OFFICE OF LOGISTICS FIVE-YEAR PLAN FY 1988-1992

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP90-00379R000100340012-5
• Release Decision: RIPPUB
• Original Classification: S
• Document Page Count: 39
• Document Creation Date: December 23, 2016
• Document Release Date: August 20, 2012
• Sequence Number: 12
• Publication Date: February 17, 1988
• Content Type: MEMO

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' ~'~~~ 1 L /JI ~ J
1 7 FE~t988
?tE?tORANDUAi FOR: Chief , New Building Project Off ice, OL
Chief, Information and ?Management Support
Staff, OL
Chief, Personnel and Training Staff, OL
Chief, Procurement ?ianagement Staff, OL
Chief, Security Staff, OL
Chief, Agency Contracts Group, OL
Chief, Facilities Management Division, OL
Chief, Printing $ Photography Division, OL
Chief, Real Estate F, Construction Division, OL
Chief, Supply Division, OL
Chief, Budget and Fiscal Branch, OL
Director o Logistics
SUBJECT: Office of Logistics Five-Year Plan FY 1988-1992
1. Attached is the OL Five-Year Plan for FY 1988-1992
drafted by the Information and ?tanagement Support Staff/OL. It
includes all identified FY-88 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.
3. We will be discussing this plan, in some detail, at the
forthcoming OL executive meeting in ?-larch.
Unclassified when separated
from SECRET attachment
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SUBJECT: Office of Logistics Five-Year Plan FY 1988-1992
Distribution:
1 - Each Addressee
1 - D/L
1 - DD/L
1 - EO/OL
1 - PE
1 - OL Files
1 - II~1SS Official
1 - I~iSS Chrono
OL/IbiSS/RB:dr~(6Jan88)
OL/IAiSS/RB:m (2Feb88)
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OFFICE OF LOGISTICS FIVE-YEAR PLAN
PREPARED BY THE INFORMATION AND !-'IANAGEAiENT SUPPORT STAFF/OL
yil~R'~
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OFFICE OF LOGISTICS FIVE-YEAR PLAN
Page
I. Introduction 1
II. DA and OL Action Plans/Goals for 1988 2
III. Goals 6
IV. Assumptions ~
V. FY-88 Objectives 11
A. Directorate Level Objectives 11
B. Office Level Objectives 12
C. Personnel Objectives 14
VI. FY-88 Projects
VII. FY-88 Studies
VIII. Established Initiatives
IX. Externally Approved Initiatives
X. Proposed Initiatives
XI. Resource Implications
XII. Forecast
XIII. rtilestone Charts for FY-88 Directorate Level
Objectives
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OFFICE OF LOGISTICS FIVE-YEAR PLAN
FY 1988-1992
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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 commercial and Government services. OL negotiates and
administers contracts with commercial organizations and agreements with other
government agencies for the supply of goods and nonpersonal services to meet
domestic and overseas requirements. OL operates 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. OL operates a motor pool serving the entire
Headquarters area and provides mail and courier services capable of handling
and protecting highly sensitive materials of all classifications. OL
maintains and manages copiers used throughout the Agency. OL supervises the
acquisition, construction, renovation, maintenance, operation, and disposal of
real property. In addition, OL provides logistics support to selected
elements of the Intelligence Community and other U.S. Government agencies and
Logistics support includes the management and control of inventory stock
departments.
levels and property in use, and the receipt, storage, and issue of. general
purpose, technical
During the next five years, OL will be faced with the continuing
challenge of seeking ways of doing our work more efficiently and effectively.
OL is aggressively pursuing means to streamline its processes and reduce
bureaucracy. During FY-88, OL will implement a sweeping Office-wide
reorganization to meet the challen e. The OL reorganization is described in
section XII. E. of this paper.
The purpose of this plan is to outline OL's organizational priorities,
ensure that emphasis is placed on activities where it is most needed in
support of the Agency's mission, and direct our resources for the years
1988-92 in such a manner as to increase OL's productivity while strengthening
our service orientation and our responsiveness to the many users of OL
support.
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OL FIVE-YEAR PLAN, FY 1988-1992 (cont'd)
IV. DA and OL Action Plans/Goals for 1988
1. In June of 1986, the Deputy Director f_or Administration initiated
an Action Agenda for the DA. That plan listed ten items the DDA felt
should be pursued. These are listed in no particular priority order:
a. The activities of OP, OS, OT~E, Ott and the compensation
functions of OF must be brought closer together and be better
coordinated.
b. A processing center for new Agency employees should be
established and the recruitment process overhauled.
c. The background investigation and polygraph process should be
reexamined and adjusted both at the initial and at the
reinvestigation stages.
d. A compassionate but firmly managed structure needs to be put
in place to handle Agency employees living on the "margin".
e. The compensation and reward systems of the Agency must be
converted to a modern, flexible system which directly contributes to
bringing out the best in all Agency employees.
f. An aggressive education/reeducation program should be
established for selected Agency employees and blended with a
meaningful executive development program.
g. For fiscal, security, and efficiency reasons, the number of
overt compounds (buildings) occupied by the Agency in the t9ashington
area should be reduced
h. In the interest of the whole Agency, we should continue
steps to better coordinate the activities of the Offices of
Communications, Information Technology, Information Services, and the
publication and printing functions of Logistics.
i. The upgrade and recapitalization of our ADP and
communications facilities and capabilities, which serve the whole
Agency, should continue unabated.
j. The surge of additional resources into the technical
security arena should be maintained.
