REVIEW OF THE RECRUITMENT SYSTEM

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP84B00890R000400040024-6
• Release Decision: RIPPUB
• Original Classification: C
• Document Page Count: 25
• Document Creation Date: December 19, 2016
• Document Release Date: April 3, 2006
• Sequence Number: 24
• Content Type: REPORT

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Table of Contents
Executive Summary
II. Background of Study...
III. Recent Activity in Applicant Processing
Modeliirg of Recruitment Applicant Processing Activity
Problems with the Current System and Recommendations
VII: References
Appendix .A
Professional, Technical Recruiting Summary
Clerical. Recruiting.-Summary _ ; '.: ,.. -
Appendix B
Project SCIP`Funding Requirements
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I. Executive Summary
This study does not make conclusive judgments on the entire
recruitment structure, but rather identifies areas that seem to call
for further examination or which present*a possibility for some
improvement in the recruitment process.
The detailed recommendations are contained in Section V of this
report. In shortened version, they are:
Give the newly implemented OPPPM system six months to
prove its mettle..'..
Use computer modeling. as a tool for understanding, not
for decisionmaking.
Evaluate-the overall effectiveness of the Agency's field
recruitment-network-and take appropriate action.
Reconfigure the OPPPM Review Unit. and Processing Assistants
functions to increase the efficiency with which
they process applicant. files. Ensure that applicants
are contacted_frequently'during processing, and
are ., continually assured,.of - Agency .interest _
Direct-the Office._of-Security to implement an up-front
polygraph program.. for alI applicants.
Fund--Project SLIP-Security.Communications Improvement
,Project.now.; It-will allow OS to more efficiently
process'--background -investigations.
-Retaia.`the 15-year investigative coverage on applicant
.background investigations.
Direct O:IS_to explore with OPPPM the creation of
.-physical'_activitj job standards, especially for
-sedentary jobs.',-,,- Having done so, the clinical portion of
-medical- process-ing: for-applicants to be assigned to these
jobs could be eliminated. If deemed necessary, the
clinical :process=ing could-be postponed until sometime
Direct the Office of Medical Services to use the
recently established Communications recruitment task force
as a pilot grogram for implementation of
a similar pre-medical screening. program for all
applicants.
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on personnel--activities. However, in; addition, the following people
expenses in light of the limited success of non-Washington
area recruiting activity. Pending the outcome of such
an, examination, examine the feasibility of implementing
,one standard Agency policy to pay all relocation-
expenses.- the very least., identify additional
.occupational codes for which we should apply for
an OPM exemption. in order to pay relocation expenses.
study came "from available statistics and recently published studies.
avail able;foi analysis: Most'of theinfo rmation reported in this
10.
Direct the Office of Medical
on an exception only basis,
most college hires.,
Services to offer the PATB
and to curtail its use for
11.
Curtail invitee travel expenses, by better accounting,
reallocation of. monies, and less interview activity.
12. .,` Reexamine the Agency's policy on payment of relocation
..This. study w~s commissioned to examine the timeliness and cost
effectivsness-Of the current Agency recruitment system with an
expressed-aim of shortening the process.': Because there has been a
close scrutiny, of' Agency personnel.practices- including recruitment,
over the past several.,year-s,. there was a fair. amount of data readily
were.intervie4ed to- provide their .uniqu
-the Directorate -
Representatives to
OPPPM/R&P
-Title
Deputy for Recruitment & Placement,
OPPPM
--Deputy Director. of Personnel Security
& Investigations
Office of Medical Services
Plans and Support Staff
DDA Representative
OTE Analyst
Chief, Psychological Services Division,
Office of Medical Services
Recent Activity in Recruitment and Processing of Applicants
Beginning in 1977, the Agency's personnel system, and
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specifically the recruitment system, have been the subject
several studies and papers:
IG Report on the Agency's Recruitment System,.
