STATUS AND ACCOMPLISHMENTS REPORT: DIRECTORATE OF ADMINISTRATION GOALS FOR 1988

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP91-00280R000200160004-1
• Release Decision: RIPPUB
• Original Classification: S
• Document Page Count: 15
• Document Creation Date: December 27, 2016
• Document Release Date: January 24, 2012
• Sequence Number: 4
• Publication Date: October 14, 1988
• Content Type: MEMO

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DA 88-2185 #_
14 October 1988
CG i'
MEMORANDUM FOR: Director of Central Intelligence
FROM:
SUBJECT:
REFERENCE:
R. M.-Huffstutler
Deputy Director for Administration
Status and Accomplishments Report:
Directorate of Administration Goals for 1988
DDA's Memo to DCI dtd 6 January 1988; Subject: The
Directorate of Administration - Goals for 1988
The Directorate of Administration has made some important progress toward
achieving the goals established for the Directorate earlier in the year. In
our 6 January 1988 memorandum to you, eight specific Directorate-wide goals
were identified for 1988. A ninth goal was to follow up on items, as
appropriate, identified for 1987. Each goal will be addressed separately in
this memorandum (in no particular priority order).
1. GOAL: IMPROVE CUSTOMER RELATIONS, SERVICE STANDARDS, AND
RESPONSIVENESS
Throughaut the Directorate of Administration, senior managers have
been charged with the responsibility of developing programs to improve
customer services. Already we have seen significant strides being
taken to improve customer relations, service standards, and
responsiveness through various system developments and/or modification
and procedural enhancements and changes. While some are almost
completed, others are in the embryonic state. As examples of efforts
undertaken in this area and progress made up to this point:
a. The Office of Communications (OC) operational elements are
actively involved in documenting specific interface standards for
communications carrier, cryptographic, and processing systems as part
of standardization efforts, and performance standards, as perceived by
our customers, have been tightened. OC management continues to
emphasize responsiveness when dealing with unique and urgent customer
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b. Our Office of Finance (OF), in response to growing external
pressure to ensure the integrity of our contractual relationships,
augmented their commercial contracting audit staff. As part of the
Financial Management Improvement Project (FMIP), we have implemented
performance and measurement standards for planning and targetting
commercial audit activities, allowing us to conduct more frequent
audits and to implement additional safeguards to limit our
vulnerability to fraud, waste, and abuse. Through FMIP, we have
implemented an invoice tracking and statistical sampling system to
facilitate commercial vendor invoice audit and payment, thus ensuring
compliance with the Prompt Pay Act.
Renewed emphasis has been placed on improving support to the
Directorate of Operations through judicious use of automation and the
assignment of experienced finance professionals to a number of
sensitive projects. We have improved service to stations and bases
worldwide by streamlining procedures for recording certain field
expenses; this has significantly reduced paperfiow and time required
to resolve problems associated with these transactions. Customer
assistance teams also have been established to support our finance
officers worldwide.
We have achieved initial operating capability in our automated
system to process and pay bills for supplies and equipment purchases
from DoD and GSA. This system enables us to determine on a more
timely basis if goods and services have been received before we
initiate payment.
C. Our Office of Logistics (OL) recently underwent
reorganization, and as one outgrowth, all facilities-related functions
were combined under one umbrella to improve communications and reduce
the need for time-consuming coordination. In the logistics area, we
have streamlined and corrected major deficiencies in the receiving
activity to be responsive to all customers' requirements. A customer
service supervisor has been identified to interface directly with all
of the component customers. We have developed and implemented a
skills workshop in "Customer Service Excellence" focusing on customer
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support and telephone etiquette; streamlined the requisition process,
providing a computer-generated request for direct action by the
proprietary activities; and now provide each of our customers with
monthly status reports of outstanding requisitions in a proactive
manner, not in a reactive manner; in other words, we have taken the
initiative. Further, an aggressive visitation program has been
initiated where OL representatives meet with customers on a regularly
scheduled basis in the customer environment to assess the
effectiveness of OL services and to assist customers. Other
procedures that have been put into place include the assignment of
additional personnel in key areas to provide real-time customer
follow-up, one-on-one tutorials for customers on the requisition
process, regular briefings/orientations and training on various
logistics/supply areas for both old and new employees, expanded
worldwide flight for the Agency, increased visitation to various user
sites, and the addition of new areas of service including a Logistics
Services Center planned for the NHB atrium.
