DESCRIPTION OF CONTROLS ON RECORDS STORAGE

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP79-00498A000300050023-8
• Release Decision: RIPPUB
• Original Classification: K
• Document Page Count: 10
• Document Creation Date: December 9, 2016
• Document Release Date: April 16, 2001
• Sequence Number: 23
• Publication Date: August 20, 1976
• Content Type: MF

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20 August 1976
MEMORANDUM FOR: Chief, Management and Assessment Staff, DDA
THROUGH Assistant for Information, DDA
STATINTLFROM
Acting Chief, Records Administration Branch
SUBJECT Description of Controls on Records Storage
REFERENCE PMI Section 4 Part B. 10.
1. The Records Disposition Program of the Agency
provides for the systematic removal of inactive records from
office space and for the preservation and/or disposition of
records as prescribed by the Federal statutes and Agency
policies.
2. All records in the offices are identified and
evaluated in order to determine which records need to be
preserved, which may eventually be destroyed, and the reten--
tion periods necessary to meet those needs. Evaluations of
the records are based on future needs; there are four basic
evaluations: administrative, fiscal, legal, or historical.
value to the creating or using office, other Agency offices,
the entire Agency, other Federal agencies, the entire
Federal Government, business or other private organizations,
or private individuals.
3. From this identification and evaluation a Records
Control Schedule is prepared to provide for a systematic and
timely disposition of record and non-record material. It
encompasses permanent and temporary preservation and prescribes
destruction within the office area, transfer to another
component, and transfer to the Agency Records Center or the
Agency Archives. These Records Control Schedules are then
submitted to the National Archives and Records Service for
appraisal and approval by the Archivist.
4. It should be noted that the Agency is currently
under a moratorium until 10 December 1976 on the destruction
of records invoked by Senators Scott and Mansfield in a
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letter to Mr. Colby, Director of Central Intelligence
Agency, in January 1975. The prescribed destruction action
in the Records Control Schedules will be resumed upon the
lifting of the moratorium. Transfer of records to the
Agency Archives or the Agency Records Center is being
handled routinely during this moratorium according to the
current schedules.
STATINTL
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Nanette Blandia, OMB
Enclosed is a brief paper giving the
additional detail you asked for on CIA's
objectives for 1977 and 1978. This supple-
ments the attachment to Mr. Knoche's
letter of 6 October 1976, which transmitted
those objectives as part of CIA's response
to the Presidential Management Initiatives.
Distribution:
Original - OMB, Nanette Blandin
1 - DDCI
1-ER
1-DDA
James H. Taylor, Comptroller 1 -. DDI
1-DDO
1 - DDS&T
1 - IC Staff
1 - Coxnpt Chrono
1 - AC/R
1 - Reading File
1 - Compt Subject
1 - AnG Chrono
25X1A O/Co1npt:ResSta#f:AnG0
-
:jes/6044 (14Oct76)
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AGENCY OBJECTIVES
for 1977 and 1978
Objective I
Improve our ability to interpret policymakers' and other
consumer needs and understand how well our products are meeting
those needs.
e This objective subsumes inquiries into several questions
that concern the range of substantive intelligence products
and consumers. Mr. Stevens, the DDI, is the action officer
directing several studies. One is due for review by the
Executive Advisory Group (EAG) by October 14, 1976. Three
others are due to be reviewed by the EAG by February 1, 1977.
Mr. Stevens will be supported by elements of the Intelligence
Directorate, the Science and Technology Directorate, the
Congressional Liaison Officer, and the National Intelligence
Officers, as appropriate. Each study is likely to generate
subsequent implementing actions.
Objective 2
Determine for the future those satellite and other collection
systems that will be required to meet our day-to-day intelligence
production needs, our crisis needs, and, given the technological
advancement of target nations, the need for new telemetry monitoring
systems.
o Action under this objective has been assigned to the Science
and Technology Directorate and the Intelligence Directorate
with assistance from the staff of the Office of the Comptroller.
