OFFICE OF LOGISTICS FIVE-YEAR PLAN 1987-1991

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP89G00643R001100150001-8
• Release Decision: RIPPUB
• Original Classification: S
• Document Page Count: 38
• Document Creation Date: December 23, 2016
• Document Release Date: November 14, 2011
• Sequence Number: 1
• Publication Date: March 6, 1987
• Content Type: MEMO

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DD/A Rt;f,istry
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ROUTING AND RECORD SHEET
SUBJECT: (Optional)
Office of Logistics Five-Year Plan 1987-1991
FROM: John M. Ray
EXTENSION
NO.
S
DATE 9 March 1987
TO: (Officer designation, room number, and
building)
DATE
OFFICER'S
COMMENTS (Number each comment to show from whom
RECEIVED
FORWARDED
INITIALS
to whom. Draw a line across column after each comment.)
1 DDA\SXA ~.2
_~/
Bill/Hank:
7D24 Hqs
g87
L
Attached is a copy of OL's
2. ADDA 12 /
1
987
Five-Year Plan for each of you.
3?
I think that you will find the
DOtt
document to be on the mark as far
4.
as the DDA and OL Action Plans.
5.
6.
John M. Ray
Attachment
7.
8. ---
9.
10.
12.
u
{
13.
14.
15.
FORM 61 O USE PREVIOUS
cnurtrwc
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' 6 MAR 1987
MEMORANDUM FOR: Chief, New Building Project Office, OL
Chief, Personnel and Training Staff, OL
Chief, Procurement Management Staff, OL
Chief, Security Staff, OL
Chief, Budget and Fiscal Branch, OL
Chief, Facilities Management Division, OL
Chief, Printing & Photography Division, OL
Chief, Procurement Division, OL
Chief, Real Estate & Construction Division, OL
Chief, Supply Division, OL
Chief, Logistics Operations Center, OL
Chief, OC-OL/Information Services Center
FROM: John M. Ray
Director of Logistics
SUBJECT: Office of Logistics Five-Year Plan FY 1987-1991
1. Attached is the OL Five-Year Plan for FY 1987-1991
drafted by the Information and Management Support Staff/OL. It
includes all identified FY87 objectives, projects, and proposed
OL initiatives with guidance from the DA Action Agenda and the
OL Action Plan. It also contains sections on assumptions,
resource implications and a long term forecast.
2. Please use this document as a guide and a reminder of
the directions we have set for OL. We will add to it as we
progress. Thank you for your efforts in building this plan over
the past several months.
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PREPARED BY THE INFORMATION AND MANAGEMENT SUPPORT STAFF/OL
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I. Introduction
II. Goals
III. Assumptions
IV. Action Plan
V. FY-87 Objectives
VI. FY-87 Projects
VII. FY-87 Studies
VIII. Established Initiatives
IX. Externally Approved Initiatives
X. Proposed Initiatives
XI. Resource Implications
XII. Forecast
XIII. Milestone Charts for FY-87 Directorate Level
Objectives
Page
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I. Introduction.
The Office of Logistics (OL) is a service organization. OL supports
Agency activities worldwide by acquiring, storing, shipping, and disposing of
material, using both commercial and Government services; negotiating and
administering contracts with commercial organizations and agreements with
other government agencies for the supply of goods and nonpersonal services to
meet both domestic and overseas requirements; operating a facility capable of
producing high-quality printing and photographic products, particularly for
the intelligence-producing elements of the Agency and other intelligence/
foreign affairs agencies; operating a motor pool serving the entire
Headquarters area; providing mail and courier services capable of handling and
protecting highly sensitive materials of all classifications; maintaining and
managing copiers used throughout the Agency; and supervising the acquisition,
construction, renovation, maintenance, operation, and disposal of real
property. OL also provides logistics support to selected elements of the
25X1 Intelligence Community.
In-house support includes the management and control of inventory stock
levels and property in use; and the receipt, storage, and issue of general
purpose, technical and paramilitary stock. OL manages and operates the
25X1 Loqistics Operations Center (LOC)
25X1
During the next five years, OL will be faced with the continuing
challenge of meeting ever-increasing demands with the same or limited
increases in resources. The effects of these limited resources must be offset
by increased productivity, which can be achieved only through the aggressive
and efficient use of dynamic and creative management skills, innovative
procedures, automated systems, and cross-training and ongoing motivation of
25X1 our personnel.
The purpose of this plan is to assign OL's organizational priorities,
ensure that emphasis is placed on those activities where it is most needed,
and direct our resources for the years 1987-91 in such a manner as to increase
OL's productivity while strengthening our service orientation and our
25X1 responsiveness to the many users of OL support.
c Mr
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OL FIVE-YEAR PLAN, FY 1987-1991 (cont'd)
II. Goals. Responsiveness is the common goal that crosses all OL
division/staff lines and unites every OL component. It is the focus toward
which every OL activity is aimed. Due to their diverse natures, however, OL
divisions and staffs must establish both common and unique subordinate goals,
as those goals become more specific and detailed. Goals of joint concern
include the following:
A. Personnel.
1. Provide an effective personnel management system which promotes
career development for the employee, is responsive to the changing needs
of the Agency, and ensures that OL is competitive with private industry,
the Federal work force, and other Agency components. Personnel
management is OL's most important goal. OL intends to make it's career
service the best in the Agency.
2. Recruit, train, and maintain a multi-skilled, highly motivated
work force, equipped with the tools necessary to fulfill mission
requirements.
3. Emphasize teamwork, integrity, responsible and reasoned risk-
taking, and security-consciousness to promote and maintain a sense of
pride in self and mission.
4. Maintain a comfortable, safe work environment that fosters
maximum productivity for every employee; and promote a management
philosophy that provides OL members with opportunities to utilize their
abilities to the maximum extent, to develop both individually and as
members of the overall logistics team through training, cross-training,
and career development, to attain full potential, and to be recognized
and rewarded for their performance.
5. Strive to select our managers from those who exemplify standards
of excellence and are role models for their subordinate~based on th it
25X1 qualifications, personal standards, and job performance
B. Service. Provide high-quality service in a timely, efficient,
professional, and courteous manner; encourage innovative, imaginative
approaches to task performance, decision-making, and problem-solving; and
maintain or, where possible, improve responsiveness through better planning,
earlier and more thorough coordination, enhanced teamwork, high employee
25X1 morale and motivation, and heightened productivity at all levels.
