PHASE IV, LONG-RANGE PLAN ACTION ITEMS

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP90-01235R000100090007-7
• Release Decision: RIPPUB
• Original Classification: S
• Document Page Count: 38
• Document Creation Date: December 22, 2016
• Document Release Date: July 15, 2009
• Sequence Number: 7
• Publication Date: April 22, 1983
• Content Type: MEMO

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S E C R E T
2 3 MAY 1983
MEMORANDUM FOR:
FROM:
REFERENCE: Memorandum for D/L from DDA, dtd 25 Jan 83,
same subject (DDA 83-0140/6)
Tlcniifir T)i nenfrsv, F,..,, Ai,. , ''ration
Acting Director of Logistics
SUBJECT: Phase IV, Long-Range Plan Action Items
1. In response to the referent, the Office of Logistics
(OL) has conducted a thorough review of the topics specified
and generally reviewed OL's performance in response to customer
requests. A report of our findings for each of the four topics
specified are at Attachment A. Attachment B is a report on OL's
performance relative to satisfying customer requests in a timely
and efficient manner. Also included in this report are plans
for further improving our efficiency and responsiveness to
customer requests.
2. Please advise us if additional information is required.
)L/PF,PS
Attachments:
A. Phase IV, Long-Range
Plan Action Items
B. Phase IV9 Long-Range
Plan, Responsiveness
Review
Distribution:
Orig. and 1 - Addressee
1 - OL Files
1 - D/L Chrono (wo/atts)
1 - Each OL Staff and Division
1 - OL/PF,PS Official
OL/P&PS Chrono (wo/atts)
02 April 1983)
tetyped 11 May 1983
OL 4090-83
UNCLASSIFIED when removed
from attachments.
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U L' /., P P. J.
2. IMPROVED EXERCISE FACILITIES AT HEADQUARTERS: In
coordination with the Office of Medical Services, you should explore
possible ways to improve the current exercise facilities in the
Headquarters building and also include plans for an exercise
facility in t,ie new building.
3. SPACE UTILIZATION: You should review and report on various
options to improve our utilization of allocated space. This review
should include trays to improve the environment of the space and the
furniture. Some items to be included are: office landscaping,
developing an in-house policy to cover our unique requirements and
the changes we will need to make to keep pace with office automation.
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IMPROVED EXERCISE FACILITIES AT HEADQUARTERS
1. With respect to the current exercise/fitness facility
in the Headquarters Building, the facility initially began with
the installation of a running track in the Headquarters Building
basement circa 1967. This running track was later enhanced by
the addition of a gym/exercise area, and the entire facility was
placed under the administrative control of the Office of
Personnel (OP). Coordinating with the Office of Medical
Services (OMS), the OP acquired and installed various exercise
and fitness equipment in the gym.
2. In 1977, the Director of Personnel and the Director of
Logistics informally agreed to jointly maintain the
Headquarters fitness facility. It was agreed that OP would be
responsible for the operation of the facility and provide funds
for equipment acquisitions, and the Office of Logistics (OL)
would assume the responsibility for maintenance and repair of
the facility. In 1978, $14,800 was approved and allocated for
renovating the fitness room. Of the total, $3,800 was used by
OP to purchase new lockers and benches, and $11,000 was used
by OL for renovation and paint. More recently, joint efforts
by OP and OL to improve the facility include: the purchase of
a new universal gym, and repadding and recovering of gym
benches; the purchase of a new training bag; the installation
of new shower heads and mixing valves; and the acquisition of
new rubber shower mats.
3. Overall, past efforts by OP and OL to improve the
facility have been cosmetic in nature and have added little to
expanding or enhancing the utility of the facility. The major
constraints to improving the current facility are space and
location. Located in the basement of the Headquarters Building,
adjacent to the classified waste disposal (SOMAT) room, the
running track and gym are frequently subjected to water intru-
sion and mild flooding as a result of plugged drains and
overflows from the SOMAT machine. Additionally, the SOMAT
machine produces and/or greatly contributes to a hot and humid
environment in the exercise facility. Aside from relocating
either the SOMAT machine or the exercise facility, it appears
that nothing can be done to effectively and efficiently correct
either of these problems. The second constraint to improving
the current facility is simply a lack of space to add additional
exercise and fitness equipment. Adding additional equipment
without additional space would only diminish the utility of the
current facility.
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4. In coordination with OMS and OP, OL has incorporated
space for an exercise facility into the overall plan for the new
building. At present, 5,600 square feet of space has been iden-
tified in the new building plan for such a facility. Of the
total, 4,000 square feet has been designated for a
fitness/exercise area, and 1,600 square feet for lockers and
showers. OL components will continue, throughout the design and
construction phases of the new building, to work with OMS
incorporating an OMS technical design into the proposed new
facility.
5. The one outstanding issue still to be resolved is the
legal basis for expending appropriated funds for this purpose.
While all concerned feel it is feasible to demonstrate a rela-
tionship between fitness and the mission of the Agency, no
administrative action has been taken to document this need.
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SPACE UTILIZATION
1. In view of the Agency's history of space shortages, past
Agency efforts to achieve better space utilization and improve
the working environment have concentrated on reconfiguring areas
to achieve higher person-per-square-foot density ratios. For the
most part, these projects used the open-plan concept and standard
government furniture, although some areas were reconfigured using
systems furniture especially designed to accommodate terminals.
