STATUS REPORT ON THE DIRECTORATE OF ADMINISTRATION GOALS FOR 1988

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP91-00280R000200160002-3
• Release Decision: RIPPUB
• Original Classification: S
• Document Page Count: 12
• Document Creation Date: December 27, 2016
• Document Release Date: January 24, 2012
• Sequence Number: 2
• Publication Date: September 21, 1988
• Content Type: MEMO

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2 1 SEP 1988
MEMORANDUM FOR: Executive Assistant to the DDA
FROM:
SUBJECT:
REFERENCE
Acting Director of ogistics
Status Report on the Directorate of
Administration Goals for 1988
Memo for DCI, fr DDA, dtd 6 Jan 87,
Subject: The Directorate of Administration
- Goals for 1988
1. Approximately 9 months ago, all of the senior managers
in the Office of Logistics were charged with the responsibility
of developing programs to improve customer service. These
programs are reviewed approximately once a quarter, and some are
almost completed and others are in the embryonic state. The
charge is that by the end of this calendar year, each Group Chief
will submit a document citing specifically all of the
accomplishments achieved in the customer service arena. Given
this timetable, our report to you is somewhat premature. We
have, nonetheless, already accomplished a number of things and
they are outlined in the attached.
2. Although our focus over the past year has been on
customer service, we have been effectively accomplishing other DA
goals as well. Our efforts in career development and training,
managerial accountability, and defining the standards for a
corporate database have been significant. So far, the moves into
the New Headquarters Building have gone extremely well. We have
also improved in our efforts with regard to minority recruiting
and advancement and have established a mechanism to ensure future
improvements.
3. Please let me know if we need provide any additional
information.
Downgrade to ADMIN - INTERNAL
USE ONLY When Separated From
SECRET Attachment
OL 0122-88
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SUBJECT: Status Report on Directorate of Administration Goals for
1988
OL/IMSSI Iba/dbs (19 Sep 88)
Distribution:
Orig $ 1 - Addressee, w/att
1- OL Files, w/o att
L/IMSS Official, w/att
1 - OL/IMSS Chrono, w/o att
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Status Report on DA Goals for 1988 - OL Sep. 1988
a. We will strive to'improve customer relations, service
standards and responsiveness.
OL,has taken significant strides to improve customer
relations, service standards, and responsiveness during
FY 88. Under the OL reorganization, all
facilities-related functions were combined under one
umbrella to improve communications and reduce the need
for time-consuming coordination.
The Supply Group/OL (SG/OL) streamlined and corrected
major deficiencies in its receiving activity to be
responsive to all customers' requirements. In the
Receiving Branch, Logistics Operations Center (LOC)/SG,
established a customer service supervisor to interface
directly with all of the component customers.
SG developed and implemented a skills workshop in
"Customer Service Excellence" focusing on customer
support and telephone etiquette.
SG streamlined the requisition process, providing a
computer-generated request for direct action by the
proprietary activities.
SG is providing each of its customers with monthly
status reports of outstanding requisitions in a
proactive manner, not in a reactive manner; in other
words, SG has taken the initiative.
The Material Support Branch, Requirements Division
(MSB/RD), SG/OL, has initiated an aggressive visitation
program by the team chiefs, analysts, and expeditors who
meet with customers on a regularly scheduled basis in
the customer environment.
Customers are regularly invited into MSB to see how they
process their requisitions, what the branch does, and
how it does it. They are also aggressively
communicating the capabilities and limitations of branch
processes. MSB is providing one-on-one tutorials on how
to submit requisitions and what happens to them in the
processing cycle for all customers, especially those who
are not OL careerists.
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An expeditor has been assigned to the Small Purchases
Branch, LOC/SG, to provide real time customer follow-up
and expediting services.
Monthly orientations are held for Inventory Control
System users, for both old and new employees alike.
Average attendance at these sessions ranges from 4 to 14
personnel.
The Support Division, SG/OL, has trained all accountable
officers worldwide who have access to the new automated
Accountable Property System.
In order to enhance customer relations, Facilities
Management Division/OL (FMD/OL) has met with component
Logistics Officers every 6-8 weeks, attended SSA
sessions every two to three months, provided LOG NOTES
and Headquarters utility outage memos, conducted formal
visitations to customers, and met with senior
secretaries from all DI offices and from DO Divisions
EUR, AF, NE, and SE. FMD has also provided signs on
Motor Pool vehicles asking for comments, distributed
"calling cards" with FMD Service Representatives,
initiated FMD laminated telephone cards depicting
functional services, provided Allied and FMD custodial
comments cards, and committed to direct follow-up with
responders.
