OL PLANNING CALENDAR AND GUIDE FOR FY 1988 AND TASKING FOR FALL OL PLANNING CONFERENCE

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP91-00058R000200280022-5
• Release Decision: RIPPUB
• Original Classification: S
• Document Page Count: 83
• Document Creation Date: December 23, 2016
• Document Release Date: August 28, 2012
• Sequence Number: 22
• Publication Date: August 27, 1987
• Content Type: MEMO

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ROUTING AND RECORD SHEET
SUBJECT: (Optional) '
OL Planning Calendar and Guide for FY 1988
and Tasking for Fall OL Planning Conference
FROM:
EXTENSION
NO.
OL 4122 87 "1101,
nirpntnr of Logistics
DATE `-'--
27 August 1987
TO:
buildin
Officer designation, room number, o
g)
DATE
OFFICER'S
COMMENTS (Number each comment to show from whom
INITIALS
to whom. Draw a line across column offer each comment.)
RECEIVED
FORWARDED
1. C/NBPO/OL
1J45 Hqs
Attached are the tasking
memorandum for the Fall OL
2. C/IMSS/OL
Planning Conference on 21
and 22 October 1987 at the
Sheraton-Fredericksburg, the
3. C/P&TS/OL
OL Planning Calendar for
FY 88, the OL Planning Guide
for FY 88, the OL Five-Year
4. C/PMS/OL
Plan for FY 1987-91., the D/L
Action Plan for FY 1986-88,
and the D/L 30 March 1987
5. C/SS/OL
status paper.
Please keep these important
6. C/B&FB
planning papers together and
note the dates shown on the
OL Planning Calendar for
7. C/FMD/OL
future reference. These
3E14 Hqs
papers give an overview of
the FY-88 planning cycle.
B? C/P&PD/OL
158 P&P Bldg
9 C/PD/OL
10. C/RECD/OL
11. C SD OL
12.
13.
14.
15.
FOR
I-79 EM 610 USE DmO rREVN10UsS
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7 AUG 1987
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MEMORANDUM FOR: Chief, New Building Project Office, OL
Chief, Information & Management Support Staff, OL
Chief, Personnel and Training Staff, OL
Chief, Procurement Management Staff, OL
Chief, Security Staff, OL
Chief, Budget and Fiscal Branch, OL
Chief, Facilities Management Division, OL
Chief, Printing & Photography Division, OL
Chief, Procurement Division, OL
Chief, Real Estate & Construction Division, OL
Chief, Supply Division, OL
Director of Logistics
SUBJECT: OL Planning Calendar and Guide for FY 1988
and Tasking for Fall OL Planning Conference
1. This year we broke scores of records in
procurement actions, construction,
renovations, and grapnics, w i e supporting
providing Flying Squad support, and giving
special support As we enter FY 88, the need for
advance planning will be more critical than ever.
2. Attached are a new OL Planning Calendar and a new OL
Planning Guide to steer our planning efforts throughout FY 88.
Also attached, to guide your thinking is our 1987-1991 OL
Five-Year Plan and the 1986-1988 D/L Action Plan and its update of
30 March 1987. The heaviest part of the planning cycle is fast
approaching and roughly covers the period from October through
December. During that period, the OL components will propose and
develop their FY-90 additional and FY-91 new initiatives, FY-88
objectives, FY-88 projects, and FY-88 studies, which will be
discussed at the Fall OL Planning Conference to be held at the
Sheraton on 21 and 22 October in Fredericksburg.
3. In developing ideas for your initiatives, objectives,
projects, and studies, consider the following:
a. Address your planning from an OL global point of
view. Be mindful of how your plans interact with other OL
components and the Agency. Parochialism is out.
SE
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SUBJECT: OL Planning Calendar and Guide for FY 1988
and Tasking for Fall OL Planning Conference
b. Consider the impact on OL and your component of the
following in your planning:
(1) The emergence of the Commercial Logistics
Applications System (CLAS) in FY 88 and its impact on
data input, reporting, and skills needed.
(2) ~14PA/PRA streamlining by FY 89.
(3) Reorganization of Procurement and proposed
reorganization of OL.
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(4)
(5)
(6) The proposed emergence of new pay and compen-
sation systems and their impact on panel systems, PARs,
incentives, etc.
(7) The changing nature
(8) The impact of terrorism.
(9) The impact of increased contracting for
services.
(10) Other issues that may impact on planning and
our modus operandi.
4. In general, the planning process will be similar to that
followed last year. However, this year I will expect proposed
projects and studies, in addition to initiatives and
objectives. Also, because quality personnel management is our
most important goal and because we are committed to making OL's
Career Service the best in the Agency, I will expect one or two
objectives from each component that deal with personnel items
for FY 88. Additionally, I will expect recommendations on how
you will handle any unfinished initiatives, objectives,
projects, and studies from FY 87.
5. Please follow the attached OL Planning Calendar for
FY 88 to ensure that due dates are adhered to. The first item
on the agenda is the submission of the initiatives, objectives,
projects, and studies to IMSS by 5 October 1987. For a detailed
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SUBJECT: OL Planning Calendar and Guide for FY 1988
and Tasking for Fall OL Planning Conference
the Supply Division Conference
these items, formats, milestone chart instructions, etc., see
the attached Planning Guide. The Information & Management
Support Staff will hold a meeting on 14 September at-10:00 in
explanation of the definitions of these terms and how to submit
all OL Division and Staff Planning Officers to cover planning
requirements, formats, how to prepare milestone charts, etc.,
and to answer any questions. Please call
to identify your component Planning
Officer and please send that officer or designee to ensure that
the planning process will go smoothly this year. For
assistance, call Bob or Marie.
E - 30 Mar 87 Status Report on the D/L Action Plan
Attachments:
A - Planning Calendar
B - Planning Guide
C - Five-Year Plan
D - D/L Action Plan
SECRET
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SUBJECT:
OL Planning Calendar and Guide for FY 1988
and Tasking for Fall OL Planning Conference
Or ig
Each Addressee, w/atts
1
D/L, w/atts
1
DD/L, w/atts
1
EO/OL, w/atts
1
AEO/OL, w/atts
1
OL Files, w/atts A & B
1
IMSS Off
icial
, w/atts
8
IMSS, w/
atts
1
IMSS Chr
ono,
w/o atts
OL/IMSS/RB:dr
OL/IMSS/RB:dr/mcb
2 Aug87)
(27Aug87)
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L I
-d
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OL PLANNING CALENDAR - Remainder of FY 87
STAT
14 Sep 87 - IMSS planning briefing for all OL planning officers
in the Supply Division Conference Room
at 10:00 M.
*15 Sep 87 - Proposed topics and speakers for 4th Qtr FY 87 OL
Quarterly.
*21 Sep 87 - FY 90 R&D requirements - for submission (via the
DDA) to DS&T. (This is a tentative date.)
*30 Sep 87 - Updated milestone charts, as of end of 4th Qtr, for
each FY 87 Directorate- and Office-level objective.
*Date items are due in IMSS.
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OL PLANNING CALENDAR - FY 88
* 5 Oct 87 - (1) Proposed additional budget initiatives for
FY 90 and new budget initiatives for FY 91 -
for discussion at OL Planning Conference,
21-22 Oct. Additional and new initiatives
will be reviewed/modified during November and
December at the directorate level and then
submitted to the Comptroller in January.
(2) Proposed Directorate- and Office-level
objectives for FY 88, along with projects for
FY 88 and studies for FY 88, for discussion at
OL Planning Conference, 21-22 Oct.
* 9 Oct 87 - Report of FY 87 significant accomplishments
(including statistical comparisons with FY 86) - to
be used in the overview at the OL Quarterly.
21/22 Oct 87 OL Planning Conference, Sheraton-Fredericksburg.
*30 Oct 87 - Revised list of proposed initiatives, objectives,
projects, and studies for FY 88 due to IMSS from
div/staff chiefs.
*13 Nov 87 - Updates to the OL Five-Year Plan for FY 87-91 (for
preparation of the OL Five-Year Plan, FY 88-92),
including:
(1) Milestone charts for each new FY 88 objective:
? Designated as Directorate- or Office-level.
? Ranked (per D/L's Action Plan 1986/1988 or
updated plan) Group A (Critical), Group B
(Essential), or Group C (Important).
(2) List of projects and studies for FY 88.
(3) Lists of additional budget initiatives for
FY/90 and new budget initiatives for FY 91.
(4) Updates to the narrative portions
(Introduction, Assumptions, Goals, Resource
Implications, and OL's projections for the
future).
*Date items are due in IMSS.
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STAT
FY 88 OL Planning Calendar (cont'd)
Nov 87 - 4th Qtr FY 87 OL Quarterly - Headquarters.
Nov 87 - 4th Qtr FY 87 OL Quarterly
*15 Dec 87 - Input for DCI's Annual Report to Congress (usually
due in the DDA's office by the end of December).
(This is a tentative date.)
*15 Dec 87 - Suggested topics and speakers for 1st Qtr FY 88 OL
Quarterly.
*30 Dec 87 - Updated milestone charts, as of end of 1st
Qtr, FY 88, for each Directorate- and
Office-level objective.
Jan 88 - Submit one-page summary descriptions of proposed
new initiatives to DDA for Comptroller.
STAT
*11 Jan 88 - Report of lst-Qtr activities - to be used in update
of significant activities at OL Quarterly.
Jan/Feb 88 - Comptroller review of proposed new initiatives.
Feb 88 - OL Executive Conference.
Feb 88 - 1st Qtr FY 88 OL Quarterly - Headquarters.
Feb 88 - Submit updates of ongoing initiatives to DDA for
Comptroller.
*15 Mar 88 - Suggested topics and speakers for 2nd Qtr FY 88 OL
Quarterly.
Feb 88 - 1st Qtr FY 88 OL Quarterly
*31 Mar 88 - Updated milestone charts, as of end of 2nd Qtr, for
each Directorate- and Office-level objective.
*Date items are due in IMSS.
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FY 88 OL Planning Calendar (cont'd)
May 88
STAT
STAT
May 88
*15 Jun 88
*30 Jun 88
*11 Jul 88
*29 Jul 88
Aug 88
Aug 88
*15 Sep 88
*21 Sep 88
*30 Sep 88
Report of 2nd-Qtr activities - to be used in update
of significant activities at OL Quarterly.
Submit DA Standard Support Requirements initiatives
to DDA for Comptroller.
Updated portions of OL Emergency Procedures.
2nd Qtr FY 88 OL Quarterly - Headquarters.
2nd Qtr FY 88 OL Quarterly
Suggested topics and speakers for 3rd Qtr FY 88 OL
Quarterly.
Updated milestone charts, as of end of 3rd Qtr, for
each Directorate- and Office-level objective.
Report of 3rd-Qtr activities - to be used in update
of significant activities at OL Quarterly.
Updated portions of "OL Yellow Pages."
3rd Qtr FY 88 OL Quarterly - Headquarters.
3rd Qtr FY 88 OL Quarterly
Proposed topics and speakers for 4th Qtr FY 88 OL
Quarterly.
FY 92 R&D requirements - for submission (via the
DDA) to DS&T. (This is a tentative date.)
Updated milestone charts, as of end of 4th Qtr, for
each FY 88 Directorate- and Office-level objective.
