FY 1984 DIRECTORATE OF ADMINISTRATION ACCOMPLISHMENTS

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP89B00656R000100020001-4
• Release Decision: RIPPUB
• Original Classification: S
• Document Page Count: 49
• Document Creation Date: December 22, 2016
• Document Release Date: December 29, 2010
• Sequence Number: 1
• Publication Date: December 12, 1984
• Content Type: MEMO

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SECRET
ROUTING AND RECORD SHEET
SUBJECT: (Optional)
FY 1984 Directorate of Administration Accomplishments
ie Plans Bran
Policy and Plans Group
DD/PSI
DD/PTAS
DATE
19 December 1984
COMMENTS (Number each comment to show from whom
to whom. Draw a line across column after each comment.)
FYI, attached is the list of
FY 1984 DDA accomplishments sent
to the DCI earlier this month.
14. REGRADED CONFIDENTIAL 1.111W
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FORM 61 0 USE PREVIOUS
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SECRET
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DDA Registry
84-3275/10
12 DEC 1984
MEMDRANDW FOUR: Director of Central Intelligence
FROM: Harry E. Fitzwater
Deputy Director for Administration
SUBJFX.T: FY 1984 Directorate of Administration Accomplishments
1. Mainly due to your efforts, the Agency received needed
recouperative resources in FY 1984, including resources needed to
successfully respond to the growing requirements for support. The
tenor of individual and organizational accomplishments in FY 1984 in
the Directorate of Administration (DA) reflects the pride of the DA
Offices in their contributions.
2. I am obviously pleased with our accomplishments in the DAL and
want to share them with you. In the remainder of this memorandum, you
will find highlights of FY 1984 DA Office accomplishments. Also, I
have attached for additional information, detailed accomplishment
lists from the Dk Offices, as they were provided to me.
3. The Office of Security (OS) reduced the investigation time for
Agency staff cases during FY 1984 from 87.6 to 70.2 days. Over 16,500
background investigations and reinvestigations were conducted on
applicants, staff personnel, and industrial contractors. In addition,
over 8,600 polygraph examinations were administered to staff employees
and selected industrial contractor personnel. The Agency sought and
received the necessary delegation of authority to be directly
responsible for the physical security protection of the Headquarters
National Photographic Interpretation Center. One
hurx3r General Services Administration Federal Protective
Officer (FPO) positions were transferred to the Agency to staff its
newly established Agency Security Protective Service. This action was
necessitated due to the perennial staffing shortfalls in the FPO cadre
assigned to the Agency.
4. The Office of Finance
include
savings on procureme ran tation through Government
Transportation Requests o and implementation of a
statistical sampling audit technique for certain domestic travel
claims, which has reduced required audit time by approximately 10%.
These are very real and significant savings in the cost of doing
25X1
25X1
25X1
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business. The application of state-of-the-art automation technology
to OF operations is the means to improve the effectiveness and
productivity of our personnel. For example, the implementation of
five stations of the OF complement to the CRAFF system, the automated
Field Accounting System, has been a success. It offers quick recgrd
destruction capability and eliminates much of the manual posting
presently required and eliminates most paper documentation. The use
of personal computers in the payroll and contract audit process has
been of immediate benefit by partially automating the non-official
cover payroll process and greatly assisting the contracting officers
in cost negotiations where some savings have been realized.
5. The Office of Personnel (OP) considers FY 1984 a very
successful year. For example, staff strength at year end was
78 over ceiling. The DA and DS&T were overstrength, the DI was under
by 48, and the DO by 52. Subcategories of the employment picture are
interesting: the total number of individuals who entered on duty in
the year (staff, contract, part-time etc.) was the highest in
recorded history; Crs increased from =n 198 to n 1984;
clerical employment, which includes not and secretaries and typists
but clerks, couriers, and guards, was again an Agency high; the
Office of Communications, traditionally a difficult account, finished
the year well overstrength; and all engineering categories increased
nearly 100% from 1983 to 1984. In addition, OP had significant
accomplishments in the areas of health insurance, Agency-sponsored
life insurance, retirement, pay incentives, civilian reserve program,
excellence, domestic relocation, Consolidated Fund Campaign, and
getting OP in touch with the Agency population.
6. The single most notable accomplishment of the Office of
Logistics (CL) in FY 1984 has been the response to a significant
increase in workload for all logistical functions. Procurements
reached the highest level in history. The number of line items
introduced into the supply system increased by 15% from FY 1983.
Significant enhancements were made to the interior of Headquarters
building to improve the quality of life for employees. OL assumed the
workload inherent with takeover of operation and maintenance of the
Headquarters building. The new building construction activity
increased with receipt of final approval from the National Capital
Planning Commission. Growth in customer demands for printing and
photographic services occurred across the board. Real estate and
engineering support services grew in the acquisition of space,
property, and modifications for domestic and foreign facilities.
(Please note the CL statistical data provided in the attachment.) The
growth in requirements was met by enhancements to existing systems,
capital improvements, exploiting the availability of automated
systems, reorganization, more efficient operations and delegations of
authority and responsibility.
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Mfi
7. The Office of Communications' (OC) capitalization of the
Agency's telecommunications capability marched into the "payoff stage"
during FY 1984. Also, the geometric growth of teleprocessing
requirements created by increasing Agency and Intelligence Community
reliance on automation worldwide ensured increasing workloads in OC's
day-to-day activities. For example, a 235% increase in support to
traveling VIPs, 91% increase in people weeks of training and a 51%
increase in total number of employees training internally, 72%
increase in data terminal installations to keep pace with Agency and
Community automation programs, 21% increase in data records processed,
43% increase in secure phone installations, 13% increase in cables
disseminated to Agency components in Headquarters area, and
12% increase in narrative cable traffic processing in the OC network.
8. Expansion of the Agency's interest in training continued for
FY 1984 with new records being achieved in many categories of programs
offered by the Office of Training and Education (OM). There was an
increase of _tudent enrollments in OM-conducted --jrcLe.
enrollments, an 11% increase over 1983) and an increase o
instances of external training (13% increase over 1983). OTE has
responded to the increasing demand by adding additional courses, with
a total curricula consisting of 139 courses (up 15% over 1983). OTE's
dedication to Agency and Community training is reflected in the
numerous acc.lishments during this most recent fiscal year. Efforts
towards tailoring training programs to meet specific requirements
resulted in the launching of a needs analysis and program development
for the D6&T. A comprehensive training program for secretaries,
administrative and technical employees that began in July is
expecting over enrollments for the upcoming fiscal year. The
Career Trainee Division was established in May to direct the expanded
Career Training Program designed to foster the one-Agency concept by
serving the needs of all Directorates.