Usually, the impetus for these changes was the need to recapture
space to accommodate additional people.
2. Other efforts to improve the working environment have
centered around activities of the Fine Arts Commission in con-
junction with the Office of Logistics (OL). For many years, the
Agency Fine Arts Commission has sponsored arts and crafts
exhibits and has maintained a loan program to distribute art
reproductions and photographs throughout the Agency. Also,
they have sponsored a permanent exhibit of original paintings
of the Washington Color School. More recently, a new signage
program in the Headquarters Building has improved the graphics
while other efforts such as the Office Excellence furniture
refurbishing program and the greater use of carpet and new
furniture have improved the office working environment.
3. During the past year, we have expanded these efforts to
include more workstation analysis and the resulting design of
offices using modular or systems furniture. The OL has formed a
furniture committee to study the systems and modular furniture
fields and make recommendatinnn nn future furniture purchases.
study variuu3 open-orrice urns ure systems and their applica-
tions to the Agency's needs. Several notable projects completed
recently should improve the work environment and the space utili-
zation of the areas involved. Among them are the redesign of
selected DDI areas to accommodate new workstations and SAFE
Early Capability (SEC) terminals, the design for the SAFE User
Requirements Element (SURE) area in GH44, and the DDO/EUR and
DDI/ALA redesigns to accommodate additional people and equipment.
4. Clearly, in these days of increased automation, greater
demands will be placed on the individual workstation and future
office designs must begin by analyzing these requirements. The
proliferation of equipment will have a great impact on the design
of the workstation, primarily by requiring larger work surfaces
for the equipment and greater storage capacity for the analyst.
The necessarily larger workstations will affect our space utili-
zation figures unless all design factors are carefuly considered.
Therefore, the need for ergonomics, or human engineering, in the
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design of the workstation is even more apparent. By analyzing
the tasks to be performed and then designing the workstation
with regard to the physical dimensions, limitations, and require-
ments of the human body, we can achieve the most efficient work-
station design necessary to accomplish a given task. This will
be translated into a workstation that is flexible with easily
adjustable work surfaces, lights, background panels, and chair
heights. An efficient workstation design will allow for
continuing improvement in our space utilization figures.
5. In the face of ever-increasing technological advances
and continuously changing personnel levels, it will be even more
difficult to balance improving the work environment with
achieving the maximum utilization of Agency space. Although
these two goals are not necessarily at odds, it is sometimes
difficult to find the proper balance between them while main-
taining advanced communications and data processing capabilities.
To meet these and future demands will require positive action and
a flexible approach to problem solving. Listed below are several
steps which may be taken or which are planned to help solve these
problems.
a. Identify and study trends which will affect office
design and space utilization, especially in the following
areas:
(1) office equipment
(2) office furniture
(3) office landscaping vs. open-office vs.
traditional-office layouts
(4) operating procedures
(5) work habits and how-they are changing.
b. Ensure that Agency designers maintain
"state-of-the-art" knowledge in office design by continuing
to encourage field trips; attendance at trade fairs, design
symposiums, and courses; and by membership in professional
organizations.
c. A continuing commitment of senior Agency managers
toward improving the work environment and methods of facili-
ties management.' Encourage attendance of senior managers at
symposiums and seminars addressing these areas.
d. Improve the system for forecasting the Agency's
long-range space requirements. Among items to be considered
are:
(1) totally automate the system
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(2) standardize the format for reporting require-
ments
(3) include all personnel projections such as
staff, contract, military, and part-time
employees
(4) equipment projections
(5) establish directorate contacts for verifying
and coordinating all directorate requirements
(6) establish liaison with OP and the Comptroller
to verify personnel figures and ensure space
requests are budgeted
(7) routinely and periodically update the require-
ments
(8) project requirements for one-year, two-year,
and five-year periods.
e. Automate the design and facilities management func-
tions by obtaining a Computer Aided Design and Drafting
(CADD) system. Once the system is operational, investigate
the following possible uses for it:
(1) Incorporate the Agency space utilization
records now in the Computer Run of Agency
Metropolitan Space (CRAMS). This will save
time and the information will be much more
up-to-date.
(2) If possible, integrate the real property
(furniture) records with the furniture plan.
(3) Automate DND/VCB record and integrate the ADS
data base.
(4) Explore with the Office of Communications
(OC), OL, and Office of Security (OS) other
applications such as VTR records and SAFE
equipment records.
(5) Establish a standard format for reporting
current space holdings.
f. Form a users' group of employees usin the vario s
new furniture systems, especially the test bed
and solicit their ideas on the furniture, work ion aesign
and suggested improvements.
g. Continue the furniture committee but expand the
scope to include interaction with the users' group. The scope
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could also be expanded to include studying office design and
automation trends and could include interaction with Agency
data processing and communications experts.
h. Continue to reconfigure component space to reflect
changes in staffing levels and to achieve the best use of
available space. Recapture space where possible, although
achieving better utilization of space does not necessarily
mean increasing employee density ratios. Periodically review
all space utilization figures by office and determine where
adjustments to current space holdings are required.
i. The greatest opportunity to improve the working
environment and improve space utilization will come when the
new building is completed on the headquarters compound. At
that time, existing office space can be reconfigured to
reflect office systems used in the new building. An impor-
tant factor in accomplishing this, however, is obtaining a
commitment from senior Agency managers for the resources to
do so.
j. Periodically review all facilities management
procedures and change those which are not working.
k. In conjunction with the Building Planning Staff
(BPS) and concurrently with planning for the new building,
establish new interior design standards and colors for all
Agency buildings.
