REDUCING TRANSACTIONAL COSTS

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP90M01364R000800340017-5
• Release Decision: RIPPUB
• Original Classification: C
• Document Page Count: 33
• Document Creation Date: December 23, 2016
• Document Release Date: September 10, 2013
• Sequence Number: 17
• Publication Date: March 9, 1988
• Content Type: MEMO

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DDA 88-0536
9 March 1988
MEMORANDUM FOR: Executive Director
Deputy Director for Intelligence
Deputy Director for Operations
Deputy Director Science and Technology
Inspector General
General Counsel
Comptroller
FROM: R. M. Huffstutler
Deputy Director for Administration
SUBJECT: Reducing Transactional Costs
1. The Directorate of Administration is currently reviewing its internal
procedures for a wide array of activities--procurement, finance, awards, space
planning, etc., with a hope of streamlining our dealings with your
organizations. If we can facilitate routine business, it will serve you as
customers and our own personnel who ultimately must provide services. I would
appreciate your help and advice.
2. Please propose any areas which your personnel believe require
excessive time, paperwork, or coordination to obtain goods or services from
our Directorate of Administration. Please include on your list any
authorities resident in the DA that you believe should be delegated or
reassigned to your organization. I will explore each of these with a view to
making the Agency operate more effectively.
3. I would appreciate a response by 15 April.
R. M. Huffstutler
ORIG:DDA:RMHuffstutler:jal
DISTRIBUTION:
Original - ExDir
1 - Other Addressees
1 - Each DA Office Director
1 - MS/DA
1 - SSA .
1- CMS/DA
L , _ DDA Subject
1 - DUN -Chiono
1 - RMH Chrono
ADMINISTRATIVE - L USE ONLY
REASIMI.;
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DDA 88-2396
7 December 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
1. Attached for your information and review is the second interim report
from the Directora?e of Administration's Transactional Costs Task Force. The
task force has now examined and has taken action on three-quarters of the
issues you submitted. As you will note, we have already made modifications to
procedures in several areas and have plans to do the same in some others.
There are issues/areas, however, which, after examination, do not lend
themselves well to change in procedures at this time.
2. You might find it helpful to know that during the next six months, we
will be examining certain delegations of authority to assess the effect of
pushing the responsibility tc a lower level. This will be accomplished as we
continue our review of the remaining issues and areas of concern that you
surfaced. If you have any questions about this report, please give my
Executive Assistant, Hank, or me a call.
Attachment
Regrade as AIUO When
Separated from Attachment
URIC: EXA/DDA
Distribution:
Orig - Adse
- DDA Subject Watt
R. M. Huffstutler
CONFIDENTIAL
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ISSUE 1: ACTION/STATUS:
Delegate authority to approve
restoration of annual leave
to the office level.
On 15 May 1986, the DDCI approved, under Section 8, a change in
our restored annual leave policy by expanding from two to four
years the time period for employees to use restored annual
leave. In 1986, authority to approve restorations of forfeited
annual leave was delegated by the D/Pers to DD/PA&E (currently
DD/CAP).
For the 1987 fiscal year, OP approved approximately 205 leave
restoration requests which restored some 14,000 hours of leave.
Less than 4 percent of all requests were disapproved; however,
20 percent were either incorrectly prepared or failed to include
the required documentation for restoration consideration.
There are certainly advantages to delegating this authority to
the office level, namely, Office Directors would be more
accountable for subordinate leave, and the paperwork, required
in the current process, would be decreased. The disadvantages
seem to outweigh the advantages, however, because there would he
no central point to serve as a check and balance and there
would he less standardization and more disparate application of
the policy. There is the possibility of unequal treatment of
employees because of the variety of people who Would exercise
approving authority. If this authority were delegated, an
extensive educational program addressing policy 4pp1ication
would be required for every office. Because of the
disadvantages cited above, we have determined that authority to
approve the restoration of annualleave will not he delegated to
the office level at this time.
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ISSUE 4.:
Authorize custodians of imprest
funds to pay routine claims and
have approving officers approve
when custodian accounting is
processed.
ISSUE 5:
Reexamine the need for two original
authorizing signatures on Form 540B,
Domestic Travel Request, one on the
original and one on copy 1/4.
ISSUE 61
Reduce the time consuming nature
of travel accounting by making
repeat trips into "canned
accountings" or return to a flat
per diem system.