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pieces stand-alone word processing equipment in users o ices.
During FY 1984, OOP successfully passed significant milestones on
major development efforts such as CANS, SAFE, and LESIST. In May
1984, the Intelligence Community's CCHIIREX Automated Management System
(CANS2) Processing Segment became operational on schedule to support
The integration and acceptance of
the SAFE system by analysts at CIA and DIA have exceeded all previous
expectations. To illustrate, the current user population at CIA is
approaching 900 instead of the projected 300; at DIA, the population
is nearly 500 instead of 300. Additionally, the system has been
improved in several ways, like a new method of processing cables which
makes them available to the analysts in an average of nine minutes
rather than 90-a major improvement. In March, the DIA portion of the
system was moved to Bolling AFB without impacting DIA analysts.
10. The Office of Information Services (OIS) established an
Information Services Center (ISC) in the Ames building to provide
combined registry services for the three major Agency components and
several sections of the Intelligence Community Staff in Ames
building. The ISC is first of its kind and presents a significant
step in consolidating the traditional registry services into a single
unit serving the needs of several different offices. The Records
Information System (TRIS), a major OIS automation effort, progressed
through the detailed system requirements, project familiarization, and
preliminary system design phases and development is on schedule. Over
20 registries and 50 Top Secret control points will have initial
access to the TRIS data base to exchange essential records data
elements, locate and track the movement of records, make front-end
records disposition decisions, create folder-level inventories of
component records stored at the Agency Records Center, and control Top
Secret and other sensitive documents. TRIS will eliminate
independently automated registries that cannot communicate with each
other. The standardization of document handling procedures through
TRIS is essential to the establishment of efficiently automated
records accounting and control systems throughout the Agency.
11. In FY 1984, the Office of Medical Services (CMS) components
involved in the selection and evaluation of applicants, dependents,
and employees continued to deliver to the Agency the highest volume of
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%to
testing and medical evaluations in CHS history. Psychological
testing, test processing, and assessment activities increased about
10% (applicant testing 20.8% increase); clinical activities, 16%;
psychiatric screening and evaluations, 3% each (applicant physicals up
27.15%, applicant psychiatric evaluations 28%). In addition, the
physician When Actually Employeed (W) structure was reorganized to
increase both flexibility and capacity of program, thereby eliminating
clinical backlog of about 1,000 cases and considerable wasted effort
on the part of the psychiatric W Es. In the process, the W E feedback
function was enhanced reducing Medical Requirements Officer's (MR))
screening responsibilities by about 30%. The Executive Annual Program
was expanded by the addition of physician resources and the transfer
of administrative responsibility to a senior secretary. This allowed
doubling of the executive annual exams and notifying executives of
their eligibility for examinations in their month of birth.
13. We established a CIA Computer Study Panel, consisting of
distinguished automated data processing experts from industry and
Government to determine the most feasible and cost-effective method to
prevent the continuing displacement of personnel in the old/new
Headquarters buildings by machines.
14. There is a dynamic atmosphere in the DA. FY 1985 will be a
very active year, and we will strive to get the most from our allotted
resources and maintain our momentum. The above accomplishments
notwithstanding, the Agency and the DA are faced with a full platter
of problems and challenges for the future. For example, the
communications capitalization effort is just beginning. Construction
of the new Headquarters building and transition planning from the old
to new buildings will be a major challenge. Our recruitment effort
must be fine tuned to reduce our processing time and develop methods
to compete for the brightest and best. We must continue to improve
the quality of the work environment for our people. Support to
counterterrorism and overseas security will continue. Major computer
automation efforts will require a major part of our attention.
Maintenance of the best workforce in Government will require
continuing creativity and extraordinary effort. We believe with your
support, we can meet these challenges.
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NA/M$
[10Dec
84)
Orig - Adse (w/att)
1 -
DDCI (w/att)
1 - DDA Subject (w/att)
1 -
EXDIR (w/att)
1 - DDA Chrono (w/o att)
1 - ER (w/o att)
1 - DDA/MS Subject (w/att
)
1 - DDA/MS Chrono (w/o at
t)
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S E C R E T
OFFICE OF COMMUNICATIONS FY 1984 ACCOMPLISHMENTS
Personnel
The performance of OC employees in 1984 equaled, if not
surpassed, the excellence of years past. Their unique attributes
continue to make the difference in special circumstances as well
as the normal ones experienced in providing every day rapid,
reliable, and secure communications critical to the national
interest. Their contribution is becoming more visible to
national policy makers as increasing numbers of VIP's use their
services. National Security Advisor MacFarlane clearly expressed
his appreciation and respect for our professional communicators
by attending the Intelligence Star Award Ceremony for the
communicators who supported his mission to Beirut.
The Office has been active in recognizing their
contributions as 60 percent of OC's employees received
recognition in the form of a promotion, QSI, or an award in
FY1984. OC has been seriously striving for excellence and has
made noteworthy efforts to provide an environment for achievement:
- developed a "pay banding" proposal that will closer
equate pay and performance. Most importantly, it will allow
more frequent recognition of the contribution made by
experienced employees;
- developed a monetary award for communicators assigned
to one-person facilities;
- moved to increase per diem rates in Africa to afford
our travelers western style accommodations;
- liberalized office policy concerning provision of QP
vehicles where local transportation does not meet mission
needs;
- provided rental vehicles for up to five days to
employees processing at Headquarters between overseas tours;
- arranged special offerings of behavioral training
courses to 0 employees between assignments during the
summer of 1984;
- developed and presented an eight-part mini-masters
lecture series to inform all OC employees of subjects as
diverse as personnel management, planning and budget
processes, liaison relationships, and principles of the
newest operational equipment, including satellite and HF
radio concepts;
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- moved to improve the quality and readiness of graduate
communicators through an extended training period of up to
one year at Headquarters prior to onward overseas
assignment;
- made every effort to change the image of our employees
by stressing the fact they are intelligence officers. A
variety of key-skill people are being given rotational
assignments to broaden their experience and to demonstrate
the caliber of our officers to other components;
- increased the number of OC employees provided
developmental training by
- conducted special workshops and lectures for OC
employees including topics such as Stress, Managing Change,
Alcohol Awareness, Sexual Harrassment Awareness, and Safety.