By December 1, 1977 they will provide the Executive Advisory
Group with a systematic and integrated evaluation of the
information requirements in the 1980s that will drive develop-
ment of collection means to satisfy those requirements.
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This effort is expected to answer these questions: What
information needs in the 1980s can we identify? What
technical collection systems are required to collect that
information? Do we need to develop new systems, such
as a satellite for crisis situations? Based on projections
of intelligence -related developments in target nations,
will new monitoring systems be required?
Objective 3
Institutionalize within CIA a means to ensure adequate consider-
ation of alternate hypotheses having a low probability of being correct
but having so significant an impact if true that they must be brought
to the attention of policymakers.
o By March 1, 1977, the Executive Advisory Group expects
to have the recommendations of the intelligence Directorate,
the Science and Technology Directorate and the National
Intelligence Officers for implementing this objective.
Implementation itself will extend at least into 1978.
Objective 4
Reconsider the proper scope and emphasis of our substantive product.
? On November 11, 1976, the Executive Advisory Group will
review recommendations for the best balance of in-depth
analysis and current reporting to be developed by the 25X1A
Intelligence Directorate and will consider the results of
a study being prepared on the organizational
arrangements that most efficiently suppor meeting substantive
requirements. Subsequent steps depend on the results of that
review.
Objective 5
Ensure that our basic research capabilities are maintained and
our data bases updated and revitalized while increasing emphasis on
timeliness of responses to the immediate demands of policymakers.
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This objective is closely allied to Objective 4, as are
the means to meet it. Work has been assigned to the
production offices in the Intelligence and Science and
Technology Directorates, and an initial review by the
EAG will take place on November ll, 1976.
Objective 6
Define the Agency role in SIGINT programs.
A SIGINT Task Force was formed in July 1976 with
representation from the two Directorates active in SIGINT
collection. The EAG will meet monthly on this subject;
all work is to be completed by about February 1, 1977.
Objective 7
Make our legitimate financial and personnel cover arrangements
more secure and beyond compromise.
Staffs of the Operations and Administration Directorates
are preparing proposals for consideration by the Executive
Advisory Group. Their reports are due by April 1, 1977;
these proposals will lead to changes to be implemented
during 1978.
Objective 8
Improve our system of management review, establishing
regulations and guidelines that will enable us to accommodate the
demands of unusual operations, in order to protect our integrity
and maintain our effectiveness.
? The General Counsel has been charged to present proposals
regarding internal regulations, guidance, periodic review
by the Inspector General, regular reporting, and management
review. The task is to be completed by February 1, 1977,
with the EAG to direct subsequent steps in the process.
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qj ctive 9
Improve our personnel management practices and equal
employment opportunity performance in the areas of hiring, career
development and training, reward for excellence, and retirement
and separation.
9 Basic questions about personnel management are being
addressed by the Administration Directorate, assisted by
other directorate staffs as needed. An interim report is
scheduled for review by the Executive Advisory Group by
October 21, 1976. In addition, the DDCI has instituted a
requirement for quarterly reporting from each directorate
on EEO performance.
Objective 10
Improve the perceived status of personnel in service versus
production or collection elements.
o The Administration Directorate will take the lead in preparing
studies that are due to the Executive Advisory Group by
March 1, 1977.
Objective 11
Reduce the time required to process new recruits.
e The Administration Directorate is charged with reviewing
the situation and recommending changes; results of the
review are due to the EAG by April 1, 1977. Recommendations
should lead to substantial changes in procedures during the
following 18 months.
Objective 12
Review and improve the design of all current Agency training
programs such that they augment the skills and capabilities of those
in critical segments of the Agency.
o The Administration Directorate bears primary responsibility
for a thorough review of all phases of training, with an initial
report due to the Executive Advisory Group by January 1, 1977.