ACTION/STATUS:
We believe this suggestion has merit, but will require revision
of existing regulations to allow disbursement of funds by cash
custodians prior to approval of the claim involved. Our Office
of Finance will develop proposed revisions to the applicable
regulatory issuances for circulation by Regulatory Policy
Division for comments by Agency components. We will keep you
advised of the status of this proposal.
ACTION/STATUS:
We believe there may be a misunderstanding of the requirement
for two signatures. The signature on the top copy of the Form
is that of the authorizing official and the one on copy #4 (now
changed to copy #2) is the certifying officer's Signature
necessary for the disbursement of funds related to the travel.
Travel automation efforts, currently underway, envision
electronic certifications which will negate the need for the
signature of the certifying officer on a hard-copy medium.
ACTION/STATUS:
The idea of "canned accountings" has merit, and there is no
objection to an employee submitting an accounting based on
previous trips which are identical. In such cases, the employee
would be required to update the prior accounting with the new
dates, flight information, and receipts to substantiate the
accounting.
Foreign per diem rates are flat rates; domestic per diem rates,
however, are set under the Federal Travel Regulations which, as
pointed out in a previous issue, have the force and effect of
law.
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ISSUE 7;
Delegate to individual offices
authority to write?off instances
of personal indebtedness to the
Government not to exceed t100.
ACTION/STATUS:
Certain
on
forgive
damage,
held by
chief of
the authority to forgive indebtedness
payments of pay and allowances and of
relocation expenses and allowances is
Finance level for amounts up to t.500.
instances of personal indebtedness may be forgiven based
In the former case, the authority to 25)(1
indebtedness to the Government resulting from loss,
or destruction of personal property of less than t300 is
the Operating Official, Head of Independent Office, or
In the latter case,
resulting from erroneous
travel transportation and
held at the Director of
We believe that the authority to waive personal indebtedness in
the second category must continue to be closely held for a
number of reasons. First, the Agency has a number of Federal
statutes by which it must abide. These statutes include the
Federal Claims Collection Act which holds that certain debts
(this reference to "debts" also includes those arising from
fraud, embezzlement, etc.) may not be forgiven and must be
referred to either the Attorney General or the General
Accounting Office for resolution or possible criminal
proceedings. Delegation of this waiver authority would possibly
result in a disparity in the application of tests of the
legality of claims. Second, the Agency is required to follow
the provisions of the Debt Collection Act in pursuing repayments
of indebtedness where claims are disapproved. Third, the
requirement for the Director of Finance to report the total of
all amounts waived by the Agency during the fiscal year to the
Comptroller General of the United States through the DDA would
make further delegation cumbersome. For these reasons, the
authority to forgive/write?off indebtedness to the Government
will be retained by the Director of Financial Management.
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ISSUE 8:
Improve delivery of immediate
priority mail to customers.
ACTION/STATUS:
Our Office of Logistics (OL) feels that it may be feasible to
develop a reliable, controllable method of moving and tracking
time-critical material through the use of OL resources, coupled
with the Information Service Center (ISC) and Registry (REG)
network. As conceived, the mechanism to accomplish the movement
of immediate/priority (I/P) material requires the following: ,
o Development of a mechanism for distinguishing and
segregating I/P material from routine material.
o Creation of two additional document distribution runs
(DDRs) serviced by two dedicated, internal couriers. These
DDRs would be distinct and separate from the routine
courier runs currently provided to customers..
o Providing I/P service to the ISC and REG network, only.
This service would result in visits to ISCa and REGs four
times per day, in order to "guarantee" delivery of I/P
material within one workday, for material originating from
or destined for addressees outside Headquarters Building,
and delivery of I/P material within four Working hours, for
material originating from and destined for addressees
inside Headquarters Building.
OL will complete a feasibility study on this subject within 30,
days. If deemed feasible, OL will implement within 90 days, so
as to allow for the acquisition of needed equipment, the
preparation of procedures, and the coordination of activities of
the various components involved.
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ISSUE 1.0
Ensure supply rooms in outbuildings
are kept adequately stocked.
0
ACTION/STATUS:
Surveys have been undertaken by OL to identify deficiencies in
stocking external building supply rooms. Included have been
onsite unannounced inspections as well as scheduled meetings
with logistics officers, administrative officers, secretaries,
and other component representatives. Recently, service was
increased to each building to include two surveys for stock
replenishment and actual replenishment two days per week. In
the past, only one employee was handling this requirement. With
two employees there have been minimal complaints from outlying
buildings. Additionally, a campaign has been launched to
advertise that assistance can be obtained from the Headquarters
Supply Room.