The office continued to seek out recruits for its unique
cadre. We instituted a vigorous and imaginative recruitment
campaign. One example of the results of using non-traditional
methods such as new testing techniques and attending national
radio ham fests, L employees were EOD'd during the second
quarter of FY-84.
RESPONSIVENESS TO INCREASED CUSTOMER REQUIREMENTS
The geometric growth of teleprocessing requirements created
by increasing Agency and Intelligence Community reliance on
automation worldwide ensured increasing workloads in OC's day to
day activities. For example:
- 235% increase in support to traveling VIPs. Excellent
service attracts customers. The measure of the quality is
in the growth to almost 500 VIP support events in 1984.
Vice President Bush, Secretaries Weinburger and Schulz,
National Security Advisor MacFarlane, and Presidential
Envoys accounted for nearly one-third of the requirements.
91% increase in people weeks of training and a 51%
increase in total number of employees trained internally.
students in FY-84. The increase o from t e FY-83 evel
is a reflection of the surge of Capitalization equipment and
systems which employees must learn to operate and maintain.
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- 72% increase in data terminal installations to keep
pace with Agency and Community automation programs. The
1,506 terminals installed in FY-84 by the Domestic Networks
Division is three times the rate of installation in FY-83.
OC is keeping pace with the Agency programs to exploit
automation in every phase of the intelligence process.
These programs include Collection of Operations Messages
Electronically Transmitted (COMET), Support for the Analysts
File Environment (SAFE), Decision Support and Information
System for Terrorism (DESIST) and DDO document management
systems, e.g., BIOSTAR, ALLSTAR.
- 21% increase in data records processed. In FY-84 the
data volume increased to almost 700,000,000 records
(approximately equivalent to 2 million message pages). The
rate of growth will continue to increase as Agency and
Community users access and exchange larger volumes of data
through teleprocessing links provided by the Office of
Communications.
- 43% increase in secure telephone installations. The
Office of Communications rovided a secure voice service
with the capacity of telephones by the end of FY1984
(an increase o nstruments). This achieves a long
standing goal to make secure phones accessible to every CIA
officer and provides interconnection with other secure voice
networks in the Intelligence Community.
- 13% increase in cables disseminated to
Agency components in the Headquarters area.
- 12% increase in narrative cable traffic processed in
the OC network.
Efficiency features have been added to existing services and
major installations have been completed to match Agency growth:
- Nearly 100% of the Directorate of operations message
traffic is now being printed in the Remote Automated
Printing and Reproduction Systems located in the four DDO
registries.
- True Electronic Cable Origination (ECO) became a
reality on 17 September 1984 when the National Collection
Division came on-line with the ECO Handler. NCD reports
officers can now originate and forward cables to OC for
transmission and dissemination without the use of cable
forms.
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- The Decision Support and Information System for
Terrorism (DESIST) commenced on-line initial operating
capability through the OC data switch on 26 November 1984.
- A major secure communications installation was
completed for OSO (TASC) in the Building. A
secure telephone switch and associated equipment was
installed to support
Buildings to provide on-line
narrative staff message service at both locations.
To keep pace with present workloads and to meet ever
increasing requirements in the future, OC has:
- Completed a SKYLINK Satellite carrier upgrade
to meet expanding
transmission requirements in the SKYLINK network.
- Installed and activated the Optimized Automated Relay
System (OARS) equipment at Headquarters. This equipment
provides upgraded hardware capabilities and improved circuit
speeds required to meet existing network requirements.
- Completed procurement and delivery of Time and Space
Processing Secure Voice interface to the Secure Tele hone
System. This project allows DDO/IAD the
capability of secure voice communications a weep si es and
Headquarters area subscribers.
- Completed the final circuit speed upgrade for the MAX
message switches at and Headquarters
Telecommunication Operations Center to meet requirements for
increased circuit speed.
through 30 November 1984. This network employs
UHF satellite links to support special operations, Central
American Task Force activities, and provides the means for
rapidly coordinating the Intelligence Community response to
fast-breaking events overseas. This capability has been
used in etc., and would be the
means used to coordinate evacuation of Diplomatic personnel
by elements of the U.S. military.
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As an ongoing aspect of contingency preparedness, a
simulated failure of the
was conducted in July. The exercise required eight overseas
stations to establish alternate communications links into the
network. The exercise was a total success.
Technical and operational support for several special
projects and crisis situations was provided by OC personnel with
the usual high degree of professionalism:
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Intelligence Community Support
As the Intelligence Community continues to increase its use
of teleprocessing systems to review and produce finished
intelligence, there has been a corresponding increased need for
OC support and expertise. There were a number of successes in
meeting communicator requirements and improving liaison
relationships during FY1984.
- The success of the secure fly-away communications
package to support on-site delivery of the CIA Daily
Intelligence Support Cable to traveling VIPs ensured its
increased use. Of the 491 events supported in FY-84, 81
events took place domestically with the fly-away packages.
- Preparation for supporting the Olympics extended over
the period of a year and deployed the full range of fixed
and mobile communications services. The secure capability
was tailored to the needs of the Intelligence Community
requirement and included interoperability with the FBI and
other government entities.
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Capability Enhancements
The capitalization of the Agency's telecommunications
capability marched into the "payoff stage" during the year.
- The activation of the second major secure voice switch
at the Headquarters Building plus the activation of switches
added capacity to the secure
- Two software development contracts were awarded and
the Message Handling Facility (MHF) program moved into a
multi-phase installation plan for the incremental deployment
of capability. This sets the stage for replacement of
undersized message handling systems in order to cope with
growth and to direct message traffic into customer data
bases literally eliminating a ton of paper.
- Although a variety of unique problems were
encountered, 27 site preparation and renovation projects
were completed during the year to accommodate the new
capitalization equipments. There were five moves to new
office buildings and three activations of new on-line
stations. It should not be overlooked that moves to new
office buildings require sustaining communications at both
the old and new location during the transition.
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KEY ODP ACCOMPLISHMENTS FOR 1984
In May 1984, the Intelligence Community's COMIPEX Automated
Management System (CAMS2) Processing Segment became operational on
schedule to support the new imagery collection system. The CAMS2
computer system assists the Community in managing its requirements
for imagery collection, exploitation and production/dissemination.
Besides supporting the new collector, the CAMS2 system contains
the operational data from its predecessor system CAMS1. CAMS2 is
designed for very high availability and forms the base to support
COMIPEX growth through the end of the decade. Currently, the
system supports over 700 Community users.
