OFFICE OF LOGISTICS FIVE-YEAR PLAN FY 1987-1991

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP91-00058R000200290019-8
• Release Decision: RIPPUB
• Original Classification: S
• Document Page Count: 38
• Document Creation Date: December 23, 2016
• Document Release Date: August 23, 2012
• Sequence Number: 19
• Publication Date: March 6, 1987
• Content Type: MEMO

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MEMORANDUM FOR:
25X1
25X1 FROM:
25X1
Chief,
Chief,
Chief,
Chief,
Chief,
Chief,
Chief,
Chief,
Chief,
Chief,
' 6 MAR 1987
New Building Project Office, OL
Personnel and Training Staff, OL
Procurement Management Staff, OL
Security Staff, OL
Budget and Fiscal Branch, OL
Facilities Management Division, OL
Printing & Photography Division, OL
Procurement Division, OL
Real Estate & Construction Division, OL
Supply Division, OL
Chief, OC-OL/Information 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
the past several months.
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OFFICE OF LOGISTICS FIVE-YEAR PLAN
FY 1987-1991
PREPARED BY THE INFORMATION AND MANAGEMENT SUPPORT STAFF/OL
DECEMBER 1986
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OFFICE OF LOGISTICS FIVE-YEAR PLAN
FY 1987-1991
Page
I. Introduction 1
Goals 2
Assumptions 3
IV.Action Plan 6
V. FY-87 Objectives 8
VI. FY-87 Projects 11
VII. FY-87 Studies 14
VIII. Established Initiatives 15
IX. Externally Approved Initiatives 15
X. Proposed Initiatives 15
XI. Resource Implications 16
XII. Forecast 16
XIII. Milestone Charts for FY-87 Directorate Level
Objectives 19
sEcRer
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25X1
OFFICE OF LOGISTICS FIVE-YEAR PLAN
FY 1987-1991
I. Introduction.
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 s stems, and cross-training and ongoing motivation of
25X1 our personnel.
The purpose of this plan is to assign OL's organizational priorities,
ensure that emphasis is placed on those activities where it is most needed,
and direct our resources for the years 1987-91 in such a manner as to increase
OL's productivity while strengthening our service orientation and our
25X1 responsiveness to the many users of OL support.
25X1
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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
25X1 qualifications, personal standards, and job performance.
B. Service. Provide high-quality service in a timely, efficient,
professional, and courteous manner; encourage innovative, imaginative
approaches to task performance, decision-making, and problem-solving; and
maintain or, where possible, improve responsiveness through better planning,
earlier and more thorough coordination, enhanced teamwork, high employee
25X1 morale and motivation, and heightened productivity at all levels.
C. Use of resources. Maximize the effective use of current resources
and upgrade/expand capital resources so as to ensure that intelligence
products are provided and support rendered in the most timely and efficient
25X1 manner possible.
D. Cost efficiencies and productivity. Exploit the potential for
increased cost efficiencies, productivity, and responsiveness by maximizing
the use of automated systems, delegating authority and responsibility to the
2
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WI-NET
OL FIVE-YEAR PLAN, FY 1987-1991 (cont'd)
most appropriate levels, encouraging the participation of OL employees in
decision-making processes, and adopting appropriate cost-saving,
efficiency-enhancing programs undertaken by other government entities and
25X1 private industry.
E. Work environment. Strive to improve the working environment of all
Agency personnel while recognizing our responsibility to use space and
facilities effectively and efficiently. Give special attention to providing a
clean, safe and comfortable workplace and minimizing the disruption to
personnel and operations during the new construction modifications and
25X1 occupancy of the New Headquarters Building and the Old
25X1 Headquarters Building.
F. Planning. Enhance general efficiency and responsiveness by earlier
planning for both customer requirements and staff/division needs; continue to
emphasize disaster and emergency planning; and develop procedures for
25X1 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
25X1 operational programs, and moves into the New
25X1 Headquarters Building (0B) . Those
requirements will bring concomitant demands for additional space and
personnel, and the need for automated packaging systems and mechanized
storekeeping equipment.
3. Automated systems must be fully and efficiently utilized to
receive and process customer requirements; track customer requests,
inventory stocks and materiel movements; provide the status of various
work projects; control space configurations; and perform a multitude of
other functions that support logistics activities. As requirements for
Logistics Officers grow, ADP systems must be developed to assist them.
To obtain the optimum use of these systems, OL must develop greater
expertise in ADP. This can be accomplished by retraining selected
personnel in OL disciplines, recruiting people with the requisite skills,
and/or obtaining personnel on rotational assignments from the Office of
Information Technology. Also, OL must improve computer literacy and
25X1 understanding for all its people.
