REDUCING TRANSACTIONAL COSTS

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP90M01364R000800340013-9
• Release Decision: RIPPUB
• Original Classification: C
• Document Page Count: 41
• Document Creation Date: December 23, 2016
• Document Release Date: September 10, 2013
• Sequence Number: 13
• Publication Date: August 5, 1988
• Content Type: MEMO

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DDA 88-1589
5 August 1988
MEMORANDUM FOR: Executive Director
Deputy Director for Intelligence
Deputy Director for Operations
Deputy Director for Science and Technology
Inspector General
General Counsel
Comptroller
? FROM: R. M. Huffstutler
Deputy Director for Administration
SUBJECT: Reducing Transactional Costs
REFERENCE: Reducing Transactional Costs dtd 9 March 1988, DDA 88-0536
1. Several months ago I sought your input as I began to review the
internal policies and procedures used in the Directorate of Administration
(DA) in accomplishing its activities. You identified activities and areas in
the DA which you believe require excessive time, paperwork, or coordination as
well as authorities resident in this directorate which, if delegated, would
facilitate our delivery of goods and services. As the recipients of our
services, your input was most valuable to me as I undertook the review and
assessment of our activities and the associated procedures, policies, and
authorities.
2. To address the issues that you raised, I convened a task force
comprised of a representative from each of the eight offices in the DA and
chaired by a member of my immediate staff. This task force has been meeting
over the past two-months and has grouped-and ass'igned each issue to the
appropriate office for study and action. This task force will continue to
meet over the next nine months to address and respond to each issue that iou
raised. In an effort to keep you apprised of our progress, I will forward
reports to you approximately every three to four months which provide a status/
action plan for each issue addressed during that time frame. Attached is our
first report; it addresses seventeen separate issues. Subse4uent reports will
address a comparable number of issues. You will note that after studying some
of the issues, no change in existing procedures is recommended. In such
cases, I have made an effort to explain the rationale for the procedures and
the decision to retain them.
riT 1 (:IFU
d
3 6 -
CONFIDE IAL
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SUBJECT: Reducing Transactional Costs
3. If you have any questions about this report, please don't hesitate to
call Hank, my Executive Assistant,
again for your input.
Attachment
ORIG: EXA/DDA
Distribution:
Orig - Addressee
1 - DDA Subject w/att
1 - DDA Chrono w/o att
1 - EXA/DDA Chrono w/att
or me. Thanks
s R. M. Huffstutler
2
C ON E1D ENTIAL
STAT
STAT
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STAT
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OFFICE ISSUE
COMMUNICATIONS
- Delegate authority under
to Director of ComMunications
from DDA.
REDUCING TRANSACTIONAL COSTS WITHIN THE DA
REQ COORD
WITH
DDA
TIME FRAME FOR COMPLETION
MAY - JULY AUG - OCT NOV - JAN FEB - APR
ADMINISTRATIVE - INTERNAL USE ONLY
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STAT
STAT
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OFFICE ISSUE REQ COORD
WITH
FINANCE
Payments
- Authorize custodians of imprest funds
to pay routine claims, and have
approving officers approve when
custodian accounting is approved.
2
TIME FRAME FOR COMPLETION
MAY - JULY AUG - OCT NOV - JAN FEB - APR
ADMINISTRATIVE - INTERNAL USE ONLY
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OFFICE ISSUE
FINANCE
Travel
Other
REQ COORD
WITH
TIME FRAME FOR COMPLETION
MAY - JULY AUG - OCT NOV - JAN FEB - APR
- Delegate to chiefs of administrative or SSA X
support groups approval authority to
exceed per diem.
- Revise travel regulations to authorize SSA X
office directors to approve "actual
travel subsistence" when accommodations
are more costly than the existing per diem.
- Eliminate the approving officer's signature
for standard travel orders where exceptions
are not requested; allow the requesting
officer to authorize the travel.
- Reexamine the need for two original
authorizing signatures on Form 540B,
Domestic Travel Request, one on the
original and one on copy #4.
-.Reduce time consuming nature of travel
accounting by making repeat trips into
"canned accountings" or return to a flat
per diem system.
- Delegate to individual offices authority
to write-off instances of personal
indebtedness to the Government not to
exceed $100.00.
3
ADMINISTRATIVE - INTERNAL USE ONLY
X
X
X
X
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OFFICE ISSUE REQ COORD
WITH
INFORMATION TECHNOLOGY
- Review the organizational placement OC X
(OTT) and staffing (OC) of the March complete
TIME FRAME FOR COMPLETION
MAY - JULY AUG - OCT NOV - JAN FEB - APR
Communications Branch at NPIC. (Has
led to confusion over Branch
responsibility and poor management,
staffing, and performance.)