The integration and acceptance of the SAFE (Support for the
Analysts' File Environment) system by analysts at CIA and DIA has
exceeded all previous expectations. To illustrate, the current
user population at CIA is approaching 900 instead of the projected
300; at DIA the population is nearly 500 instead of 300.
Additionally, the system has been improved in several ways, like a
new method of processing cables which makes them available to the
analysts in an average of 9 minutes rather than 90--a major
improvement. In March, the DIA portion of t tem was moved to
Bolling AFB without impacting DIA analysts.
DESIST
The Decision Support and Information System for Terrorism
(DESIST) became operational in November 1984. This system is the
centralized intelligence storage and retrieval system of terrorist
information for the intelligence Community. The initial
capability supports 35 CIA users and Community users at NSA, DIA,
the Department of Energy, the Naval Investigative Service, and the
Joint Special Operations Command. Other Intelligence Community
Agencies are scheduled for DESIST access in the coming' year.
ODP Central Services
There has been phenomenal growth in the acceptance and use of
ODP's electronic systems. Every day Agency components are using
more and more ADP capabilities in the normal course of their
business. In the spirit of the DCI's "Pursuit of Excellence," the
use of our AIM electronic mail system experienced a single year's
growth of over 0 users--starting the year with slightly under
users we will end 1984 with slightly over I Users of our
large data base services grew
SECRET
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Further, users of ODP's time sharing services numbered
approximately in January and by year's end will exceed
Despite this growth, our largest online systems continued
to operate at over 99 percent availability. This high-quality
service is essential considering how dependent the Agency has
become on our systems.
In the past year ODP installed over 1400 new terminals and
printers and over 300 replacement devices. We obtained 323 word
processing systems, including 3,442 work stations, for Agency
components including the Directorate of Operations CRAFT project
overseas. ODP is now supporting over 5000 terminals ters
in user areas
In addition, we
support over 10,500 pieces of - one word processing
equipment in users' offices.
ODP Information Center
Another key area for ODP was the establishment of the
Information Center, which combines the consulting and ADP
professional training roles with the increased responsibility of
finding and evaluating new easy-to-use ADP tools. The Information
Center's goal is to provide a new class of responsive, quality
services to aid the growing number of knowledgeable do-it-yourself
users. F__1
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SECRET
OFFICE OF FINAME A000I'ci.IS t4 nS - FY 1984
1. PROGRESS IN RF$JILDIM OFFICE OF FINANCE CAPABILITIES.
In terms of bringing new employees on board, it has been a good year for
the Cffi
period January through September 1984, a
total of le were placed in process at the GS-05 to
7-0
07 level, resulting i ECD's coming on board. These figures
are a direct result o concertea and successful recruiting campaign carried
out by this office with tremendous support from Office of Personnel, Office of
Medical Services, and Office of Security. 'These are impressive numbers and
reflect positive first-steps in correcting a serious personnel shortage. The
new employees, bciever, require-training and exposure to selected OF
functional work areas until they can function competently. Additionally, our
present staff of junior professionals lack the overall professional competence
required for assignment to positions outside OF. The necessary skills and
knowledge are being developed through the normal career progression process to
enable these employees to assume greater responsibilities. Up to that point
in time which is estimated to be two (2) fiscal years in the'future, this
office will. remain faced with a too rapid rotational process and lack of
experienced personnel at the grade levels required. Only time and
concentrated effort will cure these ills.
This office has a definite need to retain several employees overstrength
at all times at the GS 12, 13, and 14 levels. Our requirement to staff
overseas positions has historically created serious underlap situations which
have been debilitating to both Office of Finance and the host component
involved. Office of Finance simply lacks the number and quality of people
required to cover these lengthy absences unless we can maintain an
overstrength posture.
2. STATUS CF C NGOIM SYSTEMS DEVE LDPMU EFFORTS.
a. Field Accounting System (FAS)
Development of the new FAS software programmed in X' Basic has
continued throughout FY 1984. This Finance complement to the CRAFT system
is almost complete with testing of the programming underway at this time.
The new software is adaptable for use at any station or base and contains
the flexibility to be responsive to unique user requirements. An interim
PAS has been incrementally developed over the past two years with many of
the features to be used in the new FAS ha
been tested during this
interim system was installed in and
v
period. stations during the nast-year. Wi using
UW n erin FA,S since FY 1983 ticns are now overational. office
of Finance so nel mrade an n ormatien gathering # t
o
for to an upcoming October 1984 installation of the system
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With a growing number of CRAFT systems ready
for the FAS software the problem of system maintenance will become a
greater concern with more officers having to be dedicated to the
installation/maintenance task. We have made, and will continue to make, a
sustained effort to train more officers in the skills required to keep
pace with this requirement.
b. Present Headquarters Accounting System
Effective at the beginning of FY 1984, an on-line capability for the
recording of both commitment and obligation of funds was introduced into
the Headquarters accounting systems which include GAS, FRS, and CCNIF.
This is a major and successful systems enhancement which eliminated a
totally manual and highly unreliable commitment process and preparation of
hard copy documents for a centralized key punch operation. Ilse B & F
officers are provided with instantaneous confirmation of their status of
allotments at any given point in time. Another enhancement effected
during the year was that of a daily update of data between the accounting
and logistics inventory systems. This replaced a monthly update process
which required manual recordkeepirg by individual components.
c. Financial Systems Planning
In December 1983, a Financial Systems Planning Team was formed to
study existing Agency financial systems - both manual and automated - and
to make recommendations for improvement. Representatives of Office of
Finance, Office of the Comptroller, Office of Security, and Office of Data
Processing and an independent consultant conducted a five month survey and
review of the Agency's financial activities with special emphasis on the
budget and financial systems. In May of 1964, the team produced a
comprehensive report of their findings and reccnmendations entitled "long
Range Financial System Plan, Looking Ahead a Decade".
The report recommended that the Agency should immediately undertake
the development of a new integrated financial system to replace the
current budget, accenting and budget ranking systems. In addition, the
report included recommendation regarding improvements to the current
systems, greater development of systems expertise within the Office of
Finance, enhanced user training regarding current systems and various
procedural recommendations such as statistical sapling and greater
centralization to improve efficiency and maximize resources.
There is general agreement that the Agency should develop a new system
to be called the Budget and Accounting Resource System (BARS). Cn
4 September 1984, the BARS team was formed, initially with two
representatives from the Office of Finance and one from the Office of Data
Processing. They are currently developing high level requirements, using
the planning team documentation as a baseline.