1. All of the above must be coordinated closely with
components charged with providing facilities or equipment
support or ensuring the security, safety, and comfort of
Agency employees. Build a resource pool of other Agency
employees who may be consulted for special studies or on a
continuing basis. For example, consulting with the OMS
Behavioral Psychologists on all studies pertaining to the
work environment.
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S E C R E T
PROPRIETARIES
I. Historical Use of Proprietary Instrumentalities to Support
Covert Operations
From inception through early 1954, Office of Logistics (OL)
predecessor organizations satisfied Agency-wide procurement
requirements for U.S. Government-sterile equipment and supplies
via classified relationships with several individuals and
closely-held business concerns. While there were several
problems with these relationships, the overriding concern was the
security of the relationships; and this concern led in early 1954
to a proposal to create a proprietary structure through which all
Agency U.S. Government-sterile acquisitions could be
accomplished. This proposal was approved by the Deputy Director
of Central Intelligence on 3 September 1954. The proprietary
structure created in 1954 has remained fairly constant for the
last 28 or so years in terms of the services provided to Agency
customers. The proprietary instrumentalities themselves have
changed several times, either because of problems in internally
administering them omises in the cover of an
instrumentality. proprietary structure is, 25X1
on balance, remarka y similar to that conceived decades ago,
although it has only about half the original staffing and,
th
f
ere
ore, only about half the original buying capacity.
S E C R E T
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J z U n n I
In each area of logistical support identified above, OL was 25X1
able to provide the services requested. In each instance,
however, we paid a price in doing so. We either provided
timely support to covert action activities, but at the expense 25X1
and to the detriment of noncovert action customers, or we
provided the requested service, but either not as quickly or
Field Engineering
Field engineering requirements typically involve some
combination of civil engineering, drafting, and construction
S E C R E T
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S E C R E T
Our intent is to estahlig means by which we can
quickly satisfy arequirements for field
engineering services by acquiring, on an as-needed basis, all
or any of the following journeyman skills:
draftsman
civil engineer
carpenter
plumber
electrician
HVAC mechanic
construction supervisor
4
S E C R E T
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S E C R E T
Phase IV, Long-Range Plan
Responsiveness Review
A. The past year has been an extremely active and productive
one for the Office of Logistics (OL). Challenged to provide
increased support to the Agency
specifically
(space acquisi-
V.LW119 rnae1-.Lrrg9 a printing and photographic services, our
responsiveness was recognized and noted by our customers.
Relations with our customers both internal and external to the
Agency are excellent. These relations have been established
and will continue to be maintained through increased produc-
tivity, innovative and efficient use of resources, creative
management, and the increased use of improved technology to
f
urther enhance OL support to customer requirements.
B. The greatest obstacle to improved support and increased
responsiveness has been the unavailability of trained,
experienced personnel to meet the growth in decentralized
support requirements. OL's capability to meet decentralized
requirements is being increased through accelerated recruitment
efforts and cross-training, development of proprietaries,
recapitalization and modernization of equipment, an"proving
the acquisition and supply systems via automation.
C. Within OL the types of services provided are diverse;
therefore, a single criteria for measuring Office responsiveness
is not possible. The overall effectiveness of OL must be
measured by the cumulative contribution of each division.
Following is a synopsis of each division's contribution to
improving the effectiveness and the responsiveness of services
over the past year. Also included within each divisional
dissertation is the plan to continue the prime objective of
being responsive to requirements in an efficient manner. The
last paragraphs contain future plans of a more global nature
that have the objective of improving our ability and capacity
to track for
t
ecas
ed and crisis-type requirements
S E C R E T
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S E C R E T
SUPPLY DIVISION (SD)
The emphasis in Supply Division (SD) has hPAn Leou ari f?
uperations Support Branch (OSB). The mission of
the new section is to provide a single point of contact withi
n
the SD for levying new requirements, and to ascertain the
current status of ongoing efforts- Tn on, several new
candidates were enrolled in training courses
in order to ensure the availability of qualified personnel to
meet future requirements. SD provided TDY assistance of 60
individuals, totaling 2,669 man-hours, in a wide range of sup-
port to Agency components. These services were performed in
CONUS and overseas in support of special projects inventory
teams, inspection and receiving of materiel, instructing and
assisting in training courses, packing equipment, and
developing new capabilities in an effort to posture the SD for
a. L, - 0..L
3. In an effort to look ahead, the duties and responsi-
bilities of the Inventory and Inspection Section (I&IS) were
expanded and the function was transferred to the OSB. The new
duties of I&IS include a responsibility to audit nnoniner 'n+;vi-
OSB functions were further expanded to i nnl uric
ro
d<
p
v
S E C R E T
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S E C R E T
14. The SD has undertaken a major effort to utilize
automated systems to assist in maintaining much of the data
previously maintained on a manual basis. New programs were
developed as follows:
o Small Purchases Branch - developed a
series of system updates e inventory and Control
System (ICS) which provides reporting capability on
all phases of Small Purchases Branch transactions.
o Federal Automated Requisitioning System (FARS) -
FARS was enhanced to store and update data on
approximately 200 GSA-leased vehicles within CONUS.