d. Our Office of Personnel (OP) (1) revised procedures to ensure
new Agency employees receive their pay on time; (2) expanded on
existing system in order to expedite payment of contractor fees;
(3) worked with the Office of Security to extend clearances to 180
days from 90 days making it possible for components to hold cleared
applicants in process until their strength permitted hiring additional
employees; (4) installed the Recruiter Applicant Processing System
(RAPS) in each field Recruitment Activity Center (RAC) to provide an
automated data base for employment and applicant inquiries;
(5) published a new and more informative Student Programs brochure
for distribution to university placement directors; and (6) further
reduced applicant processing time by two additional weeks.
A financial planning session was instituted as a part of the biweekly
new employee orientation program. The sessions are designed to
provide these new employees with information on basic financial
management in order to prevent possible future financial
overextension. We also expanded the assistance programs for Agency
employees. For example, arrangements were finalized for the transfer
of processing responsibility for the Workers' Compensation Program
from the Department of Labor to the Agency to eliminate cover and
security concerns associated with processing the claims. We have
initiated a retirement Career Transition Seminar, a Career Transition
Workshop, opened the Career Transition Center (1 October 1988), and
are increasing the commercial and private sector contacts for
post-retirement employment. We also opened satellite travel services
to better serve Agency travelers in outlying buildings.
e. Our Office of Training and Education (OTE), as part of its
1988 zero-based review of the entire curriculum, eliminated 16
courses, significantly revised another 20, and added 37 others. In
the training area, we also (1) conducted a comprehensive review of our
full-time Russian language program in coordination with DO/SE Division
and other customers; (2) conducted a research study for the Language
Development Committee to assess the effectiveness of the Agency
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training registration orocess: and (4) opened Learning Centers in
Language Incentive Program; (3) introduced the Training and Education
Automated Management System (TEAMS), which has improved the internal
to bring training closer to our
customers. Additionally, we have instituted an on-line schedule of
courses and course descriptions and developed an on-line catalog that
describes the 18 courses now available on OTE's mainframe
computer-based training system. A brochure and videotape on the
Career Training Program has been produced to assist with recruitment
and program explanation.
f. The Office of Information Technology (OIT) has taken decisive
action to structure the Office and to position assets so as to deliver
the highest quality central computing and records management services
to the Agency. To more directly apply necessary resources to customer
problems, to clarify functions, and to improve lines of authority,
separate groups were formed to (1) provide all data and voice
communications services to our customers, (2) manage and task all
customer requirements other than the routine maintenance of
OIT-supported equipment, and (3) work with our customers and the
Customer Standards Committee to establish hardware and software
standards for ADP procurements in order to insure the necessary
connectivity for all Agency ADP users. To monitor our delivery of
services, Levels of Service standards have been established and
distributed, and a board or panel has been established to review,
approve, and schedule all changes to the operations hardware and
software in an effort to meet those service standards. We established
the OIT Service Desk to provide our customers with a single point of
contact for information and assistance and for reporting problems
concerning the general services provided by OIT. More recently, we
have initiated planning for the Voice Messaging System which will
provide our customers with immediate access to system availability
data and direct access to technicians skilled in particular types of
OIT-supported equipment.
To improve our delivery of main-frame computer services, we are
aggressively automating many of the manual functions in the Computer
and Communication Centers to reduce errors and improve availability
and processing throughput. To improve the delivery of software
development, we have initiated a broad-based outreach program to our
customers. They are invited to OIT planning and standards development
sessions. In many other instances, we detail OIT development teams to
other components where they can work closely with our customers and
their projects.