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d. IAGISTICS DIFDGRATD) MMkGDQW SYSTEM! (LI?. )
The office of Finance has two frill time personnel assigned to this
project effort to assure satisfaction of finance requirements in the
develcpcent and acceptance testing for each of the several component work
packages which will comprise the system when complete. The first of 13
work packages, called Electronic Requisitioning, is scheduled for
isplementation in March 1985.
e. A[TtCMATE1 OC[- PEWATICH nWO TIa1 SYSTEM (ACIS )
Price Waterhouse and CTDC representatives have recently once aboard to
assist ACIS project personnel in the further development and completion of
this project.
3. ACTMRY HIG LI(2i*l'S
a. Inspector General Report
(1) The Office of the Inspector General conducted a survey of OF
during the past year. In general, it was a good report and contained
thoughtful recoatnendations. Appropriate action has been taken by this
office to address these recommendations. A report has been made to
the DDCI on the subject.
(2) 'fie Director of Finance has made a personal effort throughout
the year to actively share his vision of future financial operations
with careerists at all levels of the career service as well as with
his senior level peer group. This has been acooWlished (a) in
existing forums such as the Annual Office of Finance Conference, (b)
in newly established forums such as the first Annual &xiget and Fiscal
Chief's conference held in February 1984 and bimonthly informal
two hour discussion sessions with a rew cross section of 25
MF'ers from all grade levels (c) in discussions with individuals on a
case-by-case basis and (d) in personal meetings with each of the
fifty-four (54) decentralized locations.
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b. Treasury Automation
(1) The Department of Treasury is in the process of automating
many of its reporting furctiav, thereby requiring Government agencies
to introduce automated links between the Agencies and Treasury or its
commercial contractor. This has required the Office of Finance, with
considerable assistance from the Office of Conounications to establish
a direct telecommunication link with Computer Services Corporation
(CSC), the commercial contractor initially processing accounting data
from each of the Government agencies, and the Treasury Department.
This was accomplished using an IEM PC,N T microcomputer, secure
telephone lines and modem.
c. CIARDS Actuarial Report
Progress on the development of data required by the Treasury Actuary
for the preparation of the actuarial evaluation of the CIA Retirement and
Disability System as of 31 December 1983 (required by Statute every five
years) is well ahead of the schedule observed for prior evaluations.
d. Payrolling
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(b) All actions necessary to process the retroactive .5% pay
raise for currently active employees have been completed. Some
work remains to be done to adjust pay for personnel separated
subsequent to the effective date of the raise.
e. Cash Management
(1) We have enhanced the integrity of cash management controls at
the 13 decentralized disbursing offices through the initiation of a
program for conducting periodic "surprise" cash o ants.
f. Travel
(1) Continuing emphasis on the savings available from use of
Government Transportation Requests as a basis for procurement of
transportation for domestic travel is producing increasingly
beneficial results. Actual savings for 1984 approximate $6.9 million,
a 64 percent increase over the $4.2 million saved during 1983.
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SRCRQ?
(2) We have participated in the efforts of an Agency-wide
Steering Group to assist the Chief, Central Travel Services in
planning for the development and implementation of the decision to
centralize the management of Agency travel. We are also providing
assistance jointly with OCP in the automation of procedures in support
of that activity including preparation and issuance of travel orders,
travel advances and travel vouchers.
(3) During the year a statistical sampling audit technique was
implemented in substitution for a 100 percent audit of domestic travel
claims under $750 processed by the Central Travel Branch and the
National Programs Finance Branch. This program is being administered
consistent with General Accounting Office guidelines and is estimated
to provide savings of approximately 10 percent of the production time
of personnel responsible for the audit of domestic = vouchers.
g. Reports
In coordination with the Senior Directorate B&F Officers an in depth
examination was made of the utility of each Trend report and copies
thereof being produced by the Financial Resources System. As a result of
this effort 44 percent of the reports were eliminated. The elimination of
reports coupled with some reductions in copy requirements for the
remaining reports provided a savings of approximately 132,000 sheets of
paper and ccap iter printouts per annum.
h. Invoice payments
i. Contract Audit
(1) Application of random sampling techniques (vs. judgemental
sampling) was initiated on a trial basis on direct cost audits of two
major contractors during this year. This technique provides an
acceptable basis for increasing the absolute amount of questioned
costs on any given contract by stating the total questioned costs on
the basis of a projection of costs questioned in the sample; under
judgemental sampling the total questioned costs on a contract must be
limited to amounts specifically identified. The bottoms line should be
a significant increase in the absolute amount of cost disallcwances
accepted by the contractor.
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(2) Three GRID personal computers were acquired during the year
and have proven beneficial so far pc'inarily in pccposal analysis
activity these actual savings have been realised. On occasion they
have actually permitted performance of time urgent tasks requiring
voluminous recalculations which simply could not have been done
otherwise. They also provide outputs of calc ulatic s, charts and
graphs of superior appearance in oaeparison with ==lly prepared
outputs by reason of which they are more readily understood and
acceptable to contractor representatives.
(3) The workload for contract audit activity ax*led with the
shortage of experienced personnel available for this effort continues
to preclude the performance of audits under tha 'Truth in Negotiations
taw', an area of effort generally conceded as offering the promise of
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OFFICE OF INFORMATION SERVICES
FY-84 Accomplishments
Career Service
1. Considerable success was achieved in further developing the lines
of communication with MI careerists in and outside the central OIS
facility. The Director of Information Services held individual meetings
with all supervisors above the grade of GS-11, visited component
registries, and expanded the weekly staff meetings to include the senior
directorate records management officers and other MI careerists selected
from all grade levels. Within the next fiscal year all MI careerists will
have had opportunity to attend a staff meeting. The Director of
Information Services also has met in small groups with MI supervisory
employees to discuss topics of common concern such as assignments,
relationships with the central office, and future plans. The annual
office career sub-group conference was held as scheduled. In addition, an
assignments panel was created to advise the Director on the staffing of
positions.
2. Arrangements were made with GSA for a dedicated running of the
"Managing Records and Information Programs" course. Thirty MI careerists
along with a representative each from IMS, OCR, and NPIC attended. By
contracting for the course to be given internally, considerable cost
savings were achieved. This course will be taught twice in FY-85 allowing
all records officers a chance to attend. Two micrographic classes also
were held for careerists using outside contrators as instructors. The
arranging of such courses has been of great benefit in enhancing the
professional skills of careerists serving in the records and information
management area.