C. Use of resources. Maximize the effective use of current resources
and upgrade/expand capital resources so as to ensure that intelligence
products are provided and support rendered in the most timely and efficient
25X1 manner possible.
D. Cost efficiencies and productivity. Exploit the potential for
increased cost efficiencies, productivity, and responsiveness by maximizing
the use of automated systems, delegating authority and responsibility to the
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OL FIVE-YEAR PLAN, FY 1987-1991 (cont'd)
most appropriate levels, encouraging the participation of OL employees in
decision-making processes, and adopting appropriate cost-saving,
efficiency-enhancing programs undertaken by other government entities and
25X1 private industry.
E. Work environment. Strive to improve the working environment of all
Agency personnel while recognizing our responsibility to use space and
facilities effectively and efficiently. Give special attention to providing a
clean, safe and comfortable workplace and minimizing the disruption to
personnel and operations during the new cons uct ons and
25X1 occupancy of the New Headquarters Building, and the Old
25X1 Headquarters Building.
F. Planning. Enhance general efficiency and responsiveness by earlier
planning for both customer requirements and staff/division needs; continue to
emphasize disaster and emergency planning; and develop procedures for
maintaining essential logistics support under adverse conditions.
III. Assumptions.
A. Requirements.
1. During the next five years, Agency resources are expected to
stabilize. This anticipated stability in the resource base will
translate into fewer new initiatives as a greater percentage of total
resources are devoted to support requirements. Yet, rapid response will
be even more critical than in the past because of terrorist activities,
and
unanticipated and dynamically changing demands for support services.
2. Requirements for processing, storing, and transporting materiel
are expected to increase, with routine needs to be met, plus support to
operational programs, CRAFT, the PTPE program, and moves into the New
Headquarters Building (NHB) Those
requirements will bring concomitant demands tor additional space and
personnel, and the need for automated packaging systems and mechanized
storekeeping equipment.
3. Automated systems must be fully and efficiently utilized to
receive and process customer requirements; track customer requests,
inventory stocks and materiel movements; provide the status of various
work projects; control space configurations; and perform a multitude of
other functions that support logistics activities. As requirements for
Logistics Officers grow, ADP systems must be developed to assist them.
To obtain the optimum use of these systems, OL must develop greater
expertise in ADP. This can be accomplished by retraining selected
personnel in OL disciplines, recruiting people with the requisite skills,
and/or obtaining personnel on rotational assignments from the Office of
Information Technology. Also, OL must improve computer literacy and
understanding for all its people.
3
SDCREr
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OL FIVE-YEAR PLAN, FY 1987-1991 (cont'd)
B. Financial resources. Current prospects for the logistics budget
indicate that its growth will not be proportionate to the growth in demand for
goods and services. OL can anticipate little if any resource augmentation
from new initiatives for FY 87 other than the Standard Support Requirements
25X1 (SSRs) .
25X1
25X1
25X1
C. Personnel resources.
1. Attrition through retirements is expected to increase during the
next few years; and it will be difficult and challenging to acquire and
retain professional, secretarial, and technical personnel. The
importance of succession planning will become even more critical, as will
adequate preparation of middle managers through training, cross-training
and rotational assignments aid the updating of skills training for
technical personnel.
2. Growing support requirements, together with continued emphasis on
decentralized logistics functions, will necessitate that a pool of talent
be maintained from which to provide the mix of OL personnel to meet
customer requirements. T4s pool will require ongoing recruiting and
training efforts.
3. The personnel ceiling will remain relatively stable in FY 87;
however, additional positions will be required in FY 88, 89, and 90. The
types of OL positions, distribution of skills within OL, and training
criteria for OL personnel will need to be realigned. These changes will
be necessary to enable OL to provide maximum responsiveness to unique
worldwide Agency logistical support requirements, particularly in
procurement and real-estate and construction activities and in central
supply services.
4. As the numbers of support personnel in the field are expected to
either stabilize or decrease over the next five years, logistics
personnel will be proportionally adjusted. The continuing threats from a
hostile overseas environment will make the assignment of personnel
overseas difficult, and even greater use of extended TDY assignments will
be necessary if current responsiveness and levels of support are to be
maintained. Use of special teams such as
will be even more critical in order to enable OL to provide
the skills needed on a priority basis throughout the world.
D. Space and facilities.
1. With increased materiel requirements, changing work environments,
and the spread of advanced technical and automated systems will come
increased demands for space. These needs will be partially but not
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25X1
25X1
OL FIVE-YEAR PLAN, FY 1987-1991 (cont'd)
completely met by the New Headquarters Building) land
Logistics Operations Center complexes. Furthermore, the problems and
high costs associated with maintaining aging utility systems in the
Headquarters and other Agency buildings will continue to mount.
2. The availability of the New Building and the renovated and
expanded powerhouse, the expanded LAC, and the leasing o
buildings, together with the more direct management and control of
facilities operations, space, and systems, will begin to have a
beneficial impact.
3. By 1989/90, the Agency's holdings will have been consolidated
with leases relinquished or terminated for the
remaining Agency-occupied external buildings.
4. Occupancy of the New Headquarters
Building, and the resulting shifts in the Old Headquarters Building and
the remaining external buildings, will necessitate a carefully planned
and managed system of configuration management. A comprehensive,
integrated plan of support covering the spectrum of logistics activities
from contracting and design, to renovations, to furniture and equipment
acquisition and storage, to moving and property turn-ins, will be
critical if the subsequent moves are to be made smoothly and in a timely
and efficient manner.
E. Procurements. Pressure will mount to improve the Agency's
competitive procurements, in compliance with the Competition in Contracting
Act of 1984, and the percentage of contracts awarded to small businesses, as
well as to enhance industrial security of contractor personnel and
facilities. The latter will entail more frequent and/or more effective
security inspections. In addition, the numbers of cases brought before the
Agency Contract Review Board will increase, as dollar values of procurements
escalate over the next five years. And security concerns will make it.
increasingly vital to establish a viable policy for identifying companies
under foreign ownership, control, or influence and for addressing the problems
related thereto. Implementation of the Coopers and Lybrand recommendations
25X1 will result in a restructuring of the procurement organization.
F. Energy. The cost of services such as transportation and utilities,
which are energy-intensive, will continue to increase, thus requiring
25X1
25X1
continued conservation efforts and efficient management of energy resources.