We initiated a multi-faceted effort in the area of electronic
forms including the creation of a standalone prototype system; an
automated Form 4340 to request telephone and terminal service for our
customers; and a new Form 2600, Document Courier Receipt, which is not
only more economical to produce and user-efficient, but, more
significantly, facilitates tracking and improved record keeping. OIT
spearheaded the acquisition of the new Agency workstation and, in
S E C R E T
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conjunction with our customers, established standard hardware and
software configurations, simplified and automated the'ordering
process, and developed handbooks to assist customers in using the new
workstation.
2. GOAL: CONTINUE EFFORTS TO INCREASE THE NUMBERS OF MINORITIES IN THE
DIRECTORATE AND ENCOURAGE THEIR ADVANCEMENT
An aggressive minority recruitment effort has been initiated
throughout the Directorate--especially in the professional category.
At a July 1988 offsite with DA office directors, we agreed upon new
and revised minority recruitment initiatives and strategies. As a
Directorate, our efforts to increase the number of minorities have
resulted in improvement in FY 88. Twenty-five percent of the total
new employees for this fiscal year were minority, with 11 percent of
those joining at officer levels.
We continued emphasis on two relatively new Agency programs, the
Minority Undergraduate Studies Program (MUPIE), and the Undergraduate
Scholar Program (STOKES). Participation in these programs increased
from 27 students in FY 87 to 73 in FY 88. Both programs are valuable
mechanisms to recruit minorities from universities and high school
campuses throughout the nation. The Directorate of Administration's
participation in the MUPIE and STOKES programs increased more than 100
percent.
Other actions taken to increase the minority population include:
-- Assignment of a hearing-impaired minority officer
minorities and the handicapped.
--Realignment of geographic territories for the recruitment
centers to permit an increased focus on the recruitment of
minorities.
--Establishment of a DA Minority Recruitment Task Force to improve
and coordinate the minority recruitment effort in the Directorate.
--Development and issuance of the Agency's Flagship recruitment
brochure in Spanish for use in Hispanic communities, especially to
provide information about the CIA to Hispanic applicants and their
families.
Manta ers in the Directorate will take a more active role in the
decision to reject minority applicants and in the review of promotion
lists to ensure that no employee is unjustifiably excluded. Increased
emphasis has been placed on ensuring appropriate training and
assignment opportunities.
n ~ n
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GOAL: FIT UP AND BEGIN THE MOVE INTO THE NEW HEADQUARTERS BUILDING
V (NHB) WHILE CONTINUING DAILY SUPPORT TO THE AGENCY WITH A
MINIMUM OF DOWN TIME AND INCONVENIENCE TO THOSE BEING SUPPORTED
AND THOSE BEING MOVED
The move to the NHB was and continues to be the bjggest challenge
to the DA in 1988 and 1989. To date, we have successfully moved into
the NHB the Offices of Technical Service, Scientific and Weapons
Research, East Asian Analysis, and Near Eastern and South Asian
Analysis. The data processing and communications needs of these
customer offices were carefully coordinated and satisfied before and
after the office moves. Next day system accessibility after the
office relocation is the standard support provided by OIT; on numerous
occasions, same day system accessibility for critical applications has
been accommodated. Of all office ADP devices relocated to the NHB
during FY 88, 98 percent were made operational during, or the day
after, the office relocations.
moved to the NHB Computer Center over the Memorial Day and Labor Day
weekends, respectively, with a minimum of down time and inconvenience
to the user. In the words of our IBM contractors, these were the
largest and most complex moves of a computer system against a fixed
deadline in history. In both cases, the systems were restored to full
operating capability significantly ahead of schedule.
We opened two new Information Service Centers to provide high
quality registry, data output, and communications services to NHB
components. These centers were opened one week prior to office moves
to minimize disruptions in their information handling requirements.