OL will also improve its service to supply room customers as a
result of a reorganization that occurred on 1 October 1988.
Briefly, the responsibility for the management of supply rooms,
stock, inventories, issues, etc., will be transferred from the
Facilities Management Division to the Supply Group, OL. We feel
that this transfer of responsibility places the Supply room
function in its proper organizational entity.
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ISSUE 11;
Reduce the burdensome procedures
and approval time required by the
Fine Arts Commission's regulations.
ACTION/STATUS:
The Fine Arts Commission (FAC), at each monthly meeting, reviews
proposed projects that affect the appearance of public areas of
Washington Metropolitan Area facilities. A decision is normally
made at the same meeting. Occasionally the determination will
be delayed until the following month to enable members to
inspect the area to be changed. These requests pertain to
signs, colors, plants, exhibits, and some physical structures.
Contrary to popular belief the FAC does not control the
selection of furniture, carpet, and accessories. These are
controlled by federal regulation and, in many cases, are
regulated by Congress. OL is charged with verification of
compliance with these rules. The regulations are defined 25X1
and are illustrated in several, frequently
updated publications of standard, approved furniture and
furnishings. All items shown in these publications are
manufactured to Government standards for safety, economy,
comfort, durability, uniformity of style, and practicality.
25X1
Review and approval of those orders which are in compliance with
the standards are acted upon and forwarded for processing
immediately. Orders that have errors or that do not comply with
standards must be delayed until they are made acceptable for
processing. FAC has advised that these mechanisms are a must.
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ISSUE 12:
Improve the quality of janitorial
services in Ames Building.
ACTION/STATUS:
Janitorial services in the Ames Building are provided by Dominion
Management, the Building Manager, who subcontracts for these
?services. These services are monitored by OL. The restrooms,
elevators, lobbies, and hallways have been found to be
exceptionally clean. Improvement is needed, however, in the
vaulted areas. The vaulted rooms must be cleaned during the
regular workday hours to allow access for cleaners. The amount
of vaulted space has more than doubled in FY 88 and management
is currently increasing the daytime cleaning force to handle the
additional workload. OL expects a noticeable improvement jn
this building's vaulted areas and will monitor the situation
carefully in the future to ensure that our expectations are in
fact fulfilled.
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ISSUE 1.3:
Expand the use of Form 2420 to
include procurement of goods.
ACTION/STATUS:
OL is actively pursuing a practical means to consolidate
procurement request Forms 2420 and 88. The goal is to have the
new form in use in first quarter 1989. A working group has been
established with representatives from several components in OL
and a component logistics officer. The working group has
reviewed the Form 88 (Requisition for Material) and the Form
2420 (Request for Procurement Services) to determine if the
forms could be consolidated and made more user friendly. After
several meetings and lengthy discussions, the working group has
developed a consolidated form. The proposed form will be sent
to all groups, divisions, and staffs in OL for review and
comment. It is anticipated that a final decision will be made
early in the first quarter 1989 regarding the feasibility of the
new, form. This would be an interim solution since this would
occur electronically when the Commercial Logistics Applications
System is fully operational in October 1989. A menu screen will
be utilized to request either goods or services and, hopefully,
for inventory issues as well.
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ISSUE 14:
Eliminate requirements for PRA/MPA.
Suggestion: Allow OIT to maintain
a flexible pc inventory for the
Agency, provide equipment out of
stOelt against receipt of customer
funds, and use the funds to purchase
the appropriate replenishment :equipment.
ACTION/STATUS:
It is a goal of the Commercial Logistics Applications System
(CLAS) project in the OL'to eliminate the use of MPA/PRA when the
project comes to Initial Operating Capability (IOC) on
1 October 1989. The Directors of Logistics and Finance as well
as the Comptroller have already tentatively agreed to eliminate
this antiquated system of bookkeeping. Both OL and the Office
of Finance (OF) are pursuing a method replacing MPA/PRA through
Cullinet Software packages associated with CLAS and through
procedural changes. The current thinking is that this can be.
accomplished through a working fund that permits the
reimbursement for inventory items between cognizant components
who will manage their own inventories and who will replenish
using monies budgeted for, or reimbursed from, other
components. All other purchases would be direct buys,
previously budgeted for. In this scenario there would be a
one-time tax on all components to fund the start up cost of the
OL general inventory. Thereafter, it would be self-sustaining
by use of the charge-back mechanism for inventory drawdown.
