DIRECTORATE OF ADMINISTRATION KEY ISSUES

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP85-00988R000100020007-3
• Release Decision: RIPPUB
• Original Classification: S
• Document Page Count: 7
• Document Creation Date: December 16, 2016
• Document Release Date: July 13, 2005
• Sequence Number: 7
• Content Type: REPORT

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DIRECTORATE OF ADMINISTRATION
+ Increased Statutory Requirements
+ Uncontrollable Costs for Services Received
from Other Agencies
+ Growth and Control. of Computer Requirements
+ Participation in Counterterrorism Programs
+ Single Transportation Allotment
1. Increased Statutory Requirements
Over the last two years, several statutory requirements have been levied on
all Government agencies. The Freedom of Information (FOIA), Privacy and Fair Labor
Standards Acts (FLSA) have had a tremendous impact on resources available to the CIA
and the Directorate of Administration. During Fiscal Year 1976, personnel from all
Offices have been diverted from the fulfillment of their basic mission to respond to
the workload generated by these laws, but the Offices of Finance (OF), Joint Computer
Support (OJCS), Personnel (OP), and Security (OS) have been especially hard pressed.
Work on the implementation of the Fair Labor Standards Act has drawn heavily on the
resources of OF, OJCS, and OP. The intricacies of this law required many man-days of
system development to create reporting techniques and programs that would allow
adaptation of FLSA to the Agency payroll system. Varying interpretations and rulings
on the intent of this Act are still causing changes in Agency policy and payrt; '; sys-
tems.
The Freedom of Information and Privacy Acts co t'nue to be a burden for the
Directorate in general and OS in particular. As anv as S personnel at a time have 25X1
been detailed to information release activity. There is no evidence tat Congress
will make any drastic changes in the requirements levied by these laws, nor has there
been identified any recognizable means for accurately forecasting long-range work
variations. The activity and the volume of the work that the FOIA and Privacy Act
generate is dependent upon outside influences, including the Congress and the public.
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2. Uncontrollable Costs for Services Received from Other Agencies
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The General Services Administration (GSA) Standard Level User ?Wges (SLUG)
continue to escalate. Agency acquisition of the is expected
to complicate th fun d J -P I, in FY 1978, whe wl e an es ima d 30 er-
25X1 cenfi inrypas to not includin a4 _ charges.
3. Growth and Control of Computer Requirements
In mid-1974 the Comptroller's Information Processing Staff was abolished and
certain functions concerned with the review and approval of proposals for acquiring
ADP equipment and services were transferred to OJCS without commensurate resources.
Headquarters Regulation 7-2 describes procedures for review and approval of ADP pro-
posals, but without the resources to carry out this function, OJCS believes the control
to be superficial and the review and a royal mechanism of questio~~able effectiveness.
As a remedy, OJCS suggests a staf o would have greater in- 25X1
volvement in the earl gases of ADP TD) annin in gency components. They also seek
authority or in ing decisions. It is apparent that a review by senior management is
needed to improve this control over ADP and the resources allocated to this function.
4. Participation in Counterterrorism Programs
"The people who killed Richard Welch on 23 December 1975 in front of his home
in Athens belong to a not-too-exclusive and ever growing club. They go by the name of
'terrorists.' Terror is their game. Terror is their product. And they have been
moving their product at an awesome rate."1
The Offices of Medical Services (OMS), Security and Training (OTR) have all
been tasked with supporting the counterterrorism Program without any significant
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increase in resources. There is no question that this is a program vital not only to
the CIA, but also to the U. S. Government and other governments worldwide, so we
raise another question: shoal forthco;ninc with the resources to sup-
port e count rr~rrer;Gm nrngr- m? It is doubtful that t e present level of support
can continue into FY 1977 and FY 1978 without some relief. Behavioral science support
of counterterrorism activities is being provided by the Office of Medical Services.
The Office of Security has instituted the Personnel Protection Program. Experienced
officers were drawn from all Office of Security componen s; an intensive training pro-
25X1 gram was conducted and by 30 June 1976, 4gency overseas installations will have
been visited. Every family at each ins a ation will be individually provided guidance
on means to enhance their own safety. The thrust of the program is to assist the
individual employee on a personal basis and to visibly extend the Agency's care and
25X1 concern to both his family and his home.