The successful move of components and units to the NHB can?be directly
attributed to the joint meetings conducted biweekly with OIT and OS to
coordinate all construction and device installation in accordance with
the approved move schedule; the continued coordination of furniture
acquisition, scheduling, and placement; the scheduled support for
removal and disposal of furnishings after relocation; and the
pre-move, during-move, and post-move briefings for customers. Our
Office of Communications completed the initial operational
installation of the MERCURY Packet Switching System at Headquarters,
and the installation of the Headquarters Network Service Center was
initiated in September 1988. Our office of Finance has initiated
plans to renovate the Agency's primary cash disbursing facility at
Headquarters. These improvements will enable us to accommodate the
increased workload generated by additional components occupying the
NHB without degradation of customer service.
Refinement of requirements and completion of design work continues
in concert with the Master Move Schedule.
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4. GOAL: FURTHER DEFINE THE STANDARDS FOR "CORPORATE DATA BASE" AND
CONTINUE THE PROCESS OF HAVING THE OFFICES WITHIN THE DA
JOINTLY MOVE TOWARD MEETING THAT STANDARD FOR AUTOMATED DATA
PROCESSING
I have established a task force which is reviewing progress and
developing a long-range plan for our corporate data program, our
effort to automate administrative information and make it easily
accessible to anyone who needs it. Meanwhile, the Office of Personnel
has a major effort underway that will facilitate the sharing of
personnel data--the key portion of our corporate data program.
The Corporate Data Base standards continue to be developed. They
will ensure rules on how the data may be accessed and used and will
greatly facilitate the development of new data base applications in
the DA. Initial accomplishments include the establishment of an
environment and the development of a global database structure for the
sharing of personnel, insurance, and training data.
5. GOAL: EXPAND CAREER DEVELOPMENT EFFORTS, INCREASE MANAGEMENT
TRAINING AND ESTABLISH A DA EXECUTIVE DEVELOPMENT PROGRAM
Increased, emphasis has been placed on these areas in recent
months. A DA Personnel Policy Task Force was established in August;
it is comprised of a representative from each office in this
Directorate and my immediate staff. Among their responsibilities,
will be the requirement to assess and address these areas.
As a part of the career development effort, several of our offices
have produced (or are in the final stages of producing) career
development/personnel management handbooks which, among other things,
outline for employees various career tracks available within their
offices and describe the evaluation process. In addition, offices are
expanding career counseling responsibilities of supervisors and Career
Management Staff members. One of our offices recently adopted an
occupationally-based evaluation panel system and appointed
chairpersons for each occupational group to provide counseling on
training, assignments, and other career matters. Other initiatives
include the completion of job profiles on numerous job categories, the
increased placement of senior officers in rotational assignments
outside the immediate office and Directorate, the establishment of
succession planning boards/systems, and the expanded use of the
Individual Career Development Plans to ensure consideration of the
employees' interests in assignment decisions. In recent months
OL 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 practices which pertain to the other
75 percent of the office workforce.
We are aggressively pursuing management training as is evidenced
by the increased number of supervisory and managerial personnel
completing our Agency (OTE) training program for managers. In 1988,
the first full fiscal year for the program, over Agency
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managers--aboutL__]from the DA--attended 17 Hqs and 3 overseas
runnings of "Management in CIA". We also instituted the Management
Electives Program for experienced supervisors. Several other offices
have pursued and implemented office-specific supervisory/management
training courses. Our Office of Communications',junior managers have
received developmental training through the auspices of a unique
office program, Project Groom. To date, over managers have
received training in basic management and counseling techniques
through the worldwide efforts of Project.Groom. A "Supervising in OL"
course was designed and presented for the first time to prospective
and current first-line supervisors and will be offered at least six
times during the next fiscal year. OIT initiated a Management
Development Seminar, a series of Customer Relations Workshops, and a
study by Price Waterhouse to determine the full scope of their
management training needs.
Work continues on the establishment of a DA Executive Development
Program.
