SURVEY OF ODP FUNCTIONS AND MANPOWER

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP84-00933R000200230017-9
• Release Decision: RIPPUB
• Original Classification: K
• Document Page Count: 14
• Document Creation Date: December 9, 2016
• Document Release Date: March 7, 2001
• Sequence Number: 17
• Publication Date: November 1, 1978
• Content Type: STUDY

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Prepared for
Director, Office of Data Processing
November, 1978
By:
Ad Hoc Task Force in ODP
Manpower Allocation
STATINTL
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Background
Consistent with an Agency-wide reduction of personnel
slots effective at the beginning of Fiscal Year 1979, the
Office of Data Processing was forced to accept a reduction
of 15 slots in FY 79. An additional reduction of 5 slots
was levied upon the Office for FY 80. The loss of the FY 80
slots represented a real loss of strength, but the FY 79
slots were perfectly offset by previously obtained program
approval for an increase of 15 slots in FY 79. But whether
the personnel cuts represented real losses or whether they
took the form of denied fulfillment of additional staffing
requirements, an objective analysis of ODP manpower utilization
was called for to insure that the impact of the personnel cuts
would be minimized. Therefore, Mr. Clifford D. May, Jr.
Director of Data Processing,, appointed an ad hoc task force
to survey the functions and activities of the office, prioritize
them, and prepare recommendations for the allocation of ODP
manpower resources against those prioritized functions and
activities. The task force was instructed to not attempt
wholesale office reorganization. The members of the task force
were:
STATINTL
Subsequent to the establishment of the task force, the
Director of Data Processing assigned an additional task to
it. This task was an assignment to respond to the issues
raised in a review of administrative support functions which
was performed by Deputy Chief of the
Administrative Staff.
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Findings
In general, the Office is not unduly suffering from
a lack of personnel slots. (This is not to say that the
Office is not feeling the effects of vacancies within the
authorized personnel ceiling). The task force has identified
a few functions which require initial staffing or modest
increases in staffing. But overall, the Office has an
adequate authorized staffing level to permit it to fulfill
its mission in FY 79.
With some caveats (in no particular order):
First, Applications can use more people. But then
Applications can almost, always use more people. For at
least the last four years, Applications has been faced
with more requests for work than could be handled by existing
resources. Currently they are committed to some 65 man years
of work which is in process. In addition, there is always
a queue of over 50 work orders for which estimates to complete
have not even been determined. The existence of this queue,
or "backlog", does not necessarily mean that more programmers
should be rushed into Applications and put to.work. If
additional delay in delivering systems to customers was judged
to be an acceptable price to pay to gain people to reapply
elsewhere in the office, some Applications development people
could be reassigned and presumably the queue would lengthen.
But, returning to the original point, Applications could
use more slots.
Second, the effort expended by the Management Staff
in reviewing ADP procurement actions to comply wit}I-
may be another somewhat elastic activity. That is, the task
can be sized to fit the manpower available to perform the
task. We believe that the task is important but that no
more than the current three positions should be devoted to
this activity.
Third, we cannot access the future impact of the policy
to permit only one hire against two government job vacancies.
This policy may affect our ability to even reach the ODP
authorized staffing strength.
And finally, there are some as yet unknown potential
requirements for staffing -- records management and an
accountable property inventory and control system. These
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STATINTL
functions may generate needs for staffing which we cannot
now foretell. Nevertheless, the functions are important
and do require support. We therefore offer our best
estimates of initial staffing requirements in succeeding
sections of this report..
The output of the task force is presented in the form
of a series of recommendations followed by a tabular list
of functions and corresponding recommended changes in
staffing levels. The task force made no attempt to produce
a list of functions and assign numerical priorities from
1 to n. Rather, the task force chose to establish three
classes of priority: mandatory, desirable, and expendable.
Each of the identifiable functions was then assigned to the
priority class deemed to be most appropriate and any re-
commended change of staffing 'level was noted. Such a scheme
produces some apparent anomalies, such as a function being
judged expendable but receiving no recommended cuts from
current staffing levels, or a function being judged as
being mandatory yet receiving a proposed reduction in
strength. But the task force believes the method to be
more informative and more useful in exercises of this
nature. One last note. The assignment to respond to the
administrative support issues raised by has
not been treated as a separate topic in is report. Admini-
strative support functions were reviewed as they surfaced
any place in the organization.
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Summary of Recommendations
1. Provide a position for an additional Security
Officer. Assign the technical Security Officer to the
Management Staff. Assign the area Security Officer to
the Administrative Staff.
2. Assign responsibility for system access control
to the Area Security Officer.
3. Assign the accounting responsibility Finance
Officers to the Administrative Staff. Eliminate one
Finance Officer position and reassign the other to the
Administrative Staff.
4. Overhaul the PAR System.
5. Establish an Advanced Planning and Projects Staff.
6. Improve the effectiveness of the Office Registry
and officially assign the function of records management
to it.
7. Establish an accountable property inventory and
control function. Assign two positions to the Administrative
Staff to support this function.
8. Reduce CIA staff positions in CSPO to twenty-one
positions.
9. Reduce staff employee support to CAMS in favor of
contractor support.