2. In July of 1986, the Director of Logistics initiated an OL Action
Plan for 1987 and 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. The FY-89, -90 and -91
initiatives were developed in light of the priority areas agreed to by
the Executive Committee as well. The OL Action Plan divides OL efforts
into the following categories:
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OL FIVE-YEAR PLAN, FY 1988-1992 (cont'd)
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3. The operational activities included in Group A frequently involve
life and death and are in alignment with the Agency's overall
priorities. The finest logistics efforts are required for the successful
Group A - Critical
Group B - Essential
Group C - Important
achievement of these objectives
4, 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 were identified in the two-year OL
Action Plan to pursue during FY-87 and FY-88:
c. Facility management activities involving the consolidation of
Agency holdings by 1989/90 to a limited number of compounds.
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
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5. 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 were identified in the two-year OL
Action Plan to 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. Commercial Logistics Applications System (CLAS).
d. Strengthening relationships with GSA and the Focal Point
systems.
e. Clarifying Foreign Ownership, Control and Influence (FOCI).
6. Recognizing the need to provide progress reports and to alter the
two-year plan as we go through time, the Director of Logistics submitted
two Status Reports on the D/L Action Plan in !March and October of 1987,
respectively. Significant ro ress was re orted on all objectives in
ro s A B and C.
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OL FIVE-YFAR PLAN, FY 1987-1991 (cont'd)
7. On 17 December 1987, the Director of Logistics released an Action
Agenda for Calendar Year 1988. That agenda stated that OL's principal
objective in 1988 is to provide the best logistical support possible to
the Agency and that closely aligned with this objective is our goal to
manage OL personnel (our most important resource recognizing that this
objective and our functional goal are, indeed, inseparable. Specific
1988 objectives include:
8. Of paramount importance to OL is an emphasis on developing
employees to meet the challenges presented by the Action Plan. With
respect to personnel management, OL will continue to utilize the
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 with both internal and external
candidates. OL will also pursue the Co-op program vigorously.
Additionally, OL will concentrate on retaining good people and analyzing
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OL FIVE-YEAR PLAN, FY 1987-1991 (cont'd)
reasons why employees leave OL when that occurs. The Supply Officer and
Contract Officer Internal Training Programs have been enhanced. To the
extent that it is feasible, OL personnel have been cross-trained so that
they will be skilled in more than one discipline. The OL "Flying Squad"
is an example of efforts in this regard. More cross-training is also
being planned with respect to lVG employees 0 and in the Facilities
P~tanagement Division (??'MD). Further, OL will encourage rotational
assignments of OL personnel in other components of the DA and be ond.
t9herever feasible, OL will contract out for goods and services.
9. OL also intends to sustain recognition of outstanding employees
by initiating awards and providing opportunity with promotions. In
FY 87, the commitment of the Office of Logistics to achieve this end was
demonstrated by 249 awards for a total amount of $143,000, almost double
the FY-86 dollar amount, 30 more than in FY86
10. The Director of Logistics has recognized a need for cohesive
personnel management for the procurement work force. Additionally, a
plan has been established for the career development of OL middle/senior
managers of the future, both in terms of training and assignments. ~
11. In January 1988, the Deputy Director for Administration
initiated a paper on DA Goals for 1988. The Directorate-wide goals for
1988 are listed below in no particular priority order:
a. We will strive to improve customer relations, service
standards and responsiveness.
b. {Ve will continue efforts to increase the numbers of
minorities in the Directorate and encourage their advancement.
c. We will fit up and begin the move into the New Headquarters
Building while continuing daily support to the Agency with a minimum
of down time and inconvenience to those being supported and moved.
d. We will further define the standards for "corporate data
base" and continue having the offices within the DA jointly move
toward meeting that standard for automated data processing.
e. We will expand career development efforts, increase
management training and establish a DA Executive Development
Program.
f. We will strive to improve managerial accountability,
discipline and follow-up.
h. We will make a special effort to create and implement a
medical insurance strategy to provide for our employees through the
Association Benefit Plan.
i. {Ve will complete or continue to follow up on items, as
appropriate, set out in "The DA - An Action Agenda," dated 27 June
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OL FIVE-YEAR PLAN, FY 1988-1992 (cont'd)
III. Goals. Res onsiveness to our customers and the best possible logistical
support- to ~e envy's mission is the common number one goal that crosses all
OL division/staff lines and unites every OL component. It is the focus toward
which every OL activity is aimed. Inseparable from this goal is OL's
commitment to treat OL personnel as our most important resource. Ihie 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 every OL 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 its 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. tiiaintain 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 subordinates based on their
qualifications, personal standards, and job performance.
6. Develop and implement the following personnel strategies in FY-88:
a. Contract out to the maximum degree feasible
b. Pursue the Co-op Program vigorously
c. Exploit the Career Trainee (CT) Program
d. Concentrate on efforts to retain good people
e. Look for advantageous rotational assignment opportunities
inside and outside OL
B. Service. Establish an effective quality control program to increase
customer sanction. 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
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OL FIVE-YEAR PLAN, FY 1988-1992 (cont'd)
maintain or, where possible, improve responsiveness through better planning,
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morale and motivation, and heightened productivity at all levels.
C. Use of resources. Maximize the effective use of current resources
and upgra a expan capital resources so as to ensure that intelligence
products are provided and support rendered in the most timely and efficient
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D. Cost efficiencies and roductivity. Exploit the potential for
increased cost a iciencies, pro uctivity, and responsiveness by maximizing
the use of automated systems, delegating authority and responsibility to the
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 ile 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
25X1 Personnel and operations during the new con ruction modifications and
occupancy of the New Headquarters Building, and the
25X1 Or-iginal Headquarters Building. 0
F. Plannin Enhance general efficiency and responsiveness by earlier
planning or of customer requirements and staff/division needs; anticipate
instead of react; continue to emphasize disaster and emergency planning; and
develop procedures for maintaining essential logistics support under adverse
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IV. Assumptions.