FMD provided timely information to customers through:
Formal briefings
? ILSP Working Group biweekly meetings
Parking and Traffic Flow Task Force
Cafeteria Committee
? Fine Arts Commission
New Headquarters Building (NHB) tours, Move
Handbook, Employees Handbook, Welcome
Letter
? New signs at Motor Pool and Supply Room
AIM notes from all levels and components
Meetings with customers prior
to NHB moves
? Enlarged shuttle bus schedule at the main
stop; shuttle schedules posted on VM/CMS
and on OL video boxes
FMD has provided follow-up on problem areas to ensure
service is provided properly. FMD and Allied have
conducted independent spot-checks of Allied work. Two
levels of management follow-up on any complaints or
problems.
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FMD has personalized service thru several mechanisms:
Call-back system established to contact
customers when out-of-stock items are
received
Personalized move planning support for NHB
relocation
Supply Room staff spends more time "on the
floor" than behind the counter
Post-move support for NHB components
FMD is adding new areas of service including a Logistics
Services Center planned for the NHB Atrium.
FMD has implemented an Executive Dining Room (EDR)
Point-of-Sale system to automate billing.
FMD has created evening shuttle bus runs to West Lot,
vice OHB, to save customers time.
The Procurement Management Staff (PMS)/OL conducted five
procurement management reviews (PMR) during 1988. The.
contract teams reviewed were OC, OTS, OSO, and the DO.
Feedback was provided from these reviews to identify
areas for improvement so that the contracting teams can
perform their duties more effectively and responsively.
The Agency Contracts Group/OL (ACG/OL) decentralized the
workload and personnel of its contract teams to move
contracting officers closer to their customers. This
has improved responsiveness to the customers and
understanding of customer needs, while allowing
contracting?officers to become more familiar with the
products and services they procure for them.
The Printing and Photography Group/OL (P&PG/OL) planned
and implemented a P$PG Customer Services Center in the
Original Headquarters Building (OHB).
P$PG established a Customer Relations Task Force
composed of all levels of PUG production and management
personnel.
PPG initiated an enhanced Agency Copier Management
Program (ACMP) which provides "total" logistics support
to copier users in the Washington Metropolitan area.
PUG established a Customer Service Representative on
the ACMP to provide monthly visits to each Washington
area copier site, eliminating the need for copier users
to report monthly on meter readings, ensuring that
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copier supplies are maintained (by the ACMP) at adequate
levels, and to provide face-to-face support for solving
problems relating to a specific copier.
PPG identified funds beginning with FY89 to share the
cost with the requesting Agency component to produce
unclassified printed material through commercial
printing companies when resources or time constraints do
not permit in-house production by P$PG.
In the area of Agency claims, OL devised a method to
minimize personal property cash loss claims in
conjunction with the Office of Finance.
ADP support included completion of the Field Computer
System (FCS) at AMCA, EUCA, MENCA, AFCA, and ASCA.
b. We will continue efforts to increase the numbers of
minorities in the Directorate an encourage their a vancement.
During FY 88 the number of professional, technical and
student program EOD's has increased more than 100
percent over FY 87. Included in the 11 that have
entered on duty this year is one black OL sponsored
DA/Career Trainee.
Based on a recent DA offsite, OL is fully participating
in new minority recruitment initiatives, including
reviewing all minority. applicant turn-downs at the
Logistics Career Board level.
c. We will fitup and begin the move into the New
Headquarters Buil in while continuing daily support to the
Agency with a minimum of down time and inconvenience to those
being supported and those being moved.
Moves scheduled:
Successfully completed moves for OTS, OSWR, NESA, and
OEA
DI/MPSS move scheduled for 8 October 1988
DA/OIT move ongoing to relocate Computer Centers
OGC, OIG, SE, AF, PPS, OP, OL, OS, and OF moves
scheduled to be completed by 30 June 1989
Refinement of requirements and completion of design work
continues in concert with the Master Move Schedule.
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Joint scheduling meetings are conducted biweekly with
OIT and OS to coordinate all. construction and device
installation in accordance with the approved move schedule.
Continued coordination of furniture acquisition,
scheduling, and placement.
Scheduled support for removal and disposal of
furnishings after relocation.
Conducted pre-move, during-move, and post-move briefings
for customers.
d. We will further define the standards for "corporate data
base" and continue the process of having t e offices within the
DA jointly move toward meeting t Eat standard for automated data
processing.
The Office of Logistics is moving toward the corporate
data base environment with two development efforts:
1. The Federal Automated Requisitioning System (FARS)
is currently running on a mini-computer and is used
by the Agency to requisition supplies and equipment
from DOD and GSA. A development effort has been
underway to convert FARS to a mainframe computer
using the corporate data base IDMS/R. The IDMS/R
version of FARS has been operating in a parallel
test mode since 10 May 1988 and is scheduled to be
operational during the month of October 1988.