10. Transfer technical writing and technical library
staffing and function from the Support Staff to the Customer
Services Staff.
11. Transfer the Processing Support Staff position
devoted to teleprocessing support to the Teleprocessing Branch,
Engineering Division.
12. Further reduce the Processing Support Staff to two
positions.
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13. Transfer operator training responsibilities from
the Customer Services Staff to the technicians in Operations
Division.
14. Add two positions to Customer Services Staff to
enhance consulting services for the benefit of ODP users.
15. Eliminate excessive supervisory-positions in the
Ruffing Center by eliminating the position of Deputy Chief,
the two team leader positions, and the chief technician
position. -
16. Eliminate one technician position in the Ruffing
Center.
17. Eliminate the Administrative position in the Ruffing
Center.
18. Assign two additional staff positions to Engineering
Division to replace IBM contractors.
19. Assign an additional position to Production Division
for automated message processing support and to provide an
interface with CDS.
20. Assign an additional position to Production Division
to support PERSIGN.
21. Transfer the COMTEN Software support function
from Engineering Division to Systems Programming Division.
22. Assign one additional position to Systems Programming
Division to provide system programming support for the
intelligent terminal.
23. Assign one additional position to Systems Programming
Division to support mini-computer developments.
24. Assign one additional position to Systems Programming
Division to support GIMS.
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Recommendations
No attempt is made here to present the recommendations
in any sort of priority order. As closely as possible,
the recommendations will be offered in an order approximating-
a review of the Office beginning with the Office of the
Director (no recommendation) and proceeding through the
Management Staff, Administrative Staff, Consolidated SAFE
Project Office, Applications, and Processing. However, some
recommendations affect more than one office component which
disturbs the logical presentation somewhat and tends to
introduce some redundancy.
Recommendation Number 1 - Provide a slot-..for an additional
security officer. Keep one security officef in the Management
Staff with responsibility for technical security. Assign the
ILLEGIB other security officer to the Administrative Staff with
responsibility for area security.
r
Comment - At the time of the Office reorganization in
1976, the security officer was placed in the Management Staff
with the intent of allowing him to concentrate on technical
security policy and issues. But no matter where the security
officer is organizationally placed, he seems to get bogged
down in what we call area security - clearance actions,
security violations, compartmented clearances, etc. Providing
a second security officer should keep one security officer
free to concentrate on technical security. However, we ear
that collocating two security officers would ultimately
result in two security officers devoting almost full time to
area security. Hence the pr~oooosal to assi n one officer 5X1A
MS and the other to AS .
Recommendation Number 2 - The security officer with
responsibility for area security should assume responsibility
for administering system access control be it the dispensing
of user identifications, system passwords (GIMS, VM, ?)or
the possible future task of establishing\user access profiles
Comment - In years past, the ODP Security Officer
was responsible for managing system access information.
He approved user identifications (USERIDS) and handed out
passwords. The task was delegated to system administrators
to streamline the processing necessary to grant a user access
to a system. In an era of heightened awareness of security
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ILLEGIB
vulnerabilities and concentration on improved security
methods and procedures, the control of system access should
be centralized and returned to the Area Security Officer.
This is a traditional Security Officer function related
to personnel security clearances and compartmented accesses.
Recommendation, Number 3 - The finance officers should
be placed in the Administrative Staff. Furthermore, in s
doing, one finance officer slot should be eliminated. 25X1A
Comment - The finance officers were laced
' th
ILLEGIB
r Al
Management Staff in the Office reorganizat
1
ion ofl976*
It was envisioned that they would-take an active role in
budget preparation and control. This role has not materialized.
The function supported by the finance officers remains an
administrative function and should be returned to the
Administrative Staff. And since travel and training funds
are now administered from the Office of the Deputy Chief,
Administrative Staff, one slot encumbered.by a finance
officer can better be used for some other purpose.
Recommendation Number 4 - The.PAR (Project Activity
Report) system should be overhauled to improve accuracy
and credibility of the report and to automate production 145 )
of the report.
ternative is produced, it will remain the source of that
ata and therefore will continue to be a vital ele t
m
Comment - Currently the PAR provides the data which is
fundamental to the system established to enable the EAG
to exercise some authority over the disposition of ADP
resources in the Agency. Until and/or unless a better
?1
en in the
EAG ADP review
process. The PAR needs attention. The soft-
ware which produces the PAR was developed piecemeal over
the course of a number of years. It is inefficient and
inflexible and does not lend itself to easy updating.
Largely because of the limitations of the software, PAR
production requires the full time support of at least one
individual in Engineering Division. Furthermore, the PAR
has received criticism for perceived inaccuracies in its
data - criticism which may or may not be well founded. In
any case, the Management Staff is the primary customer for
the PAR. Therefore the Management Staff should documents
requirements for the PAR or develop requirements for an
improved PAR and present the requirements via a form 930 ~~~
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ILLEGIB
Recommendation Number 7 - Establish and support an
25X1A
to Applications for development of a new PAR system. The
'system should be developed such that Production Division
can assume responsibility for PAR production.
Recommendation Number 5 - Establish an AdvancedAPlanning
and Projects Staff.