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histaisr
OL FIVE-YEAR PLAN, FY 1987-1991 (cont'd)
B. Financial resources. Current prospects for the logistics budget
indicate that its growth will not be proportionate to the growth in demand for
goods and services. OL can anticipate little if any resource augmentation
from new initiatives for FY 87 other than the Standard Support Requirements
25X1 (SSRs).
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
25X1 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
25X1 training efforts.
3. The personnel ceiling will remain relatively stable in FY 87;
however, additional positions will be required in FY 88, 89, and 90. The
types of OL positions, distribution of skills within OL, and training
criteria for OL personnel will need to be realigned. These changes will
be necessary to enable OL to provide maximum responsiveness to unique
worldwide Agency logistical support requirements, particularly in
procurement and real-estate and construction activities and in central
25X1 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 0 ovide
25X1 the skills needed on a priority basis throughout the world.
D. Space and facilities.
1. With increased materiel requirements, changing work environments,
and the spread of advanced technical and automated systems will come
increased demands for space. These needs will be partially but not
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25X1
25X1
25X1
OL FIVE-YEAR PLAN, FY 1987-1991 (craned)
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
25X1 expanded powerhous
buildings, together with the more direct management and control of
facilities operations, space, and systems, will begin to have a
25X1 beneficial impact.
3. By 1989/90, the Agency's holdings will have been consolidated
into eight compounds, with leases relinquished or terminated for the
25X1 remaining Agency-occupied external buildings.
4. Occupancy of the Reston complex and the New Headquarters
Building, and the resulting shifts in the cad 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 and efficient manner.
E. Procurements. Pressure will mount to improve the Agency's
competitive procurements, in compliance with the Competition in Contracting
Act of 1984, and the percentage of contracts awarded to small businesses, as
well as to enhance industrial security of contractor personnel and
facilities. The latter will entail more frequent and/or more effective
security inspections. In addition, the numbers of cases brought before the
Agency Contract Review Board will increase, as dollar values of procurements
escalate over the next five years. And security concerns will make it.
increasingly vital to establish a viable policy for identifying companies
under foreign ownership, control, or influence and for addressing the problems
related thereto. Implementation of the Coopers and Lybrand recommendations
25X1 will result in a restructuring of the procurement organization.
25X1
25X1
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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25X1
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, andE?nhance
25X1 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
25X1 systems for information handling will have to be improved.
3. Cost efficiencies for the production of information must be
realized through automati .oint OIT/OL initiatives in consolidated
25X1 output media facilities.
25X1
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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OKA...AE.11
OL FIVE-YEAR PLAN, FY 1987-1991 (coned)
action,
achievement of these objectives which center on covert
25X1
operational support, and counterterrorist group activities.
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:
25X1
the consolidation of
c. Facility management activities involving
Agency holdings by 1989/90 to eight compounds.
d. The New Building construction project.
e. The successful execution of the Integrated Logistics Support
Plan covering the smooth transition into the Headauarters compound
25X1
4. Group C encompasses objectives that pertain to sustaining and
25X1
improving essential OL mission capabilities. While these activities are
important, they are clearly less significant than the critical activities
in Group A and the essential activities in Group B. These objectives are
less time critical, and OL resources devoted to them can be adjusted with
respect to both time and allocations. The following are highlights of
important Group C objectives which OL will pursue during FY-87 and FY-88:
a. The implementation of the Coopers and Lybrand Report.
b. The review and revamping of ADP support within OL.
c. CLAS.
d. Strengthening relationships with GSA and the Focal Point
systems.
e. Clarifying FOCI.
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 (coned)
being planned with respect to WG employees at LOC and in the Facilities
Management Division (FMD). Further, OL will encourage rotational
25X1 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/senio
25X1 managers of the future, both in terms of training and assignments.
25X1
25X1
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
(ILSP) for the HQ Compound consolidation.
2. (aff)) Backfill and upgrade the Old Headquarters Building (OHB).
3. (FMD) Expand HQ cafeteria in phases commensurate with population
growth during HQ Compound consolidation.
4. (ET4D) Expand EDR to meet new population at Headquarters.
5. (FMD) Develop an automated O&M program for the CUB.
6. (PMS) 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. (REC)) Pin unlisted objective]
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OL FIVE-YEAR PLAN, FY 1987-1991 (coned)
B. Office level objectives. Milestone charts for all FY-87 office level
objectives (listed below) are rPi-Ainnti in i-hn Tformation & Management Support
25X1 Staff, OL,
1. (FMD) Provide cross-training opportunities for FMD wage-grade
25X1 personnel with other sister components
2. (FMD) Review all FMD personnel training to ensure that FMD
employees have up-to-date skills training and provide refresher training
as required.
3. (FMD) Develop a core training program for personnel involved
with facilities management (joint w/SD and RECD) (w/study).
4. (FMD) 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 enhancements to secure printing.
10. (P&PD) Establish quality-control mechanism for printing.