3. The Director of Information Services established the Plans and
Management Staff (P&6) to support the mission of OIS, to conceptualize
needs for the future, and to avoid program shortfalls. P$MS produced a
concept paper on the need to record information released to the
public--the Officially Released Information System (ORIS); forwarded a
proposal to the Directorate of Science and Technology for a front-end
records disposition system; prepared a paper on the need to develop file
structures for automated applications that will ensure adherence to
records control schedules; and began work on a computer model of the
Records Center to help determine the impact of various options for
preserving records storage space.
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Information Management
1. Me Office of Information Services established an Information
Services Center (ISC) in the Ames Building to provide combined registry
services for three major Agency components and several sections of the
Intelligence Community Staff. Although some air conditioning, equipment,
and other logistical problems still must be worked out, the Ames Building
ISC is the first of its kind and represents a significant step in
consolidating the traditional registry services into a single unit serving
the needs of several different offices.
2. The Ames Building Information Services Center established by the
Office of Information Services also will be used to test and evaluate new
automated registry systems and to train personnel in the development of
their professional skills. The success of the Ames Building ISC will be
the primary impetus for establishing OIS-managed information services
centers throughout the new headquarters building. These new services
centers not only will conserve valuable office space but also will
establish standard procedures for information control, storage, and
retrieval systems.
3. The Records Information System (IRIS) progressed through the
detailed system requirements, project familiarization, and preliminary
system design phases and development is on schedule. Over 20 registries
and 50 Top Secret control points will have initial access to the IRIS data
base to exchange essential records data elements, locate and track the
movement of records, make front-end records disposition decisions, create
folder level inventories of component records stored at the Agency Records
Center, and control Top Secret and other sensitive documents. IRIS will
eliminate independently automated registries that cannot communicate with
each other. The standardization of document handling procedures through
TRIS is essential to the establishment of efficiently automated records
accounting and control systems throughout the Agency.
4. The Office of Information Services developed contingency plans
outlining steps to be taken in case the Agency Archives and Records Center
runs out of space in FY-86 as accessions continue to exceed dispositions.
Such an event would have serious consequences for the entire Agency.
Through the submission of a hard unfunded requirement, $500,000 was
obtained for the installation of nine sections of movable shelving on the
first floor of the building. With additional funds for shelving approved
in FY-85, there will be sufficient lead time to study the feasibility of
constructing an annex to the Records Center that will provide for the
Agency's storage needs through the close of FY-90.
5. The Information Technology Branch conducted a comprehensive audit
of the Agency's Top Secret collateral documents. Approximately 12,500 of
these documents were determined to be unaccounted for. An aggressive
program was initiated to improve Top Secret handling procedures
Agency-wide and to account for the documents. The matter was brought to
the attention of the DDA who provided additional personnel resources to
work with the components on this problem. At the end of FY-84 the number
of unaccounted for Top Secret collateral documents had been reduced to
below 11,000.
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6. A memorandum of understanding was signed by the IIDA and the
Archivist of the United States outlining procedures for preventing release
of classified or sensitive information to the public. Specifically, the
memorandum establishes mutual responsibilities with regard to the
approximately 550 cubic feet of records of CIA predecessor wartime
organizations, primarily OSS, that the Agency has transferred to NARS.
The Archivist agreed through the memorandum of understanding that
documents found still to contain classified information will be withdrawn
from the collection, that NARS will screen and withhold from access
records containing information about a living individual which reveals
details of a highly personal nature, and that MARS will initially screen
records as they are transferred from CIA as well as rescreen sensitive
records before furnishing to researchers. This is an ongoing project that
we will continue to monitor closely. A total of approximately 2500 cubic
feet of OSS materials will be transferred to NARS over the next 18 months.
7. Full responsibility for inputting data into the Agency Archives
and Records Center Inventory System (ARCINS) was successfully transferred
to the Agency Records Center. ARCINS is a folder level inventory of all
inactive files retired to the Records Center. Through ARCINS, Agency
components can electronically retrieve their deposited records as needed
for operational or administrative use. The section organized within the
Records Center to input records information into ARCINS has significantly
reduced the previously existing entry backlog and also has checked and
corrected the entire listing for errors and inconsistencies.
8. The Information Resources Management Division completed the
initial training of two information management analysts in auditing the
information management practices of Agency components. They have
conducted a successful audit of one Agency component and have begun the
audit of another. These audits help components manage their records more
effectively and ensure compliance with the law and regulations. They also
help Agency managers evaluate the extent to which their components are
adhering to sound security and records management practices. The training
of two additional auditors will be completed in FY-85.
9. OIS established initial requirements for the Information Services
Centers to be located in the new headquarters building. An experienced
officer was detailed to the New Building Project Office to work with
Agency components in drafting detailed requirements for services. The new
centers will be staffed and operated by OIS.
10. OIS completed a management survey of the combined Office of
Communications, Office of Logistics Information Management Center and made
recommendations for improving its efficiency. Among the most significant
recommendations were to separate the records management function from the
registry functions, to establish the position of Associate Records
Management Officer, and to turn over the operation of the center to OIS.
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Information and Privacy
1. In early anticipation of passage of the CIA Information Act, the
Director of Information Services initiated a coordinated effort with the
Offices of General Counsel and Legislative Liaison to draft an Agency-wide
regulation and other guidance for signature by the Director of Central
Intelligence concerning the designation of operational files as exempt
from the requirements of the FOIA. On 15 October 1984, the date the
President signed the act irto law, the DCI received for his signature an
OIS-initiated Agency regulation on file designation policy and procedures
and memoranda to appropriate components directing then to develop internal
procedures for designating operational files pursuant to the new
legislation.
2. The Information and Privacy Division reduced the FOIA processing
backlog by 100 cases. This modest reduction was achieved despite a 16
percent increase in new cases in 1984 over 1983 and without additional
personnel resources.
3. The Office of Information Services was designated the lead Agency
component for ensuring proper implementation in the'Agency of the CIA
Information Act. An action plan has been prepared and submitted to the
DDA, and OIS is obtaining additional resources of personnel and automated
data and word processing equipment to effectively carry out the mandates
of the Act and to reduce the backlog of existing cases.
4. The Information and Privacy Division held numerous meetings with
other government agencies to resolve issues of common concern, especially
to ensure the protection of sources and methods in the conduct of the FOIA
process. Specific guidance was provided to four other agencies for
handling CIA information in their files.