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OL PLANNING GUIDE
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OL Planning Conference - Fall
Initiatives (and sample)
Objectives and Milestone Charts (and sample)
Projects and Studies
OL Quarterly
Briefing Pointers for OL Quarterlies
Significant Accomplishments
Five-Year Plan
Research and Development Planning Cycle
DCI - Annual Report to Congress
Executive Conference
OL Emergency Procedures Manual
Excellence
Page
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OL PLANNING CONFERENCE - FALL
1. The fall OL Planning Conference usually takes place in
early October at an approved out-of-town conference site. This
year, it will be held on 21 and 22 October 1987 at the Sheraton-
Fredericksburg. Attendees will include the D/L, DD/L, EO/OL,
AEO/OL, the C/NBPO, C/B&FB, all staff and division chiefs, and
the Planning Officer/IMSS.
2. In addition to general issues that affect OL's
responsiveness and efficiency, proposed "additional budget
initiatives" for FY 90, "new budget initiatives for FY 91,
Directorate- and Office-level "objectives" for FY 88, "projects"
for FY 88, and "studies" for FY 88 will be discussed and
selections made.
3. Before the planning conference, C/IMSS will send a
memorandum to the C/NBPO, C/B&FB, and staff/division chiefs
requesting suggested initiatives, objectives, projects, and
studies by5 October, along with a brief summary of each item in
order to facilitate the discussion process.
4. After the planning conference, the C/NBPO, C/B&FB, and
staff/division chiefs are required to submit a revised list of
the proposed initiatives, objectives, projects, and studies to
IMSS by 30 October for review by the D/L. This revised list
should reflect the revisions agreed to at the planning
conference (i.e., title changes, objective tracking level
changes, additions or deletions to the list, etc.). In early
November, the D/L will review the revised list and IMSS will
send the approved revised list to the OL components. Based on
this list, the OL components will submit properly formatted
milestone charts for the approved objectives to IMSS by
13 November.
5. The OL Planning Officer, the staff/division chiefs, the
C/NBPO, and the C/B&FB will meet to prioritize all of the
proposed OL initiatives and prepare a joint recommendation for
final selection and ranking by the D/L for submission to the
DDA. Following this meeting, the same group will meet with the
D/L, and the prioritized list will be revised/finalized and then
submitted to the DDA. Initiatives will be handled thereafter by
the C/B&FB, with the assistance of the Planning Officer, IMSS.
(Please see separate instructions and samples under the headings
"Initiatives," "MBOs and Milestone Charts," and "Projects and
Studies.")
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1. Annually, the C/IMSS sends a memorandum to the C/NBPO,
C/B&FB, and staff/division chiefs requesting budget initiatives
for discussion at the OL Planning Conference held in the fall.
This year IMSS will ask that additional budget initiatives for
FY 90 and new budget initiatives for FY 91 be submitted to
IMSS by 5 October for discussion at the 1987 Fall Planning
Conference to be held on 21 and 22 October at the Sheraton-
Fredericksburg.
2. After the conference, the division/staff chiefs are
required to submit a revised list of the proposed initiatives,
objectives, projects, and studies to IMSS by 30 October for
review by the D/L. This revised list should reflect the
revisions agreed to at the planning conference (i.e., title
changes, objective tracking level changes, additions or
deletions to the list, etc.). In early November, the D/L will
review the revised list. IMSS will send the list of proposed
initiatives to division/staff chiefs, who are then responsible
for preparing a properly formatted justification for each
initiative (sample attached) that includes the title, date of
full operational capability, cost estimates for positions and
funds for the number of years involved, problems to be
addressed, statement of the proposal, and the coordination
required. IMSS will inform division/staff chiefs regarding the
date these forms are due in IMSS as soon as this information is
available.
3. The OL Planning Officer, the staff/division chiefs,
the C/NBPO, and the C/B&FB will then meet to prioritize all of
the proposed OL initiatives and prepare a joint recommendation
for final selection and ranking by the D/L for submission to
the DDA. Following this meeting, the same group will meet with
the D/L, and the prioritized list will be revised/finalized and
then submitted to the DDA. Initiatives are handled thereafter
by the C/B&FB, with the assistance of the Planning
Officer/IMSS. Approved initiatives will be included in the
budget.
Attachment:
Sample of format
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DDA/0L
Cost Estimate
Positions:
Funds:
Problem to be Addressed:
Proposal:
Coordination:
(Title of Initiative)
FY FY FY
89 90 91
FY FY
92 93
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OBJECTIVES AND MILESTONE CHARTS
1. Each fall, usually in September, the C/IMSS asks division
and staff chiefs to submit at least a few suggested Directorate- and
Office-level objectives from each component for the coming fiscal
year. These are discussed at the Fall OL Planning Conference and
selections are made shortly thereafter. Divisions/staffs are asked
at that time to prepare milestone charts for the MBOs chosen.
2. The C/IMSS will request that each division/staff chief
submit to IMSS by 5 October a minimum of three or four major,
prioritized objectives for FY 88 in support of the D/L's "Action
Plan 1989788" or updated version thereof. In addition, one or two
personnel-related objectives should be submitted from each component
in recognition of the fact that quality personnel management is OL's
most important goal and that OL is committed to making its career
service the best in the Agency. Included should be a title and
brief narrative description of the proposed objective, plus the
category_ of the plan (Group A, B, or C) it supports.
3. After the planning conference, the division/staff chiefs
are required to submit a revised list of the proposed initiatives,
objectives, projects, and studies to IMSS by 30 October for review
by the D/L. This revised list should reflect the revisions agreed
to at the planning conference (i.e., title changes, objective
tracking level changes, and additions or deletions to the list,
etc.). In early November, the D/L will review the revised list, and
IMSS will send the approved revised list to the OL components.
Detailed milestone charts for each chosen objective are due in IMSS
by 13 November 1987.
4. When selecting possible objectives, keep in mind that an
objective should not be contingent on additional resources (either
funding or personnel). It should be achievable within present
resources and worded to encompass only what can be accomplished
during a single fiscal year (even though an overall objective
actually may span more than one year).
5. A sample format for milestone charts is attached. So that
all milestone charts are uniform, please do the following:
Center either "Directorate-level" or "Office-level"
at the top.
After "quarter ending," insert the proper date for
the end of the quarter being reported upon; i.e., 31
Dec 8-, 31 Mar 8-, 30 June 8-, etc.
In the upper right-hand corner, indicate whether it
is Group A, B, or C (Critical, Essential, or
Important - per the D/L's Action Plan).
3
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Objectives and Milestone Charts (continued)
Begin each milestone activity with a verb, such
as "develop," "prepare," "initiate."
Enter an "X" in the month(s) where your
scheduled "0" milestone has been accomplished or
put dashes between the scheduled "0" milestone
to the month of the anticipated new rescheduled
completion; e.g., "0"------- "0". If a scheduled
milestone was not met it's im2ortant that you
explain why. Also please include, at the bottom
or on the back of the page, a very short note
giving the updated status, etc., for the quarter
being reported on.
Be sure to include the classification at the top
and bottom of the page.
5. IMSS keeps a list of the Directorate- and Office-level
MBOs along with a copy of all milestone charts. IMSS assigns a
number to each MBO when the list is compiled at the beginning
of each fiscal year; this number should be used on the
milestone chart when it is updated or referred to.
6. Updated milestone charts are due in IMSS on the
following dates:
31 Dec 8 - end of 1st Qtr of each fiscal year.
31 Mar 8_ - end of 2nd Qtr of each fiscal year.
30 Jun 8 - end of 3rd Qtr of each fiscal year.
30 Sep 8- - end of 4th Qtr of each fiscal year.
7. Division and staff chiefs should be prepared to brief
the D/L on MBOs at their first biweekly meeting after the end
of each quarter unless otherwise notified. (C/P&TS and C/SS
review their MBOs with the EO/OL and DD/L.)
Attachment:
Sample milestone chart
4
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Office-level
or
Directorate-level
Office: OL/(Division or Staff)
Objective Statement: xxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxx
Responsible Officer: xxxxxxxxxxxxxxxxxxxx
Significant Funding Amount: $___x x x x x x x FY 8 7
Quarter Ending: 31 Dec 86 (oi- 31 Mar 87, 30 Jun 87, 30 Sep 87)
1. xxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxx
2. xxxxxxxxxxxxxxxxxxxx
3. xxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxx
4. xxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxx
S. xxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxx
31 Dec 86: (Short note re activity o:
milestones, if any.)
*Mi a os ne completed in November as
**Milestone slipped from December to I
the
ebr
ule(
aryl
Group A (Critical)
Group B (Essential)
Group C (Important)
O - Scheduled
X - Actual
Ong
(Number assigned by IMSS) CLASSIFICATION
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1. Each fall, usually in September, the D/L asks division
and staff chiefs to submit at least a few suggested projects
and studies from each component for the coming fiscal year.
These are discussed at the Fall OL Planning Conference, and
selections are made shortly thereafter.
2. The D/L requests that each division/staff chief submit
to IMSS by 5 October prioritized lists of projects and studies
for FY 88 in support of the D/L's "Action Plan 1986-1988" or
updated version thereof. Included should be a title and brief
narrative description of the proposed project or study.
3. Projects and studies should not be contingent on
additional resources (either funding or personnel). They
should be achievable within present resources and worded to
encompass only what can be accomplished during a single fiscal
year (even though a project or study actually may span more
than one year).
4. A project is a tasking agreed to by the D/L and the
component head which will be reported on in their biweekly
meetings when significant updates are deemed necessary by
either the D/L or the component heads.
5. A study is a research effort into the feasibility or
practicality of an idea which could ultimately become a
project, objective, or even an initiative.
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OL QUARTERLY
STAT
1. The OL Quarterly is usually held approximately 6 weeks
after the end of each quarter of the fiscal year. It is given
twice each quarter on consecutive days--in the Headquarters
Auditorium on the first day and in on the
second day. A "Dry Run" takes place approximately 10 days
prior to the OL Quarterly. We suggest that speakers also have
a "Dry Run" with their division/staff chief before the formal
one with the D/L.
2. At the Quarterly held in the Headquarters Auditorium,
the DDA presents awards to the OL Employees of the Quarter.
Subsequently, individual speakers give their presentations; the
C/P&TS/OL speaks briefly on general personnel topics; the
C/IMSS gives a short update on OL activities for the quarter or
significant accomplishments for the year following the 4th
quarter; and then a question-and-answer period follows closing
remarks by the D/L.
3. Reports on quarterly activities for the first three
quarters are usually due in IMSS by the 10th of the month
following the end of the quarter being reported upon; i.e., 10
January for the 1st Qtr, 10 April for the 2nd Qtr, and 10 July
for the 3rd Qtr.
4. At the OL Quarterly for the fourth quarter FY 86, the
C/IMSS gave an overview of OL significant accomplishments for
FY 87 rather than activities for the fourth quarter only.
Reports of significant accOm2lishments for FY 87 and
appropriate statistical comparisons with FY 86 should be
forwarded to C/IMSS by 9 October 1987. Records regarding
fourth quarter activities, along with appropriate statistical
comparisons for the quarter, should be maintained by
divisions/staffs; but these-need not be sent to C/IMSS.
5. Quarterly reports should consist of descriptive
narratives on activities or accomplishments, including routine,
bread-and-butter functions and, when the subject permits, an
appropriate picture, slide, or draft recommended graphic;
substantial cost savings realized or anticipated; large or
special support projects; and other activities performed under
unusual or especially difficult circumstances or in a
particularly timely manner. Appropriate statistical
comparisons with the same quarter of the previous year should
be included in the reports.
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OL Quarterly (continued)
6. Suggested topics for the OL Quarterly should be
forwarded to IMSS about two weeks before the end of each
e-1-}or ?r mate hp FPlPnhoned to the IMSS Planning Officer,
STAT
at any time. The subjects
should be educational and/or help logisticians to do their jobs
better. The division or staff suggesting a topic should be
prepared to furnish a speaker to make the presentation at the
next quarterly meeting. The speaker should have a ro riate
slides made and forwarded to IMSS prior-to the "or Run
in_paragraph 1.