SUGGESTION TO ALLOW OIT TO MAINTAIN A FLEXIBLE PC INVENTORY ....
From a policy or a procurement standpoint, there is no reason
why a flexible PC inventory could not be maintained. It appears
that that is required is the identification of warehouse
space
equipment. This has some merit, and is the same concept
described in the elimination of MPA/RPA. However, for PCs this
may not be practical due to the rapid technology changes that
are occurring in the field. The danger is that the Agency could
end up with an inventory of obsolete equipment that the users do
not need.
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ACTION/STATUS:
ISSUE 151
Raise the dollar threshold required
for Contract Review Board action.
ISSUE 0:
Institute procedures for notifying
originating officgs (Of Form 88s)
expeditiously when items Will not
be received by required delivery
dates.
The dollar threshold for ACRB review was increased via
Procurement Note 140, Revision 7, from $500,000 to S1,000,000 on
29 July 1988.
ACTION/STATUS:
When a contractor encounters difficulty in meeting the delivery
schedule or date, the contractor is required to notify the OL
contracting officer in writing. It then becomes the contracting
officer's responsibility to notify the appropriate officers of
failure to meet the delivery date. OL has emphasized to its
contracting officers that this procedure should be followed when
possible. Inasmuch as contracting officers are responsible for
as many as 100 contracts and more, applying this procedure in
every case becomes difficult.
Additionally, procedures are available from the Materiel Support
Branch, Supply Group, OL (MSB/SG/OL), which enable customers to
query the Inventory Control System database to determine the
status of their requisitions. It is our objective to issue
retrieval passwords to customers and instructions for querying
the Inventory Control System. The MSB will notify
requisitioners of all items being issued from stock which will
not meet the required delivery dates at the time requisitions
are edited. Subsequently, the customer will be able to query
the system or contact the MSB for status information. The
customer may also contact MSB to expedite the order. The Data
Management Branch, Supply Group, OL, encourages customers to use
the query function. OL officers are available to train all
customers interested in this procedure.
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ISSUE 18:
Authorize office directors to
approve up to $1,000 in claims.
ACTION/STATUS:
Personal property claims are settled under the authority of the
Military Personnel and Civilian Employees' Claims Act of 1964,
as amended, which is implemented in the Agency by 25X1
The Government has strict statutes governing the settlement Of
claims, usually requiring legal knowledge only lawyers or claims
experts can provide. To protect against violating Federal law
by approving a claim that is not allowable under the law
delegation of this authority is not recommended.
The adjudication of a claim, which can be very complex in nature
regardless of its monetary value, requires 4 working knowledge
of the law, past Agency policies and precedent, and a
consistency in arriving at the final determination to provide a
fair and equitable settlement to the claimant and the U.S.G.
These judgments and technical yardsticks can best be applied by
professionals who work with the subject on a routine basis.
Each claim must be researched to determine such considerations
as:
Is the employee an eligible claimant under the Act (staff
employee, staff agent, contract employee, detailee,
survivor(s) of employee, etc.)? Independent Contractors
are not covered under the Claims Act.
Has the claim been filed with the Agency or other U.S.G.
office within the mandatory 2-year timeframe required by
law (2-year timeframe cannot be waived)?
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ISSUE 18: (CONTINUED)
Authorize office directors to
approve up to $1,000 in claims.
ACTION/STATUS:
o Is the loss considered incident to service (lost, damaged,
or destroyed during authorized Government service)?
Is there negligence (any degree) present on the claimant's
part, his agent, or his employee which would bar payment
under the Claims Act?
o Is there enough credible evidence to support the claim?
Evidence includes details of the circumstances of loss
including signed/dated inventories noting loss/damage,
written repair estimates, appraisals, etc. Policy reports
are needed for POV accidents. Police reports are also
needed fot thefts along with details of the theft.
Authorizing office directors to approve up to $1,000 in
claims would result in a great deal of additional work,
research, and coordination which might impede a currently
well functioning process. Because of the legal knoWledge
required, the understanding and knowledge of past practices
and precedents, as well as the need for coniistenoy, the
current process and procedures will remain in effect for
the present.
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ISUE 19:
Improve the timeliness of services;
e.g.,.getting telephones and computer
lines and equipment installed,
removed, repaired and/or relocated.