Classification Review
1. A plan for conducting a historical review program was submitted to
the DDA. Such a plan was given added stimulus by enactment of the CIA
Information Act and an earlier agreement between the DCI and Senator
Durenberger that the Agency would indeed initiate a historical review
program. The Classification Review Division will be provided eight
additional positions in FY-8S for this purpose.
2. A comprehensive plan for centralizing the FOIA, PA, and Mandatory
Review function in the Agency was submitted to the DDA. This concept has
considerable merit in terms of efficiency and increased protection of
sources and methods and will be further developed during FY-8S.
3. The Classification Review Division provided support to the
Department of State by reviewing materials prepared for publication in the
Foreign Relations of the United States (FRUS) series. CRD also made
regular visits to the National Archives, the Suitland Records Center, and
Presidential Libraries to review material containing sources and methods
uncovered in the systematic review program of the National Archives and
Records Service.
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4. The Classification Review Division on behalf of the Publications
Review Board reviewed 1S8 manuscripts submitted by employees and former
employees for prepublication review. CRD also provided 29 damage
assessments of material that had been published without PRB prepublication
review.
S. The Classification Review Division reviewed over 800 Summaries of
Agency Employment drafted by Agency employees prior to retirement.
Through continual guidance provided to the operating components, the
quality of SAEs has consistently improved and fewer deletions for security
reasons are now required. (AIUO)
Regulatory Policy
1. The Regulatory Policy Division achieved considerable success in
its objective to update all the Agency's headquarters and field
regulations dated 1980 or before. Of the 197 regulations in this group,
over 70 percent were received from the initiators and are either in
process or have been published.
2. Automated word processing was successfully applied to the
regulatory function. Although further refinements are necessary,
increased efficiency has been achieved through established
telecommunications links with two principal initiators, the Office of
Personnel and Finance. Additional links with the Office of Data
Processing and the Office of General Counsel are being established.
3. The numbering of the Agency's headquarters and field notices was
modified to conform to the numbering of their related headquarters and
field regulations. Because of the transitory nature of notices, this
important change makes it easier for employees to make reference to the
policy established in the regulations.
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S E C R E T
The single most notable accomplishment of the Office of
Logistics (OL) in FY-84 has been the response to a significant
increase in workload for all logistical functions. Procurements
reached the highest level in history. The number of line items
introduced into the supply system increased by fifteen percent
from FY-83. OL assumed the workload inherent with takeover of
operation and maintenance of the Headquarters Building. The new
building construction activity increased with receipt of final
approval from the National Capital Planning Commission. Growth
in customer demands for printing and photographic services
occurred across the board. Real estate and engineering support
services grew in the acquisition of space, property, and
modifications for domestic and foreign facilities.
The growth in requirements was met by enhancements to
existing systems, capital improvements, exploiting the
availability of automated systems, reorganization, more
efficient operations and delegations of authority and
responsibility. The use of Wang systems greatly assisted in the
processing of procurement orders. The response to materiel
requests was met by enhancements and interfaces in automated
systems (ICS, GAS, CONIF e t t of
facilities upgrade,
electronic requisitioning and bar coding. The Logistics
Services Division was reorganized into the Headquarters
Operations Maintenance and Engineering Division to better meet
the demands for total maintenance of the Headquarters complex
and other metropolitan area buildings. A maintenance and
operation contract for the Headquarters Building was awarded to
Allied Corporation, who began performance in March 1984. The
George Hyman Construction Company began site work for the new
Headquarters building in April, and the project's official
groundbreaking ceremony was held in May 1984 with the President
of the United States in attendance. Authorities were obtained
from GSA in the areas of construction modifications. TDY
engineering assistance increased to foreign field to respond to
expanded technical requirements. Printing and photographic
capabilities were increased by capital improvements and new
capital acquisitions.
The above accomplishments are only a sampling of OL's
response to increased taskings in FY-84. They are discussed in
more detail in the paragraphs that follow, which are divided
into logistics functional areas.
WARNING NOTICE-INTELLIGENCE
SOURCES OR METHODS INVOLVED
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New Building Design and Construction: The Headquarters
Building Expansion design was completed, and on 28 June 1984,
the National Capital Planning Commission gave its final approval
for all site and building designs. Major new building
construction activity began on 28 April 1984, with the award of
a contract to The George Hyman Construction Company for site
work, foundations, and the erection of a parking deck. On
28 May 1984, the President of the United States attended the
project's official groundbreaking ceremony. A contract was
awarded to MCI Constructors, Inc., for th vation of the
Headquarters Powerhouse on 28 June 1984. uI
Space Planning: Space assignment plans for the new and
existing Headquarters buildings were developed, and a series of
briefings on these plans were conducted for senior Agency
managers.
A management plan has been developed to control all activity
related to the design, procurement, and installation of major
communications, ADP, and security systems required for
beneficial occupancy of the New Building.
PROCUREMENT
Workload Highest in History: The procurement workload
increased to the highest level in history. Because of a lack of
journeyman contract officers, most of the work was successfully
performed and continues to be done by personnel who~ld be
considered trainees in other Government agencies.
Contract Settlements: A significant reduction was made in
contract settlement through the diligent efforts of two
part-time contract employees (both retired Agency employees).
The last audit report stated that Procurement Division has
effectively reduced the settlement backlog and recommended that
the Director of Finance implement ame kind of program to
complete the settlement process.
Major Negotiations: Significant contract negotiations
occurred with the Mercury termination and redirection and with
C&P Telephone Company of Virginia for relocation of cables at
Headquarters. Three new major prime contracts were definitized
and form the bridge for the transition from the old Mercury to
the new Mercury. Negotiations with C&P resulted in a savings of
over
Payment Discounts: Discounts for promntoyment totaled
paid in penalties.
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MAINTENANCE, OPERATION AND ENGINEERING AT HEADQUARTERS
Maintenance and Operation of HEADQUARTERS: A Memorandum of
Understanding was signed by the General Services Administration
in February 1984, which transferred to the Agency the
responsibility for maintenance and operation of the Headquarters
building. To more effectively achieve this goal, the Logistics
Services Division, OL, became the Headquarters Operations,
Maintenance and Engineering Division, OL. A Maintenance and
Operation contract was awarded to Allied Eastern States
Maintenance Corporation, who began assuming responsibilities
from GSA in March. Full assumption of responsibilities is
planned for January 1985.
