OFFICE OF LOGISTICS - MISSION

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP85-00988R000700060001-9
• Release Decision: RIPPUB
• Original Classification: S
• Document Page Count: 131
• Document Creation Date: December 19, 2016
• Document Release Date: October 27, 2006
• Sequence Number: 1
• Publication Date: December 13, 1977
• Content Type: REGULATION

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is responsible for
eveloping logisticO policy and planning for
nd providing logistics support for all agency
.a and maintenance of,
procurement and supply :system; administration of
A real estate and ? ? program; printing,
Photography, mall,,Courier, transportation, and
source, 13 Dicember 1977
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Director of Logistics
Within the scope of he D/L has worldwide responsi-
bility for Agency real property and construction activities, supply and
transportation systems, procurement activity; is the senior Agency
contracting officer for procurement funds; operates a centralized
procurement service; delegates contracting authority to decentral-
ized research and development procurement teams;
Government. He oversees the operation and maintenance of Agency
Metropolitan Washington area facilities as discharged by the General
Services Administration (GSA) ; provides support to these facilities
including transportation, mail and courier services, supplies and
equipment; staffs and operates tree Executive Dining Room, and
interfaces with Government Services, Inc., for the operation of
Agency cafeterias; operates two comestic depots and a complete
printing and photography facility and conducts liaison with GSA,
Department of State, and the Department of Defense for logistics
support for Agency domestic and overseas facilities.
To assist him in effectively accomplishing his mission and
functions, the D/L has, at his command, a deputy, an Executive
Officer (EO) , four advisory slafts, five operating divisions, and
separate The mission, recent
accomplishments, and current expectations of the EO, staffs, and
divisions are expressed in the succeeding pages of this book.
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Responsibilities (LI 1-14)
The Executive Officer (EO/OL.) provides support in the manage-
ment and administration of Ol_ and performs other functions as
directed by the Director of Logistics. He serves as action and focal
point officer for responses to inquiries to OL under the Freedom of
Information Act, Privacy Act, and inquiries from Presidential and
Congressional investigative committees. He also has direct supervi-
sory responsibility for the activities of the Records and Services
Branch, the Budget and Fiscal Branch, and the Systems Analysis
Branch. (U)
? Records and Services Branch (RSB) maintains a centralized
registry, serves as records manager for OL, maintains official files,
controls distribution of all cable traffic for appropriate action, proc-
esses and distributes mail, and maintains a document copying
facility. (U)
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? Budget and Fiscal Branch (B&FB) provides technical support
to the director of Logistics and OL managers in planning, prepara-
tion, and execution of the OL budget which funds costs of personnel,
operating expenses, and support items of common Agency concern.
Provides centralized funds, controls and issues reports for D/L
management of Agency funds for materiel procurement through OL
facilities. (U)
Funding of Agency Property
The current Agency Materiel Procurement Allotment/Prop-
erty Requisitioning Authority (MPA/PRA) system was estab-
lished almost 22 years ago to -neet the legal requirements levied
on each Federal agency to as.ign and maintain monetary values
on its personal property assets. At that time, Financial Property
Accountability (FPA) was established to reflect the monetary
value of both property in the custody of users and property held
in inventory for future use. Initially, FPA policy provided that all
materiel accessions, disposal';, transfers, etc., would be proc-
essed through the FPA system. As a result, the MPA/PRA
system encompassed all mareriel transactions worldwide. All
acquisiton obligations for materiel, whether procured locally or
by Headquarters, were charged against MPA and inventory
issues were charged against PRA. (l.i)
In July 1970, a major change occurred when the Agency's
FPA policy and procedures were amended with respect to
stations designated as FPA Tw pe 11 or Type III. At these stations
all property in their custody is considered to be held for current
consumption. The effect of Thi; FPA change was to eliminate the
need for MPA at Type II and III designated stations since
obligations for all materiel procured locally were recorded as
direct charges to the allotniei it of the operating component. It
also reduced the scope and amount of the installation's PRA
since PRA is required only for materiel requisitioned from
Headquarters. (U)
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? Systems Analysis Branch (5 48) was established in the Office
of Logistics in 1976 to provide expertise dedicated to analysis,
design, programming, implementation, and maintenance of auto-
matic data processing (ADP) systems dedicated to OL applications.
This eight position (six professional) Branch is mainly concerned
with developing the smaller stan i-alone OL systems as well as
providing enhancements or chances to existing OL systems. The
professional positions are filled bv ODP careerists on a rotational
basis. (U)
1. Systems development begins in SAB with a situation
analysis and a paper on the feasibility of automating a given
process. SAB then proceeds -o develop a project proposal, a
detailed description of the proposed solution to the problem.
Further products include the system design and application
programs necessary to implement the solution. (U)
2. SAB also writes the technical portions of a Request for
Proposal (RFP) , the documentation necessary to procure a
minicomputer system for OL. (U)
3. In FY 78, SAB wrote five feasibility studies/project
proposals and one RFP: a second RFP was prepared with SAB
guidance. Five new systems were completed. There were 12
work orders completed for thE' Inventory Control System (ICS)
and 45 for the Contract Information System (CONIF) . SAB
also developed and irnplemer ted a course, "Computer Topics
for OL Management," designed to give middle-level managers
some of the basics of computer systems and their application
within OL. (U)
4. Systems maintained cY supported by SAB include:
CONIF .......... ......... ..Agency Contract Information
ICS ................ ...........Inventory Control System
MPATS .......... ....... ..MPA Tracking System
PRATS ............ _..... . ..PRA 'Tracking System
DLSC ............................Defense Logistics Supply
Command System
CRAMS ....................Computer Run on Agency
Metropolitan Space
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IFAR .......................... Interim Federal Automated
Requisitioning System
AWCS ........................ Agency Weapons
Control System
AWPIS ......................... Agency Word Processing
Inventory System
ACM .......................... Agency Copier
Management System
MIS ........................... Management Information
System for P & PD
AEMMS .................... Agency Equipment Monitoring
and Maintenance System
ETECS ......................... Electronic Text Editing and
Composition System (C)
5. Systems in development by SAB include:
FAR ....................... .... Federal Automated
Requisitioning
MIS ................ ......... _ Minicomputer Management
Information for P & PD
ICS ............................ File Redesign
STA .......................... Single Transportation
Allotment Automation
REALESTATE .............Real Property Accounting
AVR ............... ........ Automated Vehicle
Records System
SECOND .................. Security Contractor
Data Automation
ETECS DATALINKS . Networking of the
FTECS System
CONIF-STEPS-SPA ...Integration of data
from Contracting Systems (C)
6. SAB invites each divisic>n to discuss any problems or any
projected automation plans with it. The SAB is an O!__ asset and
can be used in the planning, implementation, and support
environments. (U)
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Responsibilities (LI 1-3)
Provides adviser and recorder service to the D/L and to the
Logistics Career Panels on rotations, promotions, development, and
use of personnel within the Logistics Career Sub-group; provides
employee guidance on career planning, problems, and benefits,
including retirement; provides a training capability within OL and
maintains comprehensive, speciai,zed personnel data for use in
personnel management decisions. (U)
a. The overall responsibilitti for the administration of career
management in the Office of Logistics (OL) lies with the
Logistics Career Board (LCH) and the panels. The LCB is
comprised of the Deputy Director of Logistics as chairman and
the Executive Officer and division and staff chiefs as members.
Chief, Personnel and Training Staff serves as recorder and as
advisor.
b. The LCB's responsibilities include the rotation of GS-13's
through GS-15's, the comparative evaluation and ranking of GS-
13's and GS-14's, and the ofation and comparative evaluation
of personnel who are not covered by a particular panel. In
addition, the LCB provides advice and guidance to the DDA
Senior Personnel Resources Board on the comparative evalua-
tion of GS-15 ML careerists concerning their value to the
service. The LCB also is respc nsible for advising the Director of
Logistics on policy matters
c. The panels, whose members are chosen for the objectivity
and knowledge of OI_ and its people, are broken down by
functional categories as indicated below. Gradewise, they have
responsibility for employees GS-03 through GS-12 with primary
emphasis on rotations, reassignments, and annual rankings or
evaluations.
? "A" Panel - Clericals (GS-03 through GS-07)
? "M" Panel -- Proc rement officers and contract
negotiators
? "P" Panel -- Printing and photography employees
? "R" Panel - Architects, engineers, maintenance super-
visors, real property ot'icers, and other personnel whose
functional areas are real estate, engineering and
maintenance
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? "S-1" Panel-- (GS-09 through GS-12), "S-2" Panel
(GS-06 through GS-08), and "S-W" Panel (wage board
employees except Printing and Photography Division
employees who are the responsibility of the "P" Panel) .
All S personnel are it the supply, transportation, ord-
nance, and cataloging areas of Supply Division; area
divisions; and most overseas supply and general OL
positions. (U)
2. Training
a. Training continues to .)e an integral part of Logistics
management planning and resources allocation. Our office train-
ing policy is to sponsor training that contributes to an employ-
ee's overall professional development and upward mobility.
b. For fiscal year 1978, w,:) processed 320 external training
requests which represent attendance at local colleges and
universities, government coi,rses at military bases, courses
offered through the General Services Administration (GSA) and
the Civil Service Commission (CSC) , professional meetings and
commercial management courses. In addition, we have had
personnel from the Depar?m>>nt of Army Ammunition School,
Savanna, Illinois, in-house To reach a course in "Transportation
of Hazardous Materials" to 2 I Office of Logistics (OL) officers
Two Logistics careerists were sponsored in
full-time academic training (luring fiscal year 1978. Training
funds obligated during fiscal year 1978 amounted to $46,900.
c. During fiscal year 1978 we processed 547 requests for
internal training which cover the full spectrum of courses offered
by the Office of Training. In ad iition, OL has conducted in-house
the "Logistics Orientation Cc arse," a "Supply Division Update
Course," and continues a program of internal cross-manage-
ment training.
d. The Logistics Officer Trainee (LOT) program is the
Logistics equivalent of the Agency's Career Trainee program.