1. Growing worldwide terrorism will make Agency intelligence
activities more crucial, and increased Agency activity to develop
countermeasure capabilities will call for additional quick response to
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OL FIVE-YEAR PLAN, FY 1987-1991 (cont'd)
the logistics needs of our intelligence forces, including the Hostage
Rescue Force and the Incident Response Team of the Counterterrorist
Center.
H. Technical collection. The continued advances in technical collection
systems will require additional support in contracting activities and highly
responsive logistics support systems.
I. Information handling/production.
1. Agency and Intelligence Community requirements for printing,
photographic, and presentation graphics production support will continue
to increase. New initiatives will be undertaken to improve both the
quality and timeliness of information output production, and to enhance
the security of the facilities, equipment, and end product. F__1
2. Pressures will continue to reduce the voluminous amounts of
paperwork and files and to develop efficient information-handling
alternatives. The quality and efficiency of storage and retrieva]
systems for information handling will have to be improved.
3. Cost efficiencies for the production of information must be
realized through automatipn and i int OIT/OL initiatives in consolidated
output media facilities.
IV. Action Plan
1. In July of 1986, the Director of Logistics initiated an OL Action
Plan, for FY-87 and FY-88, taking direction from the DA Action Agenda.
The two-year OL Action Plan was concurred in by the DDA and has been used
as a guide for development of all the objectives, projects, studies, and
initiatives defined in this Five-Year Plan. Recently identified FY 89/90
initiatives were developed in light of the priority areas agreed to by
the Executive Committee in October of 1986, as well. The OL Action Plan
divides OL efforts into the following categories:
Group A - Critical
Group B - Essential
Group C - Important
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OL FIVE-YEAR PLAN, FY 1987-1991 (cont'd)
3. Within Group B are those activities wherein logistical support is
essential but the significance of these activities is clearly several
degrees less than those within Group A. The following are highlights of
essential Group B objectives which OL will pursue during FY-87 and FY-88:
a. The PTPE program.
b. The implementation of the Inman Report.
c. Facility management activities involving the consolidation of
Agency holdings by 1989/90
d. The New Building construction project.
e. The successful execution of the Integrated Logistics Support
Plan covering the smooth transition into the Headquarters compound.
f. A comprehensive operational/ security review of all of our
activities.
4. Group C encompasses objectives that pertain to sustaining and
improving essential OL mission capabilities. While these activities are
important, they are clearly less significant than the critical activities
in Group A and the essential activities in Group B. These objectives are
less time critical, and OL resources devoted to them can be adjusted with
respect to both time and allocations. The following are highlights of
important Group C objectives which OL will pursue during FY-87 and FY-88:
a. The implementation of the Coopers and Lybrand Report.
b. The review and revamping of ADP support within OL.
c. CLAS.
d. Strengthening relationships with GSA and the Focal Point
systems.
e. Clarifying FOCI.
with both internal and external candidates. The Supply Officer and
Contract Officer Internal Training Programs will be enhanced. To the
extent that it is feasible, OL personnel will be cross-trained so that
5. Of paramount importance to OL is an emphasis on developing
employees to meet these challenges. With respect to personnel
management, OL will continue to implement a Logistics Career Board and
the rotating evaluation/promotion panel system. Information collected
from a comprehensive review of all OL training programs will be used to
improve training efforts. OL will pursue participation in the CT program
is an example of efforts in this regard. More cross-training is also
they will be skilled in more than one discipline. The
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JJ:A.i~LJl
OL FIVE-YEAR PLAN, FY 1987-1991 (cont'd)
being planned with respect to WG employees at LOC and in the Facilities
Management Division (FND). Further, OL will encourage rotational
assignments of OL personnel in other components of the DA and beyond.
6. OL also intends to sustain recognition of outstanding employees
by initiating awards. The Director of Logistics has recognized a need
for cohesive personnel management for the procurement work force. This
is expected to be implemented in FY 87. Additionally, a plan will be
established in FY 87 for the career development of OL middle/senior
managers of the future, both in terms of training and assignments.
V. FY-87 Objectives
A. Directorate level objectives for FY 87 are listed below. Milestone
charts are contained in section XIII of this paper.
1. (FT-ID) Develop comprehensive Integrated Logistics Support Plan
(ILSP) for the HQ Compound consolidation.
2. (FMD) Backfill and upgrade the Old Headquarters Building (OHB).
3. (FND) Expand HQ cafeteria in phases commensurate with population
growth during HQ Compound consolidation.
4. (END) Expand EDR to meet new population at Headquarters.
5. (FNID) Develop an automated O&M program for the OHB.
6. (E4S) Coopers and Lybrand Implementation.
7. (P&PD) Implement "computer-to-plate" concept of digital prepress
system.
8. (SD) Establish procedures and means for transporting all
Agency-controlled (PTPE, OCCE, CRAFT, etc.) equipment worldwide.
9. (PMS) Restructure procurement organization to implement changes
recommended by Coopers & Lybrand and accepted by Agency management.
10. (P&TS) Maintain ongoing recruitment efforts to ensure "at
ceiling" strength on 30 Sep 87.
11. (RECD) [An unlisted objective]
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OL FIVE-YEAR PLAN, FY 1987-1991 (cont'd)
B. Office level objectives. Milestone charts for all FY-87 office level
objectives formation & Management Support
25X1 Staff, OL,
1. (FMD) Provide cross-training opportunities for FMD wage-grade
personnel with other sister components (e.g., LCC/SD).
2. (FMD) Review all FM personnel training to ensure that FMD
employees have up-to-date skills training and provide refresher training
as required.
3. (FMD) Develop a core training program for personnel involved
with facilities management (joint w/SD and RECD) (w/study ).
4. (F D) Reexamine all procedures for doing business and requests
for services, with goal of streamlining same.
5. (FMD) Streamline disposal procedures in the HQ area (joint w/SD).
6. (PD) Develop ways to cope with the shortage of clerical
personnel.
7. (PD) Establish a specific program for all PD personnel to visit
their customers to enhance customer relations.
8. (P&PD) Establish P&PD Quarterly to keep personnel assigned to
P&PD informed of problems facing P&PD and accomplishments made.
9.
(P&PD) Identify and implement enha
ncements to secure printing.
10.
(P&PD) Establish quality-control
mechanism for printing.
11.
(P&PD) Streamline bindery operati
ons.
12.
(PPAG).
(P&PD) Establishment of a Printin
g & Photography Advisory Group
13.
(P&PD) Identify required skills a
nd provide refresher training.
14.
(P&PD) Improve customer relations
with and knowledge of P&PD.