A. Requirements.
1. During the next five years, Agency resources are expected to
decrease. This decrease in resources will translate into fewer new
initiatives. Yet, rapid response will be even more critical than in the
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past because of
targets of opportunity, and unan~mate an ynamica y
changing errands for support services.
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OL FIVE-YEAR PLAN, FY 1988-1992 (cont'd)
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, JL must i rove computer literacy and
understanding for all its people.
B. Financial resources. Current prospects for the logistics budget
indicate at it wi not a proportionate to the growth in demand for goods
and services. OL can anticivate little resource augmentation from new
initiatives for FY-88 .
C. Personnel resources.
1. Attrition through retirements is expected to increase during the
next few years; OL will strive to acquire, retain, and motivate
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 and the updating of skills training for technical
personnel. 0
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. This pool will require ongoing recruiting and
training efforts.
3. The personnel ceiling was 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, 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. 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 Allied's
Tiger Team and the OL Flying Squad will be even more critical in order to
enable OL to rovide the skills needed on a priority basis throughout the
world.
SF.(:RFT
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~L FIVE-YEAR PLAN, FY 1988-1992 (cont'd)
D. Space and facilities.
1. With increased materiel requirements, changing work environments,
and the spread of advanced technical and automated systems will come
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increased demands for space. These needs will be partially but not
comnletely met by the New Headquarters Building
high costs associate wit main aining aging utility systems in
Headquarters and other agency buildings will continue to mount.
2. The availability of the New Building and the renovated and
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buildings, together with the more direct management and control o
facilities operations, space, and systems, will begin to have a
beneficial impact.
3. By 1989/91, the Agency's holdings will have been consolidated
into ~ compounds, with leases relinquisher terminated for the
remaining Agency-occupied external buildings.
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
F. Energy. The cost of services such as transportation and utilities,
which are energy-intensive, will continue to increase, thus requiring
continued conservation efforts and efficient management of energy resources.
will result in a restructuring of the procurement organization.
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OL FIVE-YEAR PLAN, FY 1988-1992 (cont'd)
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. 0
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 retrieval
systems for information handling will have to be improved.
3. Cost efficiencies for the production of information must be
realized through automation and 'oint OIT/OL initiatives in consolidated
output media facilities.
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OL FIVE-YEAR PLAN, FY 1988-1992 (cont'd)
V. FY-88 Objectives
A. Directorate level objectives for FY-88 are listed below. ??tilestone
charts are containe in section XIII of this paper.
(F~~-dl) Revise/Amend HQS Compound *taster Plan
(F?~-d2) In Conjunction with OIT, Develop Revised Courier Support Plan
for NHB ~ OHB
(F?-~-d3) Integrated Logistics Support Plan (ILSP) (continue from FY-87)
(FT~'m-d4) OHB Backfill (continue from FY-87)
(F'~~-d5) Cafeteria Expansion (continue from FY-87)
(PPD-dl) Establish Approval/Control ?Mechanism for nesk Top Publishing Systems
(Phis-dl) Develop an Acquisition Management Training Program for agency
Procurement
(P~iS-d2) Develop ADP Enhancements to Agency Procurement System
(P$TS-dl) Create Strategies to Recruit Candidates for OL Employment in
Sufficient Numbers to Ensure that Career Service is at
Ceiling on 30 Sep 88
(SS-dl) Establish a SECOND/SI"iS Interface Based on the Study Completed
in FY-87 (joint objective w/IfiSS)
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OL FIVE-YEAR PLAN, FY 1988-1992 (cont'd)
B. Office level objectives. btilestone charts for all FY-88 office level
objectives iste a ow are retained in the Information $ "tanagement Support
Staff, OL,
(~tD-ol) Promote and Facilitate Open Office Landscape with Analysis of
Ergonomics and Environment
(~iD-o2) Develop Centralized As Builts Drawing for 0[1B $ NHB on Intergraph -
As Builts
(FTtD-o3) Investigate Facility "Management Activities Used in the Private Sector
(FttD-o4) Establish/Implement Utility Monitoring/Control Plan
(Fr1D-o5) Develop ADP riaster Plan for F'IL'M (joint objective w/L~tSS)
(F?LO-o7) Implement S.I. Program to Coordinate all Activities within F?iD
(PPD-ol) Develop System for Automatic Planning of Printing Jobs
(PPD-o2) Improve Versatility in the Work Force
(PliS-ol) Devise Program for Technical !Maintenance of the CIA Contracting
I?ianual and Guide