6. GOAL: IMPROVE MANAGERIAL ACCOUNTABILITY, DISCIPLINE, AND FOLLOW-UP
The Office of Personnel (OP) has actively taken the lead and
provided direct support to several Agency-wide initiatives designed to
improve managerial accountability, discipline, and follow-up.
a. Decentralized Position Classification System: OP is in the
process of putting into place a more flexible and responsive system
for position classification and management. Key aspects are the
simplification and decentralization of position classification, and
distribution of grade points to the Directorates. The proposal will
be implemented over at least a 15-month period, beginning 1 October
1988 with one or two occupations in each Directorate. Under such a
system, managers will be authorized to determine the grade levels of
positions for which there exists approved descriptions and an agreed
upon grade structure. With this process, managers have more
responsibility for and control over their office grade structure.
b. Manage to Budget: As a follow-on to the decentralized
position classification system, OP has developed a prototype Manage to
Budget system. The system is designed to increase a manager's
flexibility by allowing him/her to use personal services' funds as a
means of control, as opposed to positions. During a time when
priorities change constantly, managers can shift resources to meet
them, without the review process centralized in OP. The system will
be implemented in pilot programs in FY 89.
c. Delegation of Authority to Approve Awards Amounts: The Office
Director or DO/Division Chief has been delegated authority to approve
performance and achievement awards of amounts uo to $1,000. In
addition, the delegation to the four Deputy Directors was increased to
cover amounts from $1,000 to $5,000. Delegation of this authority
downward and simplification of the entire awards process is designed
S E C R E T
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to allow managers increased flexibility in rewarding employees without
cumbersome procedural requirements.
A number of other steps have been undertaken to improve managerial
accountability:
--Our Office of Finance line managers have been given full
approval authority for all normal operating expenses and must account
for them accordingly. They are also responsible for developing and
defending their respective operating budgets in the course of
preparing the overall program for the Office, and they are held
accountable for the expenditure of those funds during the operating
year.
--We have begun an extensive review of how prspr;Pt-ar;pc.(and
V ,other commercial entities over which we have control) are managed.
Our efforts have revealed a need to develop a comprehensive training
course for field case officers, project desk officers, and budget and
finance officers to familiarize them with proper management and
financial accounting procedures. We have reviewed the type and level
of support currently provided by our Proprietary Systems Branch and
have identified areas that need improvement. Finally, we have begun
to modify appropriate Agency regulations to improve the administration
of proprietaries and have suggested the establishment of an
inter-directorate board to provide continuing oversight and evaluation
of these entities.
--Periodic conferences and meetings are being held to address
specific issues, obtain feedback, and ensure follow-up.
--The review of the three-year trial period employee has been
given greater emphasis, requiring managers to be more thorough and
explanatory in their decisions to recommend the retention/nonretention
of employees.
--Some offices are requiring that Performance Appraisal Reports
(PARS) for GS-14 and above managers address specific areas; i.e., the
development of subordinates, preparation of PARs, etc.
--Several offices have published office-specific Project
Management Handbooks which clearly outline managerial accountability
and required follow-up procedures.
--Through mergers of various DA elements and reorganizations, we
have created organizations capable of bringing to bear resources
necessary to resolve a customer's problems without unnecessary
bureaucratic involvement and which facilitate the identification of
responsible people and units. A typical example is the recent
formation of the Network Services Group/OIT which is responsible for
all aspects of a customer's voice and data instruments and
S E C R E T
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connectivity. Another example is the creation of the Technical
Security Division/OIT, responsible for all aspects of computer and
information security.
--OIT developed an aggressive on-going dialogue with selected
outstanding leaders in private industry to discuss and view firsthand
how managerial accountability and initiative are achieved and
maintained. It will be our challenge to apply these lessons to our
unique operating environment.
--Wherever possible, we have initiated a policy of delegating to
line management the authorities necessary to serve our customers; we
recognize that these are the individuals who are capable of and
directly responsible for serving our customers, and they must be
empowered to act.