Criteria for selection to the LOT program is a college degree,
substantive work experience i-i a logistics-related field, potential
to rise to middle management and the ability to travel. The
purpose of the LOT program is to maintain a constant input of
young professionals to the Logistics Career Subgroup by
recruiting from a variety of i?ducational and work experience
backgrounds-both internal and external. Although OL interest
in this program continues tc run very high, over the past 6
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months no new candidates have been recruited because of our
surplus staffing situation. We hope to reactivate the program in
fiscal year 1979. (U 1)
3. Employee Counseling: Al employees of the ML Career
Subgroup have been advised and encouraged to contact any of
the following if they wish career counseling:
? Director of Logistics ([)i
? Deputy Director of Logistics (DD/L)
? Executive Officer (EO/ OI )
? their division or staff chic:
? panel chairman or any panel member
? any member of the Persc nnel and Training Staff
They are encouraged to discuss their annual ranking but are not
required to do so. Any employ De who falls into the LP or SS
categories will be counseled by t1e division or staff chief, the panel
and/or the D/L or DD/L. (Ui
4. Equal Employment Opportunity (EEO)
a. The Office of Logistics OL) emphasizes supervisory and
managerial commitment towar I equal opportunity and affirma-
tive action. As of January 1978, the fitness reports of OL
managers and supervisory personnel have included an evalua-
tion of that employee's con rmitment to equal opportunity.
During FY 78, the EEC) Officer held many small group sessions
with various OL components to provide updates on EEO activi-
ties with particular emphasis on the differences between the
Agency EEO complaint syst ~m and the Agency grievance
system.
b. OL continues to encourace female and minority employees
to obtain training to quality then for higher level positions. Many
of our female and minority er iployees are pursuing academic
credit during non-duty hours. During the past year, OL spon-
sored a GS-1 1 female profes,sicnal in her pursuit of an academic
degree which she obtained ant May.
c. During FY 78, females gained 16% and minorities gained
7.6% of the total promotions tom GS-07 through GS-15 levels
in OL. Females and rinorities ~ vere both represented as high as
the GS-13 level.
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d. One of OL's major problems in the past has been the non-
acceptance of females by )perational components for the
logistics positions outside of Headquarters. With a total of six
females now serving outside cf the Headquarters area in GS-09
through GS-12 positions, OL management feels that this prob-
lem has been significantly ovt-'rcome.
e. Project PACE, the OL upward mobility program, was
established in 1974 to provide nonprofessional OL careerists in
the GS-04 through GS-07 levels, or equivalent, an opportunity to
perform higher and more c.or iplex functions. Project PACE is
administered by the OI_ EEC? Officer under the direct guidance of
the Director of Logistics. The DL EEO Officer is assisted by the
PACE Working Group (PWG) and an advisor/coordinator from
the OL Personnel and Trainir g Staff. The PWG works closely
with managers and supervisors in planning, developing, and
implementing the career growrh of deserving OL careerists. To
date, Project PACE has gradu, ted 13 OL careerists, all of whom
have been placed in career ladder positions; there are two
currently undergoing training.
f. OL currently has one (IS-07 supply assistant position
allocated to Project AIM, the DDA upward mobility program,
which is occupied by a Prc ject AIM candidate. Three OL
employees have thus far been selected to fill Project AIM slots.
(U)
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Plans and Programs Staff
Responsibilities (LI 1-7)
The OL Plans and Programs Staff (P & PS) is an advisory body
to the Director of Logistics on matters affecting the overall OL
support mission and capabilities. Through reviews, surveys, evalua-
tions, audits, analyses, monitoring, maintenance of records and
statistics, and liaison with other Federal agencies, this staff assesses
the effectiveness and efficiency of OL functions, projects, and
programs while at the same time ensuring that applicable policies,
procedures, regulations, and statutes are followed. (U)
The Chief, Plans and Programs Staff functions as the Chairman,
Headquarters Claims Review Board, Chairman, Headquarters Survey
Board, and as the DDA representative on the CIA Emergency
Planning Committee. (U)
Significant Activities and Accomplishments-FY 1978
1. Reviewed and made appropriate comments on the following
legislative acts and executive orders (which can be expected to have
an impact on this Agency) :
a. E.O. 12036-U.S. Intelligence Activities
b. S.2525-National Intelligence Reorganization and Reform
Act of 1978
c. HR 10627-Small Business Contracting Equity Act
d. HR 10699-Foreign Mission Solar Energy Demonstration
e. HR 10749-The Federal Acquisition Act of 1977
f. HR 10691-The International Development Cooperation
Act (U)
2. Responded to various requests for information from the
House Select Committee on Assassinations and to individuals re-
questing information based upon the Freedom of Information Act.
(U)
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3. Completed staff studies on the overtime consumed in the
Office of Logistics and OL support to the Directorate for Operations
(domestic and overseas). Ongoing study of the collection and
disposition of silver-bearing photo film, papers, and hypo solutions
throughout the Agency. (U)
4. Reviewed and commented upon audits and inspection of the
OL Divisions and the Office of Technical Service, Office of Data
Processing, and European Division. (U)
5. Monitored progress on the accomplishment of all MBO's and
DDA-level MBO's assigned to OL as follows: Regulations Update,
MPA/PRA Controls, Procurement Team Inspection, ADP Procure-
ment Procedures Orientation and Training, Management Information
System (MIS), Preventive Maintenance System, and Electronic Text
Editing Composition System (ETECS) . (U)
6. Initiated a study of agreements with other Government
agencies. (U)
7. Worked in conjunction with other Government agencies on
fuel conservation (report to Department of Energy) , vehicle forecasts
(to General Administration), and the Metrication Committee. (U)
Headquarters Claims Review Board
1. The Headquarters Claims Review Board (HCRB) adjudi-
cates reimbursement claims, for the loss or damage of personally-
owned property, submitted by Agency employees in accordance
with the eligibility criteria stated in Headquarters Regulation
The composition of the HCRB, the authorities for which it is
res onsible and the limitations on its authorities are as expressed in
I 7i
2. Most claims result from loss/damage incurred during PCS
movement of household effects and air freight while others are the
outcome of automobile accidents, theft, fire, and damage to, or loss
of effects in long-term storage. During fiscal year 1978, the HCRB
received 148 claims in the total dollar amount of $79,026.96 (not
including the dollar value of five incomplete claims returned for more
*Pursuant to the Military Personnel and Civilian Employees Claims Act of
1964 (31 U.S.C. 240-243, as amended by Public Law 93-455, 18 Oct 1974).
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information and two claims withdrawn) ; the average claim was for
$560.47. Of the remaining 141 claims, 21 (totaling $8,856.58 in
reported value) were denied in toto for various reasons including
expiration of the statutory filing time limit and lack of substantiating
evidence. The average settlement to the 120 successful claimants
was $395.64 for a total payout of $47,476.84. (U)
3. Chief, Plans and Programs Staff is the chairman of the
HCRB, and the HCRB Claims Officer (CO) is a member of P & PS.
The CO reviews and recommends action on claims to the HCRB. The
CO also briefs PCS overseas departees attending the Office of
Training Intelligence School as well as those attending the telecom-
munications school on Agency claims
policy. All individuals anticipating TDY or PCS overseas assignment
are being encouraged (by Central Processing Branch, Office of
Personnel) to seek guidance from the HCRB on what should be done
by each individual to protect personally-owned property during
transit or assignment outside of CONUS. (C)
4. At the present time, 0 is being revised to add an
investigation requirement, to reduce US Government liability for
personally-owned vehicles used on official business, and to add a
new member to the HCRB. (U)
GOALS-FY 1979
1. Monitor progress on all OL MBO's and DDA-level MBO's
assigned to OL as follows: Personnel Manual, OL/PD Management
Information Study, Training Program for ICS, Updating Auditorium
Sound System, P & PD Management Information System, Installation
of Third ETEC System, Secure Contractor Data System. Work
directly on DDA-level MBO's on the Agency Silver Recovery Program
and the Invoice Payment Study (joint with the Office of Finance). (U)
2. Update and upgrade Director of Logistics briefing materials. (U)
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Responsibilities (LI 1-15)
1. Function as the principal staff to the D/L in all matters
relating to those procurement functions which have been delegated
to the D/L such as:
*a. Serving as principal advisor and consultant to Chairman,
Agency Contract Review Board, and assume the duties of the
chairman in his absence. Provide services as a secretariat to the
Board.
*b. Serving as the senior Agency representative on all gov-
ernmental and industrial committees concerned with procure-
ment. (U)
2. Provide administrative oversight for those Agency procure-
ment functions which have been delegated to the D/L and coordi-
nate such other procurement functions as directed from time to time
such as:
*a. Serving as the Chairman, Procurement Policy Panel.
*b. Interviewing and recommending potential candidates for
inclusion in the procurement career system. Serving as a mem-
ber of the Logistics Career Service Board to develop recommen-
dations on rankings of personnel, assignments, and training and
review recommendations of subpanels. (U)
3. Exercise contracting officer authority on special programs, as
directed by the D/L. (U)
4. Provide services of common concern to those elements of
OL, the several decentralized contracting teams, and other Agency
components concerned with procurement. (U)
5. Supervise and administer the Procurement Management
Staff, OL, as necessary. (U)
* Those functions identified in the previous sections with an
asterisk shall be handled personally by the C/PMS and may not be
delegated without the approval of the D/L.