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BRIEFING POINTERS for OL QUARTERLIES
STAT
JI/AI
1. Know your subject thoroughly.
2. Be sure your presentation is appropriate for the audience
and location.
3. Use slides instead of vugraphs. Coordinate with Linda
Design & Presentations Center, P&PD, GJ4008 HQ,
early, for guidance/suggestions on your slides.
Remember that P&PD must have time to work on them -- and
that you'll need them for the "Dry Run" with the D/L (item
11 below).
4. Keep slides simple. They should add to, not be, the
presentation. Make sure all are of uniform good quality
and are horizontal pictures, not vertical, for the HQ
Auditorium.
5. If you'll use notes, have them typed double-spaced on
8 1/2- x 11-inch paper for insertion in a notebook (which
IMSS will prepare and have ready for use on the speaker's
stand), but DO NOT READ NOTES - MEMORIZE THEM.
6. Practice your presentation in front of a mirror. Time
your talk with your visual aids. To keep to the one hour
allotted, it's essential to hold your presentation to 10
minutes or less.
7. When you begin, introduce yourself and state what you'll
be talking about. When you finish, introduce the next
speaker ("Our next speaker will be " or "I'll be
followed by etc.)
8. Face the audience, not the slides. Glance at the slide to
make sure it's the correct one and, if suitable, use a
pointer. (If you plan to use the electric-beam pointer in
the HQ Auditorium, practice with it beforehand. This
pointer is hard to control; to keep it from dancing all
over the screen, point it toward the floor whenou're not
actually point. )
8
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STAT
STAT
STAT
Briefing Pointers for OL Quarterlies (continued)
9. lyou'll have a remote device you can operate
yourself to change your slides (practice with this just
before the "Dry Run"). In HQ Auditorium you must press
hard on the button on the right of the lectern to signal
the control-booth operator to change the slides (meaning
you won't have quite the same instantaneous response).
You can practice with this the day of the presentation.
10. Inject some humor if possible. Tell a brief anecdote if
appropriate.
11. Have a "Dry Run" with your division/staff chief and/or the
IMSS Planning Officer before the official "Dry Run" with
the D/L.
about 45 minutes early to allow time to insert your slides
into the slide tray and run through them once and to test
the sound level for your voice.
12. On the day of the official "Dry Run," arrive at
13. Remember that you'll be makina your presentation both days
-- in the HQ Auditorium
14. For the actual presentations, arrive at least one hour
early if you're bringing your slides; 30 minutes early if
they're already in the tray.
15. Enjoy yourself. We're all "family."
9
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1. An annual report of significant accomplishments for
the previous fiscal year is due in IMSS from each division and
staff on 9 October 1987. Submissions for FY 87 will be used in
an overview of OL's accomplishments during the past fiscal
year, to be given at the November 1987 OL Quarterly.
2. These reports should contain a very brief summary
(topic with one- or two-sentence description) of each
component's significant accomplishments for FY 87. Appropriate
statistical comparisons wit FY should be inc uded.
3. To facilitate preparation of the report, divisions and
staffs should consider inputting this information into the Wang
on a weekly basis (perhaps selecting such items when preparing
their own Weekly Report). Thus, the data would be in a
document on the Wang when the reports of significant
accomplishments -- and quarterly activities -- are required.
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1. The first step in updating the OL Five-Year Plan is
taken in the fall each year, when IMSS sends division/staff
chiefs copies of the D/L's most recent Action Plan, along with
the current OL Five-Year Plan. The latter addresses OL's
assumptions and goals (which support those of the DA) five
years into the future, including the projected outlook for
requirements levied on OL; OL's financial and personnel
resources, space, and facilities; OL's goals for meeting those
requirements with the resources anticipated; and OL's
projections for the future.
2. Recipients are asked to update the narrative portions
of the plan in conformance with the D/L's Action Plan and
prepare milestone charts or eac new FY 88 ob1ective. To
assist divisions and staffs, IMSS sends a list of the proposed
Directorate- and Office-level objectives, budget initiatives.,
projects, and studies for the coming year (discussed at the
October OL Planning Conference). The revised narrative, list
of objectives (with milestone charts for each), and lists of
budget initiatives, projects, and studies become OL's new
Five-Year Plan.
3. Divisions/staffs must send to IMSS by13_November the
following:
a. Your milestone charts for new objectives for
FY 88.
b. Your list of approved additional initiatives for
FY 90 and new initiatives for FY 91.
c. Your list of approved projects and studies for
FY 88.
d. Your suggested updates (for the next five-year
period) to the narrative portions of the current OL
Five-Year Plan (i.e., Introduction, Assumptions, Goals,
Resource Implications, and OL's projections for the
future).
4. Milestone charts should be prepared in accordance with
instructions in the "MBOs and Milestone Charts" portion of this
planning guide. (Properly formatted justifications for
additional initiatives for FY 90 and new initiatives for FY 91
should be prepared when directed to do so, but these forms are
not included in the Five-Year Plan.)
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RESEARCH AND DEVELOPMENT PLANNING CYCLE
1. The objective of the DS&T Research and Development
(R&D) planning process is to plan a coordinated program of
research, development and engineering that responds to the
needs of the Intelligence Community and continues the
advancement of state-of-the art technology. The Planning and
Resources Staff (P&RS), DS&T, begins the process by requesting
prioritized requirements from customer organizations.
2. IMSS forwards memoranda from the DDA and P&RS/DS&T,
along with appropriate attachments, to OL divisions/staffs for
review, and requests that any ideas for research and develop-
ment be submitted to IMSS in time to meet the suspense date set
by the DDA. We have shown a tentative due date of 21 September
1987 on the Planning Calendar, but this is subject to change.
IMSS will advise you as soon as this information is received.
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DCI - ANNUAL REPORT TO CONGRESS
1. Usually in December each year, OL is asked to give the
DDA information for inclusion in the DCI's Annual Report to
Congress. OL's response is usually due approximately one week
after receipt of the request from the DDA. For planning
purposes, we have therefore scheduled receipt of reports from
divisions and staffs for 15 December. This is subject to
change depending upon the tasking received from the DDA. MSS
will give you details in this regard as soon as we receive them.
2. In 1985 the OCI's report was organized around a set of
intelligence objectives and issues intended to echo themes set
forth in the National Foreign Intelli ence Strategy (NFIS).
The 1986 report did the same, but within the context of a
discussion of such topics as consumer demands, the changing
intelligence environment, and the need for flexibility in
structuring resources. As in the past, notable achievements
and shortfalls were emphasized. Photographs or other graphics
were requested for possible inclusion in the final report.
3. Information was requested for three categories in 1986:
a. Consumer needs. Discussion of the major
requirements and demands placed on us by consumers, citing
examples of global, regional, operational, or other
requirements that have significantly affected resources.
b. Specific examples of significant activities which
STAT
ailed for the provision of intelligence support in 1986
c. Application of broad guidance contained in the
NFIS. Preservation of core capabilities in an era of
deficit reduction, etc.
4. As suggested under the heading of "Significant
Accomplishments," weekly recording on the Wang of significant
accomplishments (perhaps when writing the Weekly Report) would
also help in preparing OL's submission to the DDA for the DCI'.s
Annual Report to Congress.
13
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1. The Executive Conference in late winter is for the
purpose of discussing some "gut" issues and problems that
confront individual offices in OL, as well as to assess our
past responsiveness, efficiency, and potential for future
improvements. Like the fall planning conference, it is usually
held at an out-of-town conference facility. However, the only
participants are division chiefs and the C/IMSS, plus the D/L,
DD/L, and EO/OL. Since it is intended to foster as much
communication as possible, the schedule is very flexible, and
no official transcript is made of the meetings.
2. The AEO/OL is the conference coordinator.
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1. The OL Emergency Procedures Manual is intended to
provide essential guidance and appropriate contact information
needed to handle emergency situations in the Washington
Metropolitan Area.
2. Some of the information contained therein is
perishable; therefore, IMSS usually sends copies of pertinent
sections to the divisions responsible for emergency actions on
the Headquarters Compound and at Agency-occupied external
buildings for updatingin May. The manual should be-updated at
other times of the year in response to major component
reorganizations or procedural changes.
3. The information contained in the manual has been input
into the Wang in IMSS. Divisions are responsible for updating
their portion of the manual and sending it via telecommunica-
tions to IMSS for inclusion in the master file and for
distribution by IMSS to holders of the manual.
4. Each OL division and staff has been provided with a
copy of the OL Emergency Procedures Manual. Duty officers
should be informed of its location.
15
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1. The former DCI's program in pursuit of excellence in
the Agency was ongoing. Initially, the DCI solicited
suggestions regarding ways to increase or further excellence in
the Agency. However, later requests, approximately every
3 months, asked for examples of excellence manifested by
initiatives taken by, or the outstanding performance of,
individuals or components. While we don't know whether or not
the present DCI will continue the "Excellence" program, we
should be prepared to provide examples if requested to do so.
2. As to the format, unless directed otherwise,
information should be provided in a brief descriptive paragraph
noting the name(s) of the individual(s) concerned, his or her
grade and job title, what was involved, and why the example is
worthy of recognition. Included as a separate paragraph should
be a statement noting what, if any, recognition was made of
this event (realizing that in many cases, such examples do not
merit specific cash awards, etc., but are simply employees
doing their job in an outstanding fashion).
3. Supervisors should recognize sustained superior
performance by recommending Quality Step Increases and should
reward employees for initiative and/or excellence by suggesting
other awards as appropriate. Division/staff chiefs also should
remind employees periodically to seek ways- to improve Agency
operations and to make suggestions in this regard.
4. With these periodic requirements in mind, we suggest
that you keep a current, ongoing record of individual/component
excellence within your division/staff.
5. The Director of Logistics includes in the weekly
OL Staff Notes information regarding recipients of QSIs,
awards, and letters of appreciation. The Planning Officer/IMSS
now receives a copy of the notes and maintains a file on them
for future reference.
16
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6 MAR 1987
MEMORANDUM FOR: Chief, New Building Project Office, OL
Chief, Personnel and Training Staff, OL
Chief, Procurement Management Staff, OL
Chief, Security Staff, OL
Chief, Budget and Fiscal Branch, OL
Chief, Facilities Management Division, OL
Chief, Printing & Photography Division, OL
Chief, Procurement Division, OL
Chief, Real Estate & Construction Division, OL
ie - L In ormation Services Center
Director of Logistics
SUBJECT: Office of Logistics Five-Year Plan FY 1987-1991
1. Attached is the OL Five-Year Plan for FY 1987-1991
drafted by the Information and Management Support Staff/OL. It
includes all identified FY87 objectives, projects, and proposed
OL initiatives with guidance from the DA Action Agenda and the
OL Action Plan. It also contains sections on assumptions,
resource implications and a long term forecast.
