NOTES ON THE LOGISTICS PLANNING CONFERENCE 30 JULY - 1 AUGUST 1980

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP85-00988R000200030002-6
• Release Decision: RIPPUB
• Original Classification: K
• Document Page Count: 21
• Document Creation Date: December 16, 2016
• Document Release Date: June 23, 2005
• Sequence Number: 2
• Content Type: NOTES

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NOTES
ON
THE LOGISTICS PLANNING CONFERENCE
30 JULY - 1 AUGUST 1980
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1. The purpose of the Logistics Planning Conference
was to discuss long-range (one to five years) plans and goals
and to develop a strategic plan for the Office of Logistics
(OL). The conference began with opening remarks by Mr. McDonald,
the Director of Logistics, stating his views on the OL long-range
plans and goals. The primary points of Mr. McDonald's remarks
are as follows:
a. The Office of Logistics should:
(1) Think quality of service instead of always
thinking quantity.
(2) Think of better ways of doing what we cur-
rently do in such areas as testing and inspection,
packing and crating, and establishing multiple-year
contracts.
(3) Use Annual Work Plans (AWPs) and Management
by Objectives (MBOs) to accomplish our goals.
(4) Implement our plan and goals through the
AWPs and MBOs but keep in mind that objectives are
subject to change and managers shouldn't be embar-
rassed about not meeting objectives over which they
have no control.
(5) Develop a strategic plan that indicates what
we should be doing in the next three to five years
and then articulate the plan for the next six months
to one year. The strategic plan should translate
into AWPs and MBOs for FY-81 and into the Program
Call for FY-83.
b. Overall OL planning should include:
(1) Personnel:
(a) Do we have the right kinds or mix
(talents) of people?
(b) What are future recruitment plans?
(c) What are future training plans?
(d) What are personnel rotation plans?
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(2) Energy:
(a) Each division should look at energy-
saving methods.
(b) How will energy-saving programs affect
"employee inconvenience?"
(3) Methods to improve communication:
(a) Better interoffice communication so
that OL can support its customers' requirements.
(b) Ensure downward communication.
2. After discussing office-wide issues, Mr. McDonald
indicated that the individual divisions should address the
following goals or objectives:
a. Procurement and Supply Divisions:
(1) Phaseout of GSA-unique SCI procurements.
(2) Decrease dependence on GSA.
(3) Try to develop multiple-year contracts
where feasible.
(4) Operate in a "nonbureaucratic" way of
doing business.
(5) Convince customers that we are "on their
side."
(6) Educate the Agency and get out of continual
adversary role.
(7) Respond to customer requirements in a
timely manner.
b. Real Estate and Construction Division:
(1) Develop an energy audit. Follow through
and push GSA in getting more cost-beneficial,
energy-efficient items.
(2) Get "out of bed" with GSA in the operation
and space maintenance of our facilities.
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(3) Plan and document actions taken with or
in lieu of GSA.
(4) Try to gain better insight into other
directorate plans (construction and space require-
ments).
(5) Become more involved in other directorate
construction and space planning.
c. Printing and Photography Division:
(1) Stay on top of the technology in order to
improve overall efficiency.
(2) Automate in more areas.
(3) Get the proper mix of people and train
them to operate and utilize the automated equipment.
(4) Become more aggressive toward responsibili-
ties and technical approvals for electronic printers.
(5) Evaluate the necessity for personnel with
data processing expertise. Is there a need for
more ODP careerists or should individuals in OL be
trained?
d. Logistics Services Division:
(1) Define a better method to handle the decision-
making process for space allocation.
(2) Get a better handle on major space renovations
and construction.
(3) Define the impact of the proposed electronic
mail system. What will be the impact on the Mail and
Courier Branch and the pneumatic tube system?
3. After Mr. McDonaldfs comments, ]gave a few of
his thoughts on the planning process an what should be accom-
plished. He indicated that the planning process should give
everyone a better understanding of what the divisions and staffs
would like to accomplish. He also indicated that, in terms of
resource impact, the situation will probably get worse and not
better, and that we should make planning decisions as an office
as a whole.
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4. The following comments were discussed by the group
after the opening remarks:
a. OL needs to face up to the personnel resource
problem as it pertains to morale and training. The
only way we can "do more with less" is to be better
trained.
b. OL should be more aggressive and advertise its
capabilities and accomplishments.
c. Before we respond to new requirements, we must
give consideration to the impact on our personnel resources.
d. We should put more emphasis on recruitment and
training of personnel resources that will help us meet
our goals.
e. Develop a plan describing our current structure
and responsibilities and the direction we are moving in
the future.
f. Improve our Personnel Development Plan so we
have the resources to respond to future requirements.