A fourth data terminal was added to handle
increased customer and management demands.
o Single Transportation Allotment - An automated
system now produces a variety of specialized data
to include mode of shipment, consignee, consignor
requesting office, and date shipped. All FY-82
individual billings for actual costs were input for
verification against obligations.
o Automated TDY Tracking - Data Control Branch
developed an automated system to record and track
SD personnel and man-hours expended in support of
other directorates. A similar system was developed
to record overtime expended in support of opera-
tions and assistance to other offices.
Enhancement to the current system also provided the following
capabilities:
o Tracking video equipment Agency-wide.
o Method of extracting inventory cards from the ICS
on a selective basis.
o Automated control of wei ht and cube data for
materiel packed by CD.
5. As the Logistics Integrated Management System (LIMS)
moves closer to becoming a reality, it is increasingly
necessary for the SD to purify and improve the viability of the
ICS data base. The SD has undertaken programs to:
S E C R E T
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o Purge requisition suspense files of outdated data
and follow up with a semiannual reconciliation
program to preclude recurrence.
o Develop and implement a program to purge
slow/nonmoving items from the inventory.
o Revalidate the warehouse stock locations in the ICS
and develop a program for daily maintenance.
o Expand the inventory and inspection responsibility
to i ncl
A. .te
..
A.
"
n
ud
1. The strategy of the Procurement Division (PD) to
increase the timeliness and responsiveness of the
procurement/requisition system stresses the importance of the
Logistics Integrated Management System (LIMS) in accomplishing
this long-term objective. In the short-term, however, there are
several interim steps that have been taken to balance the limited
personnel resources available to support the acquisition process,
with growing acquisition requirements in the Agency. The most
important of these initiatives are as follows:
o Procurement Division Management Information System
PDMIS - The PDMIS was developed as a management
tool to provide a means of tracking requisitions
being processed by the PD and to provide infor-
mation on the work flow by the various organiza-
tional components of the Division. The PDMIS
interfaces with the Contract Information System
(CONIF) and provides an excellent means of
acquiring data to measure workload against person-
nel resources on an Agency-wide basis. The PDMIS
provides the normal management-type reports, as
well as special reports such as data on urgent
and/or politically sensitive requirements.
o Standard Word Processing System - The PD is in the
process of implementing a division-wide standard
word processing system utilizing Wang hardware and
software. This new word processing system will
allow for better utilization of clerical resources,
and improve PD products through the standardization
of our solicitations, and contract terms and
conditions.
S E C R E T
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PROCUREMENT DIVISION (PD)
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S E C R E T
o Organizational and Pesonnel Roles and Responsibilities
The organizational structure within the PD is
constantly being reviewed with the goal of removing
any artificial constraints which interfere with
accomplishment of tasks in the most effective and
efficient manner, The Small Purchases Branch of
Supply Division, was recently
made a part of the PD. The objective of this
organizational change is to maximize the capabilities
of this very effective unit without affecting its
ability to quickly react in support of overseas
operations. From a personnel management viewpoint,
the creation of several paraprofessional positions
has been proposed to relieve our contract officers
of some of the more routine responsibilities in
contract administration and contract settlement.
The effectiveness of this initiative will depend,
to a large part, on the success we have in reducing
the production workload for the clerical staff
through implementation o division-wide Wang
word processing system.
2. Future plans for improving the responsiveness of the
PD in the acquisition cycle stress the importance of advance
procurement planning. Responsiveness in acquisition management
cannot be measured solely on the basis of requisition through-
put time. Any measurement of responsiveness must also include
the time necessary to review and coordinate future requirements
with customers to make certain that we take advantage of the
economics that are inherent in quantity purchases, and through
the competitive procurement process. Better planning ultimately
translates into better procurement and imDroved responsiveness
to the overall needs of our customers.
REAL ESTATE AND CONSTRUCTION DIVISION (RECD)
1. The responsiveness of Real Estate and Construction
Division (RECD) during 1982 can best be measured by the number
of significant accomplishments realized in the headquarters,
field engineering and real estate areas of Division support.
These accomplishments were realized despite an understaffed
division posture, which was created in part by a determined
policy to provide engineering resources to time-critical
priority prolte~, and in part by the continued expansion of
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S E C R E T
2. Support of the priority project-type requirements,
which usually had operational implications, high-level
interest, approval and requisite funding required first
priority assignment of personnel resources. When available
personnel and technical resources were stretched beyond effec-
tive limits, contracts were used to obtain the necessary
draftsmen, engineers, and architects to enable the Division to
respond sufficiently. Maintaining traditional services such as
altering physical facilities to accommodate installation of
Wangs, and improving the reliability of facility power and HVAC
systems became increasingly more difficult as the Agency con-
tinued to expand. Continued expansion necessitated the
acquisition and renovation of large amounts of new space,
forcing the Division to more frequently lease space directly
and contract more for design and construction work.
3. The practice of contracting is relatively expensive
and, at least initially, is inefficient because of security and
clearance considerations. However, obtaining assistance
through contracts has been the only means by which we were able
to satisfactorily respond to all of our requirements. In an
attempt to overcome this situation, the Division has undertaken
accelerated recruitment efforts to recruit new engineering
talent, and is attempting to become more preactive and less
reactive in responding to Agency client needs. Such efforts
have resulted in increased contract and engineering support to
the domestic and foreign field, preventive engineering
activities, and much needed planning support.