January 1980
OPPPM Report on a Proposed Recruitment System,
February 1980
OPPPM Response to the IG Report on Recruitment,
including several IG recommendations, March 1980
Recommendations:Regarding Recruitment and Placement
Policies from the-Directorate Task Force to OPPPM/R&P,
:'.2: In the -, past. year, OPPPM has instituted multiple changes to
the recruitment: and. applicant processing system which has existed in
the Agency singe. the early1950s. The overriding objective of these
changes have'beento reduce 'cost. and to increase the speed of
process ing app Ucants...OPPPM'.s prime solution for satisfying these
has not been adversely.:affected - -In fact, the EOD rate has
objectives-has-:beeri to~ reduce the-number of applicants in the system
.at any given time, or .said another way, to .considerably. reduce the
ratio of- applicants-in-process to EODs.':Early indications are that
clerical ratio-has been reduced from:2.2 to 1 during the October
1979 through April. .980-time. period,.:to.1.6 to .1 during the Nay 1980
.to October 1980-:period.: For professionals, the ratios for those
same time periods-have been. reduced from 2.8 to 1 to 1.9 to 1
_
Correspondin-l the` number of applicants in process has been
reduced-from .-.:,Early indications are that the EOD rate
increased.
3 The methods used for accomplishing this ratio reduction
have involved elimination of-.questionable applicants (for
qualifications, security or medical reasons) early in the applicant
process. ._As a_result-of.early security interviews
(Pre-Investigative Interviews> and early verification of information
contained in,.th.e Persomal History Statement (drug usage, for
example),-_ercent-_of-initial. applicants were eliminated for
security rasons prior to being formally entered into the applicant
process. Another reduction method- has involved targeted
recruiting--best described=as-recruiting for a specific position by
a specific recruiter. Additionally, some parallel processing, -
especially in the security and-medical areas, was also implemented,
.and the SKILLS-RANK, a holding area for applicant files, was
eliminated.
4. Appendix A of this study provides an excellent comparison
of the old applicant processing system and the one proposed by OPPPM
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in March 1980 for both clericals and professionals. OPPPM has not
.yet fully implemented all of the changes proposed last year. We
requested an interim report on their progress to date, and they
supplied the following figures.
OPPPM Portion of Applicant Processing
Professional/Technical
Resume Review.
Recruiter Interview
PHS Review
Expediter Review .. -:'
Skills -Bank
Input, Log,. Xerox'..
Duplicate,: Deliver,
Pick::^up =
Office Review
Pre-polygraph
Interview,: '.-
Arrangements
Interviews
Security Process ing
MedicaJ Processing
fru
Reporto, Dty
As-=can seen from-the chart, Security and Medical
6. The. Dotal processing-time- is now 167 days or half of the
processing-are done concurreritly in the new system, and take
approximately-55 days,
325-day -processing time.-which -existed when the new system was
implemented circa. mid--1980. Further reductions are planned.
7. The following two charts examine the same data from two
other viewpoints: the percent loss of applicants in both the
previous and, the proposed systems, and the dropout rate of each
discrete function. in both systems.
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 Reviewed Resumes
PHS Completions
Skills Bank
Office Review
Interview Arrangements
Interviews
.Decision to Process
Security Processing.
Medical Processing
Report for Duty: H:
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Professional/Technical
Loss Figures
Previous
# Applicants
%Lost
Proposed
# Applicants ',`,'Lost
ln.the.previous.System we EODedl percent of those who
r.u-uupercent .:.
Reviewed Resumes
PHS Completions
Skills Bank
Office Review,__'."
Interview-'Arrazgement
Interviews
Decision- to
Security -Processing
Medical Processing
Report.. f or
Professional/Technical
Dropout Rates
Proposed
Dropout rate is defined as the percent of applicants
entering each .discrete-process that do not leave it successfully.
The_observations which can be made regarding this data
.-Cost is not as relevant a factor in the loss of applicants
 We. applaud OPPPM--. activity aimed at
:'reducing the..number of days required to
'process=.applicants, and believe that the
new-syst-em_should--be closely monitored..
for-- a, longer'period of time, at least six
months-,`:before-we make any judgements on
'During this--time period,. it is essential
that OPPPM OS-, and OMS collect extensive
statistics-so- that a determination of.
success or failure can be made on a
quantitative basis.
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as time is. Most of the discrete, functions involved
(e.g., interview arrangements) are of negligible cost, but
do involve. a significant time investment. With the
exceptions of security and medical processing, most of the
losses occur during time delays, not during an expensive
processing step. .