5. Following the opening session, each division and
staff chief gave a presentation on his component's current status
and future plans. There was open discussion among the attendees
during all the presentations. The following comments or points STAT
of discussion were addressed during these presentations:
a. Plans and Programs Staff (P&PS) -
(1) gave an overview of previous
planning in OL and then went on to say that the cur-
rent planning should be a "commitment to action and
courses of action." He went on to say that planning
should cause change, but we must know exactly what
change we want. Planning is necessary and should be
integrative, with consideration given to OL as a whole
rather than to specific divisions. It should be flex-
ible, creative, and dynamic, and must not degenerate.
(2) The following considerations should be addressed
in the OL plan:
(a) Should the plan be five years and less
or five years and more?
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(b) Should planning be from bottom up or
top down?
(c) Should planning be management or foreign
policy oriented?
(d) Should planning be functional/specific
versus general?
(e) The common theme throughout the plan
should be increases in professionalism, response,
productivity, and efficiency to counteract reduced
resources.
(3) Because OL is a support activity, it is
difficult to plan for over five years. Present plan-
ning is bottom up, management oriented, and functional
general. OL is a more diverse office when compared
to other offices such as Communications and Data Proces-
sing, which are monolithic. Our primary objective is
to provide maximum support with the minimum amount of
resources. In order to meet this objective, we must
develop measurements and standards of productivity.
Anything you can't measure, you can't control. The
Logistics Integrated Management System (LIMS) will be
a Logistics-wide system that can be used to develop
standards and provide measurements of service.
(4) There are two types of objectives with which
OL deals. One type is the strategic, and the other is
current interest. The MBOs, AWPs, and budget all have
to be linked together in long-range planning.
(5) In the draft OL strategic plan, sections one
and two are vehicles to get to section three. Section
three is the working portion of the strategic plan and
should contain the divisions and staffs' major objec-
tives. Every MBO and AWP should be linked to section
three of the strategic plan. The detailed information
of the objective should be contained in the MBO.
b. Procurement Division (PD) -
(1) I gave a current overview of his
division which indicates that there is an increased
requirement for procurement services in both contract
actions and dollars spent. He indicated that the
trend is for more programmatic acquisitions similar
to the Office of Communications (OC) life cycle system.
One of the major PD problem areas is personnel. These
problems include:
STAT
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(a) Rapid turnover:
- 100 percent in one branch.
- One out of seven in another branch.
(b) Keeping a balance of trained personnel
in PD and the contracting teams.
(c) Meeting new requirements for contracting
personnel in the Agency:
- Hire from outside instead of moving
people from PD to satisfy requirements?
(d) Trying to identify resources to support
programs at the earliest possible time.
(e) Keeping people moving in an orderly
fashion through the PD training profile.
(2) Procurement Division goals for the coming
years are as follows:
(a) Plan at least three years in advance.
(b) Become more aggressive with the require-
ments officers.
(c) Develop a Procurement Division Manage-
ment Information System (PD/MIS). This MIS will
acquire data from other systems from the Office
of Finance and Logistics. It will be a subset
of LIMS. Information from the PD/MIS will be
useful to Supply Division and RECD as well as
to PD.
(d) Extend Automation in Procurement:
- Increase the usage of word processing
for contracts, cover letters, and executive
summaries.
- Use electronic mail.
- Automate 2420 activity.
- Interface/utilize Army PADS System.
(e) Develop Acquisition Procedural Tools:
- Standardize Statements of Work to make
acquisition people more professional and con-
sistent in their operations.
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- Combine service contracts where
possible.
- Develop procedure manuals specifica-
tions.
(f) Establish Training and Rotational Con-
tracts:
- What do people need in terms of attri-
butes and training in order to be promoted?
- Develop a consistent policy on train-
ing and rotational assignments.
(g) Reassess Organizational Structure:
- Location or organization of procure-
ment structure.
- Legality issues of procurement pro-
cedures.
- Contracting officers have to have
guidance as to their responsibilities.
- Have senior management continue to
validate requirements.
(3) Some of the problems facing PD at the present
time and in the future are:
(a) Having positions to meet new require-
ments from other components.
(b) Not being made aware of new require-
ments being developed or existing requirements
being canceled.
(c) Not getting a fair share of recruitment.
c. Procurement Management Staff (PMS) -
(1) Procurement Management Staff (PMS) has
several concerns, plans, and/or problems when trying
to develop a long-range plan. These various items
are as follows:
(a) Automation:
- CONIF:
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Do we maintain and improve it?