In support of the counterterrorism program, OTR has developed th
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training course, part of which is the very popular
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nurse. Like others,, however, this program sometimes suffers from lac o resources.
With the increased emphasis on personal protection for Agency employees.
this effort
,
must be maintained.
5. Single Transportation Allotment
25X1 The Office of Logistics has rogrammed in the FY 1977 Congressional
.Budget for the Agency Transportation Allotment. This is below both th llion
25X1 that they. requested and the allotted OL in FY 6. It is doubtful, with
the trend of escalating transportation costs resulting from general inflation as well
as rising fuel costs, that-any reduction in transportation costs will occur. Logistics'
~L only affirmative course of action is counseling users to better plan their requirements,
thus negating the need for premium transportation. Without supplemental funding, OL
will be tlnabLe to completely cover this account.
25X1 1 Personnel Protection Program, DDA Exchange, April 1976.
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MAJOR ACCOMPLISHMENTS AND SIGNIFICANT PROBLEMS
1. Major Accomplishments
Despite erratic performance I Ithe Office of 25X1
Communications (OC) has managed to maintain continuit of service between Headquarters 25X1
25X1 and overseas stations. Major programs such as operation of the Message Net-
work, Data Communications and Unclassified Telephones have proceeded well. The President,
the Secretary of State and other high-rank:i.ng Government officers continuo to receive
I Isupport during their travels. The Offices of Finance (OF) and Joint Com-
p
p t (OJCS) have com
leted the design coordination and begun user acceptance
testing of the new General Accounting System which i ~ reputed to be among t e most
advanced account sys tod y. Another notable event for OJCS was
the installation in December 1975 of its first IBM 370-168 computer and the conversion
of interactive users to this system.
During the first half of FY 1976, the Office of Logistics (OL) provided major
support to the special, The quality of25Xq support
rendered was so outstanding in terms o time iness and professionalism that a written
commendation was received from the area division concerned and verbal commendations Were
received indirectly from the Secretary of State and President of the United States. As
a result of the Presidential Executive Order of 19 February 1976, OL was tasked with
finding alternative office space for the DCI, the Committee on Foreign Intelligence and
the Intelligence Community Staff. Through some exceptional efforts, acceptable space
was located at and OL25X1pushing as
quickly as possible toward occupancy.
The Office of Medical Services (OMS) has standardized and implemented the
Multiphasic Testing/Periodic Health Examination (,NIPT/PHE) program Which allows OMS to
evaluate and examine all Headquarters employees on a two-year cycle. The OMS Xero-
mammography program, initiated as a test program in March 1975 and limited to dependent
wives rocessing for overseas, is now available to all Agency employees. Through April
25X1 1976; employees and dependents have availed themselves of the procedure. In
sligh y over ten percent of these tests, significant pathology has been found.
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During FY 1976, the Office of Personnel (OP), implemented the single ceiling
concept in personnel reporting. In addition, OP completed development and application
of a systems model for computer use to project age and grade distribution. The Annual
Personnel Plan (APP) succeeded in focusing the attention of management on the rating
creep in fitness reports; man s h-career gtou ~c are issu ng guidance to correct this
situat~an.
The Office of Security (OS) achieved significant success in safety planning by
establishing a Safety Officer in each Agency component at each major level of manage-
ment. With this goal realized, the OS Safety Branch was then able to devote its
attention to the management and technical advisory aspects of the Agency's safety pro-
gram. Very important achievements of the OS Technical Security Division programs were
the detection of two hostile audio devices and the revitalization and expansion of the
In-Place Monitoring System, so vitally necessary in the protection of our overseas
installations.
The Office of Training (OTR) has responded to the demand for increased training
by adding new courses in all training units. The Functional Training Division has
developed new "core" and elective management and administrative courses and has increased
the number of information science course runnings. Other OTR components have devised
new or better programs, and all of the new courses are part of the curriculum developed
through OTR's planning system. The planning approach has led to better use of training
resources in the face of increased training requirements--student days were up 33 per-
-cent during the first eight months of FY 1976 over the same period in FY 1975.