- Improve the timeliness of services; e.g.,
getting telephones and computer lines and
equipment installed, removed, repaired
and/or relocated. Look at simplifying
procedures for getting work requests to
the appropriate office and effected.
- Develop a tracking system for ADP and
telephone requests so that offices may
receive a status report on work orders.
X
X
- Improve the prioritization of requests for X
data and voice services within each
directorate.
Suggestion: Automate telephone work
orders.
Contract work differently.
- Reduce the number of coordination points
within OTT for a standard and nonstandard
ADP procurement.
Suggestion: Vest responsibility in one
OIT element (as opposed to six).
- Automate or modify forms for use on word X
processors. Explore on-line coordination.
4
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OFFICE
PERSONNEL
Leave
TrIMTMTCMDTMTIM Tmmvnlaitt rTnr, ^my
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ISSUE
REQ COORD
WITH
TIME FRAME FOR COMPLETION
MAY - JULY AUG - OCT NOVA - JAN FEB - APR
- Delegate authority to approve 240 hours OMS X
advanced sick leave to the office director
in coordination with Office of Medical
Services.
- Delegate authority to approve LWOP
extensions beyond twelve months to the
office director.
- Shorten the time required to establish X
LCD and SCD dates following LWOP.
X
- Delegate authority to approve restoration X
of annual leave to the office level.
- Delegate authority to approve deferral
of home leave up to 12 months to '
operating officials.
6
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OFFICE ISSUE REQ COORD
WITH
PERSONNEL
Awards
- Allow approval of the award request OF
(Form 3960) to authorize payment action
and curtail the requirement to complete
an additional Form 1750A for payroll
purposes.
- Delegate authority to approve QSI's
from the Deputy Directors to office
directors.
TIME FRAME FOR COMPLETION
MAY -.JULY AUG - OCT NOV - JAN FEB - APR
X
X
- Increase from $1,000 to $2,000 the limit X
on approval of awards by component heads.
7
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OFFICE
PERSONNEL
Other
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ISSUE
- Allow the PHS packet completed by the
applicant to the CT Program to serve
as the paperwork for diret hire.
REQ COORD
WITH
TIME FRAME FOR COMPLETION
MAY - JULY AUG - OCT NOV - JAN FEB - APR
X
- Put and maintain Locator Card information In process X
on-line.
- Automate forms and allow for on-line X
coordination.
- Improve the PAR call-up for employees who X
have completed three years of Agency
employment but have not had their trial
period certification completed.
- Review the space limitation for vacancy
notices to enable them to be less cryptic.
Delegate from D/Pers to individual OF X
offices authority to approve Separate
Maintenance Allowance.
- Eliminate requirement for signature to X
report T&A.
Suggestion: Have this done electronically
via terminal and only require reporting of
deviations from the standard 80 hours/pay period.
- Reduce the lengthy waiting time usually
required for employees to see travel
officers, despite having an appointment.
8
ADMINISTRATIVE - INTERNAL USE ONLY
X
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OFFICE
PERSONNEL
Other
linUTMTCMDATTIM, Tmmr,nmrt r/or, niorts
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ISSUE
REQ COORD
WITH
TIME FRAME FOR COMPLETION
MAY - JULY AUG - OCT NOV - JAN FEB - APR
- Reexamine procedures for TDY travel X
with an alias passport.
Suggestion: Follow the practice of
regional bases where procedures include
cables to the Station, travel orders at the
regional base, and ticket purchasing.
- Decrease the time delay in making
payments to independent contractors. X
Suggestion: Decentralize payment
responsibility for contractors.
9
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OFFICE ISSUE REQ COORD
WITH
LOGISTICS
- Suggest that Director of Logistics
consult with appropriate component
for input before making space
recommmendations to the WA.
- Improve delivery of immediate
priority mail to customers.
- Automate forms required to initiate
various actions (procurement; repair,
etc.) and allow for on-line coordination.
Procurement
OIT
TIME FRAME FOR COMPLETION
MAY - JULY AUG - OCT NOV - JAN FEB - APR
X
? - Expand the use of Form 2420 to include X
procurement of goods.
- Increase amount of Office imprest funds
and Office authority to make local
procurements to at least double the
present level.
- Review and streamline the procedures OS X
required to obtain approval to purchase DO
and ship firearms/ammunition overseas;
reduce the current number of signatures
(approximately 13) and amount of
coordination; and reduce the processing
time.
10
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OFFICE ISSUE REQ COORD
WITH
LOGISTICS
TIME FRAME FOR COMPLETION
MAY - JULY AUG - OCT NOV - JAN FEB - APR
- Eliminate requirements for PRA/MPA. X
Suggestion: Allow OIT to maintain
a flexible PC inventory for the Agency,
provide equipment out of stock against
receipt of customer funds, and use the
funds to purchase appropriate
replenishment equipment.