--Many units have established reporting requirements which
highlight service statistics and discuss the resolution of problems.
For example, the OIT Service Desk developed a data base to track the
length of response time to trouble calls; as a follow-up, morning
meetings have been initiated to review troubles which have not been
resolved within two days.
7. GOAL: TAKE STEPS TO IMPROVE THE COUNTERINTELLIGENCE POSTURE
OF THE ORGANIZATION, IN COLLABORATION WITH OTHER CONCERNED
ELEMENTS OF THE AGENCY
posture, our Office of Security has assigned
cal~
ositions to the newly
These positions
established
COMSEC careerist
constitute the core of the security group of CIC, and OS careerists
are assigned to them to perform CI functions. OC has increased its
staff dealing with counterintelligence issues and has assigned a
All OC personnel returning from or going to foreign field
locations are scheduled for CI sessions which include responding to a
written questionnaire, and having discussions on communications center
vulnerabilities, perceived threats, and security violations both
reported and unreported.
In consultation with the ADDO for Counterintelligence, the CIC,
and the OS, our training area has developed a one-day CI awareness
program for all Agency employees. A pilot running will be conducted
this fall. We also reviewed the Field Tradecraft Course, the
Operations Course Accelerated, the Career Training Development Course,
and several other new employee courses to determine whether the CI
content is sufficient. As a result of this review, we have made
several changes in the curriculum to strengthen the CI component.
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S E C R E T
8. GOAL: CREATE AND IMPLEMENT A MEDICAL INSURANCE STRATEGY TO
PROVIDE FOR OUR EMPLOYEES THROUGH THE ASSOCIATION BENEFIT PLAN
The dual objectives of developing a proper medical insurance
strategy through the Association Benefits Plan (ABP) and implementing
a Flexible Benefits Program have been addressed in a coordinated
fashion. The proposed flexible benefits health plan options have been
designed to address most of the existing ABP shortcomings, such as
disparate treatment amon em loyees, absence of
health insurance choices and escalating
costs/premiums for employees and the Agency alike. Of equal
importance, the options were carefully structured to provide a range
of health insurance choices which would bracket the most popular plans
in the Federal Employees Health Benefits Program (FEHBP). A flexible
benefi is approach would provide choices to all employees
in the event that compulsory enrollment occurs in 1990 as is
now contemplated. The plan has been developed and endorsed by the
Agency, and in preliminary discussions the NAPA Study team has
recommended its implementation as a "test bed" for the Federal
government under secure conditions. The study team findings are
currently under review by the full NAPA panel and, assuming no
problems develop, the Agency should be in a position to brief the
oversight committees no later than January 1989.
In addition to pursuing the goals outlined for 1988, we have
continued to follow up on selected items and goals identified for
1987. They are discussed in goals 9-15 which follow.
9. GOAL: BRING CLOSER TOGETHER AND BETTER COORDINATE THE ACTIVITIES OF
THE OFFICES OF PERSONNEL, SECURITY, TRAINING AND EDUCATION,
AND MEDICAL SERVICES AND THE COMPENSATION FUNCTION OF FINANCE
The movement of the Compensation Division from OF and its
incorporation into OP was effected in October 1987. This
organizational placement has provided an integrated personnel-payroll
function for the first time in the Agency's history. This integration
continues to require close coordination between OP and OF in terms of
both fiscal, manpower, and ADP resources.
The Offices of Personnel, Medical Services, and Security are
working together to share data base information on applicants so that
one entry into the data base by any of the three offices will update
databases for the other two. This will provide increased efficiency
in determining applicant status for those making inquiry.
Representatives from the three offices meet weekly to review and
discuss upcoming scheduling, existing or anticipated problems, and
applicant processing flow. Psychologists and/or psychiatrists have
been assigned to Polygraph Division to assist the polygraph examiners
and provide near real-time reporting of medical information.
The overall effect of the closer cooperation between OMS, OP, and
OS has been to streamline the applicant processing system to meet the
Agency's long-term hiring needs--without reducing our standards.