From the Directorate standpoint we must recall the climate of FY 1976 and the
challenges presented to the Agency. A tremendous effort was required from many people
in many Offices to accommodate the Congressional Committees investigating the Agency.
As these requirements were completed, a feeling of success developed as we realized that
the demands, which were almost always sudden and always urgent, were satisfied without
infringing on the basic missions of the Directorate--a great tribute to the willingness
of our people to extend themselves again and again to accomplish not only the routine,
but also the extraordinary. When one considers that on top of the Congressional investi-
gations was overlaid the Freedom of Information and Privacy Act workload, it seems re-
markable that the Agency was able to attend to its basic mission at all.
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2. Significant Problems
Major problems encountered by the Office of Communications dur FY 1976 were
a personpPi s orjage due to the retirement at the and o pi975 of man # nior and mid-
leve OC managers and employees and a significant shortfall in funds. ~lajar recruiting
efforts by OC were no as successful as desired and have left the Office in a position
F of stretching manower. The OC shortfall is an unfunded re uirement
Not only has the move to thel resulted i2.5X1$28S thousand
unprogrammed cost for terminals and remote job processing equipment for the Office of
Joint Computer Support (OJCS), but it also requires taking six people from the already
overburdened Operations Division to staff the remote equipment. This is but one
example of the many demands placed on OJCS. The constantly rising demands for new com-
puter applications from every part of the Agency is seriously straining OJCS resources.
Successful applications generate new requests for additional facilities so that the
demand pyramids in logarithmic fashion. Requests for additional resource allocations
to handle these demands are a problem for higher management which, because of the times,
is trying to hold to existing levels or reduce personnel and other costs. Without
additional resources or an effective management mechanism for controlling input to OJCS,
the predictable result is customer dissatisfaction with the level of computer support.
25X1 The move of several more Office of Personnel components is likely
to have a negative effect on improvements accomplished over the last two years in the
Professional Staffing Branch of the Staff Personnel Division. The move will require the
revamping of the Skills Bank concept and only time will tell what effect the move will
have on efforts to reduce the applicant review and processing period. The time involved
in transporting applicant files between the various buildings will, by itself, assume
major importance.
In summary, there are several issues which have created shortages in Directorate
of Administration personnel and dollar resources during FY 1976 and portend the same for
FY 1977 and FY 1978.
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Manpower resources needed to meet personnel staffing requirements for pro-
fessionals in a rotational cycle, training for professional positions and providing TDY
support to overseas stations continues to stretch personnel resources to the limit,
especially in the Office of Finance, Logistics, Medical Services and Security. Lack
of positions to support these activities has a definite, detrimental impact on effective
career and Office management.
As outlined earlier, terrorism and increasing demands on computer applications
are also eating heavily into personnel resources. On a Directorate-wide basis, the
f reduction in both Headquarters and overseas positions is creating a "double-jeopardy"
situp on in which personnel being returned to a sub-career group because of these cuts
end no ositzons available. ut ac s in overseas, uniformed medical personne are
affecting OM'MS which 1s osing overseas positions, losing viable cover status for its
personnel and, because of military withdrawals, is being relied on more i- re to
25X1 respond to overseas medical requests on a TDY basis--a time, personnel an ,dollar-
b t
' --
h
to t
e
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Shorty es in funding have created difficulties for all DD/A Offices,
charges have been and will
b tEe greatest problems. In addition to the di iculty o unding
costs, OC has not included at this time any amount they must contribute for prove ing
communications for the DCI and ICS move to the Problems
anticipated by OL in funding the move are cre by the FY
1977 estimates which do not include site preparation tunds or anticipate C increases
due to the occupancy of the new building.
25 1 The physical plant I u s beginning to age and we can foresee considerable
maintenance and refurbishing expenditures in the future as well as some replacement
expenses for boilers, storm drains, roads and obsolete equipment. The Transportation
Account in OL is another item that is underfunded in FY 1977 and is conservatively bud-
geted in FY 1978.
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