- Raise the dollar threshold required for
Contract Review Board action.
Traffic and Parking
- Identify reserved spaces in front or
make special passes available for
short-term parking in front of the
building. Return to the system of
several years ago when VIP parking
permits could be transferred within
offices.
- Display larger, more visible and more OS
definitive signs at Route 123 to
direct visitors.
X
- Improve the flow and distribution of OS X
traffic at the GW Parkway entrance;
e.g., traffic seems to be delayed by
signs which tend to force all traffic
towards one lane.
- Provide direct shuttle ?service to
Department of State.
- Provide shuttle service to and from
central commuting areas to alleviate
future parking crunch.
11
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X
OFFICE
LOGISTICS
Other
STAT
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ISSUE
- Contract out more of the unclassified
printing jobs to enable P&PD to
concentrate efforts on th heavy load
of classified printing.
- Institute procedures for notifying
originating offices (of Form 88s)
expeditiously when items wil not be
received by required delivery dates.
REQ COORD
WITH
TIME FRAME FOR COMPLETION
MAY - JULY AUG - OCT NOV - JAN FEB - APR
X
- Improve delivery of items to destination;
e.g. lost and misplaced items, infrequent
delivery runs.
Ensure trash chutes are open more often
to prevent the accumulation of classified
trash bags in office areas.
- Improve the servicing of copiers and
the lengthy process required to get a
replacement one.
- Schedule biweekly meetings of the
Headquarters Claims Review Board to
speed up the processing and
adjudication of claims.
OS
12
ADMINISTRATIVE - INTERNAL USE ONLY
X
X
X
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OFFICE
LOGISTICS
Other
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ISSUE
REQ COORD
WITH
TIME FRAME FOR COMPLETION
MAY - JULY AUG - OCT NOV - JAN FEB - APR
- Reduce the burdensome procedures and X
approval time required by the Fine Arts
Commission's regulations.. Allow office
directors and other managers to decide
on wall decorations and displays.
- Authorize office directors to approve X
up to $1,000 in claims.
- Increase the contracting delegation of X
authority to offices from $3,500 to
$6,000.
- Increase from $1,000 to $3,000 the
office limit per line item not
requiring Procurement Division approval.
- Ensure supply rooms in outbuildings are
kept adequately stocked.
X
- Improve the quality of janitorial services X
in Ames Building.
13
ADMINISTRATIVE - INTERNAL USE ONLY
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OFFICE ISSUE REQ COORD
WITH
SECURITY
- Investigate replacing the mechanical
arm on the badge machines with a light
beam or other technology to improve
the flow of personnel through the
machines.
- Improve the speed at which security
approvals are provided for Independent
Contractors.
OP
TIME FRAME FOR COMPLETION
MAY - JULY AUG - OCT NOV - JAN FEB - APR
X
- Reduce the backlog in the 4C system to X
ensure expeditious passing of clearances.
- Establish workable emanation standards X
for the acquisition and deployment of
workstation equipment which will lead
to a simpler and more expeditious
procurement and installation process.
- For reporting personal foreign travel via
terminal on VM, redesign the system to allow
for coordination on-line as opposed to
coordination of hard copy.
14
ADMINISTRATIVE - INTERNAL USE ONLY
X
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OFFICE ISSUE REQ COORD
WITH
TRAINING
General
- Improve turn around time for
informing students of course
confirmation--reduce to 1-2 days.
- Grant external training approval
authority to the individual offices,
and terminate the requirement for an
OTE appproval number.
- Provide on-line forms in the AIM system
for external training and conferences.
- Delegate from D/OTE to individual
offices authority to waive
reimbursement for incompleted external
training courses due to emergency
operational requirements.
- Improve communication up and down.
- Foster cooperation among DA offices.
- Improve the overall timeliness of key
services provided by the DA. There
is the perception that there is a
cutback in services; i.e., delivery
of newspapers, purchasing and arranging
delivery of office supplies, etc.
- Streamline the handling of service
requests to DA components by expanding
the automation of request forms.
- Delegate from the SSA/DDA to individual
offices Short-of-Tour decisions.
OIT
15
TIME FRAME FOR COMPLETION
MAY - JULY AUG - OCT NOV - JAN FEB - APR.
ADMINISTRATIVE - INTERNAL USE ONLY
X
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ADMINISTRATIVE - INTERNAL USE ONLY
OFFICE ISSUE REQ COORD
WITH
All DA
Offices
General
- Delegate approval authority from
SSA/DDA to office heads for
straightforward cases involving:
a. Extension to normal time allotted
for storage of HHE.
b. Extension to normal 60-day time
period for TLA.
c. Per diem for dependents beyond the
normal five days authorized.
d. Storage of PCV at Government
expense in emergency situations.
e. Travel via non-U.S. carrier and Travel Policy
First-Class travel upgrade.