11. (P&PD) Streamline bindery operations.
12. (P&PD) Establishment of a Printing & Photography Advisory Group
(PPAG).
13. (P&PD) Identify required skills and provide refresher training.
14. (P&PD) Improve customer relations with and knowledge of P&PD.
15. (REC)) Support decentralized components.
16. (RECD) Enhance communications w/decentralized components.
25X1 17. (RECD) Design and renovate first floor
18. (RECD) Develop program for expanded use of Allied "Tiger Team"
(joint with OL/FMD).
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SRT
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. (REC)) Reexamine all procedures for doing business and
requests for services, with goal of streamlining same.
21. (SD) Examine all overseas positions for uniformity of grades in
relationship to responsibilities.
22. (SD) Improve the exchange of logistics information between SD
and component logs officers and enhance SD span of control.
23.
(SD)
Enhance the development of SD human resources.
24.
(SD)
Enhance the management of SD human resources.
25.
(SD)
Review and upgrade technical training of every individual
25X1
assigned
25X1
25X1
27. (SD) Improve year-end Annual Dollar Value WM 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)
and coordinate
32. (NBP0)
history of the
Monitor and complete the road design for Rts. 123/193
w/the State of VA the award of a construction contract.
Compile reference information to assist in writing a
New Building project.
33. (MSS) Have CLAS Beta (test) site facility operational (IOC) by
30 Sep 87 (FOC by Oct 88).
34. (MISS) Place an operational Field Computer System (FCS)
selected field sites.
35. (MSS) Create a computer-based automated electronic 88
f/u/a/overseas sites.
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bratillEr
25X1
OL FIVE-YEAR PLAN, FY 1987-1991 (coned)
36. (1MSS) Create universal Wang glossary for OL users.
37. (LASS) Oversee scheduled reduction of OL paper file holdings in
preparation for moves to the NM (joint w/stfs and divs).
38. (BASS) Eliminate/consolidate/revise all pre-1984 OL regulatory
issuances (joint w/stfs and divs).
39. (LASS) Implement barcode applications throughout OL (joint
w/stfs and divs).
40. (PMS) Prepare CIA Contract Manual (CCM).
41. (PMS) Review contract teams.
42. (PAS) Contracting guide for training by independent contractors.
43. (PMS) Establish a program to enhance competition in
contracting.
44. (P&TS) Conduct Phase II of OL training review.
45. (P&TS) Revise Employee Handbook.
46. (SS) Improve/strengthen the CL/SS Industrial Security Program.
47. (SS) Implement a revised FOCI program.
48. (SS) Institute/implement a security-awareness briefing program
for OL. (S)
VI. FY-87 Projects.
2. (FMD) Provide international courier support on an ad-hoc basis
for the Agency's intelligence and administrative overseas requirements.
3. (FMD) Develop a building standard for overhaed lighting and
ceiling configuration.
4. (FMD) Open new North Dock and establish more efficient receiving
procedures during South Dock construction.
5. (M) Establish a Co-op Program w/the Culinary Institute of
America.
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OL FIVE-YEAR PLAN, FY 1987-1991 (coned)
6. (FMD) Establish a HQ consolidation "moving team" cadre.
25X1
7. (FMD) 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. (FMD) Develop improved carpool-arrangement system.
9. (FMD) Reallocate HQ parking permits to conform to new
parking-lot configuration and new visitor-parking area and to accommodate
ride-sharing participants.
10. (RID) Expedite Computer Aided Drafting and Design (CADD)
capability for quick-start projects.
11. (FMD) Establish program for FMD/Opns oversight of after-hours
operations.
12. (PD) Continue efforts to reduce contract-settlement backlog.
13. (PD) Develop standardization of equipment and consolidate
contracts where feasible.
14. (P&PD) Conduct baseline survey of printing and photography in
terms of current capabilities and customer requirements.
15. (P&PD) Improve P&PD's front-office environment.
16. (P&PD) Establish a P&PD history database for equipment,
supplies, and production.
17. (P&PD) Provide electronic interfacilg for computer graphics.
18. (P&PD) Survey major printing and photography equipment to
determine life expectancy by contrasting current capabilities
w/technological developments.
19. (P&PD) Establish photo morgue.
20. (REM) Establish standards and procedures to control repairs/
alterations in external buildings.
21. (REC)) Strengthen relationship with GSA and the Corps of
Engineers.
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OL FIVE-YEAR PLAN, FY 1987-1991 (cont'd)
23. (NB) Develop plans and recommendations re NBPO's role in FY
87-88 (joint w/FMD).
24. (EMS) Publish Procurement Handbook for the Layman.
25. (PMS) Determine whether our negotiated fees and profits are too
high.
26. (PMS) Conduct an educational program "Let the buyer beware
what are true 'commercial' products and services?"