ACTION/STATUS:
Several initiatives have either taken place or are under way
that address the problem of timeliness of services:
Effective in September, Office of Information Technology (OIT)
was reorganized and the Network Services Group was formed. This
group now has the full management responsibility for network
services, including installations, relocations, and changes,
irrespective of location or technology. The resulting
streamlined coordination should improve the timeliness and
quality of customer service.
Also effective in September, OIT formed the Requirements and
Plans Staff (RPS) which serves as a focal point for the handling
of all non-routine service requests. RPS will work with OIT
components to ensure timely, coordinated responses to service
requests. In addition, RPS will track service rquests through
to completion, providing customers status report S on a periodic
basis.
OIT is in the process of streamlining procedures for managing
voice and data service requests. These procedures are discussed
in Issue #20.)
OIT is beginning the phased implementation of a new Se
procedure. Through the use of new technology, Voice Mail
Exchange (VMX), customers with maintenance problems will be able
to key in via their secure telephone the nature of the problem.
This will put them directly in contact with an OIT maintenance
technician who is a specialist in the problem area. It is
believed that through discussions with a trained technician up
to 50 percent of the actual service visits to the customer area
will be eliminated. This will result in much More efficient and
timely customer service. Agency-wide implementation of VMX
should be complete by February 1989.
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ISSUE 19: (CONTINUED)
Improve the timeliness of services;
e.g., getting telephones and computer
lines and equipment installed,
removed, repaired and/or relocated.
(Continued)
ACTION/STATUS:
In an effort to improve service associated with the integrated
voice/data PBX, language in the O&M vendor's (Contel) statement
of work has been revised to reflect the importance of timeliness
of service.
As our PBX program comes to its conclusion with the occupancy of
the New Headquarters Building, almost all available office space
in the Headquarters and will have been
pre?wired. This should greatly expedite relocations and changes
to existing data/voice services.
The new workstation contract with International Technology
Corporation (ITC) for the ITC 301Z personal_computer should
shortly be effective. This contract provides for the timely
delivery (30 days or less) of workstation orders by ITC. In
addition, OIT acquisition and installation Support will be
geared to handle routinely the known set of ITC products under
contract. We., therefore, expect to see improveMents in
timeliness throughout the workstation support lifecycle.
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ISSUE 20:
Develop a tracking system for
ADT and telephone requests so
that offices may receive
status report on work orders.
ACTION/STATUS:
OIT is in the process of streamlining procedures for managing
voice and data service requests. This streamlining involves
the modification of existing on-line databases and the automation
of the Form 4340, which is used to request voice/data services.
The automated Form 4340 is in the final stages of testing.
Pilot projects have been established in selected DO offices and
in DI/OIR. This testing is expected to be complete by the time
the new OIT supported workstation (ITC 301Z) is routinely
available to all Agency components, early in calendar year
1989. An Agency-wide phased implementation will follow. The
target data for Agency-wide use of the form is the end of
FY 1989. When fully implemented, these steps will result in a
more timely and efficient processing and management of data
voice requests. Customers will be able to 1) ensure that their
requests have been filled out properly, avoiding costly
corrective action; 2) track their requests through their own
component and directorate management chain to OIT; 3) receive an
acknowledgement by OIT indicating OIT has accepted the request;
and 4) query OIT on project status.
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ISSUE 21:
Improve the prioritization of
requests for data and voice
setvl.ces within each directorate.
ACTION/STATUS:
This issue was originally submitted by OIT. Since then, each
directorate and the DCI area have identified individuals to
serve as points of contact for requests for OIT services. These
individuals will be responsible for working with OIT to
establish Work priorities within their respective directorates.
The points of contact for routine mairitenance and repair .(such
as workstation and telephone installation), support to the New
Headquarters Building relocations and the Original Headquarters
Building backfill are:
DCI Area
DA
DI
DO
DS&T
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ISSUE 21: (CONTINUED)
ACTION/STATUS:
The points of contact for all other requests for OIT services,
including Major new requirements, are:
DCI Area
DA
DI
DO
DS&T
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ISSUE 22:
Focus on identifying individuals
or components having full
responsibility for a project and
assign authorities to improve
coordination.