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Significant Statistics
Breakdown of Total Agency
Contract Activity by FY
Type
Number of $ Value
Funded Actions
(In Millions)
Research &
Development
1974 960
1975 917
1976 775
TO 242
1977 804
1978 867
1974 1,749
1975 1,397
1976 1,206
TO 325
1977 1,188
1978 890
1974 1,423
1975 1,584
1976 1,687
TO 1,151
1977 2,008
1978 1,967
1974 4,132
1975 3,898
1976 3,668
TO 1,718
1977 4,000
1978 3,724
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Significant Statistics
Procurement ACtivity-By-FY
Number of $ Value
Contracts Funded Actions (In Millions)
1974 472
1975 482
1976 461
TO 155
1977 562
1978 447
General Procurement
1974 113
1975 124
1976 121
TO 22
1977 134
1978 -/8
1974 585
1975 606
1976 582
TO 177
1977 696
1978 525
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Significant Activities and Achievements - FY 1978
1. Interface with the Office of Federal Procurement Policy
(OFPP), OMB, and the Office of Federal Management Policy, GSA:
This office continues to receive numerous proposed policies and
regulations from these offices soliciting Agency viewpoints and
comments for their consideration prior to either the creation of
and/or revision of an existing directive concerning public contracts
and property management, and the related acquisitions by the
multitude of executive department components. Selected examples
of such queries and/or requests for comments emanating from these
offices follow below:
a. From OMB:
(1) On standardization of management system criteria and
required product and nonproduct data requirements in acqui-
sition of goods and services
(2) Guide on implementing the Federal Grant and Cooper-
ative Agreement Act
(3) Federal Paperwork Commission
(4) Control of management systems criteria and data
required of contractors-relating to attempts to implement
COGP Recommendations A-33 and A-34
(5) Federal Procurement Data System
b. From GSA:
(1) Contract financing provisions
(2) Provide for full payment of Miller Act Bond Premiums
after certain conditions are satisfied
(3) Paid advertising-uniform guidance and procedures
(4) Government-wide study of small purchase procedures
(5) Extension of Cost Accounting Standards to negotiated
nondefense contracts awarded by civilian agencies
c. From OFPP:
(1) Major concern monitored by OFPP resulted from the
President's 18 May 1978 memorandum on inflation and the
resultant creation of a council on Anti-Inflation Measures in
Federal Procurement. A PMS staff member attended the
OFPP kickoff session on this subject held 26 May 1978. (U)
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a. During 1978, the C/PMS, assisted b a staff member,
completed a periodic review of the which included
assessing current problems, workload and personnel matters
and briefing the personnel on pertinent Agency issues.
b. As a result of the early January 1977 fire, this office had
been temporarily relocated to nearby leased office space pend-
ing availability and movement to new permanent space. A newly
constructed facility will be available for occupancy and the
related move in early November 1978. (C)
3. Special Contract Actions/Issues:
a. Presearch, Inc.: PMS's contract support to the DCI was
further augmented by arranging for RECD to determine and
provide necessary specifications to this contractor for construc-
tion of vault meeting adequate standards for classified docu-
ment storage.
Cognizance of the existing DCI contract activity with Pre-
search was also transferred to the NFAC Contracting Officer
who would contract for any similar future requirement levied by
the DCI.
b. Atlantic Telephone and Telegraph Company (AT&T): The
Federal Government's anti-trust suit against this concern has
resulted in AT & T levying an elaborate document discovery
proceeding with the Government and its agencies. The proceed-
ing seeks to obtain copies of what effectively could be untold
tons of contractual and related documents to be used in its
defense under the suit.
c. Potter Instrument Company, Inc.: Brought suit for patent
infringement in the U.S. Court of Claims against the U.S. The suit
alleges infringement resulting from the manufacture or use by or
for the Government of computer hardware models (generally
believed to be magnetic tape transports or drives and disc
drives). (U)
4. Selected Contract Activity Data:
a. FY 1978 Top Ten Largest Dollar Volume Contractors:
They follow in order including volume in millions:
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A plan is underway for the ACRB members and advisors to
attend a concentrated external training course in Government
procurement. (C)
6. Procurement Policy Panel Meeting:
A meeting held in June at the included a
discussion of significant issues as follows:
a. Task Force on Industrial Security and Industrial Contract-
ing status of recommendations/approvals/disapprovals.
b. I and NFIB 74.2/25 on Agency Procurement
Policy and NFIP Procurement Policy.
c. IG Report on Inspection of Agency Procurement as a part
of Logistics.
d. Contracts with former employees.
e. CONIF/GAS interface. (U)
7. Procurement Notes (PN):
Sixteen PNs plus numerous revisions were issued this year
covering a broad gamut of topics. The most significant ones
concerned the various security aspects of Agency contracts on
which four notes were issued. Certain other topics included
inspection reports, anti-disclosure agreements, communications
during competitive procurement actions, FOIA, bid or contract
protests, legal review of contracts and appeals from contracting
officer decisions. (U)
8. CONIF:
a. The major action which occurred in the CONIF system was
the CONIF/GAS interface necessary to accomplish the auto-
mated payment of contractor invoices using the combined
CONIF/GAS contract data base.
b. Very satisfactory results occurred from the query sent to
the Agency'sOcontractors for improving the accuracy of
contractor data regarding small/big business, minority business
and foreign ownership. The data received, based on 370 re-
sponses out of 418 queries (89% response), was incorporated
as necessary into the respective contractor files. (U)
9. Task Force on Industrial Contracting and Security: The first
major review of Agency contracting since Livingston was carried out
during the year by an internal interdirectorate task force. Forty-five
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specific recommendations were made by the task force, with all
approved except the move from dual delegation of procurement
authority to single delegation. Implementation of these recommenda-
tions, plus additional direction from the DDCI has been monitored by
OL/PMS. The major result of these actions has been stronger
contract language on security, improved security manuals, and more
unity of Agency procurement. (U)
10. Personnel: The personnel actions relating to procurement
officers occurring in FY 1978 included:
a. 16 rotations of procurement officers
b. 1 resignation
c. 1 death
d. 1 retirement
e. 3 new hires
f. 1 team realignment with a GS-13 moved from OD & E to
OSO (U)
11. CONIF Input Team (CIT):
a. The CIT has consisted ofd
It was established effective October 1977,
and as a result no backlog presently exists. FY 1978 contract
data input has all been accomplished.
b. The OL/OF interface with CONIF became effective 12
June 1978 for automated payment of contractor invoices.
c. The CIT is being continually trained for not only its own
current CONIF upgrading but new requirements. It further peri-
odically provides training for the various procurement compo-
nents' staffs due to clerical turnover and new requirements. Of
particular importance were sessions regarding the new financial
requirements necessary for OF invoice payment and the Busi-
ness Justification. (U)
12. Procurement Handbook: On 1 March 1978, the revised
Procurement Handbook I was issued. It was a major
revision of the former edition issued 15 February 1973.
Further, many other regulations affecting Agency procurement
were revised based on current reviews by PMS and others as
necessary. (C)
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13. Contract Boiler Plate: The Agency contract boiler plate-
the general provisions plus five other various editions for use with the
specific contract types-has been converted to the ETECS system
to facilitate more timely printing, production and issuance of future
editions as the Defense Acquisition Regulation is changed. (U)
1. Procurement Team Reviews: In accordance with Procure-
ment Note No. 23 and as an established MBO, the PMS Review
Team has completed scheduled reviews on four procurement com-
ponents including the OTS, ORD and DEG/OD & E. Al-
though no serious discrepancies existed, minor findings were dis-
closed warranting suggested corrective actions. (C)
2. CONIF Data Base Management:
a. The CONIF Data Base Manager and CONIF Input Team
(CIT) are performing thorough analyses of the data base for the
purpose of establishing procedures to assure continually greater
accuracy and more timely input. This is being accomplished
through integrity checks on new data input plus other system
enhancements.
b. The CIT assumed the complete responsibility for issuance
of Agency contract numbers; and their quarterly review includes
a check to assure that the contract numbers assigned to date
are, in fact, included in the CONIF Data Base. Similar plans are
being developed to establish an appropriate procedure for the
issuance of contract amendments and task order numbers; and
an adequate control to assure inclusion of these actions in the
data base. This will facilitate the inclusion of every contract
action which must be included in each contract base. (U)
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FOR FY 78 AND FY 77
NUMBER OF TRANSACTIONS
2600 1950 1300,, 650
FY 77 LEGEND i FY 78
FUNDED ACTIONS OW FUNDED ACTIONS
UNFUNDED ACTIONS UNFUNDED ACTIONS
Comparison of Cumulative Contracting Activity for FY 1977 and FY 1978.
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COMPARISON OF CUMULATIVE CONTRACTING ACTIVIT~
FOR FY 7b AND FY 77
TEAM TOTAL DOLLARS EXPENDED ($ MILLIONS
0 10 20 30 40 so
LEGEND
FY 77 RESEARCH & DEVELOPMENT PRODUCTION SERVICES
FY 78 RESEARCH & DEVELOPMENT ~ PRODUCTION SERVICES
Comparison of Cumulative Contra: ting Activity for FY 1977 and FY 1978.
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Total Agency procurement activity during F` 1978. The pie chart on the left shows how the total
procurement dollars were expended by the :,arious types of procurement actions; the chart on the
right shows how the total procurement acticros were allocated.
requisit
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Responsibilities (LI 1-10)
1. Advise the Director of Logistics on security matters involved
in logistical support to the Agency. (U)
2. Conduct appropriate liaison with other U.S. Government
agencies. (U)
3. Provide technical staff advice and guidance and coordinate
the activities of the security officer assigned to the West Coast
Procurement Office and the industrial security officers assigned to
the various decentralized procurement teams. (C)
4. Provide training and guidance to Office of Security personnel
assigned to the industrial security programs. (U)
5. Provide the security advisor to the CIA Contract Review
Board. (U)
6. Serve as the cover, alias documentation, safety and emer-
gency evacuation referent for the Office of Logistics. (C)
7. Under the direction of the Director of Lo s, assume the
Area Security Officer responsibilities as set forth in istic (U)
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Industrial Security Program
General Information:
2. Category "A" facilities comprise 19.2 % of total (determined
on the basis of requiring access to and storage of Sensitive
Compartmented Information or other "most sensitive" data). (C)
3. MBO is the inspection of 85% of Industrial Facilities. (U)
4. Staff Resources:
? Card Index of 33,000 Contractor Industrial Security Appro-
vals (C)
? Card Index of 600 Government Liaison Approvals (U)
? File Folders on 1900 Industrial Facilities (C)
* Number fluctuates, mostly due to the opening and closing of
facilities.
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Significant Activities and Achievements - FY 1978
1. Implemented use of the revised Industrial Facility Security
Inspection Form in conjunction with in-depth security inspections.
(C)
2. Conducted an analysis of contractor facilities to permit
categorization of industrial facilities in accordance with the security
sensitivity of the Agency-classified contracts under performance.
(C)
3. Initiated a program for contractor review and report on
classified document holdings. (C)
Goals - FY 1979
1. Augment the Staff in order to organize it along functional
lines and attain greater efficiency in its functions. (U)
2. Automate Industrial Security Approval records. (C)
3. Revise Industrial Facility Security Records procedures. (C)
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Organizational structure or the U / Security Staff and areas of responsibility.
? ?
