filing Systems, Equipment, Filing Supplies, Vital Records -
Records Disposition - Archives and Records Center. The absence of any
segment of the paperwork dam will result in dollar leaks as assuredly as
a hole in the bottom of the would drain r> ~~ lrr
00
Sometimes I am asked, "'Where should we start in establishing a Records
Management Program?" Actually, it makes no difference - one element is as
important as another. It's like drawing a circle - every part is dependent
upon the other to make a complete circle.
In NPIC your top management wants an inventory and Records Control
ted first. This.is fine and a logical way to start. In
due tima_the other elements of records management will be undertaken.
STAT
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THE AGENCY RECORDS MANAGEMENT PROGRAM
WHY DO WE NEED RECORDS MANAGEMENT?
one and a moral one.
- a legal
The legal one stems from a history of attempts by the Federal Govern-
ment at records management dating back to the late 1800's. Prior to World
War I, four separate congressional committees: the Dockery, ek may, tlj~ fee the
Cockrell, and the Taft attacked the mounting records problem. Some of
their recommendations aye concerned the use of
typewriters and carbon paper, subject and decimal- filing, and the disposal
of useless files.
Unfortunately, these early commissions brought about only transitory
results. (World War I, the public support years during the depression,
and World War II, increased Federal records holding to a point that de-
manded drastic action.
The military services took the leads- 0, the Navy Department
made the greatest strides. The Navy plan brought all of the elements of
records management, bkr, record making, record keeping, and records
disposition within the scope of a coordinated program. This concept
is st 1 . _ _-- _ -d today
state and municipal Governments#a _ -We
f ?11nz 4 f our 50 states wiz well organized programs and such large
concerns as Union Carbide - Bethlehem Steel and Ford Motor Co. followg
the Navy pattern.
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THE AGENCY RECORDS MANAGEMENT PROGRAM
Navy's accomplishments really lead to the recommendations of the
First Hoover Commission in 1949,-which in turn brought about enactment
by Congress of the Federal Records Act of 10.
The Federal Records Act is CIA's legal authority for a Records
Management Program. The Act is also our legal obligation; our General
Counsel, in October 1950, rendered the opinion that the Agency should
comply with the Federal Records Act to the fullest extent possible.
ISLIDE 11 /
The Federal Records Act, therefore, together with the General
Counsel's opinion, and the Agency Records Management Regulation,
form the foundation for our Records Management Program.
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Our moral obligation, and the obligation of each Gent
Agency, was brought forcefully home in 1954 when the Second Hoover Commission
reported that each year the Government spends 4 billion to handle 25 billion
pieces of paper, and that $225 million dollars of this amount could be saved
by greater emphasis on paperwork ems.; fe..:
But what about ourselves. Do we fit into the picture drawn by the
Hoover Commission? Most emphatically: "Yes, we do.'"
There are some, however, who may think otherwise, who feel that CIA
Ote,je
is different, and that records problems can't be compared with those
of other agencies. , Thi3n ?o'' spa emend svsonetims offered -with e
c.__
s on the prob.
We are different. And this difference makes
records management even more appropriate to CIA than it is to many other
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THE AGENCY RECORDS MANAGEMENT PROGRAM
Our security measures and the nature of intelligence activities generate
paperwork which would be considered abnormal in other agencies. Moreover,
we must retain our records for long, sometimes undetermined, periods if we
are to carry out our intelligence mission.
k at the effect that this has had on records volume. (Slide 12
L
oo
0 7/
Since 1954 our records volume in offices has increased from 85,711 cu. ft-(/
(EXFI1AIN A CU. FT.) to 155 4 1 in 1962 and to 1 2 4 cu. ft. in 1964
(SLIDE 1 ) During this same ten ar period however, due to increased records
!.~ ?"300 000
management activity we removed cu. ft. from office space - the
,36 .Sofa
equivalent of safes requirek.ng almost 300,000 sq. ft. of space; at
A
today's prices the safes would cost over 19, million dollar and I don't
know where we would find space for them - even if we could buy them.