ACTION/STATUS:
OIT has significantly improved the focus of responsibilities
within the office; moreover, a much greater effort is being made
in publicizing information on component responsibilities and
points-of-contact. Management improvements in OIT include:
The establishment of the Network Services Group (NSG) in
September 1988. This new Group is responsible for providing all
data and voice communication services to OIT customers, It
puts, in effect, all network responsibilities under a single
manager. C/NSG/OIT may be reached on
25X1
The establishment of the RPS within the Office of the Director
of Information Technology in September 1988. RPS is responsible
for tasking and tracking all customer requirements other than
those for routine equipment maintenance and installation/
relocation. RPS is tasked to act as a focal point for all
non-routine requests and in addition to marshalling and
coordinating OIT resources will be able to provide customers
with the name of the specific OIT project officer assigned to
manage the OIT efforts supporting the requirement. C/RPS may be
reached on
25X1
The merger of the three OIT information security-related
components into a single division, Technical Security Division.
The basic operational responsibilities of computer security
(COMPUSEC), communications security (COMSFC), and the policy
development responsibility now all report to a .single manager,
C/TSD/MSG, This should significantly improve 25X1
coordination in the information security arena.
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ISSUE ?22: (CONTINUED)
Focus on identifying individuals
or components having full
responsibility for a project and
assign authorities to improve
coordination. (continued)
ACTION/STATUS:
The establishment of single points-of-contact at the deputy
group chief level for all routine New Head uarters Building
(NHB) voice/data activities (DC/COG/OIT
Headquarters Building activiti DC
(DC/ESG/OIT;
ensure that
receive the
Original 25X1
NSG/OIT; aPc325X1
This is es grie to .25)(1
moves and relocations in the respective facilities
appropriate priority and coordinated OIT effort.
The computer maintenance organization has implemented a system
in which resolution of trouble calls will be the responsibility
of the individual or area in the division which gets the call,
regardless of the involvement of other components. In addition,
a procedure has been established whereby the longer a trouble
call remains unresolved, the higher the management level to
which reporting on the problem is done.
OIT has identified points-of-contact within DA offices hay
automation projects of interest to other Agency offices.
points-of-contact will be a place to start for queries about a
particular project being supported by OIT personnel but under
the auspices of other DA offices. Address inquiries to
C/corporate Systems Development Division, DSG/OIT
25X1
OIT has a 1 January target date for a complete revision and
simplification of ADP Management25x1
This revision will emphasize a single point-of-contact for
Agency-wide coordination on ADP procurement requests.
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ISSUE 22: (CONTINUED)
Focus on identifying individuals
or components having full
responsibility for a project and
assign authorities to improve
coordination. (continued)
ACTION/STATUS:
In May 1988, OIT published an Organizational Directory and
Services Guide which provides a description of office mission
and functions by component and two telephone listing documents:
one for OIT components; the other for points-of-contact by
service offering. Because of the dynamic nature of this type of
information, the guide is currently under revision with a new
publication date of mid-De e guide is available from
the OIT Technical Library, 25X1
OIT is making a significant effort to better focus
responsibility, provide adequate authorities to deliver the
services, and publicize these focal point officers and
components. This is, of course, a continuing process that will
see additional emphasis in FY 89 as new services are initiated
and new organizational and management approaches to the delivery
of traditional services are developed and tested.
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ISSUE 23:
Continue automation efforts
(BARS, STARS, ELECTAS, Travel
Automation, Commercial Logistics
Application System, etc.)
ACTION/STATUS:
Progress continues on the major systems that are being developed
as part of the OIT Corporate Data Program. Project tanagers
have been identified for each system. They work closely with the
customer office to ensure development efforts are kept on
track. These systems are:
Budget and Accounting Resources System (BARS); customer: OF.
Commercial Logistics Application System (CLAS); customer: OL.
Corporate Data Personnel System (CDPerS); customer: OP.
Federal Automated Requisitioning system (FARS); customer: OL.
Federal Employee Retirement System (FERS); customer: OP.
General On?line Service History (GOSH); customer: OP.
Integrated Applicant Processing System (IAPS); customer: DA.
Insurance, Claims, Accounting, Reporting and Enrollments System
(ICARE); customer: OP.
Locator Information for Employees (LIFE); customer: OP.
Medical Information Diagnosis and Artificial Intelligence System
(MIDAS); customer: OMS.
Payroll Automated Inquiry Database System (PAIDS); customer: OP.
Training and Education Automated Management System (TEAMS);
customer: OTE.
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A.No1/4011
ISSUE 24:
Improve turn around time for
informing students of course
confirmations?reduce to days.
ISSUE 25:
Provide ow-line forms in the AIM
system for external training and
conferences.
ISSUE 26:
Delegate from D/OTE to individual
offices authority to waive
reimbursements for incompleted
external training courses due to
emergency operational requirements.
