LOGISTICS PLANNING CONFERENCE

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP85-00988R000100040024-2
• Release Decision: RIPPUB
• Original Classification: K
• Document Page Count: 14
• Document Creation Date: December 16, 2016
• Document Release Date: September 12, 1998
• Sequence Number: 24
• Content Type: MIN

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1. The purpose of this year's Logistics Planning Conference was
to discuss the following four topics:
a. OL's Strategic Plan
b. Possible Rotation at the Division and Staff chief level
c. Management of Marginal Employees
d. OL Organizational Structure.
2. Mr. McDonald, Director of Logistics, opened the meeting with
the following remarks:
a. During a recent meeting with the DDA, the DDA advised that
overall he was very pleased with OL.
b. The DDA now has a good appreciation for the degree of
difficulty, operationally, in the OL and the diversity involved.
c. The DDA feels OL is responsive to the Agency needs.
d. Mr. McDonald then gave a short recap (examples) of the
past year that outlined the diversity, responsiveness and difficulty
in OL's operation -
(1) P&PD - Management Information System (MIS) online
- Computer Output Microfilm (COM) data link
(2) SD
(3) EO
- Support Flights
- Covert Activity (CA)Task Group
(5) LSD - Space/moves
- NFAC Reorganization
(6) PD - ADP and Covert Procurements
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(8) P&TS - Close to Table of Organization (TO) Strength
The first time in a while.
- Support to the Panels
(9) P&PS - Strategic Plan
- Logistics Integrated Management System (LIMS)
- Claims
- Educational Program
- IG Study
(10) PMS - Security in/with Today's Technology
e. Things to come (some examples); programs and problems
facing OL -
(1) PD - Need to improve responsiveness in areas,
e.g., GP, covert
(2) LSD - Overcome budget cuts
(e.g., furniture, carpet)
- Future renovations and moves
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(3) RECD - Furniture - do more, improve service by
performing task normally provided by
GSA, e.g. INPIC
(4) BPS
- 10-Year Plan
- Budget
(5) EO & Task Group - Increase in CA, especially in the NE
and LA areas
f. Mr. McDonaldbgave a brief overview on the Executive
Summary covering the new (current) Personnel System -
(1) Overall, Managers feel/believe new system is a great
improvement over previous system.
(2) Managers believe that no changes should take place
now. (Wait and look!)
(3) Some areas of concern within the system:
time spent on evaluations of certain levels,
e.g., junior officers, non-professional (GS-9 and
below), secretaries;
flexibility of promotion schedule;
flexibility of career boards;
some rating categories are causing confusion (e.g.,
potential).
g. Discussion was held on C/P&PD's suggestion to consider
holding a regular meeting for all Division and Staff Chiefs with front
office personnel to discuss areas of mutual interest. The Deputy
Director of Logistics will look into it and advise.
25X1
3. Chief, P&PD, OL, presented an overview on where P&PD is headed in the
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a. Mass data storage
(1) Microfilm/fiche process about at its peak now
(2) Presently Photo Branch is spending 50 percent of
its labor on micrographics
(3) State-of-the-Art for mass data storage is video disc.
Pros - Moves data faster
- Uses present video equipment
- 100,000 page per disc
- has color
- random access
- sound available
Cons - cost is high
- color quality
(4) P&PD future - computer/equipment to replace time
consuming manual labor, e.g., MIS now in P&PD
which will project office needs, monitor budget,
schedule devliveries, and help cut storage requirement.
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4. Strategic Plan
a. Prior to discussing this year's strategic plan, C/P&PS gave
a brief overview of a planning tool created for RECD.
(1) Purpose: Develop a conceptual tool for RECD which
outlines present to future requirements and
resources.
(2) A pie chart was used because it lends itself to
tracking requirements.
Q.,rl~`~~~e n
(3) RECD chart showedvresources (human), present tasking,
future tasking, and future resources required.
(4) Chart also establishes a solid history.
b. C/P&PS advised that because of late guidance from the DDA
OL's approach to the Strategic Plan had changed.
C. DDA guidance (outline):
(1) Short 5 year plan outlining OL goals and objectives
to reach those goals;
(2) OL goals should support the DDA goals;
(3) Goals and objectives should be flexible;
(4) Strategic Plan should interface with Agency
programs/budget.
d. C/P&PS added the following thoughts on the DDA guidance:
(1) OL wi 11 __~. '.~ submit 9 goals (each Division/Staff is
not necessarily required to submit 9 goals);
(2) DDA is taking the MBO (Milestone) approach to monitor
the Strategic Plan;
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(3) Personnel, Training, and Security weigh heavily in the
DDA goals.
e. Goal I - Create a proper work environment, effective
career development and career management, and a realistic successive plan
for senior management. This should be flexible enough to change as
Agency needs change and incorporate Training, EEO, and affirmative
action programs.