?
w c-I Lot;
W, l" , I
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SUPPLY DIVISION
OFFICE OF
THE CHIEF
DEPUTY CHIEF
OPERATIONS
SUPPORT
BRANCH
INTER-
DEPARTMENTAL
SUPPORT
BRANCH
SUPPLY
MANAGEMENT
BRANCH
DATA
CONTROL
BRANCH
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Responsibilities (LI 1-5)
Responsibilities of the Supply Division are to:
1. Provide regular supply service, i.e., receiving, storage, issue,
packing, and transportation;
2. Provide quick reaction supply service, i.e., procure, pack,
and ship (Small Purchases Branch) ;
3. Perform inventory management functions, i.e., stock levels,
replenishment, disposals, new items, and participate in the Federal
Catalog Program;
4. Maintain Agency accountable property records, monitor,
and coordinate the content, structure, integrity, and security of the
automated Inventory Control System;
5. Conduct interdepartmental liaison, procurement, and con-
tracting;
6. Provide technical guidance in transportation, ordnance,
airborne, and vehicles;
7. Budget for Agency administrative forms;
8. Provide domestic truck transport with inhouse vehicle fleet;
9. Be responsible for:
a. The inspection, testing, and maintenance of weapons,
ammunition, and explosives;
b. The configuration, packaging, and shipment of the para-
military materiel stockpile;
c. The design and testing of aerial delivery material and
aerial delivery techniques;
10. Maintain the master record of Agency motor vehicles
worldwide;
11. Manage the single transportation allotment. (S)
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OL Inventory Control System:
1. The Inventory Control System (ICS) is a computer applica-
tion designed to enable OL_ to be more effective in the management
and control of Agency personal property assets (both non-expend-
able and expendable). The ICS software, Generalized Information
Management (GIM) System II, provides an on-line automated capa-
bility that assumes many of the clerical or manual functions required
in the daily operations of the supply system. The system, which also
responds to requisitions from customers worldwide, provides man-
agement with inventory control techniques which would not be
possible under a manual system. The ICS replaced the Stock
Accounting System (SAS) as the primary tool used by Supply
Division to manage and control inventory assets. (U)
2. Generally, the ICS is designed to process supply actions
(receipts, issues, maintenance, adjustments) accurately and simply,
permit rapid query of files, produce both scheduled and non-
scheduled reports, and maintain property and financial integrity.
Specifically, the system provides for: automatic release of back-
orders in priority sequence; receipt of requisitions requiring procure-
ment action and issue verification of the procured material; on-line
requisition follow-up via terminals; on-line access to all files; auto-
matic Depot Issue Notice (DIN) for stock and non-stock issues;
tracking of Property Requisitioning Authority (PRA) and Materiel
Procurement Allotment (MPA). The users of the ICS are OL,
requisitioning activities, cognizant /technical offices, Office of Fi-
nance, and the Audit Staff. (U)
3. To accommodate a smooth transition from the SAS to ICS,
the implementation of the ICS was accomplished in four modules:
(1) identification or stock number file, August 1973; (2) part
number/stock number cross-reference file, November 1973; (3)
inventory file (on-hand, in-use, on loan to, on loan from) , November
1974; and (4) requisitions (customer and replenishment), June
1975. (U)
4. The major files, which contain approximately 252,000 re-
cords are: Identification; Part Number; Inventory On-Hand; Inventory
In-Use/On-Loan To/On-Loan From; Requisition Back Order; Inven-
tory Demand; Requisition Suspense; Activity (history) ; Monetary;
Project (PRA FAN) ; and Depot Issue Notice. (U)
5. In October 1978, the ICS II Task Force became functional; its
tasks are to consider the effectiveness of the current system and to
recommend enhancements or alterations as appropriate. (U)
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Significant Activities and Accomplishments-FY 78
1. Automation of Agency Vehicle Records: The changeover
from a semi-automated EAM vehicle records system to a fully
automated system is in the process of being implemented. The
Agency Vehicle Records System (AVR) is a computer based
application which allows for a more accurate and informative man-
agement data base; quicker response to internal and external
queries; aids in vehicle licensing and registration through state and
local governments and DOD; and for forecasting procurement lead
times. (C)
2. Transportation Course: A three day transportation course
was offered at for 25 area logistics officers to
familiarize them with the procedures, problems and trends in ship-
ping materiel by military and commercial modes. (U)
3. ICS Query Capability Extended to OSO: Access to the ICS
was further extended to provide OSO the on-line capability to obtain
On-Hand, Due-In, Due-Out, In-Process and Identification information
via the use of a terminal located at the OSO facility. This capability is
now held by logistics personnel assigned to OC, OTS, FBIS, and
OSO. (C)
5. Task Forces: A 3-man task force was mobilized on 2
October to assist ODP in conducting a comprehensive physical
inventory of all ODP property. This task force was a result of a recent
critical audit report on ODP property accounting procedures. (U)
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a. Also in October, a 2-man task force was dispatched to
inventory of OTS property.
b. A 4-man task force was activated on 12 October to review
the current ICS and to either recommend changes to enhnace its
performance or to replace it as a supply and fiscal control
system. (C)
6. Reduced Single Transportation Allotment (STA): The FY 79
STA has been reduced by $800,000. Added to this is a MAC
announcement that the cost of MILAIR shipments increased by 21 %
effective 1 October. Also ICC has approved a 17% motor freight
increase effective 1 November. This will necessitate extremely close
monitoring and scrutiny of all requests for premium transportation to
stretch the authorized STA dollar as far as possible. (C)
7. OTR's "Introduction to CIA" Course: Included for the first
time in this OTR sponsored course for new employees was a tour of
he tour reportedly was well received and OTR has
indicated that it may become a permanent feature of the course. (C)
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Goals-FY 1979
1. Complete reconciliation of Headquarters Property In-Use
Account 6805. (U)
2. Develop a consolidated PIN/Supply Action filing system at
o enhance information management and eliminate
redundancies in the storage and retrieval process. (U)
3. Initiate and distribute to Agency components a twice annual
computer printout of Agency excess property to replace the current
manually produced listing. (U)
4. Implement the Federal Automatic Requisition System
(FARS) utilizing the Defense Automatic System (DAAS). (U)
5. Complete the input of Agency weapons data into the auto-
mated Agency Weapons Control System (AWCS). (S)
6. Establish within the Office of Logistics (OL) a Task Force to
identify those areas of the Inventory Control System (ICS) which
require modification or expansion to meet existing and anticipated
requirements, and to recommend such concepts, programming, and
equipments which would satisfy the requirements on a cost effective
basis and enhance the utilization and performance of the system.
(U)
7. Develop a comprehensive training program and procedures
manual for Supply personnel to enhance information management in
the theoretical and operational use of the Inventory Control System.
(U)
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SMB
xkw.
STOCK
M LINE ITEMS PROCUREMENtS
19
LINE ITEMS -7 LINE ITEMS
VALUE VALUE
Supply Division Statistical Summary with three year trends for Supply Management Branch (SMB),
Interdepartmental Support Branch (IDSB;j. aid Small Purchases Branch iSPB).
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Worldwide distribution of Agency property accounts
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REAL ESTATE AND
CONSTRUCTION DIVISION
OFFICE OF
THE CHIEF
DEPUTY CHIEF
STAFF
ARCHITECT
RECORDS
AND
FILES UNIT
REAL
ESTATE
BRANCH
FIELD
ENGINEERING
BRANCH
HEADQUARTERS
ENGINEERING
BRANCH
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Responsibilities (Li 1-8)
1. Overall Functions
a. Advises the Director of Logistics on all matters relative to real
estate, construction, and maintenance of Agency facilities. (U)
b. Provides qualified personnel for management of matters
pertaining to real estate, construction, and maintenance of Agency
facilities worldwide. (C)
c. Furnishes architectural and engineering services, including
contract negotiations for real estate, construction, maintenance,
and architect-engineering services in support of Agency require-
ments. (U)
d. Coordinates legal, cover, and security aspect incident to real
property transactions with the Office of General Counsel, Cover and
Commercial Staff, and Director of Security or their designees. (C)
e. In review of Agency organizational information and space
data, develops professional planning expertise and techniques
which will provide a quick response in defining and implementing
major conceptual building programs, studies, and component
relocations for short-term, medium-term, and long-term time
frames. (U)
2. Headquarters Engineering Branch (HEB)
a. Provides the required support for the continuing and reliable
operation of all utilities systems necessary to allow for the uninter-
rupted functioning of the Headquarters establishments. (U)
b. Prepares designs and conducts engineering and construction
activities within the Headquarters establishment. (U)
c. Provides plans, budgetary estimates, and schedules for
design and construction of Headquarters facilities through direct
support, other Government agencies, or commercial firms. (U)
3. Field Engineering Branch (FEB)
Primary function is to provide specialized or professional guid-
ance and direction for design, construction, renovation, and other
technical support related to domestic and foreign field stations'
engineering requirements. (C)
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4. Real Estate Branch (REB)
a. Budgets and arranges for the acquisition, maintenance, and
disposal of domestic safe sites. (C)
b. Provides guidance and management in the acquisition and
disposal of domestic and foreign real estate. (C)
5. Records and Files Unit (R&FU)
Maintains records of all Agency real property, construction and
maintenance activities. (U)
Significant Activities and Achievements-FY 1978
1. Engineering Support to Headquarters:
Engineering and, particularly, utilities support to Headquarters
elements continues unabated from last year. A new uninterruptible
power source (UPS) to support Office of Data Processing (ODP)
and Office of Communications (OC) operations has been com-
pleted. Installed UPS units now include a 1300 kVA 60 Hz unit, a
375 kVA 400 Hz unit, and a 1000 kVA 60 Hz unit; all installed at an
approximate total cost of $1.6 million. Two 2500 kW emergency
generators to support ODP and OC have been procured and are
now being readied for installation. (U)
2. SAFE:
Preliminary facilities planning and initial engineering design for
Project SAFE are well underway. Installation of a third 2500 kW
emergency generator to support Project SAFE has been started
and the design for the modification of C Vault to support the
increased power requirements for Project SAFE has been com-
pleted. Facilities expenditures for Project SAFE during FY-77, 78,
and 79 are anticipated to total approximately (U)
3. Energy Conservation:
Based on a detailed engineering study sponsored by the
Agency, GSA has agreed to fund and accomplish the modification
of the Headquarters building heating, ventilating, and air condition-
ing (HVAC) systems to minimize the use of outside air, thereby
effecting considerable energy savings. This project is estimated to
cost approximately $200,000. The Agency did conduct a feasibil-
ity study to determine whether or not classified waste generated in
the Headquarters building could be used as fuel for the power-
house boilers. The answer, unfortunately, was negative. (U)
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4. Community Headquarters Building (CHB):
Life-safety and security improvements will be made during the
coming year under the continued supervision of Division personnel
including a fire tower escape route serving all floors. Elevator
improvements are being negotiated with GSA. (U)
5. Disposal of Agency-Owned Domestic Properties:
The last Agency-owned domestic property used as a safehouse
was declared surplus during this period. The property is currently in
the hands of GSA for disposal and will most likely be sold, since
there has been no interest expressed by either Federal or local
government agencies. (C)
6. Rental Survey at the
was conducted during this period. Final rental and utility rates have
been established. This rental survey represented a Division effort to
ensure the Agency's strict compliance with OMB guidelines in such
matters. (C)
A rental survey to revalidate the comparability of rentals
8. Engineering Support to Domestic Operations:
The design and construction of new offices for
master planning for the Agency's F
an the design and construction of a motor-generator and
UPS installation at the National Photographic Interpretation Center
(NPIC) are all examples of domestic projects for which this
Division exercised engineering and construction responsibility dur-
ing the past year. (U)
9. Personnel Support to Foreign and Domestic Installations:
The Division provided engineers and technicians PCS to a
number of foreign and domestic posts including the following:0
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AGENCY LOCATIONS IN METROPOLITAN WASHINGTON
TYPE AREA
BUILDING ADDRESS COVER USER SPACE (SQ FT)
1. Headquarters Building EOP/CIA General Office
Langley, Virginia Other
Parking
2. Printing & EOP* Logistics Office
Photography Bldg. Other
Langley, VA Parking
3. Garage Building EOP Logistics Office
Langley, VA Other
Parking
4. Ames Center Building EOP General Office
1820 N. Ft. Myer Dr. Other
Rosslyn, VA Parking
5. Key Building EOP General Office
1200 Wilson Blvd. Other
Parking
6. Chamber of EOP General Office
Commerce Bldg. Other
4600 N. Fairfax Dr. Parking
FY-78 ANNUAL
SLUC COST ($)
*EOP means ''Executive Office of the President" and as such correctly describes Agency space as well
as other space within the Executive Office. For this reason, it is not "cover" as the term is literally
applied.