recommendations or from OPPPM's proposed system. -
--With the security and medical processes, there are
significant costs, primarily because of professional time
involved. We currently are unable to predict whether
,staffing decreases could result from either our
cost-per-applicant. will most probably increase (owing to
increase- as1a.result of the recommended changes. The
exception: because their workload most probably, will
who,-process-.applicants. Polygraph operators are the
.aimed. at reducing the workload of those Agency employees
--Both the proposed OPPPM system and our recommendations are
Agency resources': devoted.to:.applicant processing should
the large file reduction) but, at the same time, the total
increased-efficiency `because..: the; system. will. no longer be
decrease.:::Cost aside, the changes should result in
are.. invitee travel.,,' field recruitment activities,. clinical
'. suggested:change-are,discussed.in this study. Examples
,overburdened:`:,:,;__
_.Those areas- where a decrease in cost should result from a
=examinations, and PATB testing-The recommendations in
these, areas also usually. contribute to a reduction in
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IV. Modeling of Recruitment Activity
A. Portions of the recruitment process including the
-- processing activity
- security approval process
-- Psychological Services Staff functioning
have been the subjects of System Dynamics modelling in the past
year. As a general comment, we believe that these models have
contributed to an understanding of the complexities of the
activities involved. Specifically, in the process of modelling the
applicant processing activity some very valuable suggestions were
installing expediters for security and medical
"up-front screening of applications,
:implementing concurrent security and medical
model-found a:.5%.per- day-loss in , applicants.'Said differently,
each day -an - app-l-icantwas in--'process,the Agency increased the odds
that the applicant would not-EOD. OPPPM.concluded that a reduction
in the -numberof :-files-.in-process would' accomplish a reduction in
processing time, without decreasing the number of EODs. After
making the.above changes, OPPPM has geared its activity toward that
goal. This : particular strategy,. leaves the existing processing
mechanisms intact and.--reduces. their workload. We feel that this
made and subsequently implemented. These suggestions include:
B. The original goal .ofthe`applicant processing model was to
reduce thetime._or.whatever. Our message has.to be clear,
well--slides-or:a prepared briefing book
-standard message-to-communicate as
employment off'ice,`.he/she should. have a
when'.a: live., recruiter visits a campus or
I.people who, wrste.-or send resumes. But
excel-lent package which we distribute to
its recruiting message. We _have an
expaore...e e=use-of 'flexible working hours
for their-non-campus activities and for
e. We" did not undertake in-depth
applicant telephone contacts.
research of the process by which OPPPM
determines requirements for new
employees_ :-We recommend, however, that
-such research could very usefully be
recruitment._success rate is low, we
suggest:, uti.li;zation of. videotape and
written media:, in. the college or
production of company recruiting tapes is
-university:, recruitment office. The
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undertaken, and soon.
.B. Applicant Processing
Applicant processing activities involve an enormous amount
of paper, flowing between multiple branches of three different
processing offices (OPPPM, OS, OMS), the hiring office, and Security
field offices. OPPPM has recently implemented a minicomputer based
system, CAPER,- to track applicant progress through the OPPPM portion
of this maze.. CAPER notwithstanding, the greatest inefficiency in -
the whole process remains paper shuffling and tracking, especially
where papers cross. office (and directorate) boundaries. The areas
of greatest delay or significant cost which we were able to identify
1. OPPPM"appointment arrangements - Two branches in OPPPM
schedule interviews,,tes-ts, and EOD dates for applicants,
"hiring offices and processing offices.. One branch makes
arrangements..for.-clerical applicants, and one branch makes
arrangements for-professional applicants. These offices
The-Review Unithas perhaps the most critical job in
_-applicant pro-ces?s.. It determines whether or not to send.
applicant files__to-Agency offices, and if so, which offices.
The-Review--Unit is -often-: another processing bottleneck. If an
applicant file -is.-sent----to-an inappropriate office,.a two week
delay--c-an -and does--result.. - The potential. for files of needed
applicants being rejected by the Review Unit and those of
unnecessary applicants being sent to offices for review.
appears, to-be high - _ -
unnecessary..:
..essentially work regular 8:30 a.m.-to 5:00 p.m. schedules, and
one of their-,main problems -is.getting in touch with the
applicants.These branchesalso.prepare requests for security
and..medical processing and reproduce personal history
statements prior to office reviews. An applicant file may
pass .through. these branches three times during the hiring
process,,.:.:',Each time.this' happens,. delays occur.. There are
-four processing assistants in the professional branch, three
in the. other.., As many as. 10 days can.elapse from the time a
person is cleared-for duty until he is notified. On 13 March
1981, for example; therewereF_lcleared people who had not
yet. t been: called to EOD.J The functions appear to be necessary.
The;; ineffectiveness.with_-which the functions are performed is
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work on a directorate basis, which may
not be the most optimum division.