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Nope (1) Question: What are we doing now?
e.g., Rap sessions
Quarterly Log meetings
Newsletters
Staff notes
Log conferences
Log orientation
Training - internal, external
self help (LSD is an example)
EEO/Affirmative Action - tracking SOT regarding
minorities' grades
- OL 5-year goal for
women, minorities
- women working group
(2) What could we do?
- Follow LSD's lead and expand the self-help training
with computers;
- Redirect our training to needs, i.e. ADP training
is lacking;
- Improve quantity and quality of training;
- Increase TO to handle a Large Development
Complement (this will allow OL the flexibility to
adjust to changing needs);
- Tie recruitment, training, budget, career
development together.
OL Goal
Training - improve quality and quantity (look at new
training and needs).
Development Complement - to be reviewed as a means of increasing TO.
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f. Goal II - Improve security and rekindle Esprit de Corps
(1) How?
- good communications
- visibility to the workers
- annual security briefings for OL Employees
(how? where?)
OL Goal
Review the feasibility of annual security briefing
Improve Esprit de Corps
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g. Goal III - Effective utilization of facilities and plan
for additional needs (health and safety have to be considered).
(1) How?
- RECD/LSD implement 10-year plan
- Improve service to Agency by shifting service
responsibility from GSA to RECD and LSD
- Capital improvements
- Safety improvements
(2) Problem - capital improvements and safety programs
are identified but are never completed because of
budget cuts
OL Goal
Accept some responsibility from GSA on service to facilities
- first consider only special use area for feasibility,
i.e., Powerhouse, South Building complex, ODP.
Establish joint budget with Safety Staff for safety and
capital improvement.
h. Goal IV - Streamline records, reduce waste
Implement R&SB's records audit
P&PD's study on waste
(a) reruns, why?
(b) paper waste
i. Goal V - Support unanticipated demands, requirements
(1) Considerations - now 78 percent of budget is for
personnel services
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(2) Check - Supply has a paper on supporting surges in the
covert activities area
. Goal VI - Recapitalization, exploit "state-of-the-art"
LIMS
Supply recapitalization
Utility study
k. Goal VII - Establish disaster/emergency planning
DDA group already studying plan
OL will approach as a subgroup to DDA study
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1. Goal VIII - Provide services in a prompt and efficient
manner
LIMS
people - cross training
people - quality/quantity
facilities OL VS GSA to provide services
new support - e.g., Procurement team to DDO; RECD
m. Goal IX - Eliminate duplications
Review possible duplication between COM & RECD
engineering
Review printing services provided and by whom
More cross brieffings similar to the one held
with NSA
5. Management of Marginal Employees -
a. Question - What is OL's policy on dealing with marginal
employees?
b. Problem - Some marginal employees have over 20 years'
service.
- Personnel records do not reflect the true value
of the individual.
- PARs are inflated (instead of 2/3 ratings there
are 4/5s)
- Live with 5 percent of marginal employees.
- Set standards. (Realistic?)
- Concentrate on identifying marginal employees
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a. D/L announced that before the end of the year there will
be some rotation at the Division/Staff chief level and solicited comments.
b. Pros
Gain a broader experience for the Division/Staff chief
Generate new ideas
With pay cap, we need ways to generate incentives at
that grade level.
Long term - generates a new look into division and
staff.
c. Cons
Specialized expertise may be lost.
Short term - mistakes will be made.
d. Consideration - When rotating, maintain a good mix in the
Division/Staff level management.
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7. Organization
a. DD/L recommended that P&PS proposed Options I & II
should be reviewed and discussed with the following considerations
taken into account.
(1) Today's discussion is not for arriving at a final
solution but to generate ideas for the D/L's
consideration.
(2) OL should not change for the sake of changing.
(3) Options I & II are extremes to generate thought.
(4) Options are not based on in-depth research.
(5) Main thrust of options deal with PD & SD
(acquisition) and RECD & LSD (facilities).
b. Why reorganize?
Improve response to customer needs
Handle increased requirements
c. Present day problems
Response time on high volume low money items
No cross training between PD & SD disciplines
No consolidated acquisition activity
Coordination between functions?
exemplifies that there is not a short term
problem of coordination) io F e_ei,
Two career groups in Procurement (the coordination
of effort between LSD & RECD; another example is
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Handling the increasing requirement from covert
activities
Should OL reorganize now prior to knowing our future
need?
Is reorganization the solution to the problem?
Alternatives? What are they?
LIMS? Effect of?
Does LIMS (or any management tool) drive/require
reorganization?
(Answer: For LIMS, the answer is no for now, but as the
individual modules come up on line some modification
in organized structure may be needed)
e. For now - Explore the feasibility of merging like functions.
First consideration should focus on acquisition flow (i.e. SPB, GP,
IDSB, CPB).
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