But the Agency is still creating each year some 200 million pages of
record material (SLIDE 14
STAT
No wonder Mr. Kirkpatrick, The Executive Director, is quoted as
saying. "There are times when I think our greatest impact on the Russians
would be to bundle up most of our paper and drop it on them."
149?
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,rw
On the basis of this data, I thinI down agree that the overall need
rII
for records management is great. Let's take a few moments, then, to examine
this need according to the main elements of records management. Vfet's
see first what has been done, and then what needs to be done.
Let's start with forms - SLIDE l5 In 195-, 655 forms were under
control. Since then we have developed 3,623 new forms. Simple addition
would give you an inventory today of 4,278 forms. However, there were
2,-.1-99 forms under control ora-June 30, 1964. The .2 4 forms not included
in today's inventory are the ones eliminated through forms analysis.
This is forms management in action, not in theory_ d- continuous cost-
reduction effort, aimed at putting well-designed, efficient-to-use forms
in the hands of our people while seeing to it that unnecessary forms are
avoided or eliminated.
As we have increased our forms analysis activity, the average annual
usage per form has decreased. Prior to 1955 the average annual usage per
form was over 19,000 copies. Since then, with more forms being brought
4
under control, the annual usage per form has averaged 13,000
copies. This reduction repWsents the avoidance of printing, handling,
and stocking over 25 million_,,forms 1or the current year. This is equivalent
to 1,565 safes costing over $882,000.
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STAT
STAT
STAT
But let's look at the other side of the picture.
The big job still to be done in forms management is the staggering
task of rounding up and analyzing the thousands of "bootleg" forms that
the do-it-yourself addicts have developed. We estimate that there are at
least 20,000 of these. (i) We hope to reduce this large volume
by greater emphasis at the operating level. a
To do this we are making surveys in operating offices and training more
people. survey in ORR just before he came here and-eliminated
-bootleg forms,
We are holding Forms Workshops for Agency Records Officers, to show
them how they can improve forms and their related procedures. In addition,
I frecently completed an Agency eirms Management Handbook fc'm which
will be a guide line for you and other Agency Records Officers te?ae.
STAT
The real profit however, in an active forms management program is in
developing efficient and effective procedures which stem from the use of the
form. Industry and Government estimate that the processing, filing, storing
and other handling of forms amounts to 20 times printing costs. Last year
our operating procedures cost almost 5 million dollars. So on this basis
we will call Forms our Challenge Noll in the Records Management program.
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Next is Reports Management - and here is an area that frankly we have
not exploited fully - but some progress has been made.
(SLIDE 1
In 1956, with the help of Operating Offices, we inventoried and
analyzed all the reports in the DDS and DD/I areas. We discovered these
interesting things:
First
Second
Third
Fourth The survey pointed out that if reports management is to
continue successfully as a paperwork control technique,
it must be applied to every administrative reporting
requirement in every
14
STAT
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THE AGENCY RECORDS MANAGEMENT PROGRAM
This is a big order, and we've never had the manpower for a program
of such scope. But we need to get busy because the extensive use of
computers and other automatic data processing equipment makes it easier
and easier to produce more reports and create more paper. We estimate
that at least 12 million pieces of paper were created in the Agency last
year by reports. I believe this is conservative - particularly when I
realize that a computer can produce 100 cu-ft- of paper per day as contrasted
to 1 inch per day by typewriter. So reports are probably Challenge No. 2
(SLIDE 18)
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THE AGENCY RECORDS MANAGEMENT PROGRAM
The third ~element in the management of record making is Correspondence
Managemen .- Ls nc u es letters, memos, dispatches, cables and almost
any written communication. ( `T' '"i9
In this field, too, we have made encouraging progress. A revised
manual on, correspondence style and procedures was published in the hand-
book series in 1954. This was recently revised. and we recce gave
I la copy for
nalivi is in pxoce.s--r--~---~-
We've discovered that pride of authorship plays such an important
role in the correspondence field, that the friendly persuasion approach
produces better results than regulations. So we have promoted such
practices as:
1., The use of buck slips, telephone calls, personal contacts,
concurrences and approvals on basic correspondence, and other
means to eliminate the need for correspondence.