27. (PMS) Implement contractor-provided, in-house procurement
training capability.
28. (SS) Enhance OL/SS's presentation at OL orientation.
29. (SS) Distribute the new Standard Security Procedures for
25X1 Contractors (SSPC) Manual to all contractor security
officers.
25X1
25X1
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 floo
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)
OL elements.
Enhance coordination among Finance Officers assigned to
35.
(P&TS)
Update/reorganize all OL/TO records.
36.
(P&TS)
Input OL employee training records into the LETTS data
base.
37.
(DISS)
Plan for move of OL ADP equipment to NHB.
38.
(IMSS)
Oversee a review of OL forms. Revise/consolidate/cancel
as needed.
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Declassified in Part - Sanitized Copy Approved for Release 2012/08/23 : CIA-RDP91-00058R000200290019-8
OL FIVE-YEAR PLAN, FY 1987-1991 (cont'd)
39. (MASS) Track implementation of information-handling
recommendations made by the OIS audit team.
40. (MASS) Examine channels and minimize number of categories for
acquisitions/disposal of special-approval items (joint w/SD, FMD, PD, &
PMS).
41. (LASS) Publicize limitations/benefits of the Claims Act to
eliminate recurring problems.
42. (LASS) F011owing ongoing OL ADP review, implement approved OL
ADP recommendations.
43. (MASS) Study reorganization of OL and tential change of
25X1 office name. (This is a project for the O-D/L)
25X1
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.
(MASS) 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. (NBP0) New Headquarters Building Support.
25X1 2. (MASS) Commercial Logistics Applications Systems (CLAS).
IX. Externally Approved Initiatives
The following are initiatives that have been Agency approved and
externally approved by the IC Staff and the OMB:
14
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Sr
25X1
OL FIVE-YEAR PLAN, FY 1987-1991 (coned)
A. FY-88 New Initiatives
1. (OL) Logistics Position Shortfall.
7 2. (OL I Standard Support Reauirements 88.
B. FY-89 New Initiatives
1. (M4 Standard Support Requirements 1989.
2. (P&PD)Printing and Photography Plant Expansion and Desktop
25X1 Publishing.
X. Proposed Initiatives
The following are proposed initiatives that were presented at the OL
Planning Conference in Fredericksburg in October of 1986. These have been
approved by the Director of Logistics for submission to the DDA. The detailed
description of these proposed initiatives are in a memorandum dated
5 January 1987 from the Director of Logistics to the Chief, DDA Management
Staff.
That memo is retained in the Information
and Management Support Staff,
25X1
OL,
A.
FY-89 Additional New Proposed Initiatives
25X1
1. (SD) Develop Logistics Resources in Support
2. (P&PD) Secure printing.
3. (PD) Industrial Security and Contracting.
4. (IMSS) Barcoding Expansion.
25X1
7. (FMD) Scattergood-Thorne Plan.
B.
FY-90 New Proposed Initiatives
25X1
1. (P&PD) HQ Auditorium renovation.
15
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=LAM
25X1
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 at the Logistics Operations
Center and in Procurement Division and Real Estate and Construction Division.
B. Funding shortages are projected for the forthcoming period. To the
extent that these shortages delay or otherwise affect capital improvements,
the effectiveness and responsiveness of OL will be degraded proportionally.
XII. Forecast
Five years from now we will hardly recognize the Office of Logistics as
it exists today. World events, changing political climates, Agency
priorities, emerging technologies, and budgetary considerations will all play
a part in shaping the future; but, for the most part, these influences are
beyond our control. The goals and action plan contained in this paper
represent our commitment to shape the future of the Office of Logistics to the
extent that we can, and to orchestrate the objectives, projects, and
25X1 initiatives listed in this paper which will lead us there.
A. Personnel
1. The personnel in the future of OL will generally have to be
quick, flexible, computer-oriented, and multi-skilled. They will have to
be quick because responsiveness is the common goal that crosses all OL
division and staff lines; and while increased productivity will be
necessary to meet expanding requirements, OL personnel resources are
expected to stabilize. They will have to be flexible to meet changing
priorities. They will have to be computer-oriented because they will be
corresponding and conducting business through ADP terminals. They will
have to be multi-skilled because, in addition to primary duties, they
will have to interface with complex technol ies and almost everyone will
25X1 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
25X1 performance.
16
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SECRET
OL FIVE-YEAR PLAN, FY 1987-1991 (coned)
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
25X1 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 relinquished or terminated for the remaining
25X1 Agency-occupied external buildings. will be occupied,
and several shifts in the Old Headquarters Building and the remaining
external buildings will be completed following the guidance of an
Integrated Logistics Support Plan (ILSP) directed by the Office of
Logistics. The configuration management effort to get us there will
involve contracting and design, renovations, furniture and equipment
25X1 acquisition and storage, and subsequent moves.