(PD-ol) Formation of the Agency Contracts Group
(PD-o2) Implement Review Procedure for ACG Contract Process
(PD-o3) "Move Settlement of Cost-type Contracts to Settlement Branch
(PD-o4) Introduce ACG Personnel to Contract Negotiation Process
(PD-o6) Expand Temporary Typing Aid to All Teams, All Contracts
(PD-o7) Develop Program of ACG !Manager Visits to Teams, Contractors
(RECD-o2) Organization of RECD Drafting Room
(RE?-o3) Database for RECD starting in REB (coordinate with LMSS)
(RECD-ol) Engineering Support
fSD-ol) Reallocation of storage space
(SD-o3) Implement a CRAFT/WANG-based property accountability system and
deploy overseas
(SD-o4) Develop and implement an efficient method for disposal of
Government property
(SD-o5) Continue with implementation of strategy items outlined during
Fiscal Year 1987
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OL FIVE-YEAR PLAN, FY 1988-1992 (cont'd)
Office Level Objectives (cont'd)
(IDiSS-ol) Commercial Logistics Applications System (CLAS) -
IOC by O1 Oct 88
(IAiSS-o2) Develop and Establish Standards for OL Personal Computer
and Bar Coding Systems
(IbiSS-o3) Oversee Scheduled Reduction of OL File Holdings in
Preparation for "coves to the NHB -
(joint with divisions ~ staffs)
(P$TS-ol) 'T`raining Review - Phase II
(P$TS-o2) Annual Personnel Questionnaires (APQ)
(SS-o l) Improve/Strengthen the OL/SS Industrial Security Program
(SS-o2) Enhance the Area Security Program at OL
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OL FIVE-YEAR PLAN, FY 1988-1992 (cont'd)
C. Personnel Objectives
(FNm-x l) Impact $ Planning for New Facilities Organization (Career
Track-Training)
(FT?~-x3) FT'm Personnel !Management/Counseling/Award Panel
(~~-x4) F??'m Training: Expand Secretarial Cross-Training/Educational Efforts
' hin the Division Conduct s/Services Cross-Training,
and Expand Stec anic i ase
evelop Driver Training Program,
(FTC-x5) Publish Newsletter and Conduct Current Interest 'Meetings to
Improve Communications
(PPD-x l) Implement Closed-Circuit TV to Improve Communications
(PD-x l) Plan, Institute Monthly Activities for the COI's, POI's
(PD-x2) Establish a '"tentor System" for COI's, POI's
(SD-xl) Develop language capabilities of b'ILS employees
(SD-x2) Develop a viable Co-op recruitment program for Supply Division
(SS-xl) Improve and Enhance the Role of the Clerical Staff in the
Function of the Office
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 Declassified in Part - Sanitized Copy Approved for Release 2012/08/20: CIA-RDP90-003798000100340012-5
JL'il.1Ct' 1
OL FIVE-YEAR PLAN, FY 1988-1992 (cont'd)
VI. FY-88 Projects
(Flip-p l) Asbestos Removal/Cleanup - Kitchen Fan Room
(F'~tD-p2) Establish Engineering Review Board
(Fl~~-p3) Develop A/E Standards
(Fl~1D-p4) 30 June "Wish List" for Year-end Crunch
(F*~-p5) Expand Engineering Support
(F11D-p6) Integration of NBPO into F1~~
(FT'1D-p7) Study Options on Parking/Decals
(~~-p8) Expand and Tighten C.l~t. Control
(F!~1D-p9) Develop FI~>D 5-Year Plan
(FMD-p10) Establish Master Keying System for HQS Compound
(F"tD-pll) Catalog all Existing Engineering/Facilities/Design Studies
(F??tD-p12) South Dock Implementation Program
(Flip-p13) Develop P.C. Local Area Network within Fh1D
(Fr>D-p14) Finalize Computerized Program for Chilled {4ater, HVAC, ~ Elec. Dist.
(~+~-p15) Flying Squad Participation
(PPD-pl) Replace Photo Piorgue with Electronic Images Utilizing CD/ROl?t
Technology
(PPD-p2) Relocate COIL and D$PC to Pf~P Building and Centralize Composition
Functions in HQS
(PPD-p3) Replace Delta Data terminals with Personal Computers
(PPD-p4) Implement Bar Coding in P$PD
(PAtS-pl) Implement a Certificate of Appointment System for Contracting
Officers (CO)
(Ph1S-p2) Develop and Implement a Monthly Workshop Program and Sponsor Four
Workshops with CSAD/OF to Facilitate CO Skills Building in Cost
and Pricing Techniques
(P?tS-n3) Implement and Manage the OL/P!~SS Resource Center
(Pl?tS-p5)
(PAtS-p6)
(PNIS-p7 )
(PI?SS-P8)
(PTtS-p9 )
Develop a System in CONIF for Reporting Significant Trends an
Activities, Including Budget Data, Commitments, and Obligations
for Use by Contract Teams and Host Offices
Review and Determine Improvements Needed for the Settlement Process
Develop a Briefing on Successful Agency Contract Review Board
Presentations
Publish a Procurement Newsletter Quarterly
Procurement Management Reviews
(PD-pl) Procurement Contract Automation
(RE?-p l) Decentralized Support
15
SE~tET
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OL FIVE-YEAR PLAN, FY 1988-1992 (cont'd)
FY-99 projects (cont'd)
SD-p3 Develop an implement an action p an or exp oitation o
(SD-p7) Expand Bar Coding capabilitie
(SD-p8) Develop Bar Coding capability
(SD-p9) Continue to enhance communications between SD and component
logistics offices
(SD-p10) Advise all SD returnees from overseas locations of their new
assignments prior to their PCS departure
(SD-p13) Continue enhancing customer services provided by SD
(NBPO-pl) Establish a-Joint NBPO/F?.'m Records Management Officer
Review of NBPO Files
(SD-p12) Continue certification o Accounta e 0 icers
(IblSS-pl) Convert Federal Automated Requisitioning System (FARS) to IDtiS/R
Database Management System
(ID'ISS-p2) Plan for Aiove of OL ADP Equipment to NHB
(IMSS-p3) Devise a riethod with OF to !Minimize Personal Property Claims for