- Develop a quick reference directory
for Agency usage which identifies
key services with their points of
contact.
16
TIME FRAME FOR COMPLETION
MAY - JULY AUG - OCT NOV - JAN FEB APR
ADMINISTRATIVE INTERNAL USE ONLY
X
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OFFICE ISSUE
DCI
- Reduce the amount of formality required
(memorandum and approvals) to pay
minimal expenses for activities such as
conferences and symposiums. Suggestion:
Have a limited dollar amobnt delegated
by the Executive Director to cover
representational expenses or authorize
an office to provide refreshments to
visiting dignitaries
- Increase the amount authorized under
for official reception
and representation expenses from $100
to $200.
REQ COORD
WITH
17
TIME FRAME FOR COMPLETION
MAY - JULY AUG - OCT NOV - JAN FEB - APR
ADMINISTRATIVE - INTERNAL USE ONLY
X
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STAT
STAT
OFFICE
7rihATATTCTOT6iTNTV TMTVIIMAT VIOL. ^Mr.t7
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ISSUE
DA/PROTOCOL
- For employees with only Agency experience,
coordinate the arrival (and presentation)
of the length of service certificates and
pins.
REQ COORD
WITH
18
TIME FRAME FOR COMPLETION
MAY - JULY AUG - OCT NOV - JAN FEB - APR
ADMINISTRATIVE - INTERNAL USE ONLY
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ADMINISTRATIVE-INTERNAL USE ONLY
Review the organizational placement
(OIT) and staffing (OC) of the
Communications Branch of NPIC. (Has
led to confusion over Branch
responsibility and poor management,
staffing, and performance.)
ACTION/STATUS:
This issue was the subject of a recent Inspector General (IG)
report. OIT's response, which cited several changes other than
organizational placement, received the concurrence of D/NPIC,
D/OC, DDS&T and DDA. The attached memorandum outlines the
actions taken and agreements made regarding this issue. The MOU
referred to in paragraph 3 of the attached memorandum to the IG
is scheduled for completion in mid-September 1988.
ADMINISTRATIVE-INTERNAL USE ONLY
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OIT/TRIg
01T-10207-88 LOGGED
4 MAR 1988
MEMORANDUM FOR: Inspector General
FROM:
SUBJECT:
Reference:
Edward J. Maloney
Director, of Information Technology
Organizational Placement of the NPIC Communications Center
Inspector General Report, Recommendation # 4, dtd April 1987.
1. The information contained hereinis in response to the referenced
Inspector General (IG) recommendation that the Director of Information-
:Technology (D/OIT), in concert with the Director of Communications (D/OC) and
Director National Photographic Interpretation Center. (D/NPIC), undertake a
study to determine 'the appropriate organizational placement of the NPIC
Communications Center. Additionally, prior to determining the proper organiza-
tional placement, the DDA's suggestion to undertake a review of the problem
was addressed as well. To satisfy the IG recommendatIon and the DDA directive,
a* fact-finding team consisting .of members from the three Offices held a series
of discussions with managers and staff of the NPIC Communications Center; other
talks were held with individual Office components. . In addition to concerns as
they were during the inspection and as they currently exist, discussions
covered operational issues, personnel, administrative and training issues.
2. The members of the team agree that conditions and problems reflected
in the IG report were accurate at the time of the audit. A conclusion could
be drawn that a structured change might have improved the situation, however,
the team believes that most of the problems identified were personnel oriented
or related to the lack of oversight attention and not the result of organiza-
tional placement. Since the completion of the audit, and before this memo-
randum was written, actions have been taken in an attempt to alleviate the
problems. Specifically:
a. The Office of Communications (OC) has assigned a strong Chief and
Deputy Chief to the Center.
b. An Operations Officer position has been established and staffed
to attend to the day-to-day needs of the communicators and technicians,
i.e., managing training profiles, first-line career counseling, providing
general operations guidance for this very unique and complex Communications
Center, etc.
STAT
STAT
CONFIDENTIAL
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CONFIDENTIAL
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SUBJECT: Organizational Placement of the NPIC Communications Center STAT
c. Individual training plans have been developed for each person
addressing that person's specific needs.
d. All employees are encouraged to participate in OIT's TDY program
which enables them to get training which will lead to certification in
skill areas not available at NPIC.
e. Seven positions, including those of the Chief and Deputy Chief,
have been upgraded.
f. OC has made a commitment to change the perception that NPIC
Communications Center is a "dumping ground- by staffing it with skilled
watch officers and communicators for a standard tour length, i.e., minimum
of three years, with the possibility .of-a fourth, if the employee so
desires. The current study team did, in fact, verify that OC has made
significant strides with regard to Stablizing the tour length.
g. OIT has renewed its commitment to provide close and continuous
oversight to the communications functions of the NPIC Communications
Center. Streamlining information flow and more frequent interaction
between the NPIC Comnnnications Center, OIT, and OC will be the prime
focus of attention.