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TYPE AREA FY-78 ANNUAL
BUILDING ADDRESS COVER USER SPACE (SQ FT) SLUC COST ($)
8. Central Building EOP/CIA OTS Office
2430 E. Street, N.W. Other
Washington, D.C. Parking
9. East Building EOP/CIA OTS Office
2430 E. Street, N.W. Other
Washington, D.C. Parking
10. South Building EOP/CIA OTS Office
2430 E. Street, N.W. Other
Washington, D.C. Parking
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TYPE AREA
BUILDING ADDRESS COVER USER SPACE (SQ FT)
20. 1000 Glebe Road
Arlington, VA.
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Office
Other
Parking
FY-78 ANNUAL
SLUC COST ($)
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Major RECD Projects Completed During 1978
Location Cost
1. Flushing of Secondary Chilled Headquarters $100,000
Water System including ? 5000
induction units providing HVAC
to Headquarters perimeter area
floors 1 through 7 (GSA funding)
3. Replace SOMAT machine in
Room BE44 Headquarters
4. Repair curbs and apply seal
coat to streets and parking
areas (GSA funding)
Headquarters 632,000
Headquarters 82,000
Headquarters
113,000
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Major RECD Projects to be Completed During FY 1979/80
7. Emergency road repairs
8. Install small package boiler
9. Install two (2) new 2500 kW
generators
10. P & PD color lab and HVAC
improvements
11. Project ADSTAR
12. Headquarters recreational
facility, four lighted tennis
courts
13. Salt/sand storage facility and
miscellaneous improvements
14. Headquarters recreational
facility access roadway, gate
and parking facility
15. Headquarters recreational
facility, softball/football
field and volleyball / basketball
court
Headquarters
Headquarters
Powerplant
Headquarters
Powerplant
P & PD Bldg.
Headquarters
Headquarters
Headquarters
Headquarters
Headquarters
379,000
165,000
2,450,000
325,000
300,000
170,000
275,200
39,900
63,700
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Major RECD Projects to be Completed During FY 1979/80 (cont'd)
Location
Major Projects Under Construction During FY 1979
Location
Cost
1.
Expansion of Transformers
Vault C
Headquarters
$700,000
2.
Install Sprinkler System in
GC03 (GSA funded)
Headquarters
100,000
3.
Drainage and site improvements
at garage, West lot, and main
storm sewer outfalls
Headquarters
250,000
4.
Outside air damper modifica-
tions provided by GSA
Headquarters
200,000
5.
SAFE Phase 1 12,500 ft.,
including utility areas
Headquarters
1,077,000
6.
CAMS 400 Hz UPS installation
Headquarters
300,000
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Major Projects in Design During FY 1979
1.
Procure Water Filter Improve-
ments
Headquarters
$50,000
2.
New transformer vault design
Headquarters
134,000
3.
Short circuit current
protectors
Headquarters
60,000
4.
Design fire barrier
Headquarters
$250,000
5.
Rezone perimeter induction
units
Headquarters
75,000
6.
Improve fire and underfloor
water detectors
Headquarters
40,000
7.
Improve chilled water filters
Headquarters
50,000
8.
Rebalance entire HVAC system
Headquarters
400,000
Major RECD Active, Long-Term Projects
1. VEPCO funded substation improve-
ments
2. Redundant steam and chilled
water lines connecting powerplant
and main building
3. Critical chilled water loop
4. New electrical power risers
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Headquarters $8,500,000
Powerplant
Headquarters 1,000,000
Headquarters
Headquarters
750,000
200,000
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LOGISTICS SERVICES DIVISION
ARCHITECTURAL
DESIGN
STAFF
INTERIOR
DESIGN
CONSULTANT
LIi
OFFICE OF THE
CHIEF
DEPUTY CHIEF
ASSISTANT
CHIEF
BUILDING
SERVICES
BRANCH
El
MAIL
AND COURIER
BRANCH
Z
MOTOR
POOL
BRANCH
EXECUTIVE
DINING ROOM
SPACE
MAINTENANCE
AND
FACILITIES BRANCH
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Responsibilities (LI 1-12)
Metropolitan Area Functions:
1. Space planning, design and allocation.
2. Renovations and maintenance of buildings and grounds.
3. Day-to-day liaison with General Services Administration
Group Forces, Headquarters Engineering Branch, and Tele-
phone Branch.
4. Move planning and management.
5. Mail and courier service.
6. Area passenger transportation and associated vehicular
maintenance.
7. Procurement and distribution of administrative supplies and
equipment.
8. Classified waste disposal.
9. Logistical support and implementation of Fine Arts Commis-
sion directives.
Special Headquarters Functions:
1. X-ray inspection of all incoming mail.
2. Parking areas management.
3. Receipt and delivery of supply materials to components
within the Headquarters Complex.
4. Pneumatic tube system.
5. Executive dining management.
6. Emergency control center and snow removal.
7. Auditorium (scheduling, equipment, projection technician) .
8. Overseeing cafeteria, snack bars, and vending machine
operations.
9. Armoring of official and Q.P. vehicles at Headquarters and at
overseas locations.
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Significant Activities and Accomplishments-FY 1978
1. Special Projects:
a. Following months of delays by GSA due to contractor
disputes and related problems, the installation of the OGCR plotter
in the GH corridor was completed during November 1977. LSD
rendered much logistical support in helping to assuage the numer-
ous obstacles which plagued this project. (U)
b. Similar problems were encountered in renovating Room 1D10
in order to prepare this area for the installation of the TADS
computer facilities. LSD representatives were often called upon to
resolve difficulties that the GSA forces were unable to surmount.
This work was finally completed during May 1978. (U)
c. In assisting other government agencies, LSD burned 45 cubic
feet of voided postal stocks for the McLean Branch of the U.S.
Postal Service, and approximately 1.5 million invalid U.S. Treasury
checks were disintegrated through the Hammermill. LSD also
continues to periodically receive classified material for destruction
from the U.S. Senate. (U)
a. In response to a request from the DCI Security Staff, LSD's
Motor Pool procured a replacement siren and public address
combination with speakers for Admiral Turner's vehicle. The new
unit was installed by Motor Pool personnel with technical assist-
ance from the Office of Communications. (U)
b. The installation of the Closed-Circuit Television network at
Headquarters was completed in February 1978. Television moni-
tors were placed in the DCI/DDCI suites, PAO, and the North and
South cafeterias. (U)
c. A two-drawer safe file was supplied to Judge John Sirica for
work related to an Agency FOIA case. (C)
d. LSD lent support to the preparations at Headquarters for the
abated Iranian Student Demonstration scheduled in early June
1978. The support included two dedicated Bluebird buses to
remain on stand-by for moving protective officers as needed,
chairs, and refreshments set up in the tunnel, portable toilets, ice
water, and trash receptacles placed throughout the compound,
and the security grills at all _the entrances to the Headquarters
Building inspected and found to be in satisfactory working order. (U)
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3. Special Committees and Investigations:
Temporary space and furnishing were provided at Headquarters for
the House Assassinations Committee. Similar support was given to
the Stockwell Book Working Group. (U)
4. Exhibits and Visitations:
a. Following the demise of Project Outreach, the exhibits on the
first floor of Headquarters were dismantled and moved to the
for temporary storage. The U-2 exhibit was packed
and returned to NPIC. (U)
b. LSD provided assistance to numerous exhibits in the 1D
corridor during FY 1978. Among these were the "Black History
Month," "A Cartoon History of U.S. Foreign Policy," and the
"Handicapped Awareness Month" exhibits. In addition, LSD par-
ticipated in several exhibits sponsored by the E.A.A. (U)
c. Personnel services and equipment were supplied to NBC and
PBS/Boston television crews as filming took place on the Head-
quarters compound. (U)
5. Headquarters Beautification:
a. A GSA horticulturalist has been contacted regarding the
replacement of the dead willow oak trees on the compound. It is
expected that the planting of new trees will begin this fall. (U)
b. The inadequacy of the groundskeeping services at the
Headquarters compound has been a continuing source of concern
to LSD. Because of a bias plea from a bidding contractor, it has so
far been impossible to let a new contract. In the interim, and until a
new contract is let, limited maintenance is being accomplished by
GSA custodial forces supplemented by help from the GSA Penta-
gon Group Forces. (U)
6. Office Space:
a. Outstanding requirements for office space is 105,000 square
feet exclusive of Project Safe. Because GSA has been unable to
acquire additional space, alternative actions have been undertaken
in order to satisfy these needs. One classroom has been returned
from OTR and the Ames Building cafeteria is being closed. These
areas will be reconfigured to serve as office space. Other alterna-
tives are being investigated for leasing external space. (U)
b. Working with GSA has become especially difficult during the
past several months as investigations of GSA operations by the
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FBI began. Unacceptable delays have been encountered in negoti-
ating bids and signing contracts for maintenance work. The
Director of Logistics and his Executive Officer met in May with
Messrs. James Steele and Ruben Scheidt of GSA in an attempt to
remedy some of these problems. (U)
c. Major space renovations were completed for DCI/NITC,
DCI/IG, ORPA, LA Division, EA Division, and OCR. Moreover, the
front offices of NFAC and DDO were upgraded. The PAO area was
also reconfigured and renovated. (U)
d. A new and larger library for OGC was provided and 1A07
classroom was redecorated for OTR with new furniture and carpeting.