15.
(REM) Support decentralized comp
onents.
16.
(RECD) Enhance communications w/d
ecentralized components.
17.
(RECD) Design and renovate first
floor
18.
(RECD) Develop program for expand
ed use of
(joint with OL/lM).
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OL FIVE-YEAR PLAN, FY 1987-1991 (cont'd)
19. (RECD) Review all RECD personnel training to ensure that RECD
employees have up-to-date skills training and provide refresher training
as required.
20. (RECD) Reexamine all procedures for doing business and
requests for services, with goal of streamlining same.
21. (SD) Examine all overseas positions for uniformity of grades in
relationship to responsibilities.
22. (SD) Improve the exchange of logistics information between SD
and component logs officers and enhance SD span of control.
23. (SD) Enhance the development of SD human resources.
24. (SD) Enhance the management of SD human resources.
25. (SD) Review and upgrade technical training of every individual
assigned to the LOC/SD.
26. (SD1 Implement all strategy items discussed at LCC for the
27. (SD) Improve year-end Annual Dollar Value (ADV) reporting
procedures and the ADV Report.
28. (SD) Identify next geographic area for certification of
accountable officers and implement program in that area.
29. (SD) Enhance customer services provided by Supply Division.
31. (NBPO) Monitor and complete the road design for Rts. 123/193
and coordinate w/the State of VA the award of a construction contract.
32. (NBPO) Compile reference information to assist in writing a
history of the New Building project.
30. (SD) Establish a new Regional Support Facility
facility operational (IOC) by
34. (IMSS) Place an operational Field Computer System (FCS) in
selected field sites.
35. (IMSS) Create a computer-based automated electronic 88
f/u/a/overseas sites.
30 Sep 87 (FOC by Oct 88 .
33. (IMSS) Have
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OL FIVE-YEAR PLAN, FY 1987-1991 (cont'd)
36. (IMSS) Create universal Wang glossary for OL users.
37. (IMSS) Oversee scheduled reduction of OL paper file holdings in
preparation for moves to the NHB (joint w/stfs and divs).
38. (IMSS) Eliminate/consolidate/revise all pre-1984 OL regulatory
issuances (joint w/stfs and divs).
39. (IMSS) Implement barcode applications throughout OL (joint
w/stfs and divs).
40. (PMS) Prepare CIA Contract Manual (CCM).
41. (PILLS) Review contract teams.
42. (PMS) Contracting guide for training by independent contractors.
43. (PMS) Establish a program to enhance competition in
contracting.
44. (P&TS) Conduct Phase II of OL training review.
45. (P&TS) Revise Employee Handbook.
46. (SS) Improve/strengthen the OL/SS Industrial Security Program.
47. (SS) Implement a revised FOCI program.
48. (SS) Institute/implement a security-awareness briefing program
25X1 for OL.
VI. FY-87 Projects.
1. (FMD) Upgrade postal-inspection capability.
2. (Fivl) Provide international courier support on an ad-hoc basis
for the Agency's intelligence and administrative overseas requirements.
3. (FMD) Develop a building standard for overhaed lighting and
ceiling configuration.
4. (FMD) Open new North Dock and establish more efficient receiving
procedures during South Dock construction.
5. (END) Establish a Co-op Program w/the Culinary Institute of
America.
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OL FIVE-YEAR PLAN, FY 1987-1991 (cont'd)
6. (FMD) Establish a HQ consolidation "moving team" cadre.
7. (EM) Complete MIS activities. This includes supply, project
management modules; the new EDR, parking management, and revised
programs; statistical package; and credentials list.
8. (FMD) Develop improved carpool-arrangement system.
9. (BTD) Reallocate HQ parking permits to conform to new
parking-lot configuration and new visitor-parking area and to accommodate
ride-sharing participants.
10. (FMD) Expedite Computer Aided Drafting and Design (CADD)
capability for quick-start projects.
11. (FMD) Establish program for FMD/Opns oversight of after-hours
operations.
12.
(PD)
Continue efforts to reduce contract-settlement backlog.
13.
(PD)
Develop standardization of equipment and consolidate
contracts where feasible.
14. (P&PD) Conduct baseline survey of printing and photography in
terms of current capabilities and customer requirements.
15. (P&PD) Improve P&PD's front-office environment.
16. (P&PD) Establish a P&PD history database for equipment,
supplies, and production.
17.
(P&PD)
Provide electronic interfacilg for computer graphics.
18.
(P&PD)
Survey major printing and photography equipment to
determine life expectancy by contrasting current capabilities
w/technological developments.
19. (P&PD) Establish photo morgue.
20. (RECD) Establish standards and procedures to control repairs/
alterations in external buildings.
21. (RECD), Strengthen relationship with GSA and the Corps of
Engineers.
22. (SD) Expand/upgrade LOC/SD facilities.
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OL FIVE-YEAR PLAN, FY 1987-1991 (cont'd)
23. (NBPO) Develop plans and recommendations re NBPO's role in FY
87-88 (joint w/FMD).
24. (PMS) Publish Procurement Handbook for the layman.
25. (PMS) Determine whether our negotiated fees and profits are too
high.
26. (PMS) Conduct an educational program "Let the buyer beware --
what are true 'commercial' products and services?"
27. (PMS) Implement contractor-provided, in-house procurement
training capability.
28. (SS) Enhance OL/SS's presentation at OL orientation.
29. (SS) Distribute the new Standard Security Procedures for
Contractors (SSPC) Manual to all SC-0 and SC-1 contractor security
officers.
30. (SS) Improve present procedures for certifying security
clearances/accesses to contractor facilities and/or other government
agencies.
31. (SS) Study/analyze additional statistical reporting
requirements needed for OL/SS to function and respond more efficiently.
Bldg, to ensure uninterrupted service to contractors/Agency components.
32. (SS) Devise a relocation plan for the move to 1st floor,
33. (B&FB) Develop uniform standards for OL elements to use in
monthly/quarterly budget-review process.
34. (B&FB) Enhance coordination among Finance Officers assigned to
OL elements.
35. (P&TS) Update/reorganize all OL/TO records.
36. (P&TS) Input OL employee training records into the LETTS data
base.
37. (IMSS) Plan for move of OL ADP equipment to NHB.
38. (IMSS) Oversee a review of OL forms. Revise/consolidate/cancel
as needed.
13
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OL FIVE-YEAR PLAN, FY 1987-1991 (cont'd)
39. (IMSS) Track implementation of information-handling
recommendations made by the OIS audit team.