OPPPM should attempt to reconfigure
the processing assistant jobs to increase
their efficiency. Flextime hours,
including early evening hours, should be
instituted especially for
applicant-contacten activities. Perhaps
the jobs of therocessing
assistants should be realigned. The lI
-professional processing assistants sp i
Applicants should- be contacted at
everal.points during processing just to
be reassured : of. continuing Agency
interest.:' The processing assistants'seem
to-bethe logical group to perform this
'function.
The-.OPPPM Review, Unit. needs to be
more familiar with requirements of
various offices,:and perhaps needs to be
staffed by personnel with more general
3. Background investigations'done by the Office of
Security for all applicants are the longest single function in
the applicant- processIt currently takes an average of 54
days'to-conduct-an investigation. The Office of Security
projects that-they can eventually complete applicant
background investigations in 45 days, with quite a few taking.
no..-more than 30 -days-.. There are an average of 1-7- field
assignments required to-complete each background
investigation. These assignments may involve any of the seven
security- field,offices.,-:_These field assignments exhibit the
-traveling salesman" operations research problem, in that the
field- inve-stigator-o-rresident agent (RA) or confidential -
correspondent- (GG)--who- handles the assignment picks up
assignments once=-a--week. :-The rest of his time is spent "on
the road." Assignments necessarily "gather dust" waiting for
the investigator to pick them up. Mailing time to the field
office: and then perhaps to an RA or CC adds significantly to
the-security processing time, as does clerical typing time.
The availability of travel funds also has a direct impact on
the-efficiency of a field investigation.
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Recommendation 5
The Office of Security background
investigation is a labor intensive
activity. Certain parts of the system
are badly in need of optimization. An ODP
study completed in August 1980 suggested
the implementation of project SCIP,
Security Communications Improvement
Project--the use of word processing and
data processing technology to render
-security clearance actions more
efficient, comprehensive and timely.
Project SCIP involves a phased
development costing approximately,
over the first three years.
'Funds: are budgeted in 1983 at an enhanced
level`:--:Appendix; B provides detailed
costing information for Project SCIP.
recommend its-,adoption.
-We-examined-background. investigation
data..-to determine if. the, requirement for
15.,year=coverage decreased efficiency
appreciably. Astudy done by the Office
-of Security in_-May .1977 found that
because of. the-. age of applicants, our
average--investigative coverage averages
only 6.4 years:-:.The study also found
that noteworthy information was found in
_10% of- the -.cases- where the
investigation covered a full 15 years. We
-found that the-time required for a
background investigation is related more
:o the- assignment -and travel issue than
it is.:to the length of investigative
coverage:..-We-recommend that-the 15-year
-coverage of the- -background investigation
be retained.
4. The Tebruary 1980 Proposed Recruitment System suggest
the implementation::of=up-front polygraphs (polygraph
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interviews conducted prior to initiation of the background
investigation). Though the Office of'Security does these when
requested, they do not do them routinely. The critical point
here is that the polygraph interview may eliminate completely
the need for a background investigation if it produces
unacceptable derogatory information. The polygraph most often
eliminates applicants because of drug usage, thievery, and
homosexuality.
The Office. of. Security is prepared to
implement-and should be directed to
"implement an up-front polygraph as the
standard processing activity for all
OPPPM and-OMS---should jointly explore the
utility and cos-t--.effectiveness of full
physical examinations for all the
applicants---We suggest they jointly work
to accomplish a goal of developing job
standards, particularly for sedentary
jobs, which would result in a significant
-reduction in the number of full clinical
examinations needed.
If a full clinical examination is deemed
of all-.applicants-examined. The. cost effectiveness of a full
clinical exam far only a 2% loss is questionable.
statement (Form-93). :-Consequently, each applicant receives a
`'full physical .: examination. 'These tests do not contribute to a
significant time delay (2 or 3-days), but they.do have to be
scheduled Scheduling,.-you will recall, too often creates
unacceptable delays. There is; of course, a significant cost
.associated with-the clinical screening. Full physical -
ex.aminations.`r.esul in-the disqualification of fewer than 2%
will. not-.eliminatean applicant as physically unfit for duty
.-on the-basis of information contained in their Medical History
applicants.-`;`
:-.The.. Office of Medical Services conducts two types of
.medical testing.on applicants'-;physical and psychiatric. OMS
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essential for those with sedentary jobs,
we recommend that the exam be performed
sometime after the EDO date, thus.
removing it from the applicant processing
system.