25X1
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
25X1 productivity from existing personnel resources.
2. As part of the New Headquarters Building project, a new secure
digital voice and data communications network will be installed to serve
both the New and Old Headquarters Buildings. Also planned is the
transmission of non-broadcast video and the installation of fiber optics
cabling to meet future requirements for Local Area Networks. Within the
next few years, the Office of Information Technology (OIT) will support a
large range of software products on a family of personal computers (PCs)
that are IBM compatible and capable of emulating an IBM 3270 terminal.
Also, some brand of IBM 3270 protocol terminal(s) will be selected to
25X1 replace the existing Delta Dates.
17
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OL FIVE-YEAR PLAN, FY 1987-1991 (cont'd)
3. The Office of Logistics will have an initial operating capability
for the Commercial Logistics Applications System (CLAS) in FY 88. CLAS
will automate the supply and procurement systems for the acquisition of
goods and services. The present Contract Information System (COMM 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 (F(S) in selected field sites, and
will provide a "computer-to-plate" digital pre press system to expedite
25X1 processing of text material to the presses.
D. Security
25X1
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
18
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Declassified in Part - Sanitized Copy Approved for Release 2012/08/23: CIA-RDP91-00058R000200290019-8
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
Ekecutive 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 APri-inn V R Ara rAi-Ainad in fha Trifnrmm*inn
25X1 and Management Support Staff, OL,
19
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AuelLWITilATIVE7:10MTPRNAL ii qpnmry
Declassified in Part - Sanitized Copy Approved for Release 2012/08/23: CIA-RDP91-00058R000200290019-8
Level of Objective: X 51rirectorate, Office, Division/Staff
Office:
Title of Objectiv-_?.:
Responsible Officer:
Significant Funding Amount: $
FY beginning X 1 Oct or Ouarter Ending
HID
Develop Comprehensive IL SP for the HQS
Cannounii of Ifl.r.i i cation
Category: B (essential)
FY 87
0-Scheduled
31 Dec, 31 Mar, 30 Jun, 30 Sep X - Actual
ACTIVITIES PLANNED
1. Develop ILSP master relocation schedule
D2velop wa.ite disposal plan
3. Finalize :us packing concept
4. Write ma:_iter move plan
5. Determine Fit-up plan for NIM
6. Develop revised transportation schedule
7. Develop revised courier schedule
8. Develop supply room concept for 'QS/Reston
9. Develop move Checklists
10. Write Employee Move Handbook
11. Finalize component move requirements
(more on pg. 2)
Quarter 1
OCT NOV DEC
0
0
0
Quarter 2
JAN FEB-1MR
0
0
AHMINISTRA - INTERNAL USE ONLY
0
Quarter 3 1 Quarter 4
APR MhY JUN 1 JUL AUG I SEP
0
0
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,
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Level of Cbjective: X Directorate, Office, Division/staff
Office:
Title of Cbjective: 112velob in ini-otirated Logistics Support Plan (ILSP)
Responsible Officer:
S igni f i can t Furidinj Arnim' t : $ FY 87
FY beginning X 1 Oct or )uarter Ending 31 Dec, 31 Mar, 30 Jun, 30 Sep
0 - Scheduled
X - Actual
poriviTIES PLANNED
12. Develop PTI Master Plan
13. Develop MB Operations Plan
1.1. Rut inc operations procedures for BQS compound
15. Bold inter-directorate working group intgs
16. Visit/Brief moving components
Quarter 1
CCT NUJ DEC
0
Quarter 2
JAN FEB MR
0
0
0
0
0
0
0
Quarter 3
APR tilNY IJuN
0
0
0
0
0
0
0
Quarter 4
JUL AUG I SEP
2-
AININISTRATIVE - l'ERNAE USE ONLY
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0
0
01 o
0 ! 0
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Uvelof Chjective:
Office:
Title of (hjectiv:
Responsible Ott icer:
Significant Funding An)unt:
FY beginning X 1 Oct or )uar er En
END
Backfill &
A Direc irate, Office, Division/Staff
e Old Headquarters Building (CUB)
FY 97 0 - Scheduled
ing 31 Dec, 31 Mar, 30 Jun,
Category: B (esCntia1)
30 Sep X - Actual
hOMITIES PLANNED
1. Establish focal points in directorates for
discussing backfill matters.
Quarter 1
OCT NCV DEC
Quarter 2
JAN FEB MAR
2. Establish master scheolule for backfill, space
renovations and utility upgrade project
through Pnase I of construction
3. EsLiblish rehab coordination group for
project (HCS/OL, Operations/CC, Safety
Staff, OIT, Allied, ILSP).
4. Working with directorates, reach agreement
on who is staying in OUB, who is leaving OMB,
and office-level square foot requirements for
OM when everyone who will ultimately reside
here is on board. This will be put under
the Configuration Management control.