Will it be a subsystem of LIMS?
Do we make it compatible with the
FIAS?
Boiler Plate Information:
Currently done manually.
Drain on resources.
Large volume project.
Do we automate it?
(b) Procurement Organization:
- Organize for the 80s.
Options:
? Office of Procurement to include:
Industrial Security
Audit Staff
Legal Staff
(This would put Procurement on
compatibility with line organization.)
? Leave the organization as is but
move PMS and ACRB to higher level
in the organization.
Status quo.
(If proposed rules of Commission
on Government Procurement are adop-
ted, the Agency could be legislated
to put Procurement at another level.)
(c) Develop professionalism among Procure-
ment Officers:
- Develop a certification program for
Procurement Officers.
(d) Implementation of Security Policy in
contracts:
- New security requirements should be
coordinated with contract officers.
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- Problems with APEX.
- No third party privity of contracts.
(e) Confusing Policy Signals:
- Modifying reporting requirements.
- Different opinions from OGC.
(f) Legal Issues:
- Compliance with Federal laws.
- Minority contracts.
- Write a coherent procurement policy
for DDA approval.
(2) The problem of OL not receiving information
on Agency advance planning was discussed. It was
felt that if the OL was to do an effective job, it
must have access to advance planning. In order to
have an effective advance planning process, what
actions need to be taken?
(a) Can we get the necessary information
from a Comptroller Group?
(b) At what point in time should an integrated
logistics process be brought into the programs?
(c) Can we convince Agency managers that
they will benefit from providing OL with advance
planning information?
(d) Can OL be part of the project approval
process?
(e) The DDA should get involved at the
highest level of the large project advance
planning and be more aggressive.
(f) There is a need for an Integrated
Logistics System (ILS) or support annex approach
in order to support large programs. For this
type of support, OL would have to have knowledge of:
- Large procurements.
- Duration and dollar levels of programs.
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- Space and utilities requirements of
programs so they can be included in OL Pro-
gram Calls.
- Extent of programs in order to identify
people for Integrated Logistics System types
of planning.
(g) Does OL need to be restructured to meet
current and future'requirements?
- Institute a new study to look into
reorganization. The study could look at
combining some functions in Supply and Pro-
curement. Should Procurement be elevated to
an office level?
d. Printing and Photography Division (PEjPD) - ~ I STAT
(1) indicated that PEPD was making
long-range plans to become more efficient and to "do more
with fewer people." The following is a list of items in
which P&PD will be involved in the near future and long
range:
(a) Plan and identify areas where P&PD
can improve service to all components.
(b) Automation - Get into direct printing,
automation of address labels and dissemination,
automation of graphics production.
(c) Keep abreast of all technology changes
and try to incorporate a total systems concept
into printing and photography.
(d) Train and rotate personnel for better
manpower utilization.
(e) Plan for major organizational changes.
Combine current printing operations into Prepress,
Press, and Finishing operations.
(f) Plan and implement better materiel
utilization and acquisition.
(g) Plan better space utilization. Pursue
renovating 10,000 square feet of unused space
under PEiP Building.
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(h) Get a better handle on job tracking,
job costing, productivity, work standards,
budget data, personnel costs, equipment
utilization, and materiel waste through the
P&PD Management Information System (MTS).
This information will provide for better
management and more efficient operation.
(i) Provide more training for automated
systems and ensure that training meets the
needs of the division.
(j) Provide training positions to ensure
that personnel have the time to be properly
trained.
(k) Be more aggressive and promote the
division and OL.
(1) Study the feasibility of providing
in-house maintenance for P&PD ETECS system and
for Agency-owned copiers.
(2) One problem is the fact that there is no
Agency incentive for becoming more efficient. If
you cut positions, you do not derive any benefit
such as the dollar equivalent of the salaries saved
for the purchase of new equipment. There should be
some incentive for Agency managers to operate their
component more efficiently.
e. Real Estate and Construction Division (RECD)
(1) The nature of RECD is to accomplish its work
through other organizations such as GSA. RECD capital
expenditures have declined from STAT
FY-77 to 30 Y-81. The division STAT
is currently understaffed an morale is low because of
the lack of GSA response to projects. By RECD doing
more work themselves, morale problems may be resolved.
The items that will affect RECD long-range planning are
as follows:
(a) Real estate leasing authority for up to
5,000 square feet:
- Delegation of authority from GSA.