2. The elimination of nonessential copies.
3. The use of form letters and pattern paragraphs to handle
routine repetitive-type correspo epee.
to simplify the typists job of writing
11. The use of letter-ex
P,
cax.UraAs and to eliminate the security hazard 4M-89 storing and
reusing carbon.
ill give you some specific case studies this afternoon
to.illustrate these points. Obviously, these are practices that can't
be regulated. So we have promoted them by publicizing and making avail-
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Mr. Lundahl's Secretary, to use in preparing
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THE AGENCY RECORDS MANAGEMENT PROGRAM
Turning now to what's to be done in Correspondence Management,
(SLIDE 20) we find that our future program will be mainly a continuation
of past activity, with greater emphasis in some areas. And here we have
another challenge - the Volume of Correspondence - at least 8 million
pieces of paper each year at a cost of 19 million dollars. This is
another area where you can help to reduce operating costs. Let's call
correspondence, Challenge No. 3Z
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Let's move along now. It has been said that a records management
program that does not control the utilization of filing supplies and
equipment is doomed to failure. J ?_-?'ft ~ . (SLIDE 21)
Consider for a moment what the Agency situation would be today if
the conditions of about 1952 had been continued. (SLIDE 22) At that
time 544 types of folders were being purchased by the Agency. Today we
stock only nine types. Seventeen types of safes were being stocked in
1952 now we carry on six.
Also, in the early days of the Progr m, poor or little use was being
made of specialized files. Today, with more experience in this field,
(SLIDE 23 we advise offices on the advantages and disadvantages of using
the many types of mechanized files, as well as the recent substitute for
filing cabinets---open shelf filing equipment. (OCR Graphics Registry)
Our recommendations for shelf filing alone have paid dividends of over
$400,000 in equipment and space savings. 4
STAT
;,:& S-TAT
We are also controlling and reusing excess and surplus file equip-
1,9
sur
s
o
if
t
ti
ui
+u
tart' o
o ace
ons
menti by reviewing all requisi
used as is" or by modification be m in We saved about
$150,000 for the Agency last year by better control in this area. Now
we have the support and assistance of President Johnson.
Our Investment in filing equipment of all kinds is well over
4 million dollars. The President challenges us not to exceed this
investment! This is a real challenge - Challenge No. 4.
STAT
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The establishment of uniform filing systems and a file classification
plan for administrative files also has paid off handsomely. (SLIDE 4)
By providing a basic guide, the Agency Handbook for Subject Filing, and
by working with various offices, we have promoted the conversion of over
250 files to the improved uniform system for support records. I believe
h h
s
i
es W ~
L
- ---
some of you nere are famil
S itaneou ly with improving their filing systems, many offices
have also given their document control procedures a new look. (SLIDE 25)
The cumbersome log book has been replaced by a modern 3"x5" ticket system.
The system begins at a registry where at one writing the registry clerk
makes enough tickets to provide copies for her needs, as well as for the
logging and cross-referencing needs of each subordinate control point.
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(SLIDE 26)
Essential to the continuation of every office in the event of an
emergency are the vital records being set aside, protected, and kept up-
to-date. This program has shown steady improvement in the quality and
currency of collections on deposit, and in the operations of the Vital
Records repository. Our key to keeping this program active is a Vital
Records Deposit Schedule (SLIDE 27) and a certification by the Principal
iA A
Operating Official (SLIDE 28) ha ea dal ecox'ds -FrOgram'mmd'
will. -be discussing 14, with you later.
Our Vital Records Pr gFais consi ~ed a mo el for other Gies.
We pr ent a Vita ecords Workshop at all GSA Recor gernent Se rs.
20
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Well, so much for what's been done in managing record keeping. What
about the job ahead.
Our review of requirements for filing supplies and equipment must
be continued to prevent the purchase of equipment which cannot be justified
and we must coordinate the agency-wide use of all filing equipment to conform
to President Johnson's management improvement program.