3. As indicated in paragraph 2, events appear to have overtaken the
initial IG audit in that the more serious concerns have been addressed, and in
some cases, rectified. Furthermore, discussions between the study team and
the NPIC Communications Center Staff strongly indicate that issues such as
training, poor morale, employee recognition, and closer interaction between
upper management, front line supervisors and the communications officers are
actively being addressed. Additionally, it has been determined and agreed
upon by the respective offices, that a Memorandum of Understanding (MOU) is in
order which clearly defines the role of the three offices in terms of their
commitment, and support to the Communications Center. Specifically, the MOU
will address items such as funding, staffing, training, and administrative
support, along with identifying responsibility for each office.
4. Finally, the fact-finding team concluded that, based on the results
gathered, no purpose would be served by changing organizational placement of
the Communications Center at this point. However, it was the consensus of the
team that all suggested actions defined above and to be defined in the MOU, be
implemented and/or closely adhered to in order that the situation at the
Communications Center does not revert to that which existed during the
referenced IG audit.
CONFIDENTIAL
STAT
STAT
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ADMINISTRATIVE - INTERNAL USE ONLY
ISSUE:
Contract out more of the unclassified
printing jobs to enable P&PG to
concentrate efforts on the heavy load
of classified printing.
ACTION/STATUS:
The Office of Logistics, Printing and Photography Group
(OL/P&PG) has aprogram for contracting unclassified printing
jobs when performance of this mirk impacts negatively on meeting
schedules for classified printing requirements. During the past
.year, three unclassified jobs were contracted out for the
Directorate of Intelligence and two for the Directorate of
Administration. The customer provided funding for these jobs in
four out of five instances.
A major obstacle to increasing the number of unclassified jobs
.being contracted out is that neither P&PG nor the customer has
budgeted funds for outside printing requirements. ?P&PG is
,exploring the idea of a shared cost arrangement when performance
of printing and bindery work by an outside contractor would
? result in overall efficiencies to the U.S. Government. In the
meantime, P&PG will continue to contract out unclassified
printing requirements on a case-by-case basis when funding is
;:available through the requesting components and time constraints
?'dictate.
ADMINISTRATIVE t INTERNAL USE ONLY
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ADMINISTRATIVE - INTERNAL USE ONLY
ISSUE: ACTION/STATUS:
Improve the servicing of copiers and
the lengthy process to get a
replacement one.
The Office of Logistics, Printing and Photography Group, Copier
Management Program (OL/P&PG/CMP) has made progress this
calendar year in improving copier service by reducing the
number of vendors providing copier service to the Agency, and
improving the relationships with vendors' service departments.
The net result is that overall service response time has
decreased. CMP has also provided lockers to four of the major
copier vendors for storage of copier repair parts in the
Headquarters Building. This storage area reduces or eliminates
the lead time needed for the copier service technician to order
parts by allowing the technician to have an inventory of parts
immediately available at all times.
CMP has addressed the lengthy process required to replace Agency
copiers by implementing, approximately six weeks ago, a five
year program to replace copiers five years old or older. This
program eliminates the need for any of the usual paper work to
be submitted by the end users for copiers that have reached five
years of age. COP has also received funds to resolve a serious
program budgetary shortfall which caused delays in requests for
replacement copiers. The additional funding will make it
possible to fill all outstanding copier requests and estimated
future requests without delay.
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ADMINISTRATIVE - INTERNAL USE ONLY
ISSUE: ACTION/STATUS:
Suggest that Director of Logistics consult
with appropriate component for input before
making space recommendations to the DDA.
The Agency's space management was reviewed by a congressional
committee within the past year and several weaknesses in the
overall administration of space were surfaced. Their report
cited the lack of a single, final authority on space matters.
The report also indicated that too many Agency officials were
involved in decisions on space allocations, and this hindered
the Agency's ability to achieve an efficient space management
program. In order to streamline the space management process,
the Director of Logistics (D/L) has been identified
as the sole Agency official responsible for space
management. The notice also specifies that the D/L shall have
an advisory board consisting of representatives from each
Directorate to assist, as he requires, in the
? acquisition/allocation of space. As an integral part of the
process, the D/L is responsible for ensuring that all of the
Agency's space holdings are effectively utilized.
The Office of Logistics recognizes the fact that the input of
components in regard to the planning of allocations is essential
for the equitable distribution of space. In this light,
? components can be assured that discussions will be held with
their representatives during the space planning process. It is
also worth mentioning that the planning of adequate work space
for Agency employees is the most important issue confronting
OL. A forecast of space requirements extending through the year
2,000 recently has been developed and is being reviewed by
senior Agency officials. This long-range forecast will be
shared and discussed with representatives of each Directorate.