2. Please use this document as a guide and a reminder of
the directions we have set for OL. We will add to it as we
progress. Thank you for your efforts in building this plan over
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7115l
OFFICE OF LOGISTICS FIVE-YEAR PLAN
PREPARED BY THE INFORMATION AND MANAGEMENT SUPPORT STAFF/OL
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SECRET
OFFICE OF LOGISTICS FIVE-YEAR PLAN
I . Introduction
II. Goals
III. Assumptions
IV. Action Plan
V. FY-87 Objectives
Vi. FY-87 Projects
VII. FY-87 Studies
VIII. Established Initiatives
IX. Externally Approved Initiatives
X. Proposed Initiatives
XI. Resource Implications
XII. Forecast
XIII. Milestone Charts for FY-87 Directorate Level
Objectives
Page
1
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OFFICE OF LOGISTICS FIVE-YEAR PLAN
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LJA I
I. Introduction.
The Office of Logistics (OL) is a service organization. OL supports
Agency activities worldwide by acquiring, storing, shipping, and disposing of
material, using both commercial and Government services; negotiating and
administering contracts with commercial organizations and agreements with
other government agencies for the supply of goods and nonpersonal services to
meet both domestic and overseas requirements; operating a facility capable of
producing high-quality printing and photographic products, particularly for
the intelligence-producing elements of the Agency and other intelligence/
foreign affairs agencies; operating a motor pool serving the entire
Headquarters area; providing mail and courier services capable of handling and
protecting highly sensitive materials of all classifications; maintaining and
managing copiers used throughout the Agency; and supervising the acquisition,
construction, renovation, maintenance, operation, and disposal of real
property. OL also provides logistics support to selected elements of the
Intelligence Community.
In-house support includes the management and control of inventory stock
levels and property in use; and the receipt, storage, and issue of general
purpose, technical
support includes general housekeeping
in the Washington area, the acquisition and maintenance of equipment for
During the next five years, OL will be faced with the continuing
challenge of meeting ever-increasing demands with the same or limited
increases in resources. The effects of these limited resources must be offset
by increased productivity, which can be achieved only through the aggressive
and efficient use of dynamic and creative management skills, innovative
procedures, automated systems, and cross-training and ongoing motivation of
The purpose of this plan is to assign OL's organizational priorities,
ensure that emphasis is placed on those activities where it is most needed,
and direct our resources for the years 1987-91 in such a manner as to increase
OL's productivity while strengthening our service orientation and our
responsiveness to the many users of OL support.
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OL FIVE-YEAR PLAN, FY 1987-1991 (cont'd)
II. Goals. Responsiveness is the common goal that crosses all OL
division staff lines and unites every OL component. It is the focus toward
which every OL activity is aimed. Due to their diverse natures, however, OL
divisions and staffs must establish both common and unique subordinate goals,
as those goals become more specific and detailed. Goals of joint concern
include the following:
A. Personnel.
1. Provide an effective personnel management system which promotes
career development for the employee, is responsive to the changing needs
of the Agency, and ensures that OL is competitive with private industry,
the Federal work force, and other Agency components. Personnel
management is OL's most important goal. OL intends to make it's career
service the best in the Agency.
2. Recruit, train, and maintain a multi-skilled, highly motivated
work force, equipped with the tools necessary to fulfill mission
requirements.
3. Emphasize teamwork, integrity, responsible and reasoned risk-
taking, and security-consciousness to promote and maintain a sense of
pride in self and mission.
4. Maintain a comfortable, safe work environment that fosters
maximum productivity for every employee; and promote-a management
philosophy that provides OL members with opportunities to utilize their
abilities to the maximum extent, to develop both individually and as
members of the overall logistics team through training, cross-training,
and career development, to attain full potential, and to be recognized
and rewarded for their performance.
5. Strive to select our managers from those who exemplify standards
of excellence and are role models for their subordinates based on their
B. Service. Provide high-quality service in a timely, efficient,
professional, and courteous manner; encourage innovative, imaginative
approaches to task performance, decision-making, and problem-solving; and
maintain or, where possible, improve responsiveness through better planning,
earlier and more thorough coordination, enhanced teamwork, high employee
qualifications, personal standards, and job performance.
morale and motivation, and heightened productivity at all levels.
C. Use of resources. Maximize the effective use of current resources
and upgrade/expand capital resources so as to ensure that intelligence
products are provided and support rendered in the most timely and efficient
D. Cost efficiencies and productivity. Exploit the potential for
increased cost efficiencies, productivity, and responsiveness by maximizing
the use of automated systems, delegating authority and responsibility to the
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SECRET
7F,X1
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25X1
25X1
OL FIVE-YEAR PLAN, FY 1987-1991 (cont'd)
most appropriate levels, encouraging the participation of OL employees in
decision-making processes, and adopting appropriate cost-saving,
efficiency-enhancingograms undertaken by other government entities and
private industry.
E. Work environment. Strive to improve the working environment of all
Agency personnel while recognizing our responsibility to use space and
facilities effectively and efficiently. Give special attention to providing a
clean, safe and comfortable workplace and minimizing the disruption to
personnel and operations during the new construction modifications and
occupancy of the New He ters Building and the Old
Headquarters Building.
F. Planning. Enhance general efficiency and responsiveness by earlier
planning for both customer requirements and staff/division needs; continue to
emphasize disaster and emergency planning; and develop procedures for
maintaining essential logistics support under adverse conditions.
III. Assumptions.
A. Requirements.
1. During the next five years, Agency resources are expected to
stabilize. This anticipated stability in the resource base will
translate into fewer new initiatives as a greater percentage of total
resources are devoted to support requirements. Yet, rapid response will
be even more critical than in the past because of terrorist activities,
covert operations, paramilitary programs, targets of opportunity, and
unanticipated and dynamically changing demands for support services.
2. Requirements for processing, storing, and transporting materiel
are expected to increase, with routine needs to be met, plus support to
operational programs, CRAFT, and moves into the New
Headquarters Building (NHB) Those
requirements will bring concomitant eman or a itional space and
personnel, and the need for automated packaging systems and mechanized
storekeeping equipment.
3. Automated systems must be fully and efficiently utilized to
receive and process customer requirements; track customer requests,
inventory stocks and materiel movements; provide the status of various
work projects; control space configurations; and perform a multitude of
other functions that support logistics activities. As requirements for
Logistics officers grow, ADP systems must be developed to assist them.
To obtain the optimum use of these systems, OL must develop greater
expertise in ADP. This can be accomplished by retraining selected
personnel in OL disciplines, recruiting people with the requisite skills,
and/or obtaining personnel on rotational assignments from the Office of
Information Technology. Also, OL must improve computer literacy and
understanding for all its people.
3
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OL FIVE-YEAR PLAN, FY 1987-1991 (cont'd)
B. Financial resources. Current prospects for the logistics budget
indicate that its growth will not be proportionate to the growth in demand for
goods and services. OL can anticipate little if any resource augmentation initi from new i tives for FY 87 other than the Standard Support Requirements
(SSRs) .
C. Personnel resources.
1. Attrition through retirements is expected to increase during the
next few years; and it will be difficult and challenging to acquire and
retain professional, secretarial, and technical personnel. The
importance of succession planning will become even more critical, as will
adequate preparation of middle managers through training, cross-training
and rotational assignments and the updating of skills training for
technical personnel.
2. Growing support requirements, together with continued emphasis on
decentralized logistics functions, will necessitate that a pool of talent
be maintained from which to provide the mix of OL personnel to meet
customer requirements. This pool will require ongoing recruiting and
3. The personnel ceiling will remain relatively stable in FY 87;
however, additional positions will be required in FY 88, 89, and 90. The
types of OL positions, distribution of skills within OL, and training
criteria for OL personnel will need to be realigned. These changes will
be necessary to enable OL to provide maximum responsiveness to unique
worldwide Agency logistical support requirements, particularly in
procurement and real-estate and construction activities and in central
supply services.
4. As the numbers of support personnel in the field are expected to
either stabilize or decrease over the next five years, logistics
personnel will be proportionally adjusted. The continuing threats from a
hostile overseas environment will make the assignment of personnel
overseas difficult, and even greater use of extended TDY assignments will
be necessary if current responsiveness and levels of support are to be
maintained. Use of special teams such as Allied's Tiger Team and the OL
Flying Squad will be even more critical in order to enable OL to provide
the skills needed on a priority basis throughout the world.
D. Space and facilities.
1. With increased materiel requirements, changing work environments,
and the spread of advanced technical and automated systems will come
increased demands for space. These needs will be partially but not
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SECRET
25X1
25X1
buildings, together with the more direct management and control of
facilities operations, space, and systems, will begin to have a
OL FIVE-YEAR PLAN, FY 1987-1991 (cont'd)
completely met by the New Headquarters Building
Furthermore, the problems and
high costs associated with maintaining aging utility systems in the
Headquarters and other Agency buildings will continue to mount.
2. The availability of the New Building and the renovated and
expanded powerhouse,
beneficial impact.
3. By 1989/90, the Agency's holdings will have been consolidated
into eight compounds, with leases relinquished or terminated for the
remaining Agency-occupied external buildings. F_~
4. Occupancy of the New Headquarters
Building, and the resulting shifts in the Headquarters Building and
the remaining external buildings, will necessitate a carefully planned
and managed system of configuration management. A comprehensive,
integrated plan of support covering the spectrum of logistics activities
from contracting and design, to renovations, to furniture and equipment
acquisition and storage, to moving and property turn-ins, will be
critical if the subsequent moves are to be made smoothly and in a timely
25X1
25X1
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 re mmAndati s
will result in a restructuring of the procurement organization.~ 7
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.
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SECRET
OL FIVE-YEAR PLAN, FY 1987-1991 (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 enance
the security of the facilities, equipment, and end product.
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 joint OIT/0L initiatives in consolidated
output media facilities.
IV. Action Plan
1. In July of 1986, the Director of Logistics initiated an OL Action
Plan, for FY-87 and FY-88, taking direction from the DA Action Agenda.
The two-year OL Action Plan was concurred in by the DDA and has been used
as a guide for development of all the objectives, projects, studies, and
initiatives defined in this Five-Year Plan. Recently identified FY 89/90
initiatives were developed in light of the priority areas agreed to by
the Executive Committee in October of 1986, as well. The OL Action Plan
divides OL efforts into the following categories:
Group A - Critical
Group B - Essential
Group C - Important
2. 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
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OL FIVE-YEAR PLAN, FY 1987-1991 (cont'd)
3. Within Group B are those activities wherein logistical support is
essential but the significance of these activities is clearly several
degrees less than those within Group A. The following are highlights of
essential Group B objectives which OL will pursue during FY-87 and FY-88:
a.
b.
c. Facility management activities involving the consolidation of
Agency holdings by 1989/90 to eight compounds.
d. The New Building construction project.
e. The successful execution of the Integrated Logistics Support
4. Group C encompasses objectives that pertain to sustaining and
improving essential OL mission capabilities. While these activities are
important, they are clearly less significant than the critical activities
in Group A and the essential activities in Group B. These objectives are
less time critical, and OL resources devoted to them can be adjusted with
respect to both time and allocations. The following are highlights of
important Group C objectives which OL will pursue during FY-87 and FY-88:
a. The implementation of the Coopers and Lybrand Report.
b. The review and revamping of ADP support within OL.
c. CLAS.
d. Strengthening relationships with GSA and the Focal Point
systems.
e. Clarifvinn FOCT_
5. Of paramount importance to OL is an emphasis on developing
employees to meet these challenges. With respect to personnel
management, OL will continue to implement a Logistics Career Board and
the rotating evaluation/promotion panel system. Information collected
from a comprehensive review of all OL training programs will be used to
improve training efforts. OL will pursue participation in the CT program
with both internal and external candidates. The Supply Officer and
Contract Officer Internal Training Programs will be enhanced. To the
extent that it is feasible, OL personnel will be cross-trained so that
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
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OL FIVE-YEAR PLAN, FY 1987-1991 (cont'd)
being planned with respect to WG employees at =nd in the Facilities
Management Division (FMD). Further, OL will encourage rotational
assignments of OL personnel in other components of the DA and beyond.