6. The Office of Medical Services also performs
psychiatric screening which consists primarily of a form
completion, the Personal Index (PI), which is evaluated by a
psychometrist. to determine if a psychiatric interview is
necessary. We recommend no changes to this procedure.
,OMS:is performing pre-medical field
screening as:;a_-part of.the upcoming task
force initiative to recruit electronic
technicians--for the Office of
Communications,'.The screening consists of
interviewee Will completealong with his
Personal_ _history Statement, and a
Personal. Index (Psychiatric Screening)
inzerview will taxe placeatter the P1 is
scored and'evaluated. No medical
disqualification--will take place, but the
medical_technician.will make an
..off-th.e-record recommendation to-the
interviewer whether to continue
processing-the-.=individual.
If this procedure is successful, we
,.standard-applicant-processing activity.
7-. -_OMS estimates-that currently 55% to 70% of all
determining use -of the PATB. Choice of testing is left to the
individual line manager sponsoring an applicant for
-employment. The PATB is given to all CT applicants- The PATB
does accountfor some%delay in the applicant process. Time
requiredto score the-PATB varies from several days to three
.professional applicants take the Professional Aptitude Test
Battery (PATB). There-is no standard Agency policy . .
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weeks. Since the background. investigation by OS is run
concurrently with medical processing,' the delay usually does
not impact overall processing, except in. cases where results
from the PATB cause a cancellation of the applicant's
processing.
The Office of Medical Services should
.offer its.PATB services to components on
an exception only basis. The PATB could
still be used as a suitability measure
for unusual. Agency professions, but
certainly not for standard occupations,
for example,..accountants, computer
programmers, etc. PATB testing of recent
college graduates should be severely
curtailed..: Since college hires average
about 50% of the annual EOD number, this
could, greatly-reduce PAT]
-We found;that. `-each-professional., applicant travels from his
or her home to ttashington'and back twice during processing.
Clerical applicants make one. round trip`.each_ Cost is about $420
per trip.':-'Total:--invitee travel,-which is budgeted by OPPPM, was
in FY-8Y.`. FY---83 projections for Agency-wide invitee travel
.total 'The-number of Invitee travel trips has increased
452 percent in t e past four years. This particular statistic is
fascinating. It iaeans--that we are interviewing more applicants
while our number of EOD's.has remained-relatively constant over that
same period.. We arenot able to account for invitee travel by
occupation-.', Statistics on the use of invitee travel funds by
components wou3d-be--interesting.--Unfortunately, this data is not
available. -Theoretically. with the new recruitment system, invitee
travel should decrease as--up-front screening eliminates undesirable
applicants prior to the -interview, yet QPPPM projects a significant
increase for FY-83.
Invitee, travel is a free service
provided to components by OPPPM, and
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components are availing themselves of
this service in ever-increasing numbers.
Use of invitee travel should be much more
carefully monitored by OPPPM. Better
accounting for its use should be
provided. Once accounting information is
available, OPPPM should parcel out
invitee travel funds based on projected
needs, attrition rates, or a similar
figure. Invitee travel funds should not
be divided by current component use. For
example, there is.currently a 12-to-1
ratio of applicants to EODIs for the CT
program. We could not confirm that they
used a significant amount of invitee
travel, though we suspect so. If a
disproportionate number of interviews
occurs for the-CT program or any other,
occupational; code, we may.need to explore
.better-methods I :of up-front screening for
that group... Right now,,our problem is
.that: we don?.t-have the information
available. to. make a. judgment, and our
invitee travel: costs are skyrocketing.
A statistic which werequested and were unable to obtain
was the- number of., hew- employee: relocations- in any given year which
were paid by the =Agency.__ The overall Agency policy is to conform to
the Federal Personnel Manual.,- chapter 571, which lists occupational
categories for which relocation expenses may be paid. Relocation
expenses are. not budgeted by OPPPM but rather by individual
components: An._applicant-who is interviewed for several different
jobs by,several components will in all likelihood be told that his
or her relocation .; expenses will. be paid by one component, but not by_
another This_ kind--of confusion does nothing to enhance the
.Agency `-s''-image,as anemployer. It may also partially account for the
low success rate for field" recruitment versus recruitment in the
Washington ar-ea.-Most.'major industrial employers pay relocation
expenses. for-their new hires. A number we are unable to capture is
the loss of potential employees who cannot afford to pay for their
-own moving expenses.