ADMINISTRATIVE - INTERNAL USE ONLY
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STAT
STAT
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STAT
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ADMINISTRATIVE - INTERNAL USE ONLY
ISSUE:
Identify reserved spaces in front or
make special passes available for
short-term parking in front of the
building. Return to the system of
several years ago when VIP parking
permits could be transferred within
offices.
ACTION/STATUS:
It should be remembered that the system in effect several years
ago was changed because permits for VIP parking were being
loaned to unauthorized persons. The result was that VIP parking
was overextended and rarely was available to senior officials
who needed short-term parking. The expectation of a parking
spot being available to attend important, official functions
only to find a full lot led to frustration and daily complaints
about that system. The present, tightly controlled system has
eliminated the problems of the past. Senior officials can now
rely on spaces being available when they are needed, and VIP
parking is working very well. The suggester is reminded that
the VIP lot was established for its present use; the unloading
of heavy boxes, equipment, etc., should not be done through the
main lobby. Loading docks serve this purpose. For dropping off
correspondence and other such light material, the quadrangle is
available to Agency employees for 15 minute parking.
The proposal will not be given further consideration.
ADMINISTRATIVE - INTERNAL USE ONLY
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ADMINISTRATIVE - INTERNAL USE ONLY
ISSUE: ACTION/STATUS:
Display larger, more visible and more
definitive signs at Route 123 to
direct visitors.
There is some question about the wisdom of having CIA
identifiers on Route 123 and the GW Parkway. The Deputy
Director for Administration and other senior Agency officials
have reviewed this issue and decided that, for the interim, no
additional signs will be displayed at the Route 123 entrance.
ADMINISTRATIVE - INTERNAL USE ONLY
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ADMINISTRATIVE - INTERNAL USE ONLY
ISSUE:
Improve the flow and distribution of
traffic at the GW Parkway entrance;
e.g., traffic seems to be delayed by
signs which tend to force all traffic
towards one lane.
ACTION/STATUS:
Modifications, such as lane markings for both entry lanes, yield
signs, and visitor pull-off lanes, are now clearly marked. It
appears there was a past situation in which the traffic from GW
east had a right of way and the heavier traffic from GW west
encountered a yield sign. This resulted in backups and
congestion. The situation has been reversed and traffic is now
flowing smoothly. The GW gate will continue to be monitored to
eliminate bottlenecks and any cross-lane confusion.
While both entry lanes feed onto the compound, it is not
feasible to restrict drivers to their respective lanes. The
road is shared with Federal Highway Administration, and these
employees need to cross lanes. Also, entry lane restriction is
not feasible after entering the compound because of the short
distance traveled before the first left turn is encountered.
ADMINISTRATIVE - INTERNAL USE ONLY
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ADMINISTRATIVE - INTERNAL USE ONLY
ISSUE: ACTION/STATUS:
Provide direct shuttle service to The establishment of direct shuttle service to the Department of
Department of State. State is not recommended at this time for the following reasons:
(1) Ridership counts show that only 19 percent of the
passengers on the Rosslyn - State run actually get off at State
Department.
(2) The amount of travel time that would be saved by going
directly to State and not through Rosslyn is only 15 minutes or
less.
(3) OL wbuld still have to send a separate run to that
area to cover South Building and EOB.
(4) Employees attending courses at FSI use our shuttle
service to travel between State and FSI in order to accomplish
processing for overseas assignments. State's shuttle service
only runs from 0715-0858 and 1645-1743 daily; ours runs from
0825-1733 daily, every hour.
ADMINISTRATIVE - INTERNAL USE ONLY
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ADMINISTRATIVE - INTERNAL USE ONLY
ISSUE: ACTION/STATUS:
Ensure trash chutes are open more often
to prevent the accumulation of
classified trash bags in office areas.
Trash chutes will be open more often than in the past.
Regrettably, when there is an equipment failure, the trash
rapidly collects in the chute requiring that the chute be locked
floor by floor as it fills. OL is coordinating with the Office
of Security when there is a problem to ensure that the Security
Duty Office (SDO) can provide the proper information to
customers when they call with questions on how to dispose of
their daily trash. This seems to be working out very well. A
concerted effort has also been started to go beyond these
actions -- trash may be taken directly to the destruction rooms
in the case of extreme situations. As a part of a new program
to keep customers informed, new signs were posted to let them
know when there is an equipment failure and where to locate open
chutes. Every attempt is being made to inform personnel when
there are problems and alternatives are provided to them via the
video staged throughout the building, Headquarters Logistics
notes, and telephonic contacts with the SDO and Logistics
Officers.
OL employees have also been briefed regarding customer service.