Move: In December 1983,
wa3 mac. fices of General Counsel, rieuica.L
Services, Personnel, and Security. The move consisted of
work stations, 352 safes, and 300,000 boxes of classified
material, add' of 320,000 boxes. The
completion of and its occupancy by these
offices was accumpil5L eam effort by many
individuals in OL. Planning began months in advance, and a
myriad of details had to be addressed--parking, relocation of
3
S E C R E T
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furniture and safes, communications, data processing centers,
food service, mail and courier service, shuttle-bus
transportation, movement of classified material, security,
escort well-organized plan to actually effect the
moves.
New Parking Program at Ames, Key, and Chamber of Commerce
Buildings: On 1 July 1984, the Government took over the
financial responsibility for Agency parking at Ames, Key, and
Chamber of Commerce Buildings, and individual employees may no
longer lease parking spaces directly from the building manager.
This new parking program was begun in order to enhance the
security and safety of personnel working in these buildings by
restricting and controlling vehicle access to them. Guard
booths, closed circuit television cameras, and parking control
arms operated by a coded access card are being installed. OL
has responsibility for issuing parking permits and coded access
cards as well as for administering the program.
Digital Prepress: FY-84, the third year of a multi-year
objective to automate the labor-intensive prepress function in
P&PD, resulted in:
(1) A revised RFP and contract award for a batch and
interactive pagination system.
(2) Replacement of EDCOM Laserite V platemaker with
two, larger format, laser platemakers.
(3) A second CAMEX "forms" terminal with improved
capability was purchased to bring OL to state-of-the-art in
the computer-assisted publication world.
Video Production Support: During 1984, P&PD made three
acquisitions which will greatly improve production turnaround
and support to the many consumers of video tapes:
(1) A Dynair Electronic Switching Assembly, which will
permit simultaneous reproduction of up to 60 videotapes.
(2) A film frame-rate projector and a video tape
editor, which are being installed to assist in conversion of
film media to video format.
S E C R E T
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(3) An AVS-6500 Foreign standards Converter, which,
when received, will permit multiple conversion of video
tapes from Domestic format to foreign format and vice
versa.
Auditorium/lA07 Upgrade: The video projection system in the
Headquarters Auditorium has been replaced with a
state-of-the-art General Electric system, which is currently
providing auditorium users with a sharper and more balanced
large screen television picture. The motion picture projector
has also been upgraded to provide users with a more stable and
brighter image.
Classroom lA07 Headquarters is presently being equipped with
an in-flight, large-screen video projection system to replace
the small television monitor facility. Closed circuit
television cable has also been extended from the auditorium to
Room lA07 to provide live video for overflow attendance.
State Department Support: During FY-84, P&PD completed the
"Gulf of Maine Memorial for the State Department. The finished
product was 21 full skids of material for submission to the
International Court. This was the largest single job ever
processed by P&PD. Presently, P&PD is in the process of
providing the same type support for the "Nicaragua Memorial" for
the International Court.
Delegation of Authority: Discussions with GSA resulted in a
Delegation of Authority to the Agency to perform direct
construction modifications on domestic communications
installation projects in all federally owned or leased
buildings. This resulted in Agency design and contracting for
the Expansion project to implement Communication
Equipment Room construction.
Project Support to Domestic Field:
5
S E C R E T
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LOGISTICS INTEGRATED MANAGEMENT SYSTEM (LIMS)
Preliminary and Critical Design Reviews: The LIMS
development contractor, Booz-Allen & Hamilton (BAH), conducted a
Preliminary Design Review (PDR) for the LIMS system in March of
this year. During the review, BAH demonstrated a clear
understanding of the LIMS requirements and presented a design
approach for the overall system that will meet OL's and OF's
needs. The BAH design included utilization of the computer's
capability to the maximum extent possible which will improve the
ability of OF and OL to respond to the needs of their customers.
LIMS software will be designed and delivered in thirteen
discrete segments or work packages. The Critical Design Review
(CDR) for the first work package took place in June of this
year. During this CDR it became evident that BAH needed more
time to acquire sufficient understanding of our detailed
requirements, so the CDR was cancelled. During the latter part
of June and July, numerous technical exchange meetings were held
to discuss the requirements. This temporary delay in the LIMS
schedule provided BAH an opportunity to fully understand our
needs. CDR was rescheduled and successfully completed in early
August.
BAH is currently involved in creating software for work
package one. This software will be submitted for testing in 14
segments and the first two were delivered on 05 November.
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OFFICE OF MEDICAL SERVICES
SIQIFIC N'r AOOC wLISFI.NIS - FY 1984
In FY 1984 the Office of Medical Services (CMS) components involved in the
SF.LECTICZ1 AMID EVAI1J TION of applicants, dependents, and employees continued to
deliver to the Agency the highest volume of testing and medical evaluations in
CMS history. It also should be noted that this was done while transferrinq
the Selection Processing Division (SPD) from Ames Building to th
B
E, _J
uilding. Psychological testing, test processing, and assessment es
increased about 10% (applicant testing 20.8% increase); clinical activities,
16%, psychiatric screening and evaluations, 3% each (applicant physicals up
27.15%, applicant psychiatric evaluations 28%). 'Ib meet the continuing rise
in production, a number of organizational, functional, and procedural changes
were implemented. Staff psychiatrists and Alcohol Program functions were
integrated into the Clinical Activities Division (CAD) and the Selection
Support Branch (SSB) was incorporated into SPD. In addition, physician WAE
structure was reorganized to increase both flexibility and capacity of
program, thereby eliminating clinical backlog of about 1,000 cases and
considerable wasted effort on the part of the psychiatric WAEs. In the
process the h1AE feedback function was enhanced reducing Medical Requirements
Officer's (MRO) screening responsibilities by about 30%. A standardized
system of compensation between SPD and CAD was created allowing WAEs to be
used interchangeably between the two divisions. A major reorganization
physically, administratively, and functionally has greatly upgraded the speed
and quality of laboratory services including CMS wide X-ray activities. The
Executive Annual Program was expanded by the addition of physician resources
and the transfer of administrative responsibility to a senior secretary. This
allowed doubling of the executive annual exams and ratifying executives of
their eligibility for examinations in their month of birth.
Other quality enhancements were also added:
-Instituted weight standard program
--Completed CMS Medical Criteria Manual revision
-Provided nutritional supplements to applicants
-Instituted medical information sheets for applicants
-Enhanced laboratory testing capabilities and quality assurance