6. OL also intends to sustain recognition of outstanding employees
by initiating awards. The Director of Logistics has recognized a need
for cohesive personnel management for the procurement work force. This
is expected to be implemented in FY 87. Additionally, a plan will be
established in FY 87 for the career development of OL middle/senior
managers of the future, both in terms of training and assignments.
V. FY-87 Objectives
A. Directorate level objectives for FY 87 are listed below. Milestone
charts are contained in section XIII of this paper.
1. (FMD) Develop comprehensive Integrated Logistics Support Plan
(IISP) for the HQ Compound consolidation.
2. (FMD) Backfill and upgrade the Old Headquarters Building (OHB).
3. (RID) Expand HQ cafeteria in phases commensurate with population
growth during HQ Compound consolidation.
4. (PMD) Expand EDR to meet new population at Headquarters.
5. (FAD) Develop an automated O&M program for the OHB.
6. (FMCS) Coopers and Lybrand Implementation.
7. (P&PD) Implement "computer-to-plate" concept of digital prepress
system.
9. (PMS) Restructure procurement organization to implement changes
recommended by Coopers & Lybrand and accepted by Agency management.
10. (P&TS) Maintain ongoing recruitment efforts to ensure "at
ceiling" strength on 30 Sep 87.
11. (REm) [An unlisted objective]
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Staff, OL,
OL FIVE-YEAR PLAN, FY 1987-1991 (cont'd)
B. Office level objectives. Milestone charts for all FY-87 office level
objectives (listed below) are retained in the Information & Management Support
1. (FMD) Provide cross-training opportunities for F4D wage-grade
personnel with other sister components
2. (FMD) Review all FM personnel training to ensure that F4D
employees have up-to-date skills training and provide refresher training
as required.
3. (EM) Develop a core training program for personnel involved
with facilities management (joint w/SD and RECD) (w/study ).
4. (F1D) Reexamine all procedures for doing business and requests
for services, with goal of streamlining same.
5. (FMD) Streamline disposal procedures in the HQ area (joint w/SD).
6. (PD) Develop ways to cope with the shortage of clerical
personnel.
7. (PD) Establish a specific program for all PD personnel to visit
their customers to enhance customer relations.
8. (P&PD) Establish P&PD Quarterly to keep personnel assigned to
P&PD informed of problems facing P&PD and accomplishments made.
9.
(P&PD) Identify and implement
enhan
cements to se
cure printing.
10.
(P&PD) Establish quality-cont
rol m
echanism for
printing.
11.
(P&PD) Streamline bindery ope
ratio
ns.
12.
(PPAG).
(P&PD) Establishment of a Pri
nting
& Photograph
y Advisory Group
13.
(P&PD) Identify required skil
ls an
d provide ref
resher training.
14.
(P&PD) 'Improve customer relations with and knowledge of P&PD.
15.
(REM) Support decentralized
compo
nents.
16.
(RECO) Enhance communications
w/de
centralized c
omponents.
17.
(RECD) Design and renovate fi
rst f
loor
18.
(RECD) Develop program for ex
pande
d use of Alli
ed "Tiger Team"
(joint with OL/FMD).
9
SBC3tEr
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OL FIVE-YEAR PLAN, FY 1987-1991 (cont'd)
19. (RECD) Review all RECD personnel training to ensure that RECD
employees have up-to-date skills training and provide refresher training
as required.
20. (RECD) Reexamine all procedures for doing business and
requests for services, with goal of streamlining same.
21. (SD) Examine all overseas positions for uniformity of grades in
relationship to responsibilities.
22. (SD) Improve the exchange of logistics information between SD
and component logs officers and enhance SD span of control.
23. (SD) Enhance the development of SD human resources.
24. (SD) Enhance the management of SD human resources.
(SD)
Review and upgrade technical training of every individual
27. (SD) Improve year-end Annual Dollar Value (ADV) reporting
procedures and the ADV Report.
28. (SD) Identify next geographic area for certification of
accountable officers and implement program in that area.
29. (SD) Enhance customer services provided by Supply Division.
31. (NBPO) Monitor and complete the road design for Rts. 123/193
and coordinate w/the State of VA the award of a construction contract.
32. (NBPO)_ Compile reference information to assist in writing a
history of the New Building project.
33. (IMSS)2 Have CLAS Beta (test) site facility operational (IOC) by
30 Sep 87 (FOC by Oct 88).
34. (IMMSS) Place an operational Field Computer System (FCS) in
selected field sites.
35. (IMSS) Create a computer-based automated electronic 88
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brA.ALIX
OL FIVE-YEAR PLAN, FY 1987-1991 (cont'd)
36. (IMSS) Create universal Wang glossary for OL users.
37. (]MSS) Oversee scheduled reduction of OL paper file holdings in
preparation for moves to the NHB (joint w/stfs and'divs).
38. (ThISS) Eliminate/consolidate/revise all pre-1984 OL regulatory
issuances (joint w/stfs and divs).
contracting.
44.
(P&TS)
Conduct Phase II of OL training review.
45.
(P&TS)
Revise Employee Handbook.
46.
(SS)
Improve/strengthen the OL/SS Industrial Security Program.
47.
(SS)
Implement a revised FOCI program.
48.
(SS)
Institute/implement a security-awareness briefing program
39. (IMSS) Implement barcode applications throughout OL (joint
w/stfs and divs).
40.
(PMS)
Prepare CIA Contract Manual (CCM).
41.
(PMS)
Review contract teams.
42.
(PMS)
Contracting guide for training by independent contractors.
43.
(PMS)
Establish a program to enhance competition in
for OL.
VI. FY-87 Projects.
3. (EM) Develop a building standard for overhaed lighting and
ceiling configuration.
4. (FMD) Open new North Dock and establish more efficient receiving
procedures during South Dock construction.
5. (END) Establish a Co-op Program w/the Culinary Institute of
America.
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OL FIVE-YEAR PLAN, FY 1987-1991 (cont'd)
6. (END) Establish a HQ consolidation "moving team" cadre.
7. (END) Complete MIS activities. This includes supply, project
management modules; the new EDR, parking management, and revised
CRAMS/Enchilada programs; statistical package; and credentials list.
8. (END) Develop improved carpool-arrangement system.
9. (EM) Reallocate HQ parking permits to conform to new
parking-lot configuration and new visitor-parking area and to accommodate
ride-sharing participants.
10. (EMD) Expedite Computer Aided Drafting and Design (CARD)
capability for quick-start projects.
11. (END) Establish program for FND/Opns oversight of after-hours
operations.
12. (PD) Continue efforts to reduce contract-settlement backlog.
13. (PD) Develop standardization of equipment and consolidate
contracts where feasible.
14. (P&PD) Conduct baseline survey of printing and photography in
terms of current capabilities and customer requirements.
15. (P&PD) Improve P&PD's front-office environment.
16. (P&PD) Establish a P&PD history database for equipment,
supplies, and production.
17. (P&PD) Provide electronic interfacilg for computer graphics.
18. (P&PD) Survey major printing and photography equipment to
determine life expectancy by contrasting current capabilities
w/technological developments.
19. (P&PD) Establish photo morgue.
20. (RECD) Establish standards and procedures to control repairs/
alterations in external buildings.
21. (RECD) Strengthen relationship with GSA and the Corps of
Engineers.
12
SE CM
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OL FIVE-YEAR PLAN, FY 1987-1991 (cont'd)
23. (NBPO) Develop plans and recommendations re NBPO's role in FY
87-88 (joint w/FMD) .
24. (PMS) Publish Procurement Handbook for the Layman.
25. (PMS) Determine whether our negotiated fees and profits are too
high.
26. (PMS) Conduct an educational program "Let the buyer beware --
what are true 'commercial' products and services?"
27. (PMS) Implement contractor-provided, in-house procurement
training capability.
28. (SS) Enhance OL/SS's presentation at OL orientation.
25X1
2oAI
29. (SS) Distribute the new Standard Security Procedures for
Contractors (SSPC) Manual to all contractor security
officers.
30. (SS) Improve present procedures for certifying security
clearances/accesses to contractor facilities and/or other government
agencies.
31. (SS) Study/analyze additional statistical reporting
requirements needed for OL/SS to function and respond more efficiently.
32. (SS) Devise a relocation plan for the move to 1st floor
to ensure uninterrupted service to contractors/Agency components.
33. (B&FB) Develop uniform standards for OL elements to use in
monthly/quarterly budget-review process.
34. (B&FB) Enhance coordination among Finance Officers assigned to
OL elements.
35. (P&TS)- Update/reorganize all OL/TO records.
36. (P&TS)= Input OL employee training records into the LETTS data
base.
37. (ThSS) Plan for move of OL ADP equipment to NHB.
38. (L'4SS) Oversee a review of OL forms. Revise/consolidate/cancel
as needed.
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OL FIVE-YEAR PLAN, FY 1987-1991 (cont'd)
39. (IMSS) Track implementation of information-handling
recommendations made by the OIS audit team.
40. (IMSS) Examine channels and minimize number of categories for
acquisitions/disposal of special-approval items (joint w/SD, FMD, PD, &
PMS).
41. (IMSS) Publicize limitations/benefits of the Claims Act to
eliminate recurring problems.
42. (IMSS) Following ongoing OL ADP review, implement approved OL
ADP recommendations.
43. (IMSS) Study reorganization of OL and tential change of
office name. (This is a project for the 0-D/L)
VII. FY-87 studies.
1. (FMD) Career cognizance over facility management personnel
(i.e., MLS or MLR).
2. (FMD) Contracting out Motor Pool services.
3. (RECD) Development of Engineer/Architect Assistant Program.
4. (SD) Recommended enhancements to ASAPS data base.
5-, (ThSS) Feasibility of establishing an OL ADP training program.
VIII. Established Initiatives
The following are established initiatives that have been approved by
Congress and funded:
A. FY-87 Ongoing Initiatives
1. (NBPO) New Headquarters Building Support.
2. (IMSS) Commercial Logistics Applications Systems (CLAS).
IX. Externally Approved Initiatives
The following are initiatives that have been Agency approved and
externally approved by the IC Staff and the CMB:
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5HCStEr
OL FIVE-YEAR PLAN, FY 1987-1991 (cont'd)
A. FY-88 New Initiatives
1. (OL) Logistics Position Shortfall.
2. (OL) Standard Support Requirements 1988.
B. FY-89 New Initiatives
1. (OL) Standard Support Requirements 1989.
2. (P&PD) Printing and Photography Plant Expansion and Desktop
X. Proposed Initiatives
The following are proposed initiatives that were presented at the OL
Planning Conference in Fredericksburg in October of 1986. These have been
approved by the Director of Logistics for submission to the DDA. The detailed
description of these proposed initiatives are in a memorandum dated
5 January 1987 from the Director of Logistics to the Chief, DDA Management
Staff. That memo is retained in the Information and Management Support Staff,
A. FY-89 Additional New Proposed Initiatives
2. (P&PD) Secure printing.
3. (PD) Industrial Security and Contracting.
4. (IMSS) Barcoding Expansion.
7. (FMD) Scattergood-Thorne Plan.
B. FY-90 New Proposed Initiatives
1. (P&PD) :HQ Auditorium renovation.
15
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otiY'I
25X1
OL FIVE-YEAR PLAN, FY 1987-1991 (cont'd)
XI. Resource Implications
A. The most critical resource constraint is personnel staffing. Since
OL is a support/service organization, OL's capabilities and growth must be
keyed to the requirements and growth of our customers. Personnel increases
are projected as a need in all OL components to enable us to remain responsive
to the increasing requirements, particularly
and in Procurement Division and Real Estate and Construction Division.