Innovative suggestions are welcome -- one recent suggestion was
to provide vaulted areas within the building as reserve disposal
sites. This is being evaluated at the current time. The
evaluation will be completed, with a recommendation, by the
beginning of August 1988.
ADMINISTRATIVE - INTERNAL USE ONLY
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ADMINISTRATIVE - INTERNAL USE ONLY
ISSUE: ACTION/STATUS:
Schedule biweekly meetings of the HCRB
to speed up the processing and
adjudication of claims.
This suggested method of processing claims was used in the past,
but it proved to be very cumbersome and actually a stumbling
block causing delays in adjudication. Eventually a quicker,
more efficient method evolved, enabling claims to be processed
in a minimum amount of time. Currently, claims over $300 but
not more than $2,000 are settled by the Chairperson, HCRB, with
advice and counsel of the legal adviser; claims over $2,000 but
not more than $10,000 are settled by the Chairperson, with
advice and counsel of the legal adviser and consent of the DA
Board member and the member for the Directorate to which the
claimant is assigned; claims in excess of $10,000 are reviewed
and a position taken by all Board members which must be approved
by the DDA. This method has proven to be quite efficient and
effective.
In view of the high rate of concurrences of the claims
adjudications and supporting rationale by the Board members in
the present on-going process, OL is currently in the process of
raising the above dollar value of all approving authorities to
further reduce the claims processin time. These increases will
be reflected in the revision of scheduled for completion STAT
by September 1988. It is anticipated that the revised
regulation will stipulate that the authority of the Chairperson
will be raised to $5,000; claims in the range of $5,001 to
$15,000 will be acted upon by the Chairperson and two board
members; and claims in the $15,001 to the $25,000 limit will be
acted upon by the full board but will not involve DDA approval.
The DOA will be involved only in appeals.
The improvements in the system, as cited above, should prove
efficient and effective. Beyond this, OL has established a goal
whereby all claims will be processed within four weeks after
complete information is received.
Ar,MTMTCMOAMT/V - TMMVIDMAT TICV nmry
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ADMINISTRATIVE - INTERNAL USE ONLY
ISSUE:
Increase amount of Office imprest funds
and Office authority to make local
procurements to at least double the
present level.
ACTION/STATUS:
There is a great deal of merit in considering an increase in
office authority to conduct local procurements. However, such
authority does not necessarily have to be tied to the imprest
fund. Procurements can and are accomplished through disbursing
facilities as well. The amount of any increase should be
directly related to the amount of activity within specific
components. If authority increases at the office level,
however, a procedure should be established whereby an
appropriate contracting component would review/audit the
procurement activity of the office. Any delegation of
procurement authority exceeding $2500 would require such
scrutiny. Current controls/procedures should continue to be
acceptable for $2500 or less.
OL will, in conjunction with the Office of Finance, conduct a
review of the recent procurement activity at the office level
and identify specific offices where increases in their
procurement authority appear warranted. Along with these
recommendations, appropriate procurement units to oversee the
office's acquisition activity will be identified also. This
review process should be completed within 90 days and the
implementation of changes could begin immediately thereafter on
a case-by-case basis. A follow-on status report will be
provided.
ADMINISTRATIVE - INTERNAL USE ONLY
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CONFIDENTIAL
ISSUE: ACTION/STATUS:
Allow approval of the award request
(Form 3960) to authorize payment
action and curtail the requirement
to complete an additional form (1750A)
for payroll purposes.
The critical form in our awards process is Form 1750A, Request
for Payment. Its use is three-fold:
a. official financial authorization for funds to be disbursed;
b. data entry form to update the official awards data base; and,
c. official document to update the employee's Personnel File.
The Form 3960 is only required for awards over $5,000, but may
be used for any amount. With the recent change in the awards
program, this form has been redesigned to expand the
instructions and change the type of award selection to either a
Quality Step Increase or Special Achievement Award.
' Effective 1 October 1988, at the request of the Deputy
' Directors, a new method of cash payment will be instituted for
the cash awards program. As ,a result, the Form 1750A will be
? revised to incorporate a "chit" which will serve as an official
cash voucher, thus allowing the employee to obtain the award
? monies from any disbursing location. This will eliminate the
- need to wait fon a check to .be issued and streamline the process
so that Budget and Finance Offices can discard additional forms
required for a cash transaction.
In response to the new awards procedures, there will be a
?Coordinated effort between the Offices of Finance and Personnel
to design the new Form 1750A to meet the needs of the awards
program, office reporting requirements and suggested changes of
the Deputy Directors. With the substitution of Form 1750A for
Form 1960, the suggestion appears to be feasible. This would
allow. approving officials to require only the Form 1750A with
the award recommendation narrative attached, a much simpler
process.