(U)
7. External Buildings
a. Renovations to the first floor of the East Building are nearing
completion with only a second coat of paint needed. (U)
b. Replacement carpeting was installed in the second floor lobby
of th in January. The cost of the carpeting was split
50-50 between the Agency and the building management. (U)
c. DDO/DCD personnel were moved in December 1977 from the
Ames Building (U)
d. Although efforts to begin the FBIS reorganization at the Key
Building have been delayed, it is expected that this project will
accelerate toward the end of FY 78 or early FY 79. (U)
8. Fine Arts Projects:
a. LSD arranged the loan of original art from some Army and
Navy collections to be placed in the DCI's office in the EOB. (U)
b. All the paintings owned by Vincent Melzac and on loan to the
Agency were rearranged on the first floor of Headquarters with
professional assistance from the National Collection of Fine Arts.
(U)
c. New vinyl wall covering was applied to the elevator cores and
the DCI elevator lounge on the first floor of Headquarters. The DCI
elevator lounge was also redecorated. (U)
d. Assistance was provided in selecting new lounge furniture for
the front offices of ORPA, OSR, ODP, OF, and FBIS. (U)
e. Th Headquarters Building lobby, the Ames
Building reception room, and the Headquarters Badge Office were
upgraded and redecorated with new furniture. (U)
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9. Other Items
a. The North Somat System was completely overhauled and
upgraded in March and April of 1978. (U)
b. Two-way radios were installed in the courier vehicles during
January, allowing constant communication to all locations serviced
by Agency couriers in the Washington Metropolitan Area. (U)
c. Repair work on Elevator No. 12, which has been out of service
since February 1978, began in June but is now delayed due to
nonavailability of parts. Work is expected to begin again in August.
(U)
10. Management Objectives:
a. Directorate Level OL-A-06-77-Universal Courier Receipt:
Some of the first samples of the new forms were unsuitable and
rejected by the Agency. Improved versions are now being pro-
duced. (U)
b. Office Level-LSD-01-78-BSB Mini-Computers: A feasibil-
ity study of BSB operations by the Systems Analysis Branch
(SAB) has been slowed somewhat by the loss of key personnel in
SAB. (U)
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Significant Statistics
Percent
Increase or
FY77 FY78 (Decrease)
1. Architectural Drawings:
Requests Brought Forward 62 162 261.3
Requests Received 693 657 ( 5.2)
Requests Completed 593 688 16.0
Requests Carried Forward 162 131 (19.1)
2. Classified Waste
Disposed Of (Tons) 2,273 2,528 11.2
3. Carpeting (Sq. Yds.) 18,414 21,264 15.5
4. Executive Dining Room:
Net Profit/ (Loss) ($5,280) ($432) -
5. Courier Services:
Miles Driven 451,323 436,128 ( 3.4)
Number of Runs 33,712 34,329 1.8
Average Locations 662 667 0.8
U.S. Mail (Pcs.) 754,248 662,910 (12.1)
CIA Mail (Pcs.) 4,093,438 4,227,676 3.3
6. Motor Pool Services:
Miles Driven 624,660 595,892 ( 4.6)
Number of Trips 25,138 23,708 ( 5.7)
Total Passengers 285,976 300,080 4.9
Accidents 25 27 8.0
7. Work Orders:
Initiated 2,942 2,988 1.6
Completed 2,855 2,408 (15.6)
8. Auditorium Presentations
(Average Monthly) 21 18 (14.3)
10. Pneumatic Tube
Traffic (Carriers)
11,630 10,157 (12.7)
2,386,615 1,641,436
43,915
44,683
(31.2)
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Headquarters Energy Consumption*
Oct 76-Mar 77
Oct 77-Mar--78
Percent
Increase or
(Decrease)
1.
Electricity (kw Hrs.)
30,212,000
29,786,000
(1.4)
2.
Fuel Oil (Gallons)
818,703
985,872
20.4
Status for last 6 months of FY 78 are not yet received from GSA
Vehicle Fuel Consumption
FY 77
FY 78
Percent
Increase or
Decrease
1. Gasoline (Gallons
) :
Headquarters
195,818
183,491
(6.3)
19,983
18,259
(8.6)
215,801
201,750
2. Diesel Fuel (Gallo
ns) :
Head uarters
9,365
10,277
9.7
21,537 24,795
15.1
30,902 35,072
COMBINE
D TOTAL 246,703 236,822
(4.0)
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Goals-FY 1979
1. LSD encountered several disappointments last year in regard
to anticipated accomplishments. In order to maintain a firm commit-
ment to satisfy our expectations, LSD is reinstating the following
objectives for FY 1979. This year we will apply increased efforts
toward completion of these programs. (U)
a. Courier Training Courses: Because of existing workloads,
and personnel restraints, LSD was unable to schedule a sufficient
number of couriers to attend internal training courses. This year we
hope to coordinate this program more completely with the OL
training officer in order to provide substantial attendance at all
available courses for the couriers. (This will help to prepare LSD
employees for positions of increased responsibility and ensure the
maximum utilization of our personnel resources to provide for the
future needs of the Office of Logistics.) (U)
b. New CRAMS Program: In cooperation with the Office of Data
Processing and the Systems Analysis Branch, OL, we hope to
complete the development of a new computer program for the
CRAMS report during FY 1979. (U)
c. Standard Furniture Catalog: Continued coordination will be
required with the Printing and Photography Division, OL for
completing the compilation of a reference book listing descriptions
and pictures of the types and styles of furniture which are available
to our customers at no cost, within existing regulations. (U)
2. During FY 1979 LSD will direct its efforts to, and expect
positive results from the following projects:
a. Video Production Center: Room 1 E62 will be redesigned and
renovated for NFAC/PPG in order to provide space for housing
the RCA equipment necessary to produce video tapes of various
finished intelligence items. (U)
b. OSR Reorganization: The OSR area in the 2G corridor will be
redesigned into an open office landscape environment using
standard GSA schedule furniture items. (U)
c. DDO Reorganization: In order to recapture excess DDO
space, a member of the Architectural Design Staff will work closely
with the EUR and SE Divisions during their proposed reorganiza-
tion. (U)
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3. As part of the DDA FY 1979 Management by Objective
program, LSD will initiate action to complete the following projects:
a. The practicality of installing a mini-computer in the Building
Services Branch area will continue to be evaluated as a replace-
ment for the existing manual stock management systems. (U)
b. Motor Pool maintenance personnel will be scheduled to
attend factory sponsored courses in order to keep abreast of the
latest developments in the fields of diesel and gasoline engine
maintenance and emission control devices. (U)
c. A two-way communications network will be established within
LSD, tying all support components together in one net. Such a
system will supplement the existing Motor Pool and Courier
communications networks. (U)
d. The existing Auditorium sound system will be evaluated by an
external contractor and upgraded as necessary in order to provide
a higher level of audio performance to components using the
facility. (U)
e. A handbook of definitions and procedures for the Architectur-
al Design Staff will be prepared in order to improve the existing
verbal exchange of information between new employees and fellow
staff members. (U)
f. New master templates and thumbnail drawings for all external
overt buildings will be prepared to upgrade the present templates
and drawings which are in poor condition and not totally accurate.
(U)
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PRINTING AND
PHOTOGRAPHY DIVISION
SYSTEMS
STAFF
GRAPHICS AND
VISUAL AIDS
STAFF
SPECIAL PRINTING
PLANT
COMPOSING
BRANCH
OFFICE OF
THE CHIEF
DEPUTY CHIEF
OFFICE OF
PRODUCTION
MANAGER
OFFSET
PHOTOGRAPHY
BRANCH
PRESS
BRANCH
PHOTOGRAPHY
F1 BRANCH
L SUPPLY AND
SERVICES STAFF
MAIN PRINTING
PLANT
BINDERY
BRANCH
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Printing and Photography Division
Responsibilities (LI 1-6)
1. The operation and maintenance of a centralized, general-
purpose printing facility, responsive to all Agency document
publication requirements. Examples include: intelligence publica-
tions (Foreign Intelligence Reports, National Intelligence Esti-
mates, President's Daily Brief, National Intelligence Daily),
intelligence memoranda, intelligence reports, handbooks, periodi-
cals, special reports, bulletins, reviews and summaries, multicolor
maps and charts, forms and administrative publications, booklets
and pamphlets, atlases, cartographic aids, and copying/duplicating
products. (U)
2. The providing of photographic services that include the
general categories of: microimagery (computer-output microfilm,
microfiche, cartridge microfilm, and roll microfilm), black-and-white
and color imagery products, motion picture services, and original
photography throughout the Agency. (U)
3. Maintaining coordination with Agency publishing compo-
nents, the Government Printing Office, other Government agencies,
and the private sector. (U)
4. The provision of technical guidance and planning to all
Agency components on printing and photographic concerns. (U)
5. The provision of artistic support to Agency components
through the preparation of graphics and visual aids. (U)
6. Maximizing productivity and efficiency consistent with cus-
tomer requirements, through the application of new technologies
available to the graphic communications industry. (U)
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Significant Activities and Accomplishments - FY 1978
ACHIEVEMENTS: Agency printing requirements are dynamic.
Customers routinely demand fast response for the production of
publications of increasing complexity and sophistication. The Printing
& Photography Division (P & PD) has exploited new technologies
and adjusted the organizational structure to remain responsive to the
Agency's needs. Recent accomplishments include:
1. Graphic Communications Seminars: Several seminars were
provided to P & PD customers during the past year to provide
information on services available and to improve communication.