B. Funding shortages are projected for the forthcoming period. To the
extent that these shortages delay or otherwise affect capital improvements,
the effectiveness and responsiveness of OL will be degraded proportionally.
XII. Forecast
Five years from now we will hardly recognize the Office of Logistics as
it exists today. World events, changing political climates, Agency
priorities, emerging technologies, and budgetary considerations will all play
a part in shaping the future; but, for the most part, these influences are
beyond our control. The goals and action plan contained in this paper
represent our commitment to shape the future of the Office of Logistics to the
extent that we can, and to orchestrate the objectives, projects, and
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 acrd conducting business through ADP terminals. They will
have to be multi-skilled because, in addition to primary duties, they
will have to interface with complex technologies and almost everyone will
access information through terminals.
2. Because we expect all this from our people, OL is determined to
have a more effective personnel ;management system that promotes career
development and ensures that OL is competitive with private industry, the
Federal work force, and other Agency components. OL will provide more
in-house training, cross-training, and recognition and reward for high
16
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25X1
OL FIVE-YEAR PLAN, FY 1987-1991 (cont'd)
3. In the future, we expect that there will be more emphasis on
contracting for services for some specified job skills and certain
hard-to-fill positions. The key will be to obtain a desirable mix of
staff and contracted services which does not erode good control and
security. There will also be an increase in the use of special teams
such as Allied's Tiger Team and the OL Flying Squad to enable OL to
provide skills needed on a priority basis throughout the world.
B. Space and Facilities
1. By 1990, the Office of Logistics plans to be centrally based in
the New Headquarters Building in a more modern and functional
environment. The Agency's holdings will have been consolidated into
eight compounds, with leases relinquish 7 for the remaining
Agency-occupied external buildings. will be occupied,
and several snifts in the Old Headquar ers Bui ing and the remaining.
external buildings will be completed following the guidance of an
Integrated Logistics Support Plan (IISP) directed by the Office of
Logistics. The configuration management effort to get us there will
involve contracting and design, renovations, furniture and equipment
acquisition and storage, and subsequent moves.
C. Automation
1. Automation will play a key role in shaping OL's future. It will
dramatically alter the way we do business and will result in far greater
2. As part of the New Headquarters Building project, a new secure
digital voice and data communications network will be installed to serve
both the New and Old Headquarters Buildings. Also planned is the
transmission of non-broadcast video and the installation of fiber optics
cabling to meet future requirements for Local Area Networks. Within the
next few years, the Office of Information Technology (OIT) will support a
large range of software products on a family of personal computers (PCs)
that are IBM compatible and capable of emulating an IBM 3270 terminal.
Also, some brand of IBM 3270 protocol terminal(s) will be selected to
productivity from existing personnel resources.
replace the existing Delta Datas.
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VI.J\LW 1
OL FIVE-YEAR PLAN, FY 1987-1991 (cont'd)
3. The Office of Logistics will have an initial operating capability
for the Commercial Logistics Applications System (CLAS) in FY 88. CLAS
will automate the supply and procurement systems for the acquisition of
goods and services. The present Contract Information System (CONIF) and
Inventory Control System (ICS) will give way to CLAS, which will operate
under the OIT-based Corporate Data System. CLAS will handle inventory
management, supply cataloging and requisitioning, vendor payment, general
ledger, and procurement. An automated Form 88 will be available to
expedite processing of customer requests with electronic requisitioning
and approvals. Eventually, we will employ an automated budget
formulation package in real time with accounts payable on-line.
Additionally, OL will develop new applications for barcoding, will place
an operational Field Computer System (FCS) in selected field sites, and
will provide a "computer-to-plate" digital prepress system to expedite
processing of text material to the presses.
D. Security
E. Reorganization
1. At present, the Office of Logistics is embarking upon a study on
reorganization and potential renaming of OL. Charters for the divisions
and staffs will be reviewed with emphasis on examining for overlap of
functions and outdated responsibilities. OL will be more functionally
consolidated following review and recommendations. The Coopers and
Lybrand Study of Agency procurement functions is now complete, and
recommendations that were approved by the Agency will be implemented
during FY 87/88.
2. All OL divisions and staffs will reexamine procedures and develop
plans for improving customer service, response times, and communication.
Reorganization specifics have not yet been fully defined, but it is clear
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SET
OL FIVE-YEAR PLAN, FY 1987-1991 (cont'd)
that the OL reorganization that will ensue will develop under the
guidance of the DA Action Agenda and the priority areas agreed to by the
Executive Committee in October of 1986.
XIII. Milestone Charts for Directorate-Level Objectives
Attached are milestone charts for the FY-87 Directorate-level objectives
listed in section V.A. of this Five-Year Plan. Milestone charts for all FY-87
office-level objectives listed in section V.B. are retained in the Information
and Management Support Staff, OL,
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Level of a)jective: X Directorate, Office,
Of f ice: III)
Title of (J)jectiv~: ll~v.lup G~inprehensive ILSP for the HQS
Itesfxn..ihle officer:
SiTnificant funding Ankiun1
['Y heginnin1 X 1 Oct ()r lUit ter End my
AmvvriE.,-;- PLANNED
It.. WVelop ILSP master relocation schedule
I'. I),v.llop waste ,tislx)sal plan
I i . Ii ize ;I1:; parking concept
FY 87
31 Dec, 31 Mar,
Division/Staff
30 Jun, 30 Sep
Quarter 1 Quarter 2
1 OCT NW DE]C JAN FEB MAR
01 I 1 I I
Category: B (essential)
0 - Scheduled
X - Actual
Quarter 3 I Quartet -1
APR MAY .JUN JUT, ALIG SL?:I'
I.1. Wr i to nkA.~ ter urwe plan
I S. lX ter.nine Fit-up plan for NIB
10
Ir,. I1 veLop revised translx)r tat ion schedule
10
I1. Develop revised courier schedule
10
I8. [Ave lop supply room a)ncept
19. Ik?velop nkwe check 1 i:,ts
I
0
1
I
1
1
11O. Write I?)nployee hove Ilan llxx,k
11. Finalize curnlxx)ent ukwe rctiluirements
(more on pg. 2)
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L.'vc1 of Ul,jective: X Directorate, Office Division/Staff
Ol I ice: I'PI)
Title uI (1)lectivc: -yratt-N] logistics Support Plan (ILSP)
STAT HeSpolI:;i1)1e ()I t icer:
S i,ln i t icon t Fund i rn] An-uun t : $ FY 137
FY VeJ inn irnl X 1 Oct ot )u rr ter I:nd my 31 Dec, 31 Mar, 30 Jun,
I Quarter 1 Quarter 2
_ Al"l'iVl'l'l l::. 1111rJrJla) I OCTINOVIDOC I JANIFEBI.MWR
112. Duvelc)1) VII "4aster Ilan
Ill. D velop 11111 Operations Plan
I l 1 . ket isle o Brit ions procedures for UOS comlx)und
I15. hold inter-directorate working group ;ntys
0 - Scheduled
30 Sep X - Actual
Quarter 3 Quarter -J
APRIL YIJUN I JULIAUGISI?:I'
0 1 I I I I
0! 0 1 0 1 0 1 0 1 0 1 0 1 0 1 0 0 I 0
16. Visit/grief moving comix)nenis I I I 10
I I I I I I I I
1O I 0 1 0 1 0 1 0 1 0! O I 0
I I I I I I I I I I I I
I I I I I I I I I I I I
I I I I I I I I I I I I
I I I I I I I I I I I I
i I I I I I I I I I I I
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Lov~21 of (i)jective: A Directorate, Office, Division/Staff
of f icy t'r9~ Category: li (esscnt i a I
Title ul (X,jec.tiv r: 4-ickt ill & Upyra,le old headquarters Building (OIIB)
ketilx~n~i:) le Ott icer:
Significant Funi1n-l Mnx.rnt: FY 37 0 - Scheduled
FY beginning X 1 Oct or loaner Ending 31 Dec, 31 Mar, 30 Jun, 30 Sep X - Actual
1. E:;tabll-h f(Val I1oinL iu- directorates for
d i_;cu:~:. my backf ill owners.
2. 1:- J' 1 i:.h ura:,tc,r schedule for back t i l 1, space
rtrnuvatiurr, ,nd utility upgrade project
thr,,uylr 1'11a..;I I of conStrucL ion
3. L-ibl iLih rehab ccx-)rdination group for
pro jest (IICS/OL, Operat ioni/OL, Safety
Staff, OI't', Allied, LISP).
Quarter I Quarter 2 Quarter 3 Quarter 1
OCT NCW DEC 1 JAN FEB MAR 1APR MAY JUN JULIA Ur :3 11
4. Working with directorates, reach agreement
on wlro is staying in 0111, who is leaving C1tlB,
and office-level square f&x3t requirements for
Ollu when everyone who will ultimately reside
here is on board. Thi.; will be put under
the Configuration Management control.
5. Develop preliminary r.rexieIs of options for
sequencing space renovation and backfill
(see note).
G. Develop preliminary ousts for the space
renovation options (see note).
17. Decision on extent of space rehab (see note).
I
I
I
I
I
I
I
I
I
I
I
I
10. Working with directorates, reach agreement oni
I
I
i
I
I
I
I
I
I
I
I
I
final space reallocation/office consolidation) I
I
I
I
I
I
& put under Configuration lianagernent control.I 0 I
I
I
I
I
I
(more on pg.
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Ottice:
Title of (1 )jcctiv' :
Ileslx)n5 it) 1u Ott i ce r :
U?vc l of (1) ject ivu: X Directorate, Office, Division/Staff
ILickI I I I & Ulrlrade old Ileadgluarters Building (011B)
S iyn i f icon t funding Amount: FY 87 0 - Scheduled
PY buy inning X I. Oct or ~u,ar ter Ending 31 Dec, 31 Mar, 30 Jun, _ 30 Sep X - Actual
1 9. Cowl,lete levelt5prnerit of Ot'f, OS, and safety
1 construction requirements and put under
I Configuration control
lo. Sul,mit prut.~rred phasing alternative for
.Icci,ion and ,;ubinit to A/E. I I I I I 10
Ll. Submit scope- of work to A/E and begin
building survey.
01
112. Complete IIVAC study (see note) . I I I I I I 10
13. Working with directorates complete comix-)rent
individual design requirements for Phase I
design effort.
14. Complete building standards (see note).
10
115. A/E f irm co,nplete:3 review and assessment I I I I I I I I I I I
1 of IICS planning data. I I I I I 10 I I I I I
I I I I I I I I I I I I I
116. G.xnplete outline of engineering rehab plan. I I I I I I I 10
I I I I I I I I I I I I
117. Provide firm recommendations and cost I I I I I I I I I I I I
estimates for utility upgrade. I I I I I I I 10 I I I I
I I I I I I I I I I I I
118. A/ E begins design drawings for phased const. I I I I I I 10 I I I I
I I I I I I I I I I I I I
119. Decision on extent of utility upgrades
I I I I I I I I I I I
(aee note) 0 I I I
(more un pg. 3) -2-
AIIMINISLI AI'IVIi - IN1 RNAL. USE ONLY
Quarter 1 Quarter 2 1 Quarter 3 Quarter -1
OCT NOJ D JAN FEB MAR APR M4Y JUN JUL AUG SI:1'
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Level of (l)jective: X Directorate, Office, Division/Staff
01 Cia.
Title uI (JI)Ieettv(2:
Re Ixn_~it~le 01I icer:
Sign i 1 icant E'undiuy AJlklunt:
FY '37
!'Y heyinnin j X 1 Oct )t ~u.u ter Ending
tiackfill and Upgrade Old Headquarters Buil:iiny ((11U)
0 - Scheduled
31 Dec, 31 liar, 30 Jun, 30 Sep X - Actual
I Quarter 1 I Quarter 2 Quarter 3 Quarter 4
WTIVITII'IANNI:u I OCT NOV DE)v JAN E'ER !'$.R 1 APR l'cY JUN JUL AUG [`;I?I'
11
A/I: I,e.jM:; deiiyn drawings fur utility
ulxjrade.