Cash Losses Involving Employees on TDY/PCS
(IDSSS-p4) Plan for the New OL and OF Information Services Center in the NHB
(IMSS-p5) Track Implementation of the OL Information Handling Audit
Recommendations made by OIT/IR1`~
(IP4SS-pb) Develop an LtiiSS Annual Planning Requirements Guide
(I~SSS-p7) Develop OL "Image"-related Graphics
(B~F-pl) Establish PRA Records on Wang
(B~F-p2) Establish New VM System-to Piaintain STA Obligations
(B$F-p3) Further Refine the Trend Reports Begun in FY-87
(B$F-p4) Establish !Monthly C/B~,F Visits to Precede "How Goes It" meetings
to correct financial discrepancies
(SS-p l) Review, Reorganize, Purge and Retire Contractor Security Files
(SS-p2) Distribute the New Agency ADP Security Plan (requires coordination
with ISSD/OS)
(SS-p3) Conduct Semi-annual Visits) land Contract Teams
(SS-p4) Review and Purge Old FOCI "Material
(P$TS-pl) Systematic Review of P$TS File Holdings and Appropriate Reductions
16
SECRET
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OL FIVE-YEAR PLAN, FY 1988-1992 (cont'd)
VII. FY-88 studies
(Fti~-sl) Escort Requirements
(FT'MD-s2) New Parking Deck Feasibility
(~~-s3) Auditorium - Refurbish in ?iinimal Time with Capability that
?-teets Agency Needs
(F!~-s4) Control of all Contract Activities on HQS Compound through
Clearing House
(~~-s5) Intergraph Utilization Philosophy and Relocation
(PPD-sl) Study Optical Disk Technology (Compact Disk/Read Only tilemory (CD/ROhi)
(PPD-s2) Study Options to Streamline Bindery Operations
(PPD-s3) Study Feasibility of Automating Production of Microfilm for Finished
Intelligence Program (FIP)
(SD-s2) Develop a demographic profile of !~f1S and Wage Grade Career Subgroups,
compare it with projected requirements (numbers and types of
which will integrate with CLAS
(SD-sl) Develop a master plan for automation) (functional activities
skills), and use the product as a basis for directing recruiting
and trainin~t efforts
(SS-sl) Study Implementation Plan for SECOND/SI?iS/BATS Integration
17
SECRET
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 Declassified in Part -Sanitized Copy Approved for Release 2012/08/20 :CIA-RDP90-003798000100340012-5
IYNrA~0111A~1~ ~
~ ~"'~' ~ ~ Irwie~N ydiUons~ uMbN-
^ YOU.WERE CAL D BY- YOU WERE VISITED BY-
r
OI!~ (O~ysnkafoo)
^ PLEASE PHONE ~ ^ FTS ^ AUTOVON
^ WILL CALL AGAIN. ^ IS WAITING TO SEE YOU
^ RETURNED YOUR CALL
MESSAC,i[
^.WISHES AN APPOINTMENT
REC IVE BY E TIM
sa-uo u~~is wsrrow RoRfHt ss ca.v. ?ai)
by GSA,
FqY a1 fYCa, ,an,.,, e
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SECRET
OL FIVE-YEAR PLAN, FY 1988-1992 (cont'd)
Congress and funded:
Ongoing Initiatives
VIII. Established Initiatives
The following are established initiatives that have been approved by
1. (NBPO) Headquarters Facilities Upgrade.
2. (I"?tSS) Commercial Logistics Applications System (CLAS).
IX. Externally Approved Initiatives
The following are initiatives that have been Agency approved and
externally approved by the IC Staff and the OtiB:
FY-89 New Initiatives
25X1
25X1
1. (P$PD) Printing F, Photo Plant Expansion
2. (PD) Industrial Security Theme (19 Positions)
X. Proposed Initiatives
The following are proposed initiatives that were presented at the OL
Planning Conference in Fredericksburg in October of 1987. These have been
approved by the Director of Logistics for submission to the DDA.
A. FY-90 New Proposed Initiatives
(FY90-~tD-il) New Parking Deck - $12~t
(FY90-F?tD-i2) Develop Scattergood Property - $59.36bi $ 6 Positions
(FY90-~tD-i3) EDR Expansion - $1.64?~t ~ 3 Positions
(FY90-SD-il) Facilities/Utilities Upgrade r
(FY90-SD-i2) Form a Permanent Flying Squad
B. FY-91 New Proposed Initiatives
(FY91-Fl~tD-il) Rehabilitate Existing Auditorium - $3Pt
18
SECRET
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25X1
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OL FIVE-YEAR PLAN, FY 1988-1992 (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 res onsive
to the increasing requirements, particularly
and in the Procurement and Real Estate and Construction arenas.
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. V~orld 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
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 multiskilled because, in addition to primary duties, they will
have to interface with complex technolo ig es 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 traini cross-training, and recognition and reward for high
performance.
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s~~xci
OL FIVE-YEAR PLAN, FY 1988-1992 (c~nt'd)
25X1
25X1
25X1
25X1
L~X1
25X1
25X1
3. In the f~rture, 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
such as Allied's Tiger Team and the OL Flying Squad to enable 01
provide skills needed on a priority basis throughout the world.
B. Space and Facilities
1. By 1990, a greater portion of the Office of Logistics will be
centrally based in the Pdew Headquarters Building in a more modern and
functional environment. The A ency's holdings will have been
consolidated into with leases relinquished or
terminated for the remaining Agency-occupied external buildings. The
ea quarters uilding 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,
will be occupied by 1991/9?., and several shifts in the Old
re and equipment acquisition and storage, and subsequent moves.