CONFIDENTIAL
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CONFIDENTIAL
ISSUE:
Increase from $1,000 to $2,000
the limit on approval of awards
by component heads.
ACTION/STATUS:
On 5 April 1988 the DDCI disapproved this proposal.
CONFIDENTIAL
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CONFIDENTIAL
ISSUE: ACTION/STATUS:
Delegate authority to approve
QSI's.from the Deputy Directors
to the Office Directors.
On 5 April 1988 the DDCI approved the delegation of authority to
QSI's from the Deputy Directors to the Office Directors.
A was published on 9 June 1988
advising Agency employees of this policy change which became
effective on 2 May 1988 (attached).
CONFIDENTIAL
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R
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CONFIDENTIAL
ISSUE: ACTION/STATUS:
Shorten the time required to
establish LCD and SCD dates
following LWOP.
Following is a description of the process by which Service
Computation (SCD) and Longevity Computation (LCD) dates are
established upon an employee's return from LWOP:
a. The Component Personnel Officer submits the Personnel Action
Request to OP/Transactions and Records Branch (TRB) to return
the employee to a duty status.
b. TRB obtains the necessary security clearances and reviews
the Service Record Card data to ensure there has not been over
six months of LWOP in the calendar year and if so, adjusts the
SCD/LCD as necessary;
c. TRB processes the Personnel Action which returns the
employee to a duty status. This pay action is time sensitive,
requiring no more than two weeks to process.
TRB is currently working on two special projects involving
SCD/LCD calculations, one of which may be the area of concern.
The first project is to determine SCD/LCD dates for all those
employees who do not have an SCD/LCD date established because
they have prior federal service which requires verification.
This project is half complete. The second project addresses a
problem with CO-OP employees under Student Programs. These
employees are processed in and out of a LWOP status continually
while in the program; however, the SCD/LCD have not been
recalculated since EOD. This results in some students being
placed into a six hour leave accrual mode, thus requiring
adjustments to pay or leave each time they return from LWOP. To
correct this problem, it has been decided that students will be
provided with an "010101" SCD/LCD until they convert to Staff
Employee Status. This will allow them to automatically earn
only four hours of leave until a new SCD/LCD date can be
established and eliminate the overpayment problem.
CONFIDENTIAL
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ISSUE:
Reduce the lengthy waiting time
usually required for employees
to see travel officers, despite
having an appointment.
CONFIDENTIAL
ACTION/STATUS:
Reducing the waiting time for employees processing for an
overseas trip has been a continual concern of Central Travel
Services (CTS). The current procedures allow for an appointment
system for the initial processing and for final checkout;
however, the ability to accommodate the priority traveler must
still be met. Since the walk-ins (priority traveler) must leave
on short notice and have no appointment, the appointments of
those non-priority travelers do slip, thus causing delays. To
that end CTS has initiated a system whereby the travel
technicians who handle reservations are assigned walk-ins on a
rotating basis in an effort not to interfere with a scheduled
appointment. This helps but does not completely alleviate the
problem. Since CTS is sensitive to the reduction of the waiting
time, travelers who have waited beyond their appointment time
are provided reasons for the delay or the receptionist will
advise a senior travel technician to take some action to move
the process along. To alleviate the time delay for those
individuals checking out, additional personnel with dispersing
authority have been added to bolster the finance staff when
walk-ins begin to cause a back-up in the process.
In the continual effort to upgrade its services, CTS is
exploring several new features to assist the Agency traveler.
These include a fully automated travel order process and travel
accounting system; an ability to automatically calculate per
diem for domestic and foreign travel reimbursement totals via
terminals; and a new system which will allow for the issuance of
boarding passes and seat assignments.
rnmpTnpmmTAT
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CONEENTIAL
ISSUE: ACTION/STATUS:
Allow the PHS packet completed by At one point, it was determined that all applicants not
the applicant tia 010 g-W Pt,000" 4P tamotif0-nW gaff 4130) CT vgpogom flivot ft1A0POY to 14%m4,
serve as the paperwork for direct hire. however, this process was never fully implemented.
The current procedure for file review for applicants recommended
for the CT Program and direct hire is as follows:
The CT Representative who handles the directorate recommended by
the recruiter reviews the file first. If, after review, the CT
representative believes another directorate appears more
appropriate for the CT candidate, the file is shared with the
other directorate representatives.
If the applicant is found not suitable for further CT
consideration, the directorate representative recommends other
appropriate offices that may have interest based on the
recruiter's suggestion and his/her own knowledge of the Agency's
needs. The Chief of Applicant Processing reviews these
recommendations and sends duplicate files to the components. An
effort is made to remove any CT rejection information from the
file to allow for an unbiased review by the component. This
procedure has been in place for several months.
There is still a requirement to ask for an updated PHS when the
application information is outdated by more than six months.
CONfIDENTIAL
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