40. (IMSS) Examine channels and minimize number of categories for
acquisitions/disposal of special-approval items (joint w/SD, FT,-ID, PD, &
FMS).
41. (IMSS) Publicize limitations/benefits of the Claims Act to
eliminate recurring problems.
42. (IMSS) Following ongoing OL ADP review, implement approved OL
ADP recommendations.
43. (IMSS) Study reorganization of OL and potential chan ge of
office name. (This is a project for the O-D/L)
VII. FY-87 studies.
1. (FT-ID) Career cognizance over facility management personnel
(i.e., MIS or MLR).
2. (FMD) Contracting out Motor Pool services.
3. (RECD) Development of Engineer/Architect Assistant Program.
4. (SD) Recommended enhancements to ASAPS data base.
5. (IMSS) Feasibility of establishing an OL ADP training program.
VIII. Established Initiatives
The following are established initiatives that have been approved by
Congress and funded:
A. FY-87 Ongoing Initiatives
1. (NBPO) New Headquarters Building Support.
2. (IMSS) Commercial Logistics Applications Systems (CLAS).
IX. Externally Approved Initiatives
The following are initiatives that have been Agency approved and
externally approved by the IC Staff and the OMB:
14
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IhMiwx
OL FIVE-YEAR PLAN, FY 1987-1991 (cont'd)
A.
FY-88 New Initiatives
1. (OL) Logistics Position Shortfall.
2. (OL) Standard Support Requirements 1988.
B. FY-89 New Initiatives
1. (OL) Standard Support Requirements 1989.
2. (P&PD Printing and Photography Plant Expansion and Desktop
25X1 Publishing.
X. Proposed Initiatives
The following are proposed initiatives that were presented at the OL
Planning Conference in Fredericksburg in October of 1986. These have been
approved by the Director of Logistics for submission to the DDA. The detailed
description of these proposed initiatives are in a memorandum dated
5 January 1987 from the Director of Logistics to the Chief, DDA Management
Staff. That memo is retained in the Information and Management Support Staff,
A. FY-89 Additional New Proposed Initiatives
1. (SD) Develop Logistics Resources in Support of the PTPE Program.
2. (P&PD) Secure printing.
3. (PD) Industrial Security and Contracting.
4. (IMSS) Barcoding Expansion.
7.
(FMD)
Scattergood-Thorne Plan.
B. FY-90 New Proposed Initiatives
1. (P&PD) HQ Auditorium renovation.
15
SECRET
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OL FIVE-YEAR PLAN, FY 1987-1991 (cont'd)
XI. Resource Implications
A. The most critical resource constraint is personnel staffing. Since
OL is a support/service organization, OL's capabilities and growth must be
keyed to the requirements and growth of our customers. Personnel increases
are projected as a need in all OL components to enable us to remain responsive
to the increasing requirements, particularly at the Logistics Operations
Center and in Procurement Division and Real Estate and Construction Division.
B. Funding shortages are projected for the forthcoming period. To the
extent that these shortages delay or otherwise affect capital improvements,
the effectiveness and responsiveness of OL will be degraded proportionally.
XII. Forecast
Five years from now we will hardly recognize the Office of Logistics as
it exists today. World events, changing political climates, Agency
priorities, emerging technologies, and budgetary considerations will all play
a part in shaping the future; but, for the most part, these influences are
beyond our control. The goals and action plan contained in this paper
represent our commitment to shape the future of the Office of Logistics to the
extent that we can, and to orchestrate the objectives, projects, and
25X1 initiatives listed in this paper which will lead us there.
A. Personnel
1. The personnel in the future of OL will generally have to be
quick, flexible, computer-oriented, and multi-skilled. They will have to
be quick because responsiveness is the common goal that crosses all OL
division and staff lines; and while increased productivity will be
necessary to meet expanding requirements, OL personnel resources are
expected to stabilize. They will have to be flexible to meet changing
priorities. They will have to be computer-oriented because they will be
corresponding and conducting business through ADP terminals. They will
have to be multi-skilled because, in addition to primary duties, they
will have to interface with complex technologies and almost everyone will
access information through terminals.
2. Because we expect all this from our people, OL is determined to
have a more effective personnel management system that promotes career
development and ensures that OL is competitive with private industry, the
Federal work force, and other Agency components. OL will provide more
in-house training, cross-training, and recognition and reward for high
performance ~
16
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SECRET
OL FIVE-YEAR PLAN, FY 1987-1991 (cont'd)
25X1
25X1
25X1
25X1
25X1
25X1
25X1
3. In the future, we expect that there will be more emphasis on
contracting for services for some specified job skills and certain
hard-to-fill positions. The key will be to obtain a desirable mix of
staff and contracted services which does not erode good control and
security. There will also be an increase in the use of special teams
to enable OL to
provide skills needed on a priority basis roughout the world.
B. Space and Facilities
1. By 1990, the Office of Logistics plans to be centrally based in
the New Headquarters Building in a more modern and functional
environment. The Agency's holdings will have been consolidated into
compounds, with leases relinquished or terminated for the remaining
Agency-occupied external buildings. will be occupied,
and several shifts in the Old Headquarters Building and the remaining
external buildings will be completed following the guidance of an
Integrated Logistics Support Plan (ILSP) directed by the Office of
Logistics. The configuration management effort to get us there will
involve contracting and design, renovations, furniture and equipment
acquisition and storage, and subsequent moves.
provide an expanded printing facility, an expanded Logistics Operations
Center, an expanded powerhouse at Headquarters, a renovated Headquarters
Auditorium, expanded cafeteria facilities, and improvements to the
facility.
C. Automation
1. Automation will play a key role in shaping OL's future. It will
dramatically alter the way we do business and will result in far greater
productivity from existing personnel resources.
2. As part of the New Headquarters Building project, a new secure
digital voice and data communications network will be installed to serve
both the New and Old Headquarters Buildings. Also planned is the
transmission of non-broadcast video and the installation of fiber optics
cabling to meet future requirements for Local Area Networks. Within the
next few years, the Office of Information Technology (OIT) will support a
large range of software products on a family of personal computers (PCs)
that are IBM compatible and capable of emulating an IBM 3270 terminal.
Also, some brand of IBM 3270 protocol terminal(s) will be selected to
replace the existing Delta Datas.