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,-and negates the effectiveness of
expense, but for a person who is changing
jobs,. we believe the current policy
presents.an unreasonable financial burden
The Agency's policy on payment of
relocation expenses is inconsistent and
counterproductive.` We recommend that
this entire area be the subject of a
separate study. Our initial
recommendation, pending the outcome of
the study, is that the Agency should pay
all relocation expenses for successful
out-of-town applicants. If not, we
should recruit solely within the
Washington area.. Perhaps college hires
could move to this area at their own
recruiting away from Washington.
,the very least,-we recommend that the
-:own relocation payment policy, then, at
-If the Agency cannot legally pursue its
OPM based on more_.of our critical
Agency .requests further exemptions from
occupations.
We.did -not attempt topredict the efficiencies that will
result from implementation of our recommendations. We have
approached-therecruiting and. applicant processing problem from a
different-direction: than did OPPPM. We believe that suggestions
resulting from each study approach will improve the efficiency and
cost effectiveness-"of--these processes!
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VII. References (chronological order)
Memo for Chairman, Security Committee from CIA member,
Investigative Standards Working Group, subject:
..Investigative Standards Survey Report, 27 May 1977
The Agency's Recruitment System, Inspection Report, Office of the
Inspector General, January 1980
Proposed Recruitment System, OPPPM and
February 1980
Group, May 1980
publication,
Personnel Security Survey, DCI Investigative Standards Working
ield Office 'Automation.Study, ODP publication,
13 August, 1980
Memo for Director of Security from Deputy Director of Security
Subj-ect:,:Survey - of -Users. of the. PSS Professional Test Battery
Memo-for DD/A from-Chief 'Psychological Services Staff, OMS,
:::(PSI), subject: '. Security -ApprovalModel, 28 October 1980.
`;in?GIA,,30.-October 1980.
Memo for DD/_A from=ChiefPsychological Services Staff, OMS,
Subject:.. Job Analysis-and Test. Validation Research Capability
inPSS, 31-October 1980
Security Approval Model,
30 December 1980
November 1980
-Memo for . DD/A.`from ;C_/PSS/OMS, Subject: Supplementary Data on
Users' of thePSS-Professional Test Battery in CIA,
Memo-for DDCI from.D/PPPM ..Subject ' Recruitment Process,
Security Comthunica.tions-. Improvement Program, Project SCIP,
9 February :14-81e_'-
Memo, for__D./PPPM.* from Dir_e.ctorate Representatives to OPPPM/R&P,
Subject: Recommendations.Regarding Recruitment and Placement
. Policies.,.28 January 1981
Preliminary---Draft,, Improved Personnel Recruiting for CIA,
Implementation of -a Dynamic Simulation Analysis
10 March 1991
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iave2006KW CIA-RDP84BPpp08~OR000400040024-6
PROPOSED
-
REGULAR
AV4IL.43LE
14
.10
14,
10
lN' i RVIEt~~S
DECISION TO
PROCESS :;.
48 Days
IS clays)
30
116 Days
PRO LSSIO:TEc rrcAL
RECRUITING -SII\s=~PY
 Approved For Release 2006
PHS
PREPARATION
PHS RESIIBV
CSB REVIB'I
SECURITY'.
ME CHECK..
10
04/03: CIA DP84B00890R000400040024-6
10,
13
SECURITY
BACMROT.ND=.
=-REPORT: FOR POLY I IEUICAIL ..
:IEDICAL
__27
4Z Days
CLERICAL
REPORT
FOR
30
167 Days
RECRUITING
SUM't RY
 Approved For Release 2006/04/03': CIA-RDP84B00890R000400040024-6
Security . Communications Improvement Prograru
PROJECT SCIP
0
Standard; 'CRT'Terainal
-Eight:" Iu'ch ,Floppy Disk
High. Quality Printer.
Data.. Encryption -Standard
Standard-- CRT. Terminal
-Eight Inch `Floppy Disk
,High-.-Quality -Printer
Standard C.T Terminal
EighInch- Floppy Disk
High-.Qirali ty."Frinter
Sil-II. w-JExtension Set
.
Spares
.Secure ' Eax ~i!e3 Quality)
Secure Fax -(High Quality)
Inflation Factor --FYS3/FY82 (7.9%)
FY-19S r_ through. FY-I98
13 each Fiscal Year Standard CRT a 1
TerricT
(irtfIa -t- _i-o-n Facto,. Each Year 7.92,
)
 *64 Approved FA ~' Q LIA-RDP84B0089OR000400040024-6