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- Decentralization effort in GSA to
push. responsibilities to the Agency..
RECD goal is to take over responsi-
bilities from GSA.
b Total leasing authority for
(c) Planning and implementation of new
authorities:
STAT
More market surveys.
Lease negotiations.
- Require more training.
Lease law.
Property appraisal.
(d) Workload will increase with new authorities;
- Reallocate manpower.
- Better use of automation to keep
track of services and rents.
- More travel (larger budget).
-. Develop new procedures and processes
(HRts) for building leases.
(e) Influence the establishment of Agency
policy on acquisition and utilization of space.
(f) Consolidation of the Agency on the
Headquarters compound:
Measure of efficiency..
- Office backing in the Agency.
Establish Building Planning Staff.
- Decide whether we need a new building
or should continue in the leasing mode.
(g) Continue to enhance the utilities
support program:
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Upgrade and enhance.
- Expand computer preventive
maintenance facilities.
- Provide a new power vault for
Headquarters.
(h) Influence the establishment of Agency
policy to design, maintain, acquire, and operate
Agency facilities.
(i) Identify and make projections of
facilities related projects and general facility
support that can not be done by GSA in a timely
fashion.
(j) Lack of responsiveness of GSA;
Develop a joint RECD/LSD study that
would answer whether or not we really want
all of GSA's responsibility and what the
cutoff point to GSA service is.
- Control or redefine what is or is
not an operational requirement.
- Do we want to restrict ourselves to
what is uniquely important to us?
- What is the cost of doing GSA's work?
(positions and money).
Should we get rid of SLUC?
(k) Establish proactive traveling teams
(worldwide) to determine logistical support
requirements.
(1) Conduct review of other components
engineering function.
(m) Establish new ASE staff to respond to
projects needing timely support. (Key staff
papers, Exceptions Tasking Staff).
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(n) Work toward establishing a direct
interface between OL staff chiefs on projects
that cross divisional lines.
(o) Continue to monitor, test, develop, and/
or recommend more efficient energy systems:
One such project is the heat
output from the computers to heat the building
at NPIC.
Chilled water loop to better serve
small areas of the Headquarters building.
f. Supply Division (SD) -1
I STAT
Cl) outlined the following major
factors w i impac on Supply Division (SD) long-
range plannng;
(a P
been
ersonnel:
Twelve new positions that SD has
required to fill outside of OL.
Three more positions to be filled.
- Five people concurrently out on
Loss of Professionals.
- Should OL open slots to MG careerists?
Open OL slots to GS-07/09 vacancy
notices.
Developed 17 paraprofessional
positions. (.These positions do not close
off access to professional positions.)
- Have to have the personnel resources
to respond to operational requirements.
(b) Training:
- Establish training to certify
people as accountable officers..
-. Cross train personnel at
STAT
STAT
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- SD takes six new EOD's each year and
does not slot them for six months. Instead,
they cross train them in the various SD
branches.
(c) Change the CMR:
Conform to the paperless office/station.
Become more dependent on LIMS.
(d) Changes in Overseas Operational Support,
STAT
(e)
- Should it expand?
- Should we support
STAT
Can we support additional requirements
without getting additional personnel resources?
Should we provide direct support of STAT
(f) Operational Support:
- Reorganize OSB., Covert Procurement,
and Safe House (all need to coordinate more
closely).
Should the three functions mentioned
above be joined under one operational control?
Should this control be OSB or P&PS?
(g) Direct deliveries with no testing and
inspection:
STAT
STAT
(No feedback thus far).
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(h) Federal Automated Requisition System
(FARS )
In operation in late 1980.
Permit tracking and follow-up on
requisitions.
(i) Enhancement of Inventory Control System
(ICS) :
Enhancements are necessary because the
Logistics Integrated Management System (LTMS)
is three four years away.
(j) Vendor Payment;
- Currently providing direct distribution
of appropriate paperwork to Finance for
vendor payments. This has cut five - six STAT
days out of payment time.
g. Logistics Services Division (LSD)
(1) I Isaid that LSD's primary function is
to provide service to the Agency. This service is
provided in response to others who do not do planning.
The following are the problems that LSD is currently
encountering in order to provide service to the Agency.
(a) Employee Frustration:
When doing more with less, quality
suffers.
(b) Personnel Problems:
- Shortage of couriers (30 - 35 percent
turnover rate).
Morale problems.
(c) LSD doesn't control assets of what they
are responsible for:
- Subject to dealing with GSA.
(2) Future planning for LSD will incorporate the
following items:
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(a) Automation:
- Mail and Courier Branch.