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OL FIVE-YEAR PLAN, FY 1987-1991 (cont'd)
3. The Office of Logistics will have an initial operating capability
for the Commercial Logistics Applications System (CLAS) in FY 88. CLAS
will automate the supply and procurement systems for the acquisition of
goods and services. The present Contract Information System (CONIF) and
Inventory Control System (ICS) will give way to CLAS, which will operate
under the OIT-based Corporate Data System. CLAS will handle inventory
management, supply cataloging and requisitioning, vendor payment, general
ledger, and procurement. An automated Form 88 will be available to
expedite processing of customer requests with electronic requisitioning
and approvals. Eventually, we will employ an automated budget
formulation package in real time with accounts payable on-line.
Additionally, OL will develop new applications for barcoding, will place
an operational Field Computer System (FCS) in selected field sites, and
will provide a "computer-to-plate" digital prepress system to expedite
processing of text material to the presses.
D. Security
1. Within the next 5 years, we plan to make great strides in
security-related objectives and initiatives. We plan to have an improved
method of secure printing to discourage unauthorized disclosures. We
plan to have more secure embassies, consulates, and other overseas
facilities. We plan to have a set of procedures and means for
transporting all Agency-controlled (PIPE, OCCE, CRAFT, etc.), equipment
worldwide. OL is working toward a strengthened Industrial Security
Program and a more comprehensive Foreign Ownership, Control, or
Influences (FOCI) program.
E. Reorganization
1. At present, the Office of Logistics is embarking upon a study on
reorganization and potential renaming of OL. Charters for the divisions
and staffs will be reviewed with emphasis on examining for overlap of
functions and outdated responsibilities. OL will be more functionally
consolidated following review and recommendations. The Coopers and
Lybrand Study of Agency procurement functions is now complete, and
recommendations that were approved by the Agency will be implemented
during FY 87/88.
2. All OL divisions and staffs will reexamine procedures and develop
plans for improving customer service, response times, and communication.
Reorganization specifics have not yet been fully defined, but it is clear
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?71~L~L1
OL FIVE-YEAR PLAN, FY 1987-1991 (cont'd)
that the OL reorganization that will ensue will develop under the
guidance of the DA Action Agenda and the priority areas agreed to by the
Executive Committee in October of 1986.
XIII. Milestone Charts for Directorate-Level Objectives
Attached are milestone charts for the FY-87 Directorate-level objectives
listed in section V.A. of this Five-Year Plan. Milestone charts for all FY-87
office-level objectives listed in
25X1 and Management Support Staff, OL,
19
SBCW
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Office : FM[)
Title of Objective: Irv: lop a)mprehensive ILSP for the HQS
Responsible Officer:
Significant Funding truiiount:
FY beg inn in j x 1 Oct Of "XI.-Al-ter Ending
ACTIVITIES PLANNED
0.velop ILSP master relocation schedule
I)rv.~1o waste dislxOsal plan
Fill-11 ize :115 parking concept
Wr i to Ilia-;ter nrwe plan
I)?ter,nine Fit-up plan for N11[3
Develop revised transportation schedule
Develop revised courier schedule
Category: B (essential)
0 - Scheduled
30 Sep X - Actual
Quarter 1 Quarter 2 Quarter 3 Quarter 4
OCT NW DE7C JAN FEB MAR APR MAY JUN JUL ACG SL'P
0
I I I I i I I I I I
I I I I I
IoI I I I
o
t o t IoI I 'I 0 I I I I I
-"V z uPluy room concept for HQ~ I I 1 i i !
Develop move checklists I I I I I I I
I I I I I I 1 0 I I I I I I
Write Dnployee hove Ilanibook I I I I I I I I 0
I I I I I
I I I I I I I I I 1 I I
Finalize conponent nave requirements I I I I I I I I
I I I I I I I I I 0 I I I
(more on pg. 2) I I I I i I I I I I I
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j I I I I I I
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AIMNINISTRA7'IVIi - INTURNAI, USE ONLY
FY 87
31 Dec, 31 Mar, 30 Jun,
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kJLL&Ut!, Division/Staff
Office.
`Title of (l)jective:
Respc)r):; i1)le Officer:
liii)
I)evelo)
an 11, gyrated Logistics Support Plan (ILSP)
Significant Funding rraunt:
FY trey inn my X 1 Oct ur )uar ter End my
I I_TIVI'I'II:J k'IA^JNI.I)
112. Develol) I"PI Master PLan
113. Develol) rtl13 Oi)erations plan
1I1. Rel ine operations procedures for IiQS
FY 87
31 Dec, 31 Mar,
OCT
compound I
11`x. IIoIjj inter-directorate working group ;ntys
116. Visit/Brief moving components
30 Jun, 30 Sep
NOV I Da!j -JAN
I I
I I
I I
I I
0 - Scheduled
X - Actual
Quar ter 3
I 0 1 1
I Quarter -1
I JUL I AUG I SI I'
I I I I I I I I
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O l o l 0 1 0 1 0 1 0 1 0 1 0 1 0
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1 0 1 0 1 0 1 0! 0
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- I I I I I I I I I I i
-2-
.'uIN'IINISI'RATIVIi - IN'17:RNAL USE ONLY
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 r%viu IN! i rvia'1V[ IMEld~AL USE ONLY
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A
Office:
trlil
Reslx)nsi:)le Ott icer:
Significant Fundinj Ain)unt:
30
-57M
Dec, 31 Mar
30
LILca.LULaLe, Uttice, Division/Staff
Category: I3 (e5 i'nt i a 1 )
FY 37 0 - Scheduled
31
,
Quarter 1 Quarter 2 Quarter 3 Quarter
AC'T'IVITIES I'I.ANNI:D aCT ;5 ill JAN FEB MAR APR MAY JUN JUL A - SIiP
1. EstabLi_sh focal points in directorates for I I
discussing backfill matters. ( I I I I I I I
2. IstibIi:;h nhjster sche4ule for back till, space
renovation, and utility upgrade project
thr'auyh l'ina_;e I of construction
3. Iatablish rehab coordination group for
project (TICS/OL, Operations/OL, Safety
Staff, OTT, Allied, ILSP).
4. Workinj with directorates, reach agreement
on wlao is staying in OIIl3, who is leaving CIIB, I
and office-level square foot requirements fort
(IIIB when everyone who will ultimately reside I
here is on board. 't'his will be put under I
the Configuration Management control.