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10. GOAL: REEXAMINE AND ADJUST BOTH THE BACKGROUND INVESTIGATION
AND POLYGRAPH PROCESS AT THE INITIAL AND AT THE
REINVESTIGATION STAGES
A number of initiatives have been undertaken with regard to the
background investigation and the polygraph testing as well as the
processing of applicant and reinvestigation cases:
--Briefings are provided to applicants just prior to their
polygraph testing in order to help relieve any anxiety which they may
have developed while waiting for their test.
--Applicants requiring more than one polygraph test are
accommodated within 24 hours.
--Issues in the reinvestigation polygraph test have been
prioritized so that the focus is first on the hard CI issues;
secondly, the handling of classified material; and, finally, lifestyle
issues.
--Additional examiners whose Agency and polygraph experience best
equip them to understand and deal with the issues relevant to this
testing have been dedicated to the reinvestigation program. Also,
additional examiners have been dedicated to the applicant program.
--The ratio of supervisors to examiners in the monitoring of
reinvestigation polygraphs has increased.
--OMS staff psychologists and a senior Clearance Division/OS
representative are assigned to the Polygraph Division to provide
advice and counsel during the progress of polygraph testing.
--A reinvestigation briefing program for employees has been
established which allows any interested employee the opportunity to
receive a briefing prior to initiation of his/her reinvestigation
processing. The briefing covers the entire reinvestigation process,
including polygraph testing.
--Special briefings for individual offices, meetings, and
conferences are offered.
--Each of the Directorates has established an ombudsman to whom
employees can go with concerns and questions about polygraph
processing.
--A Senior Officers Adjudication Panel (SOAP) has been established
to adjudicate extremely derogatory cases and streamline the processing
of applicants.
--A new procedure for providing polygraph information to Clearance
Division has been implemented, allowing for quicker adjudication of
applicants most likely to be approved.
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--OS, OMS, and OP have collaborated in producing a videotape which
addresses the entire Agency screening program.
--OS is leading a community-wide study to determine the
appropriate scope of DCID 1/14 investigations, including the period
covered and the sources of information. The study is in its
preliminary stage with an expected completion date near the end of
calendar year 1989.
11. GOAL: PUT IN PLACE A COMPASSIONATE BUT FIRMLY MANAGED STRUCTURE
TO HANDLE EMPLOYEES LIVING ON THE "MARGIN"
In support of the Agency's commitment to assist employees living
on the "margin," the E"ee Assistance Program (EAP) provided
counseling services to new cases (self referrals, management
referrals, and OS referrals) during 1988, consisting of general,
financial, and alcoholic counseling cases. We expect the numbers of
various counseling service cases to continue to increase as we move
toward the 1990's and fully intend to be able to meet these increased
counseling service demands through increased resources. Of particular
interest has been the growth, since August 1987, of the financial
counseling services.
The Agency's Reinvestigation Program, through field
investigations, polygraph testing, local and national agency checks,
formal credit checks, and other sources, is able to identify employees
who are living on the "margin." In order to minimize the potential
counterintelligence threat which these employees pose, the Agency,
through the Employee Assistance Program, attempts to provide immediate
assistance to improve their personal/professional status. We believe
that our counseling identifies and prevents suitability problems from
getting out of hand.
GOAL: FOR FISCAL, SECURITY, AND EFFICIENCY REASONS, THE NUMBER
OF OVERT COMPOUNDS (BUILDINGS) OCCUPIED BY THE AGENCY
IN THE WASHINGTON AREA SHOULD BE REDUCED FROM ABOUT
During 1988, a _Space Task Force met to study Agency facility
requirements from now until the year 2000 and to develop both short
and long-term plans. Recommendations to consolidate into major
centers and approximately other complexes have been forwarded to
senior Agency managers for review.