5. Develop preliminary models of options for
sequencing space renovation and backfill
(see note).
6. Develop preliminary ousts for the space
renovation options (see note).
7. Decision on extent of space rehab (see note).
8. Working with directorates, reach agreement on
final space reallocation/office consolidation
& put under Configuration Management control.
(more on pg. 2)
0
0
0
0
0
AltlIN I STRATI VI' INTERNAL USE ONLY
0
Quarter 3
APRIMAY JUN
Quarter 4
JUL1AUG I SEP
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STAT
STAT
.....
Declassified in Part - Sanitized Copy Approved for Release 2012/08/23: CIA-RDP91-00058R000200290019-8
Level of Objective: X Directorate, Office, Division/Staff
Office:
Title of Objective:
Responsible Officer:
FMD
RirkliHk 111).ir --de Old Headquarters Building(OUB)
Significant Funding Amount:
FY beginning X 1 Oct or ')uarter Ending
FY 87
31 Dec, 31 Mar, 30 Jun, 30 Sep
0 - Scheduled
X - Actual
ACTIVITIES PLANNED
Quarter 1
OCT NOV DEC
9. Complete development of OIT, OS, and safety
construction requirements and put under
Configuration control
10. Submit preferred phasing alternative for
decision and submit to A/E.
11. Submit scope of work to A/E and begin
building survey.
12. Complete IIVAC study (see note).
13. Working with directorates complete component
individual design requirements for Phase I
design effort.
14. Complete building standards (see note).
15. A/E firm completes review and assessment
of HCS planning data.
16. Complete outline of engineering rehab plan.
17. Provide firm recommendations and cost
estimates for utility upgrade.
18. A/E begins design drawings for phased const:
19. Decision on extent of utility upgrades
(see note)
Quarter 2
JAN FEB MAR
Quarter 3
APR MhYLIUN
Quarter 4
JUL AUG1SEP
0
0
0
0
0
0
0
(more on
pg. 3)
-2-
ADMINISTRATIVE -41cERNAL USE ONLY
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Declassified in Part - Sanitized Copy Approved for Release 2012/08/23: CIA-RDP91-00058R000200290019-8
1..ew.q of Cbjective: X Directorate, Office, Division/Staff
Office:
Title of Objective:
Responsible Officer:
Significant Funding Amount:
FY 37
PY beginning X 1 Oct or )uarter Ending
31 Dec,
ade Old Headquarters Building (IU)
31 Mar, 30 Jun, 30 Sep X - Actual
AcTivITIEs Pi ANNED
Quarter 1
OCT NOV DEC
Quarter 2
JAN FEB MAR
20. A/E begins design drawings for utility
upgrade.
Quarter 3 1 Quarter 4
APRIMKY JUN 1 JULTAUGISEP
0
21. A/E completes construction drawings for
Phase I.
22. Complete government review of Phase I
construction drawings.
23. Construction bid package out for Phase I.
24. Construction managers on board HCS.
(see pg. 4 for notes)
-3 -
AllMalASE ONLY
I I I I I I I I
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0
0
Declassified in Part - Sanitized Copy Approved for Release 2012/08/23: CIA-RDP91-00058R000200290019-8
HOPES:
5. Will include cafeteria and EDR expansion even though these items are presently funded outside
backfill and may be managed separately. Work on this objective begins with our perception of what the
final allocation of space should be and then works backward from that point to determine how to get there.
Drivers will be office consolidation and moves out of the new building. Vacated space will be used for
intermediate moves of residents to allow huge chunks of space to be renovated. We will work with
directorates on this.
6. We have already developed a cost model which can be applied to the space rehab options. This model
is constructed to support the budgetary decision process, allowing discrete items to be selected in or out,
depending on the extent of rehab desired/affordable.
7. Studies conducted by FMD/Engineering on electrical capacity, energy conservation, and the powerhouse
will be completed in the December/January period. The all-important HVAC study will not be completed until
April. Wiletheless, by February we should have sufficient grasp of the utility upgrades needed to render
possible decision on the split of funds between central system upgrade and office and computer space
rehab. Decision is reluired at this point to comply with budget call.
12. XS is providing project manager for this.
14. This includes the ceiling/lighting standards previously submitted by Design Branch as a project.
19. Refer to note 7. Nay require adjustments to budget submission.
-4 -
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STAT
STAT
Declassified in Part - Sanitized Copy Approved for Release 2012/08/23: CIA-RDP91-00058R000200290019-8
hive]. ot Wjective: X Directorate, Office, Division/Staff
Office:
Title of Objective:
Responsible Officer:
EMD
Expand HQ Cafeteria in phases commensurate with
.3oDulation lrowth during UQ compound consolidation.