5. Develop preliminary i;icxlels of options for I
sequencing space renovation and backfill I
(see note). I
G. Develop preliminary costs for the space
renovation options (see note). I I I 0
7. Decision on extent of space rehab (see note).I
8. Working with directorates, reach agreement onI
final space reallocation/office consolidation)
& put under Configuration Management control.)
(more on pg. 2)
Al)M I N I S?I'RAT I V '- INTERNAL USE ONLY
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---. a~ivao LV11/,Cdr[
office:
Title of (J)jective:
Responsible officer:
Hacktill &
Old Headquarters Building (OfIB)
Significant Funding Arrriunt: $ 30-57M FY 87
FY beginning X 1 Oct or ')uarter Ending 31 Dec,
w,,rivITIES 1'IJINNI:1)
9. Complete development of OIT, OS, and safety
construction requirements and put under
Configuration control
11u. ;;uhmit preferred phasing alternative for
I ieci-3ion and submit to A/E.
ILI. Submit scope of work to WE and begin
building survey.
112. Complete INAC study (see note) .
113. Working with directorates complete component
individual design requirements for Phase I
design effort.
114. Complete building standards (see note).
15. A/E firm completes review and assessment
of HCS planning data.
116. Complete outline of engineering rehab plan.
117. Provide firm recommendations and cost
i estimates for utility upgrade.
118.
A/E begins design drawings for phased const.
1
119. Decision on extent of utility upgrades
I (see note)
(more on pg. 3)
31 Mar, 30 Jun, 30 Sep
0 - Scheduled
X - Actual
Quarter 1 Quarter 2 Quarter 3 Quarter 4 _
oCT NOV D) JAN FEB MAR APR "WY JUN JUL AUG :'P
I I I I I I I I I I I
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--- uivi51on/5tatf
Offico:
I'itlu ut Olijuctive:
Res1ons ible Officer:
Significant Funding mount:
PY 37
!'Y bey inn my X 1 Oct ur )uar ter Ending
FMD
Backfill and U rade Old Headquarters Building (din)
$ 30-57M
0 - Scheduled
31 Dec, 31 Mar,
AC'PIVITIE:; PIANN I)
120. A/E buyins design drawings for utility
I upgrade.
121. A/E co.npletes construction drawings for
Phjje I.
122. Complete government review of Phase I
I construction irawinys.
123. Construction bid package out for Phase I.
124. Construction managers on board HCS.
(see pg, 4 for notes)
30 Jun, 30 Sep
j I I I I I I I I I I
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Al '1I N I SI RAT I VIi - I NI'ERNAL USE ONLY
Quarter 4---I
JUL AUG SI?h I
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NOPLS:
5. Will include cafeteria and EDR expansion even though these items are presently funded outside
backfill and may be managed separately. Work on this objective begins with our perception of what the
final allocation of space should be and then works backward from that point to determine how to get there.
Drivers will be office consolidation and moves out of the new building. Vacated space will be used for
intermediate moves of residents to allow huge chunks of space to be renovated. We will work with
directorates on this.
6. We have already dev_:Loped a cost model which can be applied to the space rehab options. This incxlel
is constructej to support the budgetary decision process, allowing discrete items to be selected in or out,
depending on the extent of rehab desired/af fordable.
7. Studies conducted by FM)/1iyineeriny on electrical capacity, energy conservation, and the powerhouse
Will be axnpletei in the December/January period. The all-important HJAC study will not be canpleted until
Ajti1. lkmetheless, by February we should have sufficient grasp of the utility upgrades needed to render
ho:33ib1e decision on the split of funds between central system upgrade and office and computer space
rehab. Decision is re luired at this point to comply with budget call.
12. UCS is providing project manager for this.
14. This includes the ceiling/lighting standards previously submitted by Design Branch as a project.
19. Rifer to note 7. May require adjustments to budget submission.
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 L-,Ve1 of (~l 1, ref i v_-. v
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i)f ii ice:
UMD
Category: B (essential)
Title of C1ijective: Expand 'IQ Cafeteria in phases cormie
nsurate with
n growth durin
U
g
Q ccxn and
Responsible Officer: p? consolidation.
Significant Funding un_: $ 500,000 FY 87
FY beginning X 1 Oct or Quarter Ending 31 Dec, 31 Mar, 0 - Scheduled
30 Jun, 30 Sep X - Actual
ACTIVITII.:5 1)LANN1:D
1. Brief D/L about project background & scope
~~. Ix-finu scolre Of AE
services
I Quarter 1 Quarter 2 Quarter 3
OCT NO/ DF1v JAN FEB i~R Quarter 4
APR MAY JUN JM AUG Si;-I'
o
i. Select AL
0
0
4. Award AE contract
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5. Develop operational re~Iuirements for Cafe &
CU
evaluate alt
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ernative auncepta, estimate
b
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gets, schedule project phases, project
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t o
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gency review/approval of concepts, budget,
schedule
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1
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. Order furniture for each phase
Dec 87
10
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9. Construct phases of the project during
I
Dec 8/
Dec 1937 to Nov 1988
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AIIMINISI'RATIVI: - INTERNAL. USE ONLY
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Ott ice: l-'Pll)
Title oof O)jective: > DR to 'feet New Poi)ulation at headquarters
ReslxmSible
Officer: ;
Significant Funding AmouuIt : $ 50,000 FY 37
FY beyinnin') X 1 Oct Or luacter Ending 31 Dec , 31 Mar, 30 Jun, 30 Sep
Category: B (essential)
0 - Scheduled
X - Actual
I - - -- - - , --- Quarter 1 quarter 2
I AL'TIVITILS I'(A ~NI,I) I Quarter 3 I Quarter
OCT NOW DIC JAN FEB MAR APR MAY JUN JUL AUG SE['
1. Define -;Cope of AE Services I 0 0
I I I -(- I I I I I I