Comment - The Director of Data Processing needs a
Chief, Scientific Advisor, or a Chief Planner or a Chief
technical Architect - call it what you will. This individual
must not be encumbered with managerial responsibility and25X1A
must not be bogged down with the sort of bureaucratic exer-
cises which commonly assail the Management Staff from all
sides. The position must be autonomous and the incumbent r e?
should report directly to and only to the Director of tt 3IB
Processing. The position should be filled by an individual
of unassailable technical qualifications. The individual
would become the architect of the future for this office.
The position is obviously extremely sensitive with uncommon
potential for major impact - good or bad - on the Office.
The creation of a staff is an act of beneficence.
The task force believes that the Chief Scientific Advisor
should be given secretarial support and the long range
planning function and personnel slot should be moved from
the Management Staff to this staff.
Recommendation Number 6 - The Office should develop
an effective, well-operated registry. The registry should
be given the current total of two positions and should
provide a records management capability.
Comment - The Office should request expert assistance
from outside the Office to help set up an effective registry&
We should carefully evaluate and consider implementing
accountable property inventory and control function in
the Administrative Staff.
Comment - There is a task force from the Office of
Logistics which is attempting to perform an inventory and
set up a control system to maintain control of ODP accountable
property in compliance with We have seen a memorandum
for the record generated by the asc force which recommends
a staffing complement of five positions for on-going support
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Recommendation Number 18 - Engineering Division sho A
be given two additional slots to replace the _ contractors
who provide a systems performance measurement capability.
Comment - The contractors engaged in performance
measurement activi Y produce data and analyses which are
basic input to the development of Processing plans.
Such a sensitive activity should not be entrusted to
contractors, particularly representatives from one of ODP's
major vendors. A less desirable alternative for supporting
this function is to contract with a company who does not
provide hardware or software to ODP.
Recommendation Number 19 - An,additional position
should be given to Production Division for automated message
processing support and to provide an interface to the cable
Comment - Experience to date with CDS/FAMPS/AMPS/ET,~
justifies a position to support automated message proces AGg A
Recommendation Number 20 - An additional position should
be given to Production Division for PERSIGN.
Comment - Based on past experience with large complex
systems such as GAS, PERSIGN will require an additional
position in Production Division for production processing
support.
Recommendation Number 21 - Responsibility for COMTEN
software support should be transferred from
programming support for the new intelligent terminal. eGz~
Comment - The task force is unable to predict the -y
magnitude of the effort which will be required to provide
system software support for the new terminals. But the users
are going to need some tools to help them exploit the
capabilities of the new device. One position should be
added to Systems Programming Division to provide an initial
capability.
Comment - Systems Programming Division should be
responsible for all system software support. This proposal
does not suggest transferring slots or individuals from
Engineering Division to Systems Programming Division.
Recommendation Number 22 - Systems Programming Division
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Recommendation Number 23 - Systems Programming Division
should be given one additional slot to support mini-computer
developments in the office.
Comment - The ODP Board of Directors recommended
office support for mini-computer projects almost one year
ago. That support is still required.
Recommendation Number 24 - Assign an additional
position to Systems Programming Division to provide a
development. position for new GIMS,system programmers.
Comment - Remembering past experiences when we allowed
the number of systems programmers supporting GIMS to fall
too low to provide adequate .support, we must provide a
position from which trainees can be developed to support
GIMS.
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Recommendations for FY 80
ODP has been asked to take a cut of five personnel
slots in FY 80. Although priorities may change with the
passage of time, the task force recommends that the
reduction of five slots be accommodated in the following
manner:
. support for the DAC in 4F50.
o Eliminate the position which provides operator
o Eliminate the technical writer position. Rely
upon technical writing support from contractors who
are already in place.
o Eliminate three of the positions from Applicat'
which are used to support applications development.
Presumably the impact of implementing this re-
commendation will be manifested as a longer gueue
of requests awaiting action.
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Presentation of Data
The remaining sections of this report present
,supporting data or summaries of data. The sections include
a summary of recommended staffing actions, a list of expend-
able functions, a list of desirable functions, and a list
of functions performed in ODP.
The section, "Summary of Recommended Staffing Actions,"
is a tabular presentation of recommended changes to authorize
personnel ceilings for office components.
As previously mentioned, office functions were assigned
to one of three priority classes. The priority classes
were given numbers with priority 1 denoting mandatory
functions, priority 2 desirable functions, and priority 3
indicating expendable functions. We provided separate lists
of both the expendable functions and the desirable-functions
which are titled accordingly. All other functions are
mandatory functions. Since the bulk of office functions
fall into the mandatory category, no separate list of
priority 1 functions was prepared.
The final section of the report is a list of functions
as defined by the task team. It is not intended to be
exhaustively detailed, but the list provides a .good over-
view of how the Office personnel resources are deployed.
In some cases, a function is listed as having an authorized
ceiling given in fractions of personnel slots. This of
course is nonsense, but it represents our attempt to
reconcile efforts required to perform each function with
the resources available to perform the function. We think
the artificiality introduced is more than offset by the
value of the information that is conveyed.
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