Significant Funding Amouat:
FY beginning X 1 Oct or Quarter Ending
Category: B (essential)
FY 87
0 - Scheduled
31 Dec, 31 Mar, 30 Jun, 30 Sep X - Actual
ACTIVITIES PLANNED
Quarter 1
OCT NCV DEC
Quarter 2
JAN FEB MAR
1. Brief D/L about project background & scope
2. Define scope of AE services
3. Select AS
4. Award AE contract
5. Develop operational requirements for Cafe &
CU, evaluate alternative concepts, estimate
budgets, schedule project phases, project
master plan
6. Agency review/approval of concepts, budget,
schedule
7. Final design dwgs/specs f/project phase
8. Order furniture for each phase
9. Construct phases of the project during
Dec 1937 to Nov 1988
ADMINISTRATI
0
0
0 0
0 0
0
Quarter 3 J Quarter 4
APB1MAYIJUN JULIAUG SEP
0
RNAL USE ONLY
0
1 1 1
0
0
Declassified in Part - Sanitized Copy Approved for Release 2012/08/23: CIA-RDP91-00058R000200290019-8
Dec 87
Dec 87
. Declassified in Part- Sanitized Copy Approved forRelease2012/08/23 : CIA-RDP91-00058R000200290019-8
Level of Objective: X Directorate, Office, Division/Staff
Office: fTlf)
Title of Objective:
STAT Respon3 ib le Officer:
STAT Significant Funding Amount:
FY beginning X 1 Oct or .)narter
Expand EDR to Meet New Population at Headquarters
Ending
Category: B (essential)
FY 37 0 - Scheduled
31 Dec, 31 Mar, 30 Jun, 30 Sep X - Actual
ACTIVITIES PLANNED
Quarter 1 1 Quarter 2
CCT NOJ DEC JAN FEB MAR
1. Define :cope of AE services
2. Select AE, award AE contract
3. Develop design concepts, oonfiguration of
cooking, serving, storage, dining areas;
project phasing to support operations
and budget
4. Agency approval of concepts and budget
5. Construction drawings, specifications,
final design (August 1937 thru
February 1988)
o 0
Quarter 3 Quarter 4
APR MAYIJUN 1 JUL AUG SEP
0
0
0
0
6. Construction of new kitchen space, new
dining room start :late is estimated early
1939; dependent on (11B backfill schedule
Al tl I NISTItATIVI:. - FINAL USE ONLY
Declassified in Part - Sanitized Copy Approved for Release 2012/08/23: CIA-RDP91-00058R000200290019-8
FY-88
. Declassified in Part - Sanitized Copy Approved for Release 2012/08/23: CIA-RDP91-00058R000200290019-8
ADMINISTRATIVE - TERNAL USE ONLY
Level of Objective: X Directorate, Office, Division/Staff
Office:
Title of objective:
STAT Responsible Officer:
STAT
EB/OPS/FMD/OL
Develop an Au omated O&M Program for the OHB
Category: B (essential)
Significant Funding Amount: 0 - Scheduled
FY beginning X 1 Oct or Quarter Ending 31 Dec, 31 Mar, 30 Jun, 30 Sep X - Actual
FY 87
ACTIVITIES PLANNED
1. Study Phase (Operation E. Maintenance Plan)
Quarter 1 1 Quarter 2 1 Quarter 3 1 Quarter 4
OCTINOVIDEC 1 JANIFEB1MAR 1 APRIMAY JUN 1 JUL AUG SEP
X
2. Develop System Requirement Document I 0
Phase I (Power Plant)
3. Develop System Development Plan 0
(Power Plant & Original Headquarters Bldg)
4. Develop System Requirement Document
(Phase II Original Headquarters Building)
5. Implement Phase I (Power Plant)
6. Implement Phase II (Original Headquarters
Building)
7. Syska & Hennessy Interface (Power Plant)
8. Implement Phase III (New Building
Operation & Maintenance)
9. Implement Syska E. Hennessy
0
0
0
0
0
0
0
0
ADMINISTRATIV ERNAL USE ONLY
1
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Jan 88
Jan 88
Declassified in Part - Sanitized Copy Approved for Release 2012/08/23: CIA-RDP91-00058R000200290019-8
30 December 1986
Office: OL/PMS
Objective Statement: Coopers and Lybrand Implementation
STAT Responsible Officer: Chief, PMS/OL*
Significant Funding Amount: FY J82
Quarter Ending:
0 ? Scheduled
X ? Actual
Activities Planned
Quarter 1
Quarter2
Quarter3
Quarter4
OCT
NOV
DEC
JAN
FEB
MAR
APR
MAY
JUN
JUL
AUG
SEP
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
o
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/OCC:
Define legal authorities
0
_
_
_
*Chief, Duc" i ? - -
Declassified n Part - Sanitized Copy Approved for Release 2012/08/23: CIA-RDP91-00058R000200290019-8
Declassified in Part - Sanitized Copy Approved for Release 2012/08/23: CIA-RDP91-00058R000200290019-8
h1B04
1.1 IIIJA /01 /P15.11.1
Liu J,1 Live a L
OttsCur;
It alit IIIIIIj
144.41 t el t1114111U;
UPI rlit NI ' i u-FLAIt
Al I ION Pi ANNEU
D I RECTORATE LEVEL
LOPILLPI UY tJ1L1IALPHLPNLYILM
OC I
1,1 II (Ml Ill I uhlil IA I I I IX, OI Li 1 &. I I Al Hit-
wrI IIIHI 1111511 I I lAltliWANI L.0- I WANt Ott ICILNCIL
, t U 1114 AVAII Mil 1 P1400111. I I U LUNNL LI
I. It Ill t
121 I I NMI Ill 1.11111.111 i 11114 I Ml5MtiI I I I It "s lir 11400141
'.V I IM I i< l'HODUL I ION Fit QUI laML 14 I
4 IA I Li I Ahl. AUVAli I AUL UI I LM
I Al?All 11 1 I IL
t. lit It liM I Nt Atili I I I ilNAt `1/ t? I LM HLI4tIiHLMtNl.