21. A/ L?' a)mplete_; ccn:itruct ion ?Jrawinys for
Phase 1.
22. (omplete government review of phase I
cun:itruction Irawinys.
123. construction bid packaye out for Phase I.
124. Cntruction managers on hoard IICS.
(see pg, 4 for notes)
-3-
AIt1INIS'IRIV'IVIi - 1N1'[i E (1NLY
I I
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tIOI'GS:
5. Will include ealeterLa and BDIR expansion even though these items are presently funded outside
backfiIt and may be managed separately. Work on this objective begins with our perception of what the
final allocation of space should be and then works backward from that point to determine how to get there.
Drivers will be office ci;olidation and moves out of the new building. Vacated space will be used for
intermediate uk,ves of reoidenL to allow huge chunks of space to be renovated. We will work with
directorates on this.
C. We have already dev Iupe.l a c:)st model which can be applied to the space rehab options. This motel
is constructed ty,support the budgetary decision process, allowing discrete items to be selected in or out,
depending on the extent of rehab des ir`d/af fordable.
7. ~_:onducted by 1'M;'/ti iyineerinj on electrical capacity, energy conservation, and the powerhouse
rill he w:npleete:I in the December/January period. The all-important NJAC study will not be completed until
Apt I. tk~netheless, !)y February we should have sufficient grasp of the utility upgrades needed to render
l,)ssi:ble decision on the split of funds between central system upgrade and office and computer space
iehal~. Ixucision is re luired at this point to comply with budget call.
12. -ICS is prov id i ny project manager for this.
14. 'this includes the ceiling/lighting standards previously submitted by Design Branch as a project.
11). wfer to note 7. play require adjustments to budget submission.
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L!v~--L cif (Y)jective: X Directorate, Office, Division/Staff
-)f f ice: F:41)
`Title of (3)jective: I?:xlrarnl IQ) Cafeteria in phases commensurate with
;x)lwlation growth during IIQ oumpound consolidation.
Responsible Officer:
Significant Funding Amount:
31 Mar, 30 Jun, 30 Sep
VY bey inn my X 1 Oct ur ')oar ter End my 31 Dec,
AC'1'I V I'T I E:; I' LANNI.D
1. Brief D/L shout project background & scope
I))'f ine scojx~ of AE services
1. :elect AL
4. Atari AE contract
5. Develop operational requirements for Cafe &
CU, evaluate alternative ouncept..i, estimate
budgets, schedule project phases, project
roaster plan
u. Agency review/approval of concepts, budget,
schedule
1 7. Final design dwys/slxres f/project phase
I 3. Order furniture for each phase
I
I 9. Onstruct phases of the project during
Dec 1937 to Nov 19013
Category: 8 (essential)
0 - Scheduled
X - Actual
Quarter I F Quarter 2 I)uarter 3 Quarter 4
OCP I NOU DID JAN I FEB MAR APR MAY JUN JUL AIIG SEP I
0I
0I
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
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Level ,f (1)Jective: X Directorate, Office, Division/Staff
")I 1 ices:
Title )1 (1)jtctiv,':
Ia~sl),nsible (t f ic,-r :
I:x,).111.1 I:I)R to Meet New Poi)ulation at Headquarters
Significant Funding /Uuouikt:
1'Y bey innin j X 1 Oct of
1. Define _?vape of AI; ->('rVice:;
FY 97
1;'l Id i ny 31 Dec,
3. Ikrvel.'I) tltr~i )n 0oncel)t3, oonf iyuration of
ax,kin(j, Serving, 3toraye, dining areas;
pr.) ject [)halin(j to sul)Ix)rt operation-3
an.] budget
4. Agency approval of concepts and budget
5. Construction .lrawings, specifications,
final design (August 19:37 tliru
Febr u,a r y 1988)
e. Construction of new kitchen space, new
dining room start late is L!!3Liinated early
1939; dependent can C]llts back f i l l schedule
Category: B (essent-ial )
0 - Scheduled
31 Mar, 30 Jun, 30 Sep X - Actual
Quarter 1 IQ Quarter 2 1 Quarter 3 Quarter 4
CCT NO/ DEC JAN FEB MAR 1 APR MAY JUN 1 JUL AUG `_,
AIX11NlS'I'ItA'I'IVI/INFIiItIVAI USE ONLY
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ADMI N I ' ' - PERNAL USE ONLY
Level of Objective: x Directorate, _ Office, _ Division/Staff
Office:
Title of Objective: Develop an Automated O&M Program for the OHB
STAT Responsible Officer:
STAT Significant Funding Amount: FY 87
FY beginning X I Oct or Quarter Ending 31 Dec,
Category: B (essential)
0 - Scheduled
31 Mar, 30 Jun, 30 Sep X - Actual
I I Quarter 1 I Quarter 2
ACTIVITIES PLANNED I OCTINOVIDEC I JANIPEBIMAR
I I I I I I I
11. Study Phase (Operation 6 Maintenance Plan) 0 x
I
I I I I I I I
12. Develop System Requirement Document 1 0 0
( Phase I (Power Plant) 1 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
17. Syska & Hennessy Interface (Power Plant) I I I 0 0 1 1 1 1
I I I I I I I I I I I I I 1
18. Implement Phase III (New Building I I I I I I 1 I 1 0 Jan 88
Operation ` Maintenance) I I I I I I I I 1 I I I
Building) I I I 1 I I I 1
I I I i I I I I 1 I
Quarter 4
JULIAUGISEP
I I
I I
16. Implement Phase II (Original Headquarters I I I I I 0 0
_Quarter 3
APR MAY JUN
15. Implement Phase I (Power Plant) I I 10 0
I 1 I I I 1 I I
13. Develop System Development Plan 0 0 I I I
I (Power Plant & Original Headquarters Bldg) I I I I I I
I I I I I I I
14. Develop System Requirement Document I I 10 0 I
I (Phase II Original Headquarters Building) I I I I I I
I I I I I I I
Implement Syska & Hennessy
I I I I 1 0
I I I I I I I I I I I I I I
I 1 I I I I I I I I 1 I I 1
I I I I
I I I I
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30 December 1986
Office: Ol./PMS
Objective Statement: Coopers and L brand Implementation
STAT Responsible Officer: Chief, PMS/OL*
Significant Funding Amount: S FY 1987
Quarter Ending:
O - Scheduled
X - Actual
Activities Plopped
Quarter I
Quarter 2
Quarter 3
Quarter 4
OCT
NOV
DEC
JAN
FEB
MAR
APR
MAY
JUN
JUL
AUG
SEP
I
Action Officer
Chief, PMS/Ol.:
Clarify role
0
Augment staffing
Improve contract data
0
0
Standardize file formats
0
Improve CONIF data
0
Establish competition goals
0
Enhance contract officer role
0
Emphasize price/performance criteria
0
Improve acquisition planning
Obtain pricing expertise
0
0
Chief, PD/OL:
Realign six teams
0
Expand team authority
0
Consolidate two teams
0
Establish two teams
0
Add settlement and review functions
0
Chief, PMS/DS&T:
Expand team authority
0
Add settlement and review functions
0
Chief, CS/OD&E/DS&T:
Add settlement and review functions
0
Reduce letter contracts
0
Chief, L&PLD/OGC:
Define legal authorities
0
*Chief, Declassified in Part -Sanitized Copy Approved for Release 2012/08/28: CIA-RDP91-00058R000200280022-5
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I) I IZUTORATE LEVEL
ul 1 .. .- UUA/111 /1'&VO
111.1?-.II,u ZtsIt;wcnt. IMNLLMLNI 'LUMI'UILI IU 1'LAIL LUNLLI'I UV UIUIIAL 1'NLIUL? :bYtjLM
kc:.l .. ~~.:, 11.1. llt t scut
1pJl. 1I I. a..,l 1 unJ I..y Aun.unl t Y tI/
4?.d. I c. I n.111.J.
ul 1 1 (M I III . 11.111 111 . I ,1 111'., l11 1111.1 I Al I'lll l'ItL 7:.~,
al 1.1 111../14.1. lu IIAIIIIWANI /.Ut IWAHI III I Il'1LNl ILA
.. n? I I ~I lids 1141 I AM AVAI I AM t 1'kt111ll1 I~, IU LUIIHI LI
UI 1 1 1 1 ill 1 1
..I II HM11.1 1'14111.11. 1 11,1 . AI'A1111 I I It lit 111Nk1-NI
'.I - I t M vl 11 .11'1 1'14U11111 11111 11t 11111 kl Ml 1I :,
a 1111/1111 IA,h 11, IAhI AIIVAIIIAI.L 111 :.Y;.I IM
1 AIA1111 1 1 11
111 I1 hM1Nl AUUIIIIINAI I~V'11M kLL1111 k1 MLNl ~.
II 11 Ilu I,, 1 a.l
A ALtual
Q..ol ter I 4ual ter "L I Uuartel j
I I -I- ---I- I I I I
ULI I NOV I ULC JAN hLtl I MAN I APN I MAY JUN I Jill
- I -- - I---- l- ---- 1 1
I I 1 I I
I I I I I
I I I I I
I I I I I
I I I I I
I--- 1 I
duos tell
A111. I ,1 1'
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 Declassified in Part - Sanitized Copy Approved for Release 2012/08/28: CIA-RDP91-00058R000200280022-5
[A--V-'l of Ohject i VI: X Directorate, Office, Divisicn/Staf f
Office: Procurement Division, O[.
Title of t)hject i : Rest nictun- Procl*rmment Organizaticn lb Iiplenent Changes Recommended by Qoapers &
STAT Respcnsihle Offia-r: I ?I C/PD/Cf.
S iq ni f i cant FLnj i nq Amount : FY 87
0 - Schad ed
FY heginninq 1 Oct or Quarter t?'iilinq 31 Dec, 31 Mar, 30 Jun, 30 Sep X - Actual
n 0
N'T TV rr IES PLANNF1)
Quarter 1 I Quarter 2 1 Quarter 3 Quarter 4
OCI' NDV 1 X 1 J AJ FE MAR APR P Y JUN 1 JILL NJG SEP
Complete R e vi ew of Proc i n meat Di vi s i cn Work load I I 1 0
I Deci de Nature of Procurement Actions 'ib Be
I Processed try External Teams
I
Prepare New Procurement Charters Fb r Teams
I
I Prepa re Ctha rter for IL Internal Teams
of
Advise Carponents of Staffirq Requirements I I I I 1 0
Camplete Assignment of Fbrsamel I I I I 1 0
I I I I I I I I I I I I
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 Declassified in Part - Sanitized Copy Approved for Release 2012/08/28: CIA-RDP91-00058R000200280022-5
Directorate Level
Office: OL/KI FS
Objective Statement: Recruit candidates for OL employment in Nfficient nu>rs to X - Actual
th
ff
at o
ice is at ceiling on
STAT Responsible Officer: insure
30 September 1987
Significant Funding Amount: $ FY
Quarter Ending:
Activities Planrssd
Ouartw I
- -
OCT NOV DEC
Ouariw 2
--. -- ---- --
JAN FEB MAR
Ouartw 3
----
APR MAY JUN
Ouwtet
JUL AUG SEP
Actively recruit and systematically track
OX
0
0
0
professional, technical, clerical and wage
candidates for eventual EOD in OL. D/L will
be briefed regarding in-process and
pre-process on a regular basis when in-process
priority lists are developed.