5. The following represents other significant accomplish-
ments by RECD during 1982:
o Completed construction of
o Leased Credit Union Building and completed
renovations.
S E C R E T
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S E C R E T
o Lease completed renovation
design ana awarded cons ruction contract.
Initiated negotiations for the leasing of another
new 112,000 square foot building.
o Completed construction of Power Vault "C"
Headquarters Building.
o Completed design and obtained bids for the
Northside Utilities Distribution Project,
Headquarters Building.
o Prepared expedited design and directly contracted
for implementation of projects Lazerite, 14C, and
ODP power systems upgrading.
o Completed final installation and testing of the
Headquarters Building emergency generator system to
enhance utilities reliability.
Completed design of total Building Secure Voice
Telephone Systems for Chamber of Commerce and Key
Buildings and completed installation in Key
Building.
o Provided on-call engineering support to specific
Agency covert action programs.
o Worked closely with GSA to improve service to the
Agency and to obtain independent authority for the
Agency to lease, acquire, or construct real property,
and to maintain and operate existing facilities. .
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S E C R E T
PRINTING AND PHOTOGRAPHY DIVISION (P&PD)
1. The Printing and Photography Division (P&PD) continued
to provide timely, high quality printing and photographic
support to Agency and intelligence community components
throughout 1982. The number of printing and photographic jobs
processed in 1982 increased 13 percent and eight percent
respectively over the number of jobs processed in 1981. The
added production requirements generated by this increased
activity were absorbed with essentially unchanged staffing as
a result of P&PD's long-term plant recapitalization and
modernization program. Elements of this program that have been
implemented during the past year to improve the effectiveness
and responsiveness of service are as follows:
o Increased Utilization of P&PD's Electronic Text
Editing and Composition System (ETECS) - P&PD con-
tinued to review incoming printing requests to
determine job suitability for ETECS processing.
ETECS processing of printing requests results in
reduced film, paper, plate, and handling cost with
no increase in job throughput while the quality of
the final product was greatly enhanced. The
following actions were taken to increase ETECS
utilization:
-- Installation of an ATEX Mini-Edit system in the
Office of Current Production and Analytic
Support, DDI (CPAS/DDI). This system is
providing additional input and text editing
capabilities for the production of DDI publica-
tions such as the President's Daily Brief,
National Intelligence Estimates, Alert memoranda
and the National Intelligence Daily.
-- Acquisition of two Autologic Micro-5
Phototypesetters to provide redundancy and
increased reliability for the typesetting of
time-critical, current intelligence publica-
tions.
-- Acquisition of a Wang word processor with an
ATEX interface to allow P&PD to accept customer
prepared Wang floppy disks and transmit the data
to ETECS where it can be composed and phototype-
set.
-- P&PD coordinated the acquisition of an Antares
data conversion device with the Office of Data
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Processing (ODP). P&PD will use this device to
convert the data received from other agencies,
for the publication of the Intelligence
Community Budget, to a standard format and then
transmit the data to ETECS for processing.
o Digital Prepress Initiatives - P&PD acquired an
EOCOM Laserite V laser platemaker and an Autokon
8400 black and white electronic scanner as the
first step in implementing the Division's long-range
plan to automate the labor-intensive manual prepress
printing functions. P&PD is also working in con-
junction with other Agency components to integrate
the digital prepress system into an Agency automated
publishing network. This network will save materiel
and labor costs while improving the overall quality
and timeliness of Agency intelligence publications.
o Automated Labeling System - P&PD purchased an
electronic labeling system in late FY-82. This
device utilizes a video display keyboard terminal
and floppy disk storage in a minicomputer console.
It provides the capability for storing, updating,
and printing dissemination/mailing lists for Agency
publications. The labels are then applied to
envelopes using an automatic labeler, providing for
more timely dissemination of Agency intelligence
publications.
o Enhanced Computer Graphics Support - P&PD upgraded
the software in its existing Dicomed Graphics
Design Station and acquired an Apple computer with
Dicomed software to increase overall production
capabilities. These actions have helped the P&PD
Design and Presentations Center to provide timely
support to the Agency's presentation/publication
requirements.
o Headquarters Output Media Center - The OL, in con-
junction with the Office of Data Processing (ODP)
and the Office of Communications (OC) has
established a Headquarters Output Media Task Group
to study the feasibility and practicality of
establishing a centralized Headquarters Output
Media Center. This center would provide output
support for electronic printing, copying, computer
graphics, computer line printer output, and tradi-
tional high quality printing via ETECS. The goals
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of such a center would be: increased productivity
and efficiency, and improved product throughput,
while reducing overall manpower requirements.
o Copier Management - On 1 October 1981, P&PD imple-
mented a centralized Copier Management Program for
the Agency. The initial objectives accomplished by
the program included: realignment of
copier/duplicator equipment to requirements, and a
reduction of the total number of units relative to
requirements; expeditious certification of copier
invoices which resulted in $34,000 in earned prompt
payment discounts for FY-82; and a reduction in the
total number of Agency contracts from 77 in FY-81 to
18 in FY-82.