Here is an illustration of how a well coordinated Agency-wide Program
for Utilization of Filing Equipment operates and saves money - The Documents
Division of OCR requested a super elevator file for storing Punch Cardstt
COSti 3.i o- 0
The requisition and the justification came to us for approval. A few
days before this requisiticn came to us the National Archives and Records
Service of GSA had notified us of the availability of the same type of
equipment which could be obtained without cost from TIME Magazine in Chicago.
erified that the equipment was
in good working order. In the meantime, NPIC and the Office of Security
developed needs for the same type of equipment - So we obtained 12 of these
special Card Files for the cost of transportation alone--$1,01+8.94 and
saved the Agency about 41 thousand dollars.
STAT
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THE AGENCY RECORDS MANAGEMENT PROGRAM
Now let's get on to records disposition. This element of Records
Management is concerned with the systematic elimination of inactive records
from offices by destruction or removal to our Archives and Records Center
for later destruction or preservation.
Earlier, I mentioned that the volume of records in headquarters has
continued to rise; however, from 1960 to 1963 we had a significant decline -
while we are pleased with these results for three consecutive years, I am
not pleased with the increase of 30,000 cu. ft. in FY 1964. This is not due
to lack of records disposition activity - as a matter of fact, the records
removed from office space in.1964 increased by 6,517 cu. ft., about 16% over
1963. The increase in holdings at headquarters is due to several factors -
Second - a significant change in paper collected by OCR for over all Agency
needs; Third - effect of computers and Fourth - the use of quick copying
equipment. (Describe need to hold paper because ADP programs are not complete).
Since inception of the Agency Records Disposition Program in 1952, almost
300 thousand cu. ft. of inactive records have been removed from headquarters
STAT
offices - We estimate that the monetary STAT
benefit from our Records Disposition Program from 1951 to date is almost
9 million dollars. (SLIDE 29)
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We feel that this is a pretty impressive record, and that all who have
conttibuted should be justly proud. But before we get too self-assured,
let's look at the problem ahead. we must head off the continued growth
of records - we cannot tolerate the continued increase similar to what
we had last year - we simply don't have the space. And President Johnson
says we cannot buy any more correspondence cabinets.
The space problem is just one result of having too many records.
There are also the increased personnel and equipment costs incidental to
maintaining a hoard of paper, and even more serious, the detrimental,
bogging down effect this mass can have on our operations. Emphasize
With records disposition I have covered the need for records manage-
ment through the full cycle of paperwork. Now I want to ask you a question
but as a refresher to help you answer it, let's flash back to our paperwork
control dam. (SLIDE 30)
Is the records management program in your offices an effective one in
terms of meeting the need for controlling the full cycle of paperwork? Or -
Are there any dollar leaks in sour paperwork dam?
If our discussion has pointed out any weaknesses in your records manage-
ment program, then our time has been well spent. But to stop here after
pointing out a problem and not offering a solution would be poor business.
So let's probe the last point I will cover: Now can you help to carry out an
effective records management program'fo-Npio?
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THE AGENCY RECORDS MAN'AGEMI NT PROGRAM
I thiibk our approach should be based on a premise developed by
Mr. Robert Schiff, of the National Records Management Council. He said:
"The Records management force should be as effective as the forces organized
to produce paperwork."
I would also add another premise on which to base our approach.
"Offices responsible for creating paperwork should share equally in
controlling it."
If you will accept these two premises, I think you'll agree that
they place upon each Operating Office a direct responsibility to carry
out an effective Records Managenent Program and as the first premise
implies, an effective program will depend on an effective records managment
force.
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THE AGENCY RECORDS MANAGE' PROGRAM
I'm not sure of Mr. Schiff's definition of a records management force,
but I would interpret it to be the entire organized effort in an office to
manage its paperwork.
You are--an iortant part `` a NPiC or nized efforts to carry out
an effective records management program. Here is how you can make this effort
successful -
First Get top management's backing by direction and actions (Office
"'-'- Memo - Staff Meeting)
Second Develop the temperament of the people in your office towards
records management. Establish a climate of acceptance in