2. Our second effort, part of the BARS CLAS project
also in IDMS/R, is the implementation of commercial
software from Cullinet, Inc. Effective 1 October
1988, the Cullinet Bill of Materiels (BOM) and
portions of their Inventory Management (IV) package
will become operational in OL. The BOM and IV
package will interface with the Inventory Control
System until the remainder of the Cullinet
commercial software packages come on line in October
1989.
OL is also a participant in the Corporate Data Task
Force chaired by the DDA Management Staff and has
provided a listing of OL data elements that are suitable
for inclusion in the corporate data base.
e. We will expand career development efforts, increase
management training and establish a DA Executive Development
Program.
Over the past fiscal year OL has developed and
implemented a revised Wage Grade Panel to ensure that
the assignment process and comparative/competitive
evaluation system are in line with the policies and
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practices which pertain to the other 75 percent of the
office workforce. Also, a "Supervising in OL" course
was designed and presented for the first time to
prospective and current first line supervisors. This
pass/fail course will be given at least six times during
the next fiscal year. Course content includes such
areas as the Career Management System; a PAR workshop;
Management Styles and Philosophy; Policy on Leave, Pay
and Hours of Work; Grievance/IG procedures; EEO/Sexual
Harassment; the Agency Three-Year Trial Period; Dealing
with Problem Employees; Security Responsibilities of
Supervisors; Training and Awards; and Motivating and
Leading Techniques.
f. We will strive to improve managerial accountability,
discipline and follow-up.
In the area of improving managerial accountability,
discipline and follow-up, Logistics Instruction 20-1-76
was published in July 1988. The LI, in addition to
stating OL policy on mandatory training for supervisors,
stresses that OL Performance Appraisal Reports (PARS)
must address, with specific examples, the criteria on
which individuals are evaluated. The Instruction also,
states that PARs for supervisors must contain narrative
comments (supported by examples) on the following points:
- How well the'supervisor/manager supports the OL
personnel policies.
- Attention paid to personnel management and the
development and training of subordinates.
- Quality and timeliness of PAR submissions.
- Delegation of responsibility, where appropriate.
- Equal Employment Opportunity actions.
- Goal setting and achievement.
- Effective use of personnel, space, equipment,
funds, etc.
g. (No OL response.)
h. (No OL response.)
i. We will complete or continue to follow-u on items, as
appropriate, set out in "The DA - An Action Agenda," date
27 June
:
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Item 1: For fiscal, security, and efficiency reasons,
the number o overt compounds (buildings) occu ie by the Agency
in the Washington area should be reduced from a out or 25X1
nuriny 8, OL has continued to develop 25X1
t ion of 25X1
The project is currently nearing comp le
e as er Plan phase. The County and community review
process will be-initiated early in October 1988. The
overt occupied buildings in the Agency. It will
accommodate most of the DSfT and some of the DA
components.
During 1988, a Space Task Force met to study Agency
facility requirements from-now until the year 2000 and
to develop both short and longterm plans.
Recommendations to consolidate into six major centers
plus approximately four other complexes have been
forwarded to senior Agency managers for review.
Item 2: In the interest of the whole Agency, we should
continue steps to better coordinate the activities of the
UFT'Ices of Communications, Information Technology,--Information.,
Services, and the publication and printing functions of
Logistics.
During this fiscal year, PPG has endeavored to enhance
coordination with the Offices of Communications and
Information Technology. Following are several
significant results of this
interaction:
1. A fiber optic link was successfully planned and
constructed between the PPG production facilities
and the Headquarters Compound.
Transmission of digitized information in support of
Foreign Broadcast Information Service (FBIS) daily
publication production has been implemented. In
conjunction with P$PG's satellite composition team
efficiency and quality in the production of FBIS
publications, while offering the potential for
handling changes in both composition technology and
volume in the future.
2. The continuing explosion of personal computer
(PC) usage among Agency employees has given impetus
to a parallel growth in Desktop Publishing (DP)
hardware and software within the Agency. P$PG is
currently involved, together with other DA Offices
and the Office of Information Resources (DI/OIR), in
researching this burgeoning technology to provide
support Agency-wide to DP users. Concurrently, a
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PPG objective has resulted in the establishment of
a-DP position and the purchase of hardware and
software to provide consulting support to all Agency
components.
3. Most of the Agency's composition production is
accomplished through the PPG Electronic Text
Editing and Composition System (ETECS). Until
recently, it was a "closed" system which did not
accept electronic transmission from sources other
than the PUG composition activity. However, with
the assistance of other DA Offices, PPG has
successfully built access links between its system
and other major electronic systems within the
Agency. These links have resulted in greater
efficiency, volume and-ease of operation for both
customers and PPG composition personnel. This is a
continuing activity with PPG providing ad hoc
support, in concert with other DA Offices, to
establish new links for Agency components requiring
enhanced access to PPG composition services.
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