- Motor Pool..
Building Services Branch.
(b) Vanpooling:
Promote and support of vanpool program.
Keep abreast of area activities in
vanpools.
Paid parking may force vanpool issue.
(c) Leasing vehicles from GSA;
Improves security, cover, and
maintenance.
Better control and responsiveness.
(d) Conversion of Agency vehicles to Gasahol;
- Will be completed with new vehicle
turnover.
- Diesel buses are an exception.
- Conversion is on schedule.
(e) Using waste paper to heat steam boilers.
(f) Support for
Taxing of resources.
Support will include:
o Furniture
o Supply Room
o Shuttle Service
o Snack Bar
o Courier Service
o Signs
STAT
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(g).
Second phase of SAFE Project:
- Renovation of 9,000 square feet.
Repeat of the first phase of SAFE.
- Holdout of components scheduled to
move out of Headquarters.
(h) Safe replacement program:
LSD has stocks and procedures to
arrange for Mosler safes to stay behind.
- No response back from components or
Security on Safe replacement program.
(i) Interface with LIMS.
(j) Electronic Mail System:
How will electronic mail impact Mail
and Courier Branch? STAT
h. Personnel and Training Staff (PETS) -
(1) gave an overview of personnel
factors to be considered in long-range planning.
Those factors are listed below:
(a) Divisions and staffs should have a proper
mix of junior versus experienced personnel and a
proper supervisor/technician mix.
(b) Training;
Tie training in with job qualifications.
Pattern and analysis of training will
be reviewed in terms of EEO.
Training appears to be OK at upper
levels but is lacking at lower and middle levels.
(c) Must meet Agency EEO goals.
(d) More difficult to come up with personnel
solutions to requirement problems.
(2) There are several constraints in personnel
planning. These constraints include the following:
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(a). Increasing ceiling but no slots to go
with people.
(b) Problems with present personnel
recruitment and hiring system.
(c) Present applicant priority list:
Components had no input.
Task force making decisions.
(3) Possible solutions to some of the OL
personnel problems include the following:
(a) Reorganization within the divisions and
staffs.
(b) Reapportion of positions between
divisions and staffs.
(c) Do more planning of personnel require-
ments when designing new systems and programs.
(d) Give greater attention to training plans.
(e) Define Office and EEO requirements.
(f) Deal with the imbalance between officers
and clericals.
(g) OL should consider a letter to office
directors asking for future logistics requirements
to facilitate better personnel planning.
(h) Consider personnel as a resource.
At the conclusion of the OL Planning Conference
,
from the DDA Management Staff gave a presentation on
the DDA long-range planning process.
7. began her presentation by discussing first
the Agency planning process and then the DDA planning process.
The Agency planning process started with a DDS&T recommendation
to the DCI. This was reinforced by the Senate Select Committee
and by the Comptroller because he had no guidelines. The
Executive Committee (EXCOM) asked for a guidance document to
see if there were gaps in the plan. There is an Agency advanced
planning committee for discussing long-range planning. The
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committee appears to be further along in the planning process
than the other directorates. DDA is ahead of DDS&T and DDO.
Planning in NFAC and DDO is 1800 off. The differences are in
what foreign policy issues should be addressed. If there is a
detailed analytical program, it is at the directorate level.
In July, the planning committee tried to synthesize 56 planning
issues to present to the EXCOM. These were foreign policy and
management issues that EXCOM can deal with. The EXCOM is to
meet on 13 August to discuss the issues and decide future
direction. They are to publish a guidance document in
November. They will then develop a long-range plan and tie
it into the FY-83 budget.
8. The DDA started earlier than the Agency on a strategic
plan. Those items from the office level and the DDA level
will feed the Agency plan. There will be more meaningful MBO's
in the DDA. These MBO's will consist of strategic, operation,
and conversation objectives. There will be a plan developed
to evaluate objectives which will describe how the objective
was satisfied and if it was finished, what did it accomplish.
Objectives should be integrated into the budget and offices
should be more firm on budget requirements. There will be
an October meeting with DDA planning officers to discuss long-
range planning. There needs to be decisions on how we select,
report on, and evaluate objectives. DDA planning and objectives
will feed the Agency process only when required.
9. There is a commonality of all the planning issues. The
common thread presently is information handling. The DDA is
in the middle of the Agency planning process. Planning the
first year will be hard. The 83 programs are really what we are
doing with the long-range plans.
Approved For Release 2005/07/12 : CIA-RDP85-00988R000200030002-6
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