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 Declassified in Part - Sanitized Copy Approved for Release 2012/08/28: CIA-RDP91-00058R000200280022-5
Level of Objective: X Directorate, Office, DivisiorVStaff
Office: RECD
Title of Objective: Unlisted Objective
THE MILESTONE CHART FOR THIS OBJECTIVE IS ON FILE IN OL/IMSS
STAT FOR INFORMATION CONTACT BOB, JOHN, OR MARIE
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 Declassified in Part - Sanitized Copy Approved for Release 2012/08/28: CIA-RDP91-00058R000200280022-5
J1J.,2tr;1'
OL FIVE-YEAR PLAN, FY 1987-1991 (cont'd)
Distribution:
C/F '1D
C/PD
C/P&PD
C/RECD
C/SD
C/NBPO
C/B&FB
C/IMSS
C/Pl.
C/P&TS
C/SS
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 Declassified in Part - Sanitized Copy Approved for Release 2012/08/28: CIA-RDP91-00058R000200280022-5
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 Declassified in Part - Sanitized Copy Approved for Release 2012/08/28: CIA-RDP91-00058R000200280022-5
29 July ] 986
MEMORANDUM FOR: Deputy Director for Administration
Associate Deputy Director for Administration
25X1 FROM:
uirector o Logistics
SUBJECT: The Director of Logistics' Action Plan--1986/1988
REFERENCE: Memo for DCI/DDCZ from DDA, dated 27 June 1986,
Subject: The DA - An Action Agenda
1. As you are aware, the Office of Logistics (OL) has a
very structured MBO and planning process. -Although these
mechanisms are valuable management vehicles, they are inherently
flawed by constantly changing priorities and by the glaring
absence of our extensive support to the Agency's more sensitive
activities. Taking the lead from the DA Action Agenda, as
outlined in reference, I think it might be of mutual benefit for
me to posture what I believe to be our priorities over the next
two years in order to ensure that we are on the same wave
length. For the purpose of this paper, I have divided our
efforts into the following categories:
Group
A -
Critical
Group
B -
Essential
Group
C -
Important
2. The operational activities included in Group A
(frequently involving life and death) are, I believe, in
alignment with the Agency's overall priorities--our finest
logistics efforts are required for the successful achievement of
these objectives, all with the same degree of priority:
S E ,C E T OL 0032-86
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 Declassified in Part - Sanitized Copy Approved for Release 2012/08/28 : CIA-RDP91-00058R000200280022-5
SUBJECT: The Director of Logistics' Action Plan--1986/1988
3. Within Group B are those activities wherein logistical
support is essential but the significance of these activities are
clearly several degrees less than those within Group A:
c. facility management activities involving the
consolidation of Agency holdings by 1989/90 to eight
compounds, as outlined in reference;
d. the New Building construction project;
e. the successful execution of the Integrated Logistics
Support Plan covering the smooth transition into the
Headquarters compound; and,
4. Group C encompasses objectives that pertain to
sustaining and improving essential OL mission capabilities.
While these activities are important, they are clearly less
significant than those listed above. The objectives are less
time critical, and our resources devoted to them can be adjusted.
with respect to both time and allocations:
a. the implementation of the Coopers and Lybrand
Report;
b. the review and revamping of ADP support within OL;
c. CLAS;
d. strengthening relationships with GSA and the Focal
Point systems;
e. clarifying FOCI;
2
S E E T
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SUBJECT: The Director of Logistics' Action Plan--1986/1988
h. the reduction and/or elimination of nonessential
logistics activities;
25X1
25X1
i. the expansion of P&PD; and,
j. the pursuit of our "image program," both within and
outside OL.
5. It is ironic that a large share of our manpower
resources are devoted to the objectives contained in Groups B
and C--those areas in which we will take the most "hits" from our
customers. While we will obviously attempt to do our best in all
of the activities in these two groups, we are prepared to take
some "hits" in these areas for the sake of those activities in
6. Overriding all of the above, is our emphasis on OL
employees. In this regard, I intend to continue the fine efforts
initiated by my predecessor with respect to personnel management,
as orchestrated by the Logistics Career Board and the rotating
evaluation/promotion panel system. We will continue with our
comprehensive review of all OL training programs to be concluded
in the fall of this year. Every effort will be made to pursue
our participation in the CT program with both internal and
external candidates. We will also enhance the Supply Officer and
Contract Officer Internal Training Programs. To the extent
feasible, we will cross-train OL personnel so that they are
skilled in mote_ t-b _on discipline. `C a P&PD "Flying Squad" is
-
an example of our efforts in tFi
is" regard. ) We plan more
management has not been exercised over the procurement work force
for a number of years--I intend to reverse this trend over the
next 12 months. Finally, I intend to establish a meaningful plan
for the career development of OL middle/senior managers of the
future, both in terms of training and assignments. I will submit
this plan to you in detail for approval by the end of this year.
FMD. Further, we welcome rotational assignments of OL personnel
in other components of the DA and beyond. We intend to sustain
our recognition ofoutstanding employees by initiating awards,
QSI's, etc. It is my observation that cohesive personnel
cross-training with respect to WG employees
7. After I obtain your concurrence, I intend to share this
plan with OL senior managers.
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SUBJECT: The Director of Logistics' Action Plan--1986/1988
CONCUR:-*
F 6t5 I u co
Lut y Director tor minist ion Date
V0
4
S E C R E T
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.. v ...,,., IaV/I
MEMORANDUM FOR: Deputy Director for Administration
Associate Deputy Director for Administration
25X1 FROM:
SUBJECT:
REFERENCE:
Director of Logistics
Status Report on the Director of Logistics' Action
Plan 1986/1988
Memo for DDA and ADDA, dated 29 July 1986,
Subject: The Director of Logistics' Action
Plan--1986/1988
1. Reference memorandum (attached for your convenience)
outlined an action plan for the Office of Logistics (OL) to cover
the period 1986-1988. This is the first progress report
concerning that plan. Beyond the activities addressed in this
paper, OL has persisted in providing a high level of "routine"
logistics services in the areas of supply, procurement, facilities
management, and engineering/real estate as well as printing and
photography.
OL 0008-87
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 25X1
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25X1
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All of the space issues have a serious adverse impact on our move
into the Headquarters Compound, all decisions relating to external
buildings, the backfill effort, and indeed who is ultimately going
into the New Building. To resolve all of these unsettling issues
and to put our space planning back on firm ground, taking the new
realities into consideration, I have established a Space Task
25X1 Force within OL headed by Within the next two
months, this group will be working on an updated space allocation
plan for your concurrence.
d. While we have some snags from time to time relating
to the New Building construction project, they are, in my
view, no more serious than those encountered on any large
construction effort. In short, this effort is pretty much on
schedule and at cost (and hopefully below).
e. We are beginning to move out smartly with the
execution of our Integrated Logistics Support Plan (ILSP).
Given the space frustrations outlined above, however, we can
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only go so far. I am pleased with our efforts to date. As
we close in on the actual move, we are indeed getting the
customers' attention and cooperation. At this point, I do
not see any insurmountable problems on the horizon. You have
recently heard a detailed brief' our planning for
25X1 "Backfill" in the OHB. has done an outstanding
job; I only hope that senior Agency management can see the
wisdom of our recommended course of action.
occurred in this area. I hope to see much more progress in
this area during the next three months. We have issued an
edict requiring that all personnel assigned to this component
take the Ops Familiarization Course, as well as Ops Records I
and II. (This mandatory training must also be taken by the
folks working on the management of safehouses.)
4. Our objectives in Group C, although less critical than
those discussed above, are nonetheless important.
division chiefs for further review and discussions to be held
late this month. This action is being undertaken along with
our review of the entire OL organizational structure.
provide us with their review of our ADP organization and
activities. Their report has been distributed to the OL
a. We have had
b. We have now just about briefed the entire world on
the implementation of the Coopers and Lybrand
recommendations. Several recommendations have already been
implemented (e.g., review of decentralized teams; initiatives
toward increased competition, enhanced procurement training,
etc.). Now comes the more tedious and difficult
part--establishing new teams, increasing delegations to
decentralized teams, and reconfiguring Procurement Division).
c. I think you are pretty much up to speed on CLAS. Our
commitment to IOC in October 1988 is firm.
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d. We have simplified the FOCI process. New procedures
have been enacted and seem to be working with Chief of the
Industrial Security Staff as Chairman of the FOCI Board and
with the Directors of Security and Logistics only involved on
an exception basis. I've received no negative vibes with the
new procedures.
d. We have a long way to go vis-a-vis strengthening our
relationships with GSA and the military. Heavy workloads
have hampered our efforts, but we will continue to push on
this item.
g. We simply have not made much progress on the
reduction and/or elimination of nonessential logistics
tasks. I am especially interested in streamlining the way we
do our business. Not much positive results that I can report
at this time. If we do not get a better focus on this soon,
I am seriously thinking about establishing an office-wide
task force to pursue this objective.
h. You know where we stand regarding P&PD's expansion.
Going back to Hank's tenure, we have to put more effort in
moving totally unclassified work in the film duplication area
outside of Headquarters. This is being pursued with vigor!
i. Our image program continues at a fair pace, primarily
through the visitations by OL senior officers to all Agency
components.
5. Our most important goal which exceeds all of the above,
is to make the Logistics Career Service the best in the Agency.
Toward this end, a substantial amount of time and effort is being
expended by the Logistics Career Board and our evaluation panels.
Our comprehensive review of training pertaining to Logistics
careerists is in its final stages--new courses are being closely
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monitored, and a training catalogue for OL should be published in
a matter of weeks. This initiative will require constant
attention by our training officer. The OL Mid-Career course has
been expanded beyond wage-grade employees--a very successful,
worthwhile effort. We have just about finished our individual
interviews with all GS-14 and GS-15 officers as the first step
toward constructing a realistic succession plan which will be
submitted to you in about three months. We have taken advantage
of rotational assignments elsewhere in the DA and the Agency; we
need more opportunities, especially at the SIS and GS-15 level.
We also need to place more mid-level and senior officers in senior
schools. A cohesive procurement subcareer service is starting to
take shape--we still have a way to go. We have very viable,
sustained training programs for Supply, Procurement, etc., and we
continue our heavy participation in the CT Program. The Supply
Officer and Procurement Officer Intern Programs have been
revamped. The Logistics Management Development Program needs more
publicity. We are selecting more individuals for full-time
academic sponsorship.
With all of the above efforts, we still have some
frustrations in cross-training of wage-grade personnel and in
communicating our concerns and plans for personnel/career
management to all levels of OL. In order to improve these
communications efforts, we continue to convey the message orally
at every opportunity. We will also develop a written message
personalized for each OL employee on the order of the statement of
pay and benefits package disseminated annually.
Finally, we have what I believe to be a very effective review
procedure for all OL employees who are completing their three-year
probationary period.
6. As you are aware, we have begun a major effort in
reorganizing OL--to do this right, I need several more months of
deliberation before arriving at an organizational structure which
will take us through the 1990's. And it will probably take about
a year to implement this comprehensive change.
7. In the immediate future, we are embarking on some new
initiatives concerning an update of the Agency's space planning; a
proposed space requirement validation procedure; and possible real
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estate contract reviews by the Agency Contract Review Board. I am
available to discuss any of the above items with you in detail, at
your convenience.
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