Seminars have also been provided to P & PD employees with empha-
sis on their role in the Intelligence Community, managerial philos-
ophies, and a forecast of future technologies expected to impact
upon the Division. (U)
2. Country Summary Map and Regional Atlas Programs: A
DCI policy to expand the Agency's capability for making unclassified
documents available to the general public and a more receptive
environment at the Superintendent of Documents, Government Print-
ing Office (GPO) has impacted on P & PD in the form of lengthy
production runs of country summary maps and regional atlases. The
programs allow P & PD to extend its printing production run for
Agency copies in order to provide these products to GPO on a cost-
reimbursable basis. Fifteen summary maps and a Polar Regions
Atlas were furnished to GPO under these programs in FY 1978.
Thirteen more country summary maps are scheduled in the near
future. (U)
3. Federal Depository Library Program (FDLP): This project,
which was initiated in FY 1978, requires P & PD to forward two
copies of every unclassified publication originating in the NFAC area
to GPO/FDLP, where they are indexed and listed as being available
to all FDLP libraries throughout the country. When color in the
publications is crucial, 900 copies are furnished. A data base of all
publications forwarded to FDLP is maintained and each month the
Information and Privacy Staff/DDA is provided a cumulative listing of
these publications. (U)
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4. Management Information System (MIS): The major ele-
ments of the Division's MIS are currently being implemented via the
GIMs II system. An initial data base for supply and inventory control
is currently in use. Another element of the MIS, production control, is
in use to record production statistics and manhours costing. The
more elaborate mechanism of production control, which is designed
to provide job tracking, full costing, and resource allocation, is not
yet in operation. (U)
5. Property Control and CMR Accounting System: A data
base of all property in P & PD was created on VM. The system
accounts for equipment inventory and costing for all Consolidated
Memorandum Receipt (CMR) accounts in the Division. (U)
6. Electronic Text Editing and Composition System
(ETECS):
a. Conversion of Agency Composition from Hot Metal, EPIC
and AKI to ETECS
Most typesetting jobs have now been converted to process-
ing via the ETEC System. The conversion has been especially
beneficial in the case of recurring (weekly, monthly, and
semiannual) jobs which can be stored in the data base for
updating. The purpose is to develop a typesetting system
which is more responsive than traditional methods and to
reduce overtime, develop more control, and to take advan-
tage of the state of the art.
b. Procurement and Installation of an Autologic APS-5
Phototypesetter
An APS-5 phototypesetter was procured this year to re-
place obsolete typesetting equipment and to provide a real-
time backup capability for the APS-4 phototypesetter. The
APS-5, now in full production, is the latest third generation
machine available. It is much faster than the APS-4 yet is fully
compatible with it. The speed and reliability of this updated
system is providing good response to customers'
requirements.
c. Implementation of the NFAC Support Group
A support group of 12 P & PD employees was assigned to
provide NFAC/Publications and Presentations Group (PPG)
with 24-hour, 6-day per week support in the production of
current intelligence. Equipment for this operation was installed
in 7G-28 Headquarters and is now on-line to ETECS in GJ-56,
Headquarters.
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d. Selective Redundancy of Time Critical Jobs
In order to use the resources of the two Atex, Inc., systems
optimally, software was modified and procedures implement-
ed to allow the operator to select realtime backup (a com-
plete copy on both systems) for only those jobs which require
total redundancy. This feature allows each system to operate
independently except when processing time critical jobs such
as the President's Daily Brief or the National Intelligence
Daily which are backed up from system to system in realtime.
e. ADPIETECS Training
Several employees have attended courses offered by
Digital Equipment Corporation to give them a basic under-
standing of the minicomputer operating system under which
ETECS runs. Four employees have attended the program-
ming course for Atex, Inc., operating software. In addition to
external training, the total complement of Composing Branch
personnel has been involved in on-the-job training during the
past two years. (U)
7. Pre-Lay Pin Bar Registration: During this past year, a pin
registration system was initiated to provide consistent positioning of
both copy to be shot and film to be exposed in the Offset
Photography Branch. In the operation, text is pre-laid in a signature
configuration and one negative is shot for each eight-up lay. Pin bars
for consistent registration are used on both the copyboard and the
camera vacuum back. This system conforms to the pin punch system
in use in the platemaking section. With the three operations of
stripping, photography, and platemaking unified by a common pin
system, many manual functions have been eliminated. The system
has provided an increase in production ranging from 100 to 400
percent for various jobs and will help meet future demands for
increased productivity when advanced pre-press technologies such
as the laser platemaker are acquired. (U)
8. Offset Photography Training: During this year, a program
of cross-training was conducted for the Offset Photography Branch
members. The exchange of skills between strippers and photogra-
phers has provided the Branch with an expanded degree of flexibility
in manpower utilization. In addition, both internal and external
training in lithographic photography was provided for Branch mem-
bers, and one employee is scheduled for a course in quality control at
the Rochester Institute of Technology. (U)
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9. Procurement of Two Offset Presses: A new 40" single-
color offset press was purchased to replace a 20-year old 38" single-
color. A compatible two-color 40" press was also purchased to meet
increasing requirements. These two new presses have the capability
to run twice as fast as the ones they replaced and can produce
better quality work with reduced throughput time. (U)
10. Procurement of a Platemaker: A 43"x 52" Nu Arc Plate-
maker was purchased to help keep pace with the new offset presses.
(U)
11. Press Branch Training: One apprentice platemaker and
two apprentice pressmen are receiving training in platemaking in
addition to an on-going program of cross-training Press Branch
journeymen to ensure coverage of press and platemaking functions
at all times. (U)
12. Addressograph Mailing Lists: The Bindery Branch has
converted all Agency mailing lists from metal to plastic addresso-
graph plates as metal plates will soon be unavailable. (U)
13. GBC Automatic Punch: An automatic lift feed punch was
purchased to enhance the Bindery Branch capability to respond
faster in producing GBC plastic-bound publications. (U)
14. Macey Collating Machine: The recently purchased 12-
station Macey collator has met all expectations, virtually eliminating
hand collation operations. As a result, the Bindery Branch is now
processing Agency form work and single-sheet publication jobs in a
much improved time frame. (U)
15. Baumfolder Folding Machine: A 39" x 52" Baumfolder
was purchased which has given the Bindery Branch the capability to
machine fold oversized map work which was previously done by
hand. (U)
16. Xerox 9400 Copier: A Xerox 9400 is now being leased in
the Special Printing Plant (SPP) to increase production and quality
for quick copying requirements. (U)
17. Pitney Bowes Collator: A 50-bin high-speed collator was
installed in SPP. This machine can collate up to 50 sheets a cycle
and has a rotary feeder for high speed and a push button program-
mer for flexibility. As a result, short deadlines are being met more
consistently. (U)
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18. Relocation of Presses: Since the consolidation of the
General and Special Printing Plants, efforts have been made to
maximize use of the space. Some space was gained when the Xerox
9400 replaced two A & M 1275 presses. Most existing presses were
then relocated to provide a more efficient press area and a larger
paper storage area. (U)
19. Redesign of the Color Laboratory: In order to accommo-
date space considerations for new automated equipment and to
maximize work efficiency, the Photography Branch initiated plans,
specifications, drawings and documentation for a redesign of the
Color Lab. Project completion is expected during FY 79. (U)
20. Expansion of Photography Support to Agency Com-
ponents:
a. The motion picture section is now meeting a new require-
ment to provide film products in support of PPG's video disc
operations. (U)
b. Frequent generation of 40" x 60" briefing aids for the DCI
on a short notice basis led to photo equipment acquisitions to
expedite quality products. (U)
c. In support of the Office of Communications (OC), on site
photography is being provided quarterly for recording the en-
capsulation project of cryptographic information to be sent
overseas. (U)
e. Photography Branch personnel are currently supporting an
Office of Public Affairs (OPA) project to produce pictures of the
Agency which will be suitable for publicity purposes. (U)
21. Silver Recovery Project: Greater emphasis was placed
upon the recovery of silver from photo materials and chemistry. All
waste film materials bearing silver are now being collected and
forwarded to a special recovery site and more silver than ever before
is being collected through the electrolytic treatment of used chemical
solutions. (U)
22. Photography Branch Training:
a. Cross-training in the Photography Branch is paying divi-
dends in terms of flexibility in meeting high priority, quick
response requirements. (U)
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b. Three photo technicians recently attended one-week con-
centrated courses at Winona School of Photography. (U)
c. Photography Branch supervisors in need of specialized
skills attended OTR management training courses. (U)
23. Redesign of Visual Aids Space: In order to maximize
efficiency of operation and improve security, the space allocated to
Graphics & Visual Aids Staff (G & VAS) was redesigned. Machines
were positioned in more accessible areas and partitions were in-
stalled. A conference/ projection room has been created to provide
an area which is more conducive to customer/designer discussions
and viewings, which often involve sensitive projects. Also, a new
time-saving phone system incorporating an intra-office paging sys-
tem has been installed. (U)
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Significant Statistics (U)
a. Personnel Skills (Trades)
b. Usable Area (sq. ft.)
c. Facility Locations (Headquarters Area)
d. Equipment Value (sum of original purchase price)
e. Main Plant Value (original construction cost)
f. Operating Cost (FY 1978 materials, travel, and
contracts-paper, film, chemicals, ink, etc.)
g. Planned average yearly equipment replacement/
supplement cost, FY 78 thru FY 80
h. Special funding (Xerox/Savin purchase)
2. Production Statistics:
a. Printing FY 1,977
Main Plant Average Impressions/
Month 4,304,931
Main Plant Average Jobs/Month 515
b. Examples of Photographic Production:
Motion Picture Film (ft.) 3,220,548
Black and White Photo Items 567,204
Color Photo Items 148,020
Microforms, Original Images 9,287,471
Microforms, Image Duplication 54,953,628
* Does not include
60,223*
5
$3,757,280
$2,256,000
$2,379,000
$ 367,000
$ 402,252
4,291,353
493
1,768,538
521,985
194,538
10, 777,133
77, 285, 210
of GSA space in Main Printing Plant
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Goals - FY 1979
1. Production Standards: In order to establish production
standards, averages of elapsed times for completion of production
tasks have been compiled in each Branch, rendering a standard for
every printing function. These compiled standards will be applied
against live production jobs and adjustments will be made as
required. Standards for efficiency of Branch, section and employee
productivity will be the final result of the standards program. (U)
2. Flexitime Program: Approval has been granted for the
implementation of an experimental flexitime program for day shift
employees in the Main Printing Plant (MPP). The flexitime experi-
ment is based on management's view that a more balanced staffing
complement would improve the operational capability of certain
production elements in the Division without any increased cost to the
Agency or inconvenience to P & PD personnel. The experimental
program will be evaluated at the end of the six-month trial (28
February) to determine its future in the Division. (U)
3. Electronic Text Editing and Composition System
(ETECS):
a. Expansion of ETECS
Installation of a third ETECS module, located in the MPP, is
complete. The objective is to relieve the ETECS center,
located in Headquarters, of long range bulk jobs so that it can
be more responsive to the production of current intelligence.