ACTION/STATUS:
The Office of Training and Education (OTE) is providing quick
written and on-line notification of course acceptance for a
significant number of its courses starting in October 1988.
Using the new on-line registration system--TEAMS--we will send
notification of acceptance within a few days of receipt in OTE
for courses that do not require course director approval. We
are working out procedures by which course directors will review
as many courses as possible on a weekly basis, allowing timely
notification to students of their acceptance. Students will
also be notified when they do not get in a course.
ACTION/STATUS:
The Form 136, Request for External Training, has been programmed
and is undergoing testing. In addition, OTE is working with
appropriate branches in the Office of Finance and the
Directorate of Operations to establish procedures for passing
the Form 136 from office to office for on-line approval. Our
goal is to begin phasing in the on-line form by early 1989, with
full implementation by the middle of the year.
ACTION/STATUS:
We agree that the individual office directors should be delegated
authority to waive reimbursements owed by individuals for
incompleted external training due to emergency operational
requirements. Prior to implementing this change, however, we
will secure Office of Finance and/or Office of Logistics
approval and a change Subjec25X1.'
to all approvals, we plan to Implement tn3s cnange Dy anuar
1989.
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LuiNr iLiCi
ISSUE 27:
Grant external training approval
authority to individual offices
41.114 terminate the requirement
for an OTE approval number.
ACTION/STATUS:
After careful consideration of this issue, OTE recommends that we
not decentralize external approval authority to individual
offices. Most federal agencies undergo review by the Office of
Personnel Management of training programs at non-government
facilities. The Central Intelligence agency is exempt from this
review by Executive Order 10805. However, we are required by
public law to "provide adequate administrative control by
appropriate activity." In our view, the external training
process needs centralized control as provided by the current
system.
In addition, recent changes in the tax code place an added
burden on all federal agencies to ensure that training is "job
related." As long as our external training conforms to specific
criteria as defined by Title VI, it is exempt from being
reported to the IRS.
OTE currently returns several requests each week to component
training officers because the requested training is non-job
related. Using the current system, we can state with a high
degree of certainty that our training reflected by Forms 136 is
"job related."
Several of our providers of external training require that
requests be handled through a single point of contact in the
Agency. FSI, for example, wants to work with a single office
for all of the Agency. As another example, one of the Wang
contracts for training requires that OTE handle registrations.
In cases where there are more requests from the 'Agency than
there are available slots for training, the central point of
contact insures equities and a matching of priority needs to
training availability.
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ISSUE 28:
Investigate replacing the mechanical
arm. On the badge machines with a
light beam or other technology to
the flow of personnel through
the machines.
ACTION/STATUS:
.The purpose of the arm is to "stop" the processes at the access
control devices (ACD) of the Personnel Access Security System
(PASS) if there is a problem with the validation of the improve
individual, i.e., expired badge, improper personal identification
number (PIN), unauthorized use, etc. At those entrances where
large volumes of people are passing through multiple ACDs, it is
difficult for the personnel monitoring the system to identify
the individuals the system does not validate if these
individuals are allowed to proceed beyond the ACD.
The length of time that it takes to pass through the ACD is not
contingent on the mechanical arms but on the time it takes for
the validation signal to he transmitted from the ACD to the
computer and then back to the ACD. The length of time is a
function of the volume of signals from all the ACDs. Actual
movement of the arms is measured in fractions of a second.
With the exception of the Headquarters Main Entrance, which due
to safety and aesthetic considerations is limited in the number
of ACDs it can accommodate, all other entrances have the maximum
number of ACDs that space will allow. We are aware that a
temporary, serious backup does occur at the Headquarters
Northwest entrance due to the construction of the New
Headquarters Building (NHB); however, with 16 ACDs planned for
the NHB, we believe that backup should be alleviated.
To summarize, reducing the processing time involved in moving
through the ACDs would require the replacement of the system
computers, including the software. Such a replacement would be
extremely costly with its actual gains measured in hundredths of
a second.
OS will be planning a PASS for the outyears which will not only
concentrate on enhanced security but convenience to the customer.
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CONFIDENI
ISSUE 29:
Improve the speed at which security
approvals are provided for
Independent Contractors.
ISSUE 30:
Reduce the backlog in the 4C system
to ensure expeditious passing of
clearances.
ACTION/STATUS:
This issue has been of concern to us from some time, and we have
made a concerted effort to make improvements in this area.
Through a coordinated effort between the Offices of Personnel
(OP) and Security (OS), processing time for Independent
Contractors has been significantly reduced. OP now handles
processing for all Independent Contractors and has expanded its
staff in order to expedite the processing.
