OL ACCOMPLISHMENTS IN FY 1983

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP86-00735R000100140004-5
• Release Decision: RIPPUB
• Original Classification: S
• Document Page Count: 12
• Document Creation Date: December 22, 2016
• Document Release Date: June 26, 2008
• Sequence Number: 4
• Publication Date: November 29, 1983
• Content Type: FORM

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ROUTING AND RECORD SHEET
SUBJECT: (optional)
OL Accomplishments in FY 1983
EXTENSION NO.
STA
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Plans and Programs Staff, OL DATE
29 November 1983
TO: (O}Rcer designation, room number, and
building)
DATE
OFFICER'S
COMMENTS (Number each comment to show from whom
RECEIVED
FORWARDED
INITIALS
to whom. Draw a line across column otter each comment.)
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are highlights of significant
OL accomplishments in FY 1983
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Plans and Programs Staff
(Information and Management Support Staff (IMSS))
1. The Information and Management Support Staff has continued
to serve as the focal point in the development of a major
OL initiative--the creation of a Logistics Integrated
Management System (LIMS)--an automated system that will
efficiently serve OL's support mission of acquiring
materiel and services for the entire Agency. The LIMS
accomplishments during FY 83 include: preparation of the
Request for Proposal, review of competitive bids and the
selection of , as the LIMS
development contractor for this multi-million dollar
effort; review of all Logistics Instructions and Supply
Instructions incorporating them into LIMS requirements as
appropriate; numerous reviews and refinements leading to
the completion of the 1,700-page LIMS Detailed System
Requirements Document; a formal review of system require-
ments was conducted by the development contractor and work
began on the System Definition Document. The development
of LIMS has now passed from the system initiation phase to
the definition phase during which
will develop the preliminary design of the new system. The
LIMS project is progressing smoothly and the caliber of
personnel and quality of work demonstrated to date by
gives every indication that LIMS will
be successful in meeting the Office of Logistics stated
objective of being more responsive to its customers' needs.
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2. IMSS, in addition to its active participation in the LIMS
development project, prepared groundwork and plans for
establishing a Data Administration Service (DAS) organiza-
tion. The mission of the DAS function will be to bring the
increasing plethora of OL automated data processing (ADP)
applications within a formal organizational entity that:
exploits computer technologies and capabilities on behalf
of OL information management requirements, invokes quality
assurance practices and principles, provides appropriate
and timely training, and ensures the availability of
ODP-furnished technical support. In addition, the DAS
function will assist in the development of LIMS and facili-
tate its implementation. DAS will also provide a specialized
career track for those OL personnel inclined towards the
ADP discipline. The DAS concept was successfully developed
and accepted by the close of FY 83.
3. The former Systems Analysis Branch, now a subset of DAS
(Technical Group), provided significant technical support
in developing and implementing the GAS Enhancements
project--an Office of Finance initiative that required
alterations to two OL automated systems. Working day and
night, these ODP specialists achieved a 1 October deadline
in bringing these enhancements successfully on-line. Late
in FY 83, the senior ODP specialist assigned to this group
undertook a feasibility study to determine the potential
for using personal computers in the field to automate
logistics records maintenance. This effort uncovered
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promising hardware and software for further experimentation
and development.
Procurement Management Staff
1. The Prompt Payment Act of 1982, PL 97-177, has required
significant changes in CIA contracting and payment proce-
dures during the past fiscal year. During FY 1983, the
procedures established noted sharp improvement in CIA
management of payments to contractors.
2. Increased levels of foreign investment in domestic cor-
porations continues to be a problem for CIA. In FY 1982, a
policy was established that only domestic-source automatic
data processing equipment would be procured. During FY
1983, CIA has expanded this policy to include all contrac-
tors providing supplies and services to the Agency. A
panel has been established which attempts to evaluate
whether foreign ownership, control, or influence exists in
a CIA contractor to an extent that CIA's interests could be
compromised. If such a situation exists, then the Agency
will not contract, except in the most critical situation,
with the contractor.
Supply Division
1. Supply Division personnel performed 2,800 days of TDY
assistance to components outside the Office of Logistics.
These TDYs were conducted both in CONUS and overseas, and
were in direct logistical support of ongoing operations;
receipt, inspection, and certification of ordnance
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materiel; inspection and inventory teams; assistance in
training courses; and developing new capabilities for
covert support. Many hours of overtime were worked by
personnel in the receipt,
issue, packaging, and transportation of materiel in support
of operations.
2. Support of the Latin America Division reached an all-time
high during 1983.
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Procurement Division
1. As a result of the systems analysis study of PD in late
1982, a decision was made to replace CPT and other outdated
word processing equipment with two Wang Alliance systems.
Installation of the Wang systems started in spring of 1983
and was over 90 percent complete by fall, 1983. Although
we experienced considerable growing pains in the transition
to this new automated equipment, it is now clear that this
change has and will continue to increase the efficiency and
productivity of the Procurement Division.
2. PD/ADP branch completed a major procurement of IBM hardware
associated with the SAFE-CAMS and Buffing Center programs.
This procurement was of particular significance in that it
was a,breakthrough in requiring IBM to accept an Alternate
Payment Plan which we estimate will result in savings of
circa 4 million dollars in the procurement of this equip-
ment. Other major actions on the ADP front include: the
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procurement ofl (Wang equipment in
support of CRAFT and other Headquarters requirements, and
the award of a major system development contract for the
Logistics Information Management System (LIMS).
3. PD/P&SCB completed action to consolidate the Office of
Personnel and the Career Training Task Force recruitment
advertising requirements into one master contract.
Procurements for the OC Recapitalization Program and
increases in OTS production contracts represented major
increases in the P&SCB workload.
4. Improved assignment of Procurement actions among PD
branches resulted in better utilization of personnel and
overall increases in productivity. Increased actions
assigned to PD/SPS has allowed transfer of more complex
actions from P&SCB to GPB, thereby increasing ability of
P&SCB to handle R&D contracts from OC, OL, OS, DDO, and
OMS.
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2. Nineteen hundred and eighty-three was the fifth year that
P&PD produced the Intelligence Community's Congressional
Budget Justification Books (CBJBs). This year's volumes
and annexes totaled 3,200 pages, a 12 percent increase over
last year. A total of 1,700 volumes were produced.
3. P&PD responded to a 33 percent increase in intelligence
production in 1983. The 1982 increase of 25 percent was
largely due to increased National Intelligence Estimate
(NIE) activities. However, the 1983 increase is the result
of overall increased intelligence production, especially in
the area of multi-color maps, charts, and graphics.
4. P&PD, in conjunction with the Office of Central Reference,
has converted the CIA/DDI's Biographic Program from
typewritten reproduction to a high-quality typeset product.
Data is captured from word processors via the P&PD ETECS
Center for overnight processing. The current production is
averaging 26 biographies each night.
5. P&PD responded to a 60 percent increase in production
(resource hours used) in 1983 compared to 1982.
Approximately half this increase was due to producing a
larger number of unusual and more complex items (i.e., hard
binding, difficult sizes, special papers, and color
separations) while the other half was due to increased
volume of production requested.
6. P&PD's Design and Presentation Center color slide produc-
tion increased to 6,864 in 1983, compared to 4,920 produced
in 1982. Additionally, 3,477 slides were produced for
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users of the Agency Disspla/Tellagraf graphics software
system.
The production of color photography items (prints, slides,
etc.) continues to increase. There was a 21 percent
increase in 1983 compared to 1982. For the past two years
(1982-83), there has been an overall color photography pro-
duction increase of 143 percent.
Logistics Services Division
1. The following major moves were accomplished in FY 1983:
The Office of Data Processing
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5. An automated system was developed to track stock levels,
requisitions, and back orders for expendable supplies in the
Building Services Branch, LSD/OL. This is being used to
establish new stock levels and follow up on replenishment
requisitions.
6. Options for space moves in the Metropolitan Washington Area
were developed, presented to senior Agency management, and
approved. As a result of this effort, which is ongoing,
over 200,000 square feet of space in Headquarters Building
and 70,000 square feet in other Agency buildings will be
redesigned and renovated. This will involve over 145
separate moves during the next 12 to 18 months. As a
result, Agency personnel increases will be accommodated in
existing space where possible.
7. The feasiblility of installing automated gas pumps at the
Motor Pool Garage was investigated and found to be cost-
effective, and a decision was made to go ahead with this
project. The automated gas pumps are due for installation
in December 1983. In addition to yearly savings of $5,720
after amortization of the cost of the pumps and installa-
tion charges, more accurate recordkeeping, time saved by
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users not having to log the amount of gas pumped, and faci-
litation of retrieval of statistics for reporting purposes
are intangible benefits ascribed to this new system.
8. The Mail and Courier Branch purchased totally electronic
postal equipment, including a mailing machine and scale.
The sorting equipment was updated with the construction and
installation of wood sorting bins in both the Postal Section
and Central Mailroom.
Real Estate and Construction Division
1. Established a private contractor mobile design and
construction team to implement the CRAFT installation
program
2. Established a fifteen-man supplemental private contractor
resource vehicle to accomplish the following:
a. Implement Headquarters Building Speedwire Terminal and
Word Processor Systems Installation Program.
b. Implement MWA External Buildings Speedwire Terminal and
Word Processor Systems Installation Program.
c. Implement quick reactive and preactive response to HVAC
and power requirements in Headquarters and MWA facili-
ties.
d. Implement design
Building and resulting
backfill space in Headquarters and external buildings.
e. Provide quick-reaction technical and engineering sup-
port to engineering
projects.
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