2. Additionally, OL will upgrade Agency field station space. OL
will provide an expanded printing facility,
an expanded powerhouse at Headquarters, a renovated
Headquarters Au itorium, expanded cafeteria facilities
Also, a study was pertormea in
FY-87 looking into t e most en, e~icia future potential uses for the
Scattergood-Thorne property.
~. 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 Original 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 ~f personal computers (P';sl
that are IBPi compatible and capable of emulating an IBtt 3270 terminal.
Also, some brand of IBt?1 3270 protocol terminal(s) will be selected to
replace the existing Delta Datas.
20
SECRET
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OL FIVE-YEAR PLAN, FY 1988-1992 (cont'd)
25X1
25X1
25X1
25X1
3. The Office of Logistics will have an initial operating capability
for the Commercial Logistics Applications System (CLAS) by the end of
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. Eventually, the automated
equivalent of a Form 88 will be available to expedite processing of
customer requests with electronic requisitioning and approvals, and 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 more selected field sites,
and will provide a "computer-to-plate" digital prepre em 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.
E. Reorganization
1. On 29 October 1986 the Director of Logistics formed a task force
of five logistics officers to examine the organizational structure of the
Office of Logistics and to recommend changes to that structure which
would carry the office into the late 1980s and the '90s. The Director
was concerned that the organizational structure, which had been in place
for three decades, no longer reflected the realities of the way OL
conducts its business. Specifically, the Director was concerned about
the span of control in Supply Division, the decentralization of
architects and engineers in RECD the lack of centralized control over
space and facilities management,
Procurement Executive role in the Agency.
the way OL is managed, and the need to enhance the
2. In the ensuing 12 months, the task force analyzed the functional
responsibilities of the Office and formulated an organization with
functional boundaries. Charters for the divisions and staffs were
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J~lt(~ 1
OL FIVE-YEAR PLAN, FY 1988-1992 (cont'd)
reviewed and examined for overlap of functions and outdated
responsibilities. Implementation of recommendations from the Coopers and
Lybrand Study of Agency procurement functions that were approved by the
Agency were included. Briefings were given to the division and staff
chiefs to solicit input and feedback to ensure development of an
organization that would meet the needs of the Office.
3. 'Many iterations of the organization were reviewed until a final
product was derived. Once the completed version was identified, the plan
was submitted to the Deputy Director for Administration for approval.
Following DDA approval, the Director of Logistics appointed the
Procurement Executive as the officer responsible for implementing the
Reorganization in FY-88.
25X1
25X1
25X1
25X1
25X1
4. OL will be more functionally consolidated following
implementation of the reorganization in FY-88.
Anew Agency Contracts Group (ACG) has been recently
formed following recommendations from an outside consultant, Coopers and
Lybrand. The ACG will execute procurement actions while the Procurement
Executive will develop policy and guidance as well as serve as the
Competition Advocate for the Agency. The new Facilities Group (FG) will
consolidate most of the existing RECD and Ft~ into one group to exploit
skills most efficiently. The Planning Division under the FG will
centralize decisions for Agency space allocation. The External Buildings
Division will include management of oversea
facilities. Anew !~Q,F career service will be formed for facilities
personnel including engineers and architects to include about 0
people. An T?4~W service will be retained for liia a Grade. A Printing
Group will be formed to include support for and customer
support sites.
5. Under the OL reorganization of FY-88, OL will initiate the
concept of corporate management whereby group chiefs will evolve into
corporate managers. Of paramount importance is the need to implement the
reorganization in a way that will be transparent to OL's customers with
regard to our level of customer service.
XIII. P?iilestone Charts for Directorate-Level Objectives
Attached are milestone charts for the FY-88 Directorate-level objectives
listed in section V.A. of this Five-Year Plan. ?Milestone charts for all FY-88
office-level objectives listed in section V.B. are retained in the Information
and Management Support Staff, OL,
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ADNQNISr12A'rt~i~I[~1PERNAL USE ONLY
Directorate-level
Office: OL/Facilities Management Division (FMD-dl)
Objective Statement: Revise Amend Headquarters Master Plan
Responsibly Officer:
Significant Funding Amount: ~ 200,000 FY 88
Quarter Ending:
1. Develop requirements and assign priorities.
2. Select A/E firm to design Master Plan and
prepare NCPC submittal.
3. 50~ design by A&E.
4. 100$ design by A&E, Government review
and submittal to NCPC.
Quarter 2
0 - Scheduled
X - Actual
group B
STAT
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ADMINISTRAr - ItJPERNAL USE ONLY
Directorate-level
Group C
Office: OL/Facilities Management Division (FMD-dl)
Objective Statement: In Co ~ ction with OI'P, Develop Revised Courier Support Plan for NHB and OHt3.
Res
onsible Offi
p
cer:
Significant Funding Amoun
Quarter Ending:
AC'PIVI'CIES PLANNED
FY 88
1. Investigate OI`P's direction & implementation
plans regarding ISCs for NHB & OHB.
2. Revise courier schedule for Ol1B and develop
new courier schedule Eor NHB based on M&CB
consolidation initiatives and OI'P direction.
3. Inform Ayency components of revised/new
schedules. Considering Agency response,
fine-tune where practical.
4. Coordinate revised courier schedules with
OI'r and adjust as required.
5. Develop action plan to provide service for
established delivery/pickup locations.
G. Revise and distribute HN indicating change
in courier service.
7. Implement new courier services.
8. Monitor success of new services, amend as
required.
9. Follow-up with OIT to detemine success of
ISCs and new services.