Projections indicate that the MPP center, will be operational in
early FY 79.
b. ETECS to ETECS Data Link
Testing of an infrared data link between the Headquarters
Building and the P & PD Building is underway. Once oper-
ational, this link will permit the quick transfer of data between
the two P & PD ETECS centers to maximize work efficiency
and to eliminate costly delays in job throughput times.
c. ODP to ETECS Data Link
A data link to be installed between the ODP Computer
Center and ETECS will allow jobs currently resident in the
ODP information storage and retrieval system to be sent
electronically to ETECS for typographic composition and
subsequent printing.
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d. ETECS Communication Network Data Link
A data link to be installed between the OC cable dissemina-
tion system and the current Headquarters ETECS Center will
allow PPG/NFAC to electronically transmit upwards of 500
cables per week from data already stored in ETECS to the
Office of Current Operations for further processing. This link
should result in a substantial manpower savings for NFAC.
e. PPG/NFAC System 6 to ETECS Data Link
The IBM System 6 is a communicating word processor used
by PPG. The installation of a link between the System 6 and
ETECS will allow PPG to capture keystrokes recorded on
magnetic cards and load this data into ETECS for composi-
tion. This link should result in a substantial manpower savings
for NFAC in that rekeying should be eliminated.
f. ETECS Book Pagination
A book pagination program for ETECS is scheduled for
implementation in FY 79. After a series of meetings with Atex,
Inc., and GPO, Atex has agreed to modify the GPO master
typography program to run under Atex in real time. This
program will allow the ETECS center to do full page composi-
tion in both real time and batch modes.
g. ETECS Math Package
In order to complete the phasing out of hot metal oper-
ations, the Division has contracted for a seven-level math
package from Atex, Inc. Installation is scheduled for early FY
h. ETECS Statistics Package
The Division has allocated funds and contracted with Atex,
Inc. for a statistics package to aid the Composing Branch in
production control and job management. The package will
also provide management with a list of work specifications
performed on all ETECS jobs listed by employees.
i. Formal ETECS Training Program
Plans for a formal ETECS training program are nearing
completion. Training for all Composing Branch members and
several remote users will cover every facet of ETECS from
system operation to full page composition. Training will be
provided one day per week for 12 weeks. (U)
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4. Expansion of the Pre-Lay System: The pre-lay system in
use in the Offset Photography Branch will be expanded to include all
text material during FY 79. The purpose of this expansion is to
accommodate the scanning capability of a prospective laser scan-
ning platemaking system. It is hoped that a practical method of
applying graphic and halftone material onto the text carriers can be
developed so that a scanning device can utilize its total scanning
capability. (U)
5. Investigation of New Technologies in Platemaking: The
Division is currently exploring new technologies available for plate-
making operations. Systems being investigated include automated
platemakers, laser platemakers, and direct platemaking from original
copy to plate. (U)
6. Investigation of Web-Fed Presses: The Division is currently
evaluating web-fed presses to determine their applicability to P & PD
requirements. Initial indications are that a web press could improve
turnaround times for a substantial segment of P & PD's workload.
(U)
7. Numbering and Perforating Machine: The Bindery Branch
is in the process of procuring a Rollem Auto 4-Mark III numbering
and perforating machine. Following installation in FY 79, the Bindery
will relieve the Press Branch of numbering and perforating oper-
ations. (U)
8. Investigation of a Tab Cutter: The Bindery Branch is
currently examining available index tabbing equipment. It is hoped
procurement of such a machine would allow the Branch to relieve the
Press Branch of tabbing operations. (U)
9. Standard Map Colors for SPP: SPP is investigating the
feasibility of standardizing map colors available at SPP so that job
throughput times can be reduced and production can be increased.
The advantages of such a move will be even more significant if a four-
color web press is employed in the future. (U)
10. Computer Output Microfilm (COM) Data Link: In order to
help meet ever expanding requirements for COM operations in the
Photography Branch, a direct data link with ODP is planned to allow
data to be directly transferred to P & PD where an in-house tape can
be generated for COM production. (U)
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11. Procurement of a Remote Sensing Device: A remote
sensing device is being purchased to measure equipment conditions
and performance in Photography Branch. The device will be
remotely located in the quality control area with lines to sensors
attached to various pieces of Branch production equipment. Critical
process temperatures, machine speeds and utility performance can
be monitored from the remote quality control area as well as from
the equipment location. A future enhancement to the system would
allow for monitoring of water and chemical lines which feed the
equipment. (U)
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REPRO PRINTING
Total expenditures of the Printing and Photography Division (P&PD) for FY-78.
The left bar graph shows the expenaiture for supplies, equipment, maintenance contracts, and
travel. The top right shows a distribution of Ayer sonal services. Sixty-one per. ent is for the salarie,. of
printing production employees (GP). the erond largest salaried grouping (22 percent) is for
management and administrative type I,e,rsornel (GS!. The remaining 17 percent is for photographic
technicians (WI).
The pie chart reflects the allocation of P& PI ) operating costs when distributed among Directorates.
NFAC uses the largest amount of P&a'D resources for printing Finished l ,telligence publications.
Total P&PD expenditures for FY-_178
REST COPY
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PHOTOGRAPHIC PRODUCTION TRENDS
WORK UNITS
(IN MILLIONS)
17
16 MOTION PICTURE ACTIVITY
15 fl COLOR REPRODUCTION
14
13 JJ B & W REPRODUCTION
12 = J MICROIMAGERY
11
10
9 1.5M
8 136K
^? 538K
139K
593K
148K
567K
194K
521K
Printing and Photography Division (P&PD) photographic production trends.
Increases in production have occurred in microimagery and color reproduction. Microimagery
production (source document filming and COM output) has nearly doubled from 5.6 million work units
produced in FY-74 to 10.7 million work units in FY-78. This is due to greater user acceptance and
demand for microimagery products. Color reproduction has grown 63 percent over the past five
years, to a total of 193,000 work units produced in FY-78. This increase is due to a greater demand
for a variety of color products, used in the main, for briefing aids.
Black and white reproduction and motion picture production activities have declined over the past five
years. For black and white this decline was due to changing requirements such as a greater demand
for color products. For motion picture this decline was due to reduced production manpower
availability and a decline in requirements caused by greater Agency use of video tape and audio slide
presentations.
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PROCUREMENT DIVISION
OFFICE OF THE
CHIEF
DEPUTY CHIEF
COVERT
PROCUREMENT
STAFF
PRODUCTION AND
SERVICES
CONTRACTS
BRANCH
GENERAL
PROCUREMENT
BRANCH
ADMINISTRATIVE
PRODUCTS
AND SERVICES
SECTION
MAIL AND FILES
CONTROL UNIT
ADP AND
ENGINEERING
BRANCH
INDUSTRIAL
PRODUCTS AND
SERVICES
SECTION
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Procurement Division
Responsibilities (Li 1-2)
1. Manages and executes assigned procurement actions in
conformance with applicable statutes, regulations, and sound busi-
ness practices. (U)
2. Develops and maintains a professional procurement and
contracting staff. (U)
3. Provides rapid response to Agency requirements for Govern-
ment including non-U.S. items, for overseas
installations. (U)
4. Negotiates, awards, administers, settles, and closes out all
Agency contracts for production and services, except those specifi-
cally assigned to other procurement elements. (U)
5. Negotiates, awards, administers, settles, and closes out
Agency contracts for ADP equipment and related supplies and
services and for engineering development for the DDA, ICS, DDO,
and the DDS & T where Agency funds are used for ADP equipment
or software or where GSA reveiw is required. (U)
6. On an Agency centralized basis, negotiates, awards, admin-
isters, settles, and closes out open market purchase orders and
contracts for supplies and services of limited dollar value. (U)
7. Provides contract and procurement guidance to Agency field
stations and, when required, issues delegations of contract authority
to support their operation. (U) .
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Significant Activities and Accomplishments-FY 1978
The Procurement Division MBO, OL-20-78, to provide ADP
procurement procedures, orientation, and training has been accom-
plished. The pilot program which was conducted in July was success-
ful. The course will be incorporated into the training which will be
provided to procurement officers and users who will become involved
in ADP procurement. (U)
Contract Statistics
FY 1976
FY 1977
FY 1978
R & D Contracts
Actions
26
72
82
Value*
1.4
6.7
7.9
Production Contracts
Actions
991
889
698
Value*
34.1
37.8
34.0
Service Contracts
Actions
1,957
2,652
3,300
Value*
21.2
19.1
21.6
TOTAL CONTRACTS
Actions:
2,974
3,613
4,080
Funded
2,508
2,745
2,394
Unfunded* *
466
868
1,686
Value*
56.7
63.6
63.5
Purchase Orders
10,196
9,381
9,046
Value*
11.8
12.8
17.3
* In millions of U.S. dollars
* * An unfunded action is an amendment or correspondence
effecting contractual changes which do not require funds adjustment.
.IOC
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Expectations for FY 1979
1. Contract Activity: A continuing increase in all areas of
contracting is expected in FY 1979. Special emphasis will be placed
on competitive awards and more Requests for Proposals (RFP's)
will be issued. The ADP and Engineering Branch will especially be
effected by increased competition since the number of computer
contractors continues to grow in this very complex and competitive
business. (U)
2. Management Information System for PD: The existing
manual system in PD does not provide sufficient real-time manage-
ment visibility to effectively identify and report significant procure-
ment actions. It is proposed to direct a study directed at all Division
functions in a multi-phased effort to automate those activities which
involve recordkeeping, job tracking, and repetitive administrative and
word processing duties. (U)
3. Files Management Program: It is proposed to design,
develop, and implement an efficient records management system to
ensure retention of essential documents while reducing the number of
secure document storage containers required by the Division. The
system to be developed will call for the retention of only hard-copy
documents. All other documents will be reduced to microfiche or
microfilm. (U)
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