OS is now able to process requests for Independent Contractors
at the Unclassified level within three days of receipt.
Processing for Independent Contractors at the Secret level has
traditionally taken 60 days due to the time involved in
completing FBI checks. With the new link between the Agency and
the FBI, utilizing SIMS-based tapes, the time required to
conduct FBI checks in cases where there is no record/information
has been reduced to one week.
ACTION/STATUS:
The Compartmented Information Branch (CIB) of the Special
Security Center (SSC), which maintains the Agency's portion
of the 4C data base, has been operating without its full
complement of personnel. In order to compensate for this
shortfall in staff, the Branch has been utilizing other
additional personnel on an overtime basis.
During the month of September a concerted effort was made to
reduce the backlog in the 4C. system, in particular, the
contractor-related input. As a result, we are achieving a
systematic reduction in this category of backlog. We will
continue to focus on further reductions utilizing non-CIB
personnel on an overtime basis. It addition, we are conducting
a study to determine the feasibility of using an optical
character reader to reduce processing time.
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ISSUE 31:
Improve the process for passing
clearances in and out of the
Agency. for zodeword and
noncodeword meetings.
ISM n:
Establish workable emanation
standards for the acquisition
and deployment of workstation
PqaPPent Which will lead to a
simpler and more expeditious
procurement and installation
process.
ACTION/STATUS:
It is fairly routine for the OS/Compartmented
(CIB) to receive requests for the expeditious
accesses of Agency personnel. CIB recognizes
these requests and responds to them either by
to expedite passage.
Information Branch
confirmation of the
the immediacy of
cable or telephone
The Office of Security's Clearance Division (CD) handles the
passing of clearances in and out of the agency for noncodeword
meetings. Telephonic confirmation of the individuals'
clearances is made the day the request arrives with written
confirmation mailed the some day. A significant number of
requestors have expressed a desire to receive this written
confirmation more expeditiously. In an effort to be responsive
to our customers' needs, CD is currently conducting a study to
determine the advisability of using a FAX machine to forward
written confirmation.
ACTION/STATUS:
OS hosted a half-day offsite
on 17 October 1988 to discuss domestic alternatives tor
emanations security (TEMPEST). Attendees included
representatives from OS, OIT, OC, Cl/T, and DDA Staff.. OS is
currently preparing a memo for the DDA outlining 0 coordinated
position on new specifications.
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ISSUE 33:
For reporting personal foreign
travel via terminal on VM,
redes4t the system to allow for
coordi.nation on-line as opposed
to coordination of hard copy.
ACTION/STATUS:
The current system for reporting personal foreign travel is a
dual-track system. For most Agency employees it involves the
Private Foreign Travel System (PFTS) which i
sYsteth utilizing the VM Northside or STAT
systems. The second system is the traditional Form 8/9, outside
Activity Approval Request. This system is used by the DO which
does not hap Plprtronle interface with either the Northside or
the which service the rest of the STATj
Agency.
While on-line coordination may appear to be a more time and cost
efficient system, preliminary inquiries into the feasibility of
redesigning the current system do not substantiate this
presumption. On-line coordination in PFTS might be achieved by
"broadcasting" the request for personal foreign travel to the
employee's supervisor and component security officer and
automating the sequential routing of the request to the area
security officer, Central Cover Staff, CTC, and the External
Activity Branch, OS. Coordination would be via AIM. However,
in order to work, the employee would have to know the user IA Of
the approving supervisor and component security officer.; all
supervisors would need to have AIM/VM access and know bow to use
it, and a confirmation of valid user ids would have to be made
to prevent the loss of requests. Likewise, supervisors and all
other approving officers would have to log on each day to check
their AIM messages for requests, and requests directed to
approving officers on leave or TDY would be inaccessible without
surrogate ids, shared folders, etc.
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ISSU2: (CONTINUED)
For reporting personal foreign
travel via terminal on VM,
redesign the system to allow for
coord4nation on-line as opposed
to coordination of hard copy.
ACTION/STATUS:
In Addition to the above, on-line coordination in the DO would
also involve either granting special accesses or physically,
transferring data tape in order to forward the request from the
DO to the other approving offices.
The user community has begun to accept the current private
foreign travel system, and it is in increasing use. Changing it
at this time may increase the "confusion factor" for the travel
and the approving officials. Thus, we do not anticipate any
change to the system at the current time.
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