10. Based on follow-up with OI'r, develop FY 89
initiatives to improve courier service by
exploiting the ISC and registry concept.
SEC
0 - Scheduled
4
SEP
r~rw-az ~
ADMINISPRATI t21VAL USE ONLY
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AllMINISrRA' - INFERNAL USE ONLY
Directorate-level
Office: OL/Facilities Management Division (FMD-d3)
Objective Statement: Inl tegrated Logistics Support Plan (ILSP) (continue from FY 37)
RPSDnn~ihlP (1ff;~-o.-.
Significant Fundinq Amount: $ 1.6M* Fy gg
Quarter Ending:
*F,stimated move~and building renovation costs.
ACTIVIl'IES PLANNED
1. NHB Space Delivery
a. North Tower
3rd floor
4th floor (east end/west end)
5th & 6th floors
b. South Tower
Telephone
Ground - OTS
OP, OS
Remainder
1st floor
2nd floor
3rd floor
4th floor
5th floor
6th floor
2. NHB relocations (North Tower)
a. OSWR - approved office plans
space renovations/area complete
move-in
b.
OEA -
approved office plans
space renovations/area complete
move-in
c.
NL?'SA - approved office plans
space renovations/area complete
move-in
d.
OTS -
approved office plans
space renovations/area complete
move-in
Group B
0 = Scheduled
X - Actual
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.anMINISiRA'r~r,.,.--A~ USE ONLY
4
SEP
STAT
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ADMI NI Srft - 1 ~1rERNAL UsE avL,Y
Directorate-level
Office: OL/Facilities Management Division (FMD-d3)
Objective Statement: Inte rated L istics Support Plan (ILSP) (continue from FY 87)
Responsible Officer:
Significant Funding Amount: 1.6M* FY 88
Quarter Ending:
*Estimated building and renovation costs.
Group B
0 - Scheduled
X - Actual
_ ACTIVIrLES PLANNED
2. NHB Relxations (continued)
Qu
OCP
arte
NO'V
r 1
DEC
Qu
JAN
arte
FEB
r 2
MAR
qu
APR
arte
MAY
r 3
JUN
~u
JUL
~rte
AUK
r 4
SEP
e. MPS - approved office plans
0
-
space renovations/area complete
0
move-in
0
f. OI'r - approved office plans
0
space renovations/area complete
0
move-in
0
3. NHB Furniture
a. Initial Order, North Tower (Jul 67)
1st delivery/installation
p
2nd delivery/installation
0
b. Initial Order, South 'rower
0
1st delivery/installation
2nd delivery/installation
0
0
0
X
X
0
AllM1NISIRA'riVE~l~lif~i~. USE ONLY
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ADMI~ IVE -INTERNAL USE ONLY
Directorate-level
Office: OL/Facilities Management Division (FMD-d4)
Objective Statement: Backfill & Upgrade Old Headquarters Building (OHB)
Responsible Officer:
Significant Funding Amount: _ l0l+l
Quarter Ending:
FY 88
Group B
0 - Scheduled
X - Actual
Qu
arte
r 1
Qu
arte
r 2
Qu
arte
r 3
;~u
arte
r 4
1
ACrIVirIES PLANNED
Complete Master Plan
OCT
NOV
DEC
JAN
FEB
MAR
APR
MAY
JUN
JUL
AUG
SEP
.
0
2.
Begin preliminary design for first
construction package
0
3.
Begin construction for D vault
p
4.
Co,7,p12te testirn3 of perimeter induction unit
samples
p
5.
E'inal devision on adequacy of 108SF average
for space allocation
0
6.
Complete asbestos survey
p
7.
Begin design of GC-03 computer space
0
8.
Construction managers on board
0
9.
Begin design of first fully renovated swing
s ace A B C
0
10.
0
11.
Begin design of first section of FYBy swing
space (D, E)
0
12.
Begin construction of first fully
renovated swing space (Sep 9)
0
13.
Complete bid package(s) for schedule-
independent project(s) for late FY88
construction start(s)
0
14.
Begin construction of DI/CttES 7th Floor
0
space
15.
Complete design of FY89 swing space
0
STAT
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Directorate-level group B
Office: OL/Facilities Management Division (FMD-d5)
Objective Statement: Cafeteria Expansion (continue from FY 87)
Responsible Officer:
Significant Funding Amount: 6.2M FY 88; ~6M FY 89
Quarter Ending:
0 - Scheduled
X - Actual
Quarter 1
Quarter 2
Quarter 3
Quarter 4
ACtIVITIES
PLANNED
OCT
NOV
DEC
JAN
FEB
MAR
APR
MAY
JUN
JUL
AUK
SEP
1.
Surveys; Schematics;
Phase Plans
0
2.
Design Phase I
0
3.
Fund and Award Phase
I Construction
0
4.
Construction Phase I
0
5.
Design Phases II and
III
0
6.