During 1988, OL has continued to develop) the
Master Plan phase of the project is currently nearing completion. The
county and community review processes will be initiated in October
1988. The will help to reduce the large number of
overt occupied buildings in the Agency. It will accommodate most of
the DS&T and some of the DA components.
S F. C R F T
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13. GOAL: IN THE INTEREST OF THE WHOLE AGENCY, CONTINUE STEPS TO
BETTER COORDINATE THE ACTIVITIES OF THE OFFICES OF
COMMUNICATIONS, INFORMATION TECHNOLOGY, INFORMATION
SERVICES, AND THE PUBLICATION AND PRINTING FUNCTIONS OF
LOGISTICS
The reorganizations between OC and OIT and within OIT have
resulted in more crisp and responsive organizations. Additionally,
regular joint planning sessions are held between the offices, and a
number of joint working groups have been established. The joint
working groups ensure coordination of projects and activities,
facilitate the delivery of services, and permit the free exchange of
information and ideas. OC and OIT continue the process of rotating
key officers between the two offices in order to provide broadening
experiences necessary to deal effectively with the blurred boundaries
of telecommunications and automated data processing.
During this fiscal year, our printing and photography area has
endeavored to enhance coordination with the Offices of Communications
and Information Technology. Following are several significant results
of this interaction:
--A fiber optic link was successfully planned and constructed
between the printing and photography production facilities
and the Headquarters Compound. Transmission of
digitized information in support of Foreign Broadcast Information
Service (FBIS daily publication production has been implemented.
This link currently provides greater 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.
--The continuing explosion of personal computer (PC) usage among
Agency employees has given impetus to a parallel growth in D s~ ktop
Publishing (DP) hardware and software within the Agency. Our Printing
and Photography Group (P&PG) is currently involved, together with
other Agency offices, in researching this burgeoning technology to
provide support Agency-wide to DP users. Concurrently, a P&PG
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.
--With the assistance of other DA Offices, recently P&PG
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 P&PG composition personnel. This is a continuing activity with
P&PG providing ad hoc support, in concert with other DA Offices, to
establish new links for Agency components requiring enhanced access to
P&PG composition services.
S E C R E T
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14. GOAL: CONTINUE THE UPGRADE AND RECAPITALIZATION OF OUR ADP
AND COMMUNICATIONS FACILITIES AND CAPABILITIES, WHICH
SERVE THE WHOLE AGENCY
Our commitment to the continual upgrading and recapitalization of
our technology base continues unabated and ranges from the procurement
of a new generation work station, to wideband network enhancements, to
mainframe enhancements as evidenced by the procurement of the CRAY
Supercomputer. In addition, our communications and data processing
areas work hand-in-hand to bring to full operating capability the new
generation message hardware and software systems. Similarly, we work
with other components of the Agency to provide needed connectivity
today and to assist in their planning and development for the next
generation in field automation.
Recapitalization within OC continues to enhance the Agency's
capability for rapid and secure communications on a worldwide scale.
Installation and operation of the packet-switching system (Project
MERCURY) has begun both domestically and overseas.
Significant increase in the current network transmission capacity
will be accomplished in the future through modification of existing
satellite terminals and the introduction of a new family of field and
base terminals. A contract for new-generation field terminals was met
in late FY 88. Delivery of first-article units is scheduled for
mid-1991. The development of the Enhanced Terminal was completed and
it was deployed Phis
replacement system improves overall operational efficiency.
15. GOAL: MAINTAIN THE SURGE OF ADDITIONAL RESOURCES INTO THE
TECHNICAL SECURITY ARENA
The DDA has continued to support OS and its technical and physical
security mission with resources commensurate with Agency requirements:
--Our Plain Text- _Processina auipment facility has been open for
business over a year and has put 25 percent of our overseas posts into
the program.
--Our Interagency Training Center (ITC) has continued to grow and
expand and has become a national technical security training academy.
I hope that you find this update on our goals accomplishments helpful. We
will continue our pursuit of the goals that we established for ourselves in
the DA in 1988 and 1987, as appropriate.
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