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 --------------
Approved For Release 2001/07/16: CIA-RDP79-00498A000300050023-8 jDD/A FLi , try
49 OCT N76.
Mr. Donald G. Ogilvie
Associate Director for National
Security and International Affairs
Office of Management and Budget
Washington, D.C. 20503
In fulfillment cif!Presidential Management Initiatives, Decision
Making and Departmental Organization, Item C. I an pleased to send you
a set of objectives that the Central Intelligence Agency will strive
for and attain during 1977 and 1978.
As you know, over the past two years CIA has been the subject of
intense review by the Rockefeller Con-mission and by two Congressional
Select Committtees. Executive Order 11905 and a new Senate oversight
committee are the results of these inquiries. Our major task, over the
coming months is to develop appropriate procedures and processes to
adjust to these and other very important changes which have taken place
in recent months. The Executive Advisory Group (FAG), composed of the.
Comptroller, the four Deputy Directors and the General Counsel, and
formally established, in June, is the vehicle I have chosen to advise the
Director and me in making the fundamental policy and other decisions that
are required. The overriding concern of the FAG is to forge effective
management processes that will permit continuing high performance where
CIA excels and improvements where better performance is required.
There are five general areas that we have agreed require improvement.
These involve: sharpening CIA's capabilities to give policymakers what
they really need; establishing an effective Agency management process
that will enable us to coordinate and integrate activities of all
Directorates; improving Agency planning for the future; placing relations
between the CIA and oversight bodies, and the public, on a footing of
mutual confidence and respect; strengthening CIA command and control
arrangements to insure that our activities are within. the law and the
limits of propriety; and redrawing personnel policies for the maximum
benefit to the Agency, its employees, and its applicants for employment.
Cla;slfind by G1 354
Er:- of from geno.-al
dee:r.esi5cction a_ :e '.v:a Of
E. ). IIG52
exa:rrti~,:, h ,'e... 53 (11,4 t;)
13ato lc.yo;;iblo to AR4:CI Q
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These priority concerns are the framework for the objectives CIA has
set for itself. The attached objectives demonstrate CIA's commitment
to strive for excellence and will serve as a basic work plan for us over
the next year.
Sincerely,
7s%L.A.~noc1
E. H. Knoche
Deputy Director
Distribution:
Original - Addressee, w/enc
1 - Nanette Blandin, w/enc
2 - DDCI, w/enc
ER, w/enc
fl- DDA, w/o enc
1 - DDI, w/o enc
1 -- DDO, w/o enc
1 - DDS&T, w/o enc
1 -- IC Staff, w/o enc
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AGENCY OBJECTIVES
During 1977 and 1978 we plan to:
1. Improve our ability to interpret policymakers' and other
consumer needs and understand how well our products are meeting those
needs.
2. Determine for the future those satellite and other collection
systems that will be required to meet our day-to-day intelligence
production needs, our crisis needs, and, given the technological advance-
ment of target nations, the need for new telemetry monitoring systems.
3. Institutionalize within CIA a means to ensure adequate consider-
ation of alternate hypotheses having a low probability of being correct
but having so significant an impact if true that they must be brought to
the attention of policymakers. '
4. Reconsider the proper scope and emphasis of our substantive
product.
5. Ensure that our basic research capabilities are maintained and
our data bases updated and revitalized while increasing emphasis on
timeliness of responses to the inmediate demands of policymakers.
6. Define the Agency role in SIGINT programs_
7. Make our legitimate financial and personnel cover arrangements
more secure and beyond compromise.
8. Improve our system of management review, establishing. regulations
and guidelines that will enable us to accorianodate the demands of unusual
operations, in order to protect our integrity and maintain our effectiveness.
9. Improve our personnel management practices amd equal employment
opportunity performance in the areas of hiring, career development and
training, reward for excellence, and retirement and separation.
10. Improve the perceived status of personnel in service versus
production or collection elements.
11. Reduce the time required to process new recruits.
12. Review and, improve the design of all current Agency training
programs such that they augment the skills and capabilities of those in
critical segments of the Agency.
cti~?lS";"
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