Fund and Award Phase
II and III
p
STAT
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S E~T
DIRECTORATE LEVEL
Responsible Office: DDA/OL/PBPD
Objective Statement: Establish A royal/Control Mechanism for Desktop Publishing
25X1 Responsible Officer:
Significant Funding Amount: 675,000 FV BB
Lluarter Ending: 30 DEC 1987
O - S~riedu 1 ed
X - Actual
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Declassified in Part - Sanitized Copy Approved for Release 2012/08/20: CIA-RDP90-003798000100340012-5
 Declassified in Part - Sanitized Copy Approved for Release 2012/08/20: CIA-RDP90-003798000100340012-5
ADMINISTRAT~J~ - INTERNAL USE ONLY
Level of Objective: X Directorate, Office, Division/Staff
Revision 1
13 November 1987
Office: Procurement Management Staff, OL
Title of objective: Develop an Acquisition Management Training Program for Agency Procurement
Significant Funding Amount: $ FY 1988 0 - Scheduled
FY beginning X 1 Oct or Quarter Ending 31 Dec, 31 Mar, 30 Jun, 30 Sep X - Actual
I Quarter 1 Quarter 2 Quarter 3 Quarter 4
I ACTIVITIES PIANNED I OCTINOVIDFIC I JANIF~(MAR I APRIMAYIJUN I JULIAUGISEP
I I I I I I I i I I I I I
I1. Identify current Agency acquisition training 1 O-I---I----i--0 I I ( I I ( I I
I I I I I f I I I I I I I
12. Identify additional training requirements I I I O--I----I-0 I I I I i i i
I
13. Develop plan to establish the program,
including recommended actions
4. Coordinate and submit report (1-3) on the
establishment of the program
YI.9S-dl ADMINISTR~GE - IN'i'F..RNAI, [lSE ONLY
Declassified in Part - Sanitized Copy Approved for Release 2012/08/20: CIA-RDP90-003798000100340012-5
 Declassified in Part -Sanitized Copy Approved for Release 2012/08/20 :CIA-RDP90-003798000100340012-5
A~IINISTRATIyP.' - INITIAL t1SE 0[dLY
Level of objective: XX Directorate, Office, Division/Staff
Office: Procurement Management Staff, OL
Title of Objective: Develop Automation Enhancements to Agency Procurement System
Revision 1
13 November 1987
Significant Funding Amount: FY 1988 0 -Scheduled
FY beginning X 1 Oct or Quarter Ending 31 Dec, 31 Mar, 30 Jun, _30 Sep X -Actual
Il. Establish GSA communication link to receive
I Debarred, Suspended, and Ineligible List and
I Federal Acquisition Circular updates weekly
12. Automate Bidders List and Procurement Note 85
I
13.
Automate Agency Contract Review Board process
Quarter 1( Quarter 2 1 Quarter 3 1 Quarter 4
OG'TINOVIDDC ( JANIFESIMAR I APRIMAYIJUN I JULIALTGISEP
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
o-l---I-o I I I I I I I I I
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l o- i---- I --0 I I I I I I I I
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I l o--I----I-0 I i i ~ ~ ~ ~
4. Develop LD'IUS 1.2.3 applications
-negotiations guide
-request for proposal (RFP) standard exhibits
guide
-negotiation training case
-support Office of~Development and Engineering
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(RFP through negotiation
o-i----I----I---I-o
5. Install and test Contract `Ream Local Area
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Network (CTLAN) prototype
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16. Develop plan for installation of CT7,ANs
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17. Install CTL,ANs with contract teams
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18. Review support to Contract Process Course
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ADMINISTRATI~~IIVTERNAI, [ISE ONLY
Declassified in Part -Sanitized Copy Approved for Release 2012/08/20 :CIA-RDP90-003798000100340012-5
 Declassified in Part -Sanitized Copy Approved for Release 2012/08/20 :CIA-RDP90-003798000100340012-5
Q
Next 3 Page(s) In Document Denied
Declassified in Part -Sanitized Copy Approved for Release 2012/08/20 :CIA-RDP90-003798000100340012-5
 Declassified in Part - Sanitized Copy Approved for Release 2012/08/20: CIA-RDP90-003798000100340012-5
Level of Objective: X Dii~ctorate, Office, Division/Staff
Mice: SS/OL
itle of Objective: Establish a SECOND/SIMS Interface
25X1'-sponsible Officer:
~gnificant Funding Amoun FY 88 0 - Scheduled
! beginning 88 1 Oct or Quarter Ending 31~ec, 31 Mar, 30 Jun, 30 Sep X - Actual
ACTIVITIES PLANNED
~ ~ B A RTMA
3
uarter 4
UN
AU SEP
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t. Coordinate with OS to analyze requirements/ ~ ( I I I I I I
common data items 10___1__X1 I I I I I
I i I I I I I i ~
.. Create an interface control document ~0---~--0~ ~ I I I I I
~. Create software interface for both systems IO---1---1----i---01 I I I I
t. Test systems F, train operators update I I I I I ( I ( I
documentation 1O---I---I----I----I--01 I I I
i I i I I I I
~. Implement final system interface 10---1---1----1----1---I---01 I I 1
rn i dt~ I t a1 ( I ( I I I ~ I I I
uarter uarter
Quarter
Declassified in Part - Sanitized Copy Approved for Release 2012/08/20: CIA-RDP90-003798000100340012-5
 Declassified in Part -Sanitized Copy Approved for Release 2012/08/20 :CIA-RDP90-003798000100340012-5
DIRECTORATE LL'VEL
Office: OL/P~,TS
Objective Statement: c t Candidates for 0~ }o~nent ~$ S~uf ic'ent
Responsibb Officer: ~ia~'~areer Service is a i g on p~~r
Significant Funding moon : ______ FY
Quarter Ending:
1. Actively recruit and systematically track
professional, technical, clerical and wage
candidates for eventual EOD in OL. D/L will
be briefed regarding in-process status
in conjunction with development of priority
lists.
2. Develop strategy for increased recruitment
of co-op candidates.
3. Report to D/L on increased co-op recruit-
ment activities.
PATS-dl
O -Scheduled
X -Actual
Declassified in Part -Sanitized Copy Approved for Release 2012/08/20 :CIA-RDP90-003798000100340012-5