ADDITIONAL POSITIONS FOR OFFICE OF COMMUNICATIONS CONTRACTS TEAM

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP91-00981R000100100018-5
• Release Decision: RIPPUB
• Original Classification: S
• Document Page Count: 8
• Document Creation Date: December 27, 2016
• Document Release Date: September 3, 2013
• Sequence Number: 18
• Publication Date: January 11, 1988
• Content Type: MEMO

Declassified in Part - Sanitized Copy Approved for Release 2013/09/03 : CIA-RDP91-00981R000100100018-5
jAil 1985
MEMORANDUM FOR: Director of Communications, DA
FROM: John M. Ray
Director of Logistics, DA
SUBJECT: Additional Positions for Office of
Comm4nications Contracts Team
1. The attached Memorandum of Agreement calls for an
increase of three contracting officer positions in the Office
of Communications (OC) Contracts Team. I believe that the
augmented Contracts Team will prove to be a material benefit
in creating a responsive and effective procurement support
mechanism for OC.
2. I will ensure that additional contracting officers
are assigned to the OC Team during the period it takes to
identify the requisite positions. If you have any questions
concernina thiq matter, please contact me or on
ATTS: A. MOA
B. OC Team Structure
SE
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PE/OL
Orig - Addee Watts
? 1 - OL/PMS w/atts
1 - C/PUS/OL w/atts -
1 - OL/P.E. Watts
1 - OL Official w/atts
1 - OL Files w/atts
(11 Jan 88)
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MEMORANDUM OF AGREEMENT
BETWEEN
THE OFFICE OF COMMUNICATIONS
AND
THE OFFICE OF LOGISTICS
CONTRACTS TEAM, OFFICE OF COMMUNICATIONS
JANUARY 1988
RECTOR OF LOGIST
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INTELLIGENCE SOURCES
OR METHODS INVOLVED
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DATE
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`'STAT
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I. PURPOSE:
To proVicle_iot7a-more effective and efficient execution
of procurement activities irr support of the Office of
Communications (OC).
II. DISCUSSION
A detailed study of the Agency's procurement system
concluded in "e.recommendation that further decentralization
should be implemented by increasing the staffing complements
of. existitig decentralized contracting teams. The rationale is
to provide the necessarypersonnel to ensure optimum-
responsiveneSsto a component's requirements. An analysis of
the OC FY 1986 procurement requirements (attached) by the
Procurement -Management Staff, Office of Logistics (PMS/OL),
identified a need for six contracting officer positions. The
OC Contracts Team currently has three positions. At this
time, OC is unable to Provide all of the additional positions
in FY 1988. OC will develop' a plan to provide tie necessary
positions no later than 30 September 1989.
III. AGREEMENT
It is mutuallyagreed:
A. OC will develop a plan to provide three additional
GS-13 contracting officer positions (MLM) for the
augmentation of the OC Contracts Team, no later than
30 September 1989.
B. OL will make its best effort to staff the OC
Contracts Team with additional contracting officers with
the execution of this agreement.
? C. J-All requisitions, excluding local procutement type
requisitioning, generated by OC Headquarters area
elements will be reviewed by Chief, Contracts Team, OC,
to detexmine if the action is to be processed b thet,:
ContraotiHTeam or forwarded to OL for action.
IV. REVIEW
The terms of the subject Memorandum of Agreement are
r7
subject to an annual review and may be changed by mutual
-agreement of the parties hereto.
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ANALYSIS OC TEAM STRUCTURE
(4) arags....aLgaziagnata
The OC Team will be significantly impacted by the
dissolution of the OL/PD/ADP&EB and OL/PD/P&SCB teams. Thi
team has the potential to increase its contract dollars by
.:Current projections indicate that the *OPIC Team is
likely take on about half of the OC dollars formerly obligated
by OL/PD (excluding GP) so that the enhanced OC Team will
Posi,ttign
CONTRACT POSITIONS
AGENCY CONTRACTS GROUP, OL
OFFICE OF COMMUNICATIONS
isaltian.auda
It__QUA
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III. APPROACH
In order to identify the actual needs of the procurement
system, comprehensive analysis of the entire procurement
organization was undertaken, using the procurement activity for
fiscal year (FY) 1986 as a baseline. It extracted from CONIF
relevant data to support an indepth assessment of the increased
number of professional positions, by type, that are needed for each
team within the newly restructured procurement organization.
In addition, this information was provided to all senior
procuring officials and their team chiefs so they could develop
their own analyses and statements of need, which have been
separately prepared. These assessments, including the analysis
prepared by Procurement Division (OL/PD), for ACG, were considered
for preparation of the final version of this report.
To insure the establishment of a comprehensive methodology for
' the projections of this report, a 4-step assessment process was
utilized. The primary goal was to restructure the 1986 baseline by
team and contract activity to reflect the impact of increased
decentralization and other factors which influence the workload of
individual contract teams.
For example, in the case of ADP and Engineering Branch
(OL/PD/ADP&EB) and Production and Services Contracts Branch
(OL/PD/P&SCB), it was necessary to determine how much of the
workload and resources would have to be reallocated to another team
at the end of FY 1987, assuming that the new organization was to
take effect 1 October 1987. This establishes the baseline for each
team and the foundation for the position requirements of each team.
In this report, we have provided only the results of Step 4 in
order to maintain an appropriate size for this report. Further
background data is available if needed.
The 4-step process includes the following approach:
'3 Step 1 Determine how much of OL/PD's workload [excluding
General Procurement (GP)] would be transferred to
existing or new decentralized teams in terms of
auditable actions as determined by CONIF. The
result of this exercise covered all types of
contracts, i.e., research and development, services,
and produotion.
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? Step
2
? Step
3
? Step
4
This approach was identical to Step 1 except that the
recent 1987 Office of Technical Service (OTS) 6-month
pilot study, indicating a '20 percent retention factor
was being experienced for the reguiremerits of the type
formerly processed by OL/PD, was used.
This step provided for an assessment of all OL/PD
activity (actions and dollars) in term Of the level
based on commercial/noncommercial pricing by team.
After completing the assessments outlined in these
steps, consideration of all factors previously
discussed and application of experienced and informed
iudgment, the projections for each team and group are
hereby provided. The results of this ,step are shown
for each group and team in Part V. .
Irf determining what percentage of work would be reallocated,
consideration was also given to a baseline of 78 contract actions
per CO. This baseline is derived from the C&L report. While it is
not appropriate for all teams, e.g., GP, DI, the Directorate of
Operations Special Activities Staff, it does provide a baseline
indicator and yardstick tool for staffing contract teams.
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