2. select Ai,:, award Ali contract I I I I
1 0
I I I I I 0
I I I I I I
3. Deve1,ah design concepts, oinfiguration of I I I I I I
cooking, Serving, storage, dining areas;
Pr?)ject phasing to support operations I I I I I I I
4. Agency approval of concepts and budget
5. Construction Jrawings, specifications,
final design (August 1937 thru
February 1988)
6. Construction of new kitchen space, new
dining room start gate is esti,nated early
1939; dependent on 01 1B back fill schedule
I I I I I l 0 I I 10
I I I I I I-~-
I I I I I I I I I
I I I I I I I I I
I I I I I I I I I
I I I I I I I I I
I I I I I I I I I
I I I I I ~ ~ I ,
0-i---~ FY-88
I I
I I I I I I I I I I I I I
I I I I I I I I I I I i
I I I I I I I I I I I I I
I I I I I I I I I I I I I
I I I I I I I I I I I I I
I I I I I I I I I I I I I I
I I I I I I I I I I I I I I
I I I I I I I I I I I I
I I I I I i I I I I I I I I
I I I I I I I I I I I I i
I I I I I I I I I I I
I I
AI>n1I N I S RAI' I Vii - INT[:IlNAL USL ONLY
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 ADMINISTRATIVE - INTERNAr. ner nary
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Level of Objective: X Directorate, Office, _____ Division/Staff
Office: EB/OPS/FMD,/OL
Title of Objective: Develop an tomated O&M Program for the OHB
Responsible Officer:
Significant Funding Amount: $ 500,000 FY 87
FY beginning x 1 Oct or Quarter Ending 31 Dec, _31 Mar, 30 Jun
Category: 13 (essential)
0 - Scheduled
30 Sep X - Actual
I I Quarter 1
ACTIVITIES PLANNED Quarter 2 Quarter 3 I Quarter 4
I OCT NOV DEC JAN FEB MAR APR MAY JUN JUL AUG Ii. I I SEP
Study Phase (Operation & Maintenance Plan) O I
1 1 1 I I I I I I I
I X 1 I I I I I I I I 1
12. Develop System Requirement Document I I I I I I I I I I I I I
Phase I (Power Plant) 1 0 0 1 I I I I I 1 I I I
1 I I I I I I I I i I I I I
13. Develop System Development Plan 1 I I I I I I I I I I
I O (Power Plant 6 Original o 1 I I I I I I I I I
Headquarters Bldg) I I i I I
I I I I I I I i
14. Develop System Requirement Document 1 I I I I I I I I I
I (Phase 11 Ori 1 I t o O I I I I I I I
ginal Headquarters Building) I I I I I I I I I I 1
I I I I I I I I I
I5. Implement Phase I (Power Plant) I i 1 1 I I I I
I I t 0 o f I I I I I
16. Implement Phase II (Ori I I I I I I I I I I I I I
ginal Headquarters I I I I I 0
I I I I I I I I OBuilding) I I
I I I I I I I I I I I i I
17. Syska 6 Hennessy Interface (Power Plant) I I I 0 I I I I I I I O I I I
18. Implement Phase III (New Building I I I I I I I I I
1 Operation 6 Maintenance) I I I I I I 0
`J`'~' 8 8
I I I I I I I I I I I I ~------
I I I I I I I
19. Implement Syska 6 Hennessy 1 I I I I 1
I I I I I I I I o
I I I I I I I I I i I I Jan 88
1
I I
ADMINISTRATIVE - INTERNAL USE ONLY
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 Declassified in Part - Sanitized Copy Approved for Release 2011/11/14: CIA-RDP89G00643R001100150001-8
Office: OL/PMS
Objective Statement: Coonerc
Responsible Officer:
Significant Funding Amount:
Quarter Ending:
rand Implementation
hief, PMS/OL*
FY_ _1981
Action Officer
Chief, PMS/OL:
Clarify role
Augment staffing
Improve contract data
Standardize file formats
Improve CONIF data
Establish competition goals
Enhance contract officer role
Emphasize price/performance criteria
Improve acquisition planning
Obtain pricing expertise
Chief, PD/OL:
Realign six teams
Expand team authority
Consolidate two teams
Establish two teams
Add settlement and review functions
Chief, PMS/DS&T:
Expand team authority
Add settlement and review functions
Chief, CS/OD&E/DS&T:
Add settlement and review functions
Reduce letter contracts
Chief, L&PLD/OCC:
Define legal authorities
O - Scheduled
X - Actual
Quarter 4
JUL J AUG SEP
*Chief, PMS/OL serves as coordinating officer except where noted as "Action Officer".
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 ILLEGIB
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Next 1 Page(s) In Document Denied
Iq
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K-: A Mrectorate, Office,
Divisirn/staff
Office: PrOciirement Division, OL
Title of ohjecti*: Restructure Procturr~ment Organizatia 7b Inplaneit
Iytrand and Ac ted by Agency Management Recommended by Cbcpers &
Resprnsihle Officer: Changes
S iq ni f i nt F1 l i nq n C/Pn/CL
0 - Scheduled FY A7
FY heginninq 1 rk-t or Quart r Frilinq 31 Dec,
31 Mar, 30 Jun, 30 Sep X -Actual
ACT IV IT IES PIANNFI)
(Complete Review of Procurement Divisic Workload
IDeci(le Natum of Procurement Actirns To Be
I Processed by External Teams
I
Prepa re New Procu rcnent Charters Fbr Teams
Prepare (7harter for Z Internal Teams
IAdvise Carnents of Staffing Requirements
i
ICc plete Assignment of 1k rscrmel
I Quarter 1
I oOr ND roc
''I'll 1 11 "I'll
Quarter 2 Quarter 3
Quarter 4
UM FEB MAR APR P-4Y J[IJ JL~, Am
SE P I
01
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 Declassified in Part - Sanitized Copy Approved for Release 2011/11/14: CIA-RDP89GO0643RO01100150001-8
Office: OL/I'f;TS
Objective Statement: Recruit candidates for OL gmployment in ~tfficient nu>jrs to
Responsible Officer: insure that office is at ceiling on
Quarter Ending:
Actively recruit and systematically track
professional, technical, clerical and wage
candidates for eventual EOD in OL. D/L will
be briefed regarding in-process and
pre-process on a regular basis when in-process
priority lists are developed.
Quarter 1
OCTJ NOV 1 DEC 1
Quarter 2
JAN I FED MAR
Directorate Level
O - Scheduled
X - Actual
Quarter 3
APR J MAY T JUN
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 Declassified in Part - Sanitized Copy Approved for Release 2011/11/14: CIA-RDP89GO0643RO01100150001-8
Level of Objective: X Directorate, Office, Division/Staff
Office: RECD
Title of Objective: Unlisted Objective
THE MILESTONE CHART FOR THIS OBJECTIVE IS ON FILE IN OL/IMSS
STAT FOR INFORMATION CONTACT
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OL FIVE'-YEAR PLAN, FY 1987-1991 (cont'd)
Distribution:
C/END
C/PD
C/P&PD
C/RED
C/SD
C/NBPO
C/B&FB
C/IMSS
C/PMS
C/P&TS
C/SS
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