Quer ter I Quarter 2
NOV
ULC
JAN
FEB
MAN
Quartee J
APit MAY
L.Iligthi I easI
A ALLuOI
JUN
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GR01.11313
LiuGat Lti -I
25X1
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Leel of Object i :
Office: Procu rement
Title of object i x.e : Restructure
Lybrand and
STAT Responsible Off i ce r:
Signi Ii cant Find inq Amount:
0 - Scheduled
FY beginning 1 Oct or Quarter
X Directorate, Office, Division/Staff
OL
Procurement Organization lb IR:dement Changes Recrxmxinded by Cbcpers &
Accepted by Agency Management
C/PD/CI,
FY 87
Frri inq 31 Dec, 31 Mar, 30 Jul, 30 SrEp X - Actual
PCI' IV rr IES PUNNFD
Carter 1
ocr v1 rir
Quarter 2
JR1 FEBI PAR
Quarter 3
APR
KNY
JUN
Complete Revi ed of Procurement Division Workload
Decide Nature of Procurement Acticns 'lb Re
Processed 1-y External Teams
Prepa re New Procu rement Cha rters Fbr Teams
Prepare Charter for ("L Internal Teams
Advise Carpcnents of Staffirq Requirements
Calplete Assignment of Ibrsainel
0
0
0
Qua rter 4
JtL lOGISEP
Declassified in Part - Sanitized Copy Approved for Release 2012/08/23: CIA-RDP91-00058R000200290019-8
Declassified in Part - Sanitized Copy Approved for Release 2012/08/23: CIA-RDP91-00058R000200290019-8
Office: 0111VS
Objective Statement: Recruit candidates for OL employment in aufficient timbers to
insure that oftice is at ceiting on
STAT Responsible Officer: 30 September 1987
Significant Funding Amount:
Quarter Ending:
FY
Directorate Level
0 ? Scheduled
X ? Actual
Activities Planned
Quarter]
Oworkw2
Quarter 3
Ow:wit:14
JUL
AUG
_
SEP
OCT
NOV
DEC
JAN
FEB
MAR
APR
MAY
JUN
Actively recruit and systematically track
professional, technical, clerical and wage
candidates for eventual EOD in OL. D/L will
be briefed regarding in-process and
pre-process on a regular basis when in-process
priority lists are developed.
OX
1
0
0
_
0
Declassified in Part - Sanitized Copy Approved for Release 2012/08/23: CIA-RDP91-00058R000200290019-8
Declassified in Part - Sanitized Copy Approved for Release 2012/08/23: CIA-RDP91-00058R000200290019-8
Level of Objective: X Directorate, Office, Division/Staff
Office: RECD
Title of Objective: Unlisted Objective
THE MILESTONE CHAW FOR THIS OBJECTIVE IS ON FILE IN OL/IMSS
FOR INFORMATION OONTACr BOB, JOHN, OR MARIE
Declassified in Part - Sanitized Copy Approved for Release 2012/08/23: CIA-RDP91-00058R000200290019-8
Declassified in Part - Sanitized Copy Approved for Release 2012/08/23 : CIA-RDP91-00058R000200290019-8
OL FIVE-YEAR PLAN, FY 1987-1991 (coned)
Distribution:
C/FMD
C/PD
C/P&PD
C/RW-D
C/SD
C/NBPO
C/B&FB
C/IMSS
C/PMS
C/P&TS
C/SS
SECRET
Declassified in Part - Sanitized Copy Approved for Release 2012/08/23: CIA-RDP91-00058R000200290019-8