2. P&PD's relationship with its customers remained
excellent in 1982. The Division became particularly involved
with the activities of its customers in the development of an
Agency Publishing Network; support and developmental involve-
ment of the DDS&T Foreign Broadcast Information Services' daily
reporting automation project known as MIDAS; the operation of
the ATEX Mini-Edit test bed in OCPAS; and increased direct
ETECS support to the Office of Central Reference (OCR) in the
production of its biographical materials. As in 1981, a seminar
was conducted for customer personnel relative to the expanded
d
an
enhanced capabilities of the Division.
3. The major activities in P&PD will continue to revolve
around modernization of the printing plant to improve indivi-
dual productivity and overall responsiveness to customer needs.
The significant elements for achieving these objectives are:
o Continued Modernization and Development of the
Digital Prepress System - Short-term plans call
for the full implementation of the laser platemaker
and the electronic camera acquired in 1982,
followed up with the establishment of a test bed
page makeup system. Longer-term plans include the
incorporation of a color separation scanner in the
system, and the development of a capability to
output fully composed pages directly to the laser
platemaker.
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o Bindery Automation - A comprehensive bindery automa-
tion study is planned for 1983. Equipment require-
ments and work flow will be reviewed to determine
what equipment acquisitions and/or procedural changes
can be accomplished to improve the overall operating
efficiency of the Bindery Branch.
o Copier Management - The Copier Management Staff will
continue to gain further efficiencies through equip-
ment realignment, and specifications for a low volume
copier are to be developed to assist in the selection
of an Agency standard copier in this category.
o Computer Graphics - The Division plans to enhance
its computer graphics support capability through
the acquisition of additional graphics design sta-
tions, and the development of an electronic inter-
face between its system and graphics production
systems supported by the ODP.
o Video Support - In support of dramatically growing
requirements from the Office of Central Reference
(OCR), Office of Training and Education (OTE), and
the DDI Television Center, P&PD plans to acquire a
device to convert foreign formatted video tapes to
the American standard format.
o Management Information - Development and enhancement
of the P&PD Management Information System (MIS) will
continue. Specific areas to be addressed are
improved data entry speed, full implementation of
production reporting, and the development of greater
software support expertise within the Division.
o MIDAS Support - P&PD will begin providing typesetting
services for the production of FBIS Daily Reports via
MIDAS in early 1983. This first phase of MIDAS pro-
duction will consist of typesetting two of the eight
Daily Report books. During 1983, P&PD staff officers
will support Phase II of MIDAS, which entails the
transmission of digital data directly to the P&PD
laser platemaker, and subsequent printing of all
eight Daily Reports.
o Videodisc Support - In a continuing effort to support
the Agency's information handling production require-
ments, P&PD will investigate the feasibility and
practicality of providing videodisc production sup-
port. Videodisc is seen by industry experts as a
possible replacement for micrographics as a cost-
effective information storage and retrieval system.
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o Quality Circles - P&PD has undertaken a pilot
"Quality Circles" program with the goals of
increasing employee morale and motivation, and
improving product quality and productivity.
o Output Media Facility - P&PD, in conjunction with
the ODP and OC, will finalize a study on the feasi-
bility and practicality of establishing a centralized
output media facility in the Headquarters Building.
This facility would provide line printer, electronic
printing, COM, computer graphics, and traditional
printing services. F__1
LOGISTICS SERVICES DIVISION (LSD)
1. Over the years, the Logistics Services Division (LSD)
has remained highly responsive in providing timely and efficient
support to Agency customers in a variety of different support
activities. The primary goal for the LSD is to remain responsive
in these activities while effectively meeting the new challenges
and pot problems, which the Division will face in the
future.
2. During the past year, support requirements for LSD
increased in every area of the Division's support responsibility.
LSD was able to meet these increased requirements in a manner that
was both efficient and responsive to customer needs, without a
significant escalation of its budget or an increase in staffing.
The following depicts the manner in which the LSD responded to
the more significant of these added support requirements in
calendar year 1982.
o Mail and Courier Service - Mail handling require-
ments increased in all categories in 1982. Up 14
percent overall, the most significant increase was
in the amount of U.S. mail handled. The amount of
incoming and outgoing U.S. mail increased 20
percent and 30 percent respectively in 1982. Eight
new requests for courier service were accommodated
in 1982. These reauests emanated from Ames
Building.) I Headauarters Building.
u responsibility for picking up mail from all
open CIA mail boxes. These additional courier
services required extensive changes to routes and
schedules. Nevertheless, service remained
unhampered and responsive.
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o Furniture Requirements - LSD began handling all
furniture deliveries, pickups, storage, and
receiving at all outlying buildings in 1 82 and
one LSD employee was relocated
for better management of furniture stocks. In the
absence of funding, LSD developed a procedure to
obtain a significant quantity of excess furniture,
at no cost, for rehabilitation. Combining all
categories of furniture the number of pieces
rehabilitated in 1982 increased by 120 percent over
1981. The largest single increase was in the
number of chairs rehabilitated, 728 in 1982 versus
298 in 1981. The acquisition and rehabilitation of
this furniture relieved a serious shortage of metal
furniture. Six prototype workstations were
designed and purchased for testing their prac-
ticality for future SAFE applications. Special
furniture, surrounding screens, and component
shelving were specified for approximately 75 SAFE
workstations, which are projected to be operational
in the third quarter of FY-83. Finally, LSD
completed a study of space and human factor
requirements for Wang terminals in order to
standardize furniture applications, and a package
of mix-and-match components was prepared for intro-
duction into the Agency's supply system.
a ion ror capped Agency personnel, an Agency
van was modified with a wheelchair lift and is
available upon request.
o Facility Maintenance and Improvements - LSD conducted
a major cleanup of all Agency buildings over a
two-week period in 1982. Concurrently, the Agency
picture closet was opened to Agency personnel and
800 employees either traded or made first-time
selections of wall art. As a short-term solution
for freeing the Headquarters Building corridors of
supplies and equipment, a 140-foot trailer was
leased by the LSD. The trailer was parked in the
West Parking Lot, and selected items to support the
Headquarters Building were stored in it. LSD
completed a major renovation of the Executive
Director's suite, including carpentry, electrical,
and paint work. Rewallpapering of the DCI area
inner corridors, the elevator waiting room, and the
main waiting room was also accomplished in 1982.
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o Space Utilization - During 1982 the LSD reconfigured
a number of Agency offices to accommodate additional
personnel and/or equipment. The most significant
projects were as follows:
Renovation of various DDI areas to accommodate
SAFE Early Capability (SEC) terminals and
workstations.
Renovation of DDI/ALA space to accommodate a
reorganization.
Renovation of DDO/EUR space to accommodate addi-
tional personnel.
-- Renovation of parts of the 3B and 3D corridors
to accommodate additional equipment.
-- Renovation of space in the 1A corridor to
accommodate the 4C Project Equipment Room.
-- Renovation of all DDI headquarters s ace to
accommodate the DDI reorganization.
3. Requirements for LSD support in terms of increased
courier and shuttle service, establishment and stockage of
supply rooms, routine maintenance support, classified waste
disposal, total color coordination, and furnishing of public
areas will increase in the coming year. A challenge facing the
Division will be how to meet these increased requirements with
the same, or limited increases in resources. The most signifi-
cant challenge, however, will be one of meeting future demands
for space brought about through increased automation. Meeting
this challenge will require iMDroved methods of managing the
allocation of Agency space.
4. The primary tool used to manage the Agency's space
allocation is the Computer Run of Agency Metropolitan Space
(CRAMS), which is a listing of all Agency space in the
Metropolitan area. This report is periodically distributed to
each component to obtain current information on the types and
amounts of space, and on the number of people and workstations
within the space. It is used by senior Agency managers to make
decisions re to the commitment of the Agency's facilities
resources. 7-1"
5. Space allocation figures for each component are
reviewed frequently; however, there is no established program
to identify and reclaim excess space. Because of the large
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financial and design resources required to reconfigure space,
reclaiming and reconfiguring space is accomplished on a cas
by-case basis as changing space requirements dictate.
6. Several problems currently affect the management of
space allocation and our ability to respond to requests for new
space. The primary problem is simply a shortage of available
space. This problem is further complicated by frequent organi-
zational changes and the failure of components to adequately
plan and budget for space requirements when planning new
programs. A second problem is related to the periodic updating
of CRAMS. Although the procedure for updating is standard,
there is great diversity in the reporting styles used, and in
the degree of seriousness with which each component completes
the report. Many components delegate the responsibility for
completing the report to a junior person who has neither the
knowledge nor the authority to properly complete it. This
results in a lack of consistency and tthhP information provided
7. Listed below are several steps which may be taken to
improve the Agency's management of space allocations:
a. Establish directorate focal points responsible
for the management of directorate facilities and personnel
resources. Other responsibilities of the position could
include coordinating major reorganizations, requests for
new space or alteration of existing space and ensuring that
space requirements for new programs are budgeted. Ideally,
this position should be filled by a senior officer with a
thorough knowledge of the directorate requirements and the
authority to establish directorate-wide renovation and
space request priorities. Such a position could help
ensure that limited resources are applied toward solving
the directorate's most urgent space problems. Currently
the DDO has the only effective system, but even it could be
strengthened.
b. Through the directorate focal point, emphasize to
all components the importance of a uniform system for
reporting space holdings and personnel figures. Reconfirm
these standards as needed with each component officer
responsible for reporting the information.
c. Establish a uniform system for forecasting long-
range space requirements and delegate the authority for
collection to a single staff. There are frequent discre-
pancies between requirements as reported by the components
and projected Agency growth as reported by the Comptroller.
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d. Integrate the CRAMS personnel figures with the
Office of Personnel (OP) and Comptroller personnel figures
to ensure accurate counts. Consider linking each
directorate's parking allocation to the CRAMS personnel
figures.
e. Integrate the CRAMS report into the new computer
graphics system planned for the Architectural Design Staff
and link each component logistics officer to his or her
information in the data base. This will eliminate several
steps in the reporting process and produce more timely and
accurate space utilization figures.
f. Establish space allocation standards and initiate
reviews of component space with a goal of reclaiming space
from components which exceed the person-per-square-foot
standards. This may not be practical, however, because of
the Agency's frequent organizational changes and the finan-
cial and design resos required to reconfigure large
D. Other Issues
Overall, Office of Logistics' planning for future support
is directed toward preparation for increased tasking and
requirements. OL efforts to meet future requirements are
focused on: how to increase productivity and responsiveness
and how to key support growth to meet the demands of a larger
and more technical Agency.
1. A major project wherein OL expects to increase produc-
tivity, efficiency, effectiveness, and responsiveness is the
development and implementation of the Logistics Integrated
Management System (LIMS). LIMS will transfer labor-intensive
operations to computers and integrate all OL and OF processes
within the functions of: property management, requisitioning,
cataloging, inventory management, receiving, procurement,
distribution, vendor payment, management information generation
and dissemination, and those general requirements affecting the
whole of an automated system. LIMS will be an integrated
management system that recognizes and reacts to service
requirements and resource constraints, and enhances operational
efficiency, effectiveness, and productivity of Agency procure-
ment, contracting, and supply systems. LIMS will also relate to
and interface with Agency accounting, financial, and budgetary
processes. The development and implementation of LIMS con-
tinued during 1982 with the design, tasking, and implementation
of an Agency Standard Automated Property System (ASAPS); the
award of a quality assurance contract; the issue of a develop-
ment contract RFP; the updating and publication of OL and OF
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system objectives and functional requirements; the inclusion of
an automated vendor payment function; the implementation of new
techniques and methodologies; and development and coordination
of specil_c details that will lead to LIMS' implementation in
VV Or-
2. Relative to other activities, OL responsiveness to
Agency mission procurement requirements increased sharply in
1982 through further decentralization of the procurement
system. New contract teams with procurement authority were
established and colocated in several Agency components to
improve the efficiency and effectiveness of the procurement
process. The first of these new additions was at the National
Photographic Interpretation Center (NPIC). A senior
contracting officer and two negotiators were assigned to handle
general NPIC contracting requirements and contracting require-
ments for the NPIC Development Plan (NDP). The NDP alone is
expected to require issuance of contracts in million-dollar
figures over the next several years. A second contracting team
was installed in the International Affairs Division (IAD) of
the Directorate of Operations. This was in response to esca-
lating special activities and direction from senior management
to provide closer Logistics overview and interaction with IAD
on its procurement activities. This team consists of a senior
contracting officer, backed up by one negotiator. In the
National Intelligence Support Office, which is now a part of
the Intelligence Community Staff, a single senior contracting
offi
cer was assigned to handle procurement requirements on a
very large, high-priority program associated with
Engineering/DDS&T, two new programs were started during the
year. One contracting officer was assigned to each, and a
i
rPo1-1
rement for additional staffing is anticipated in 1983.
3. Periodically, OL conducts a review of all forms used
by OL components. These reviews serve to identify duplicate
and/or obsolete forms, and to revalidate the continued need for
the form as an administrative reporting tool. The most recent
review, conducted in February 1983, enabled OL to discontinue
the use of 35 forms from a total of 193 reviewed. This signi-
ficant reduction was accomplished primarily as a result of the
development and continued enhancement of OL's Contract
Information System (CONIF), Inventory Control System (ICS), and
Procurement Division Management Information System (PDMIS).
The elimination of forms will continue as these OL management
information systems are further enhnnned and refined, and
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4. To further improve the overall quality of support and
efficiency of operations, and to reduce unnecessary paperwork,
OL implemented an automated document control system in January
1983. The automated system, which is GIMS database controlled,
replaces the manual system of preparing document abstracts on
Form 238s for correspondence control and accountability. In
addition to eliminating the need to use and file the Form 238,
the automated system provides for: better document control,
automatic filing, wider capabilty for research, and a reduced
need for maintaining chronological files in the various OL com-
ponents.
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DDA Registry
83-0140/6
MEMORANDUM FOR: Director of Logistics
FROM: Harry E. Fitzwater
Deputy Director for Administration
SUBJECT: Phase IV Long-Range Plan Action Items
1. As a result of the recent exercise in long-range planning
for the EXCOM, a number of themes were identified which require
further action. The items generally concern improving the
management of support services. They need further research,
coordination, and study. To accomplish this, it is requested that
you conduct a thorough review of the subjects listed in the
attachment and submit a detailed report on your findings. Your
efforts should result in a thoughtful exploration of the topics
which, from a Directorate viewpoint, considers the organizational
implications as well as the potential for improving the efficiency,
effectiveness, and timeliness of our support to the Agency's
mission.
2. In addition to addressing the items listed in the
attachment, you are requested to conduct a general review and report
on the performance of your office in response to customer requests.
This review should also verify the need for all administrative
reporting which you originate. You should include a discussion of
the timeliness, quality, and responsiveness of your support, both at
Headquarters and in the field. Some examples of the support to be
covered are: (1) courier and mail service, (2) motor pool, (3)
management of real property and space allocation, (4) furniture
maintenance, (5) procurement and contracting, and (6) movement of
material in support of worldwide operations. Also provide a
thorough discussion on how to reduce lead times, improve the overall
quality of support, and reduce unnecessary paperwork. Your review
should also identify those sections of regulations that are thought
to be unnecessarily cumbersome-1 A mutually acceptable date for the
completion of these reports should be coordinated with the DDA Plans
Officer.
Harry E. Fitzwater
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2. IMPROVED EXERCISE FACILITIES AT HEADQUARTERS: In
coordination with the Office of Medical Services, you should explore
possible ways to improve the current exercise facilities in the
Headquarters building and also include plans for an exercise
facility in the new building.
3. SPACE UTILIZATION: You should review and report on various
options to improve our utilization of allocated space. This review
should include ways to improve the environment of the space and the
furniture. Some items to be included are: office landscaping,
developing an in-house policy to cover our unique requirements and
the changes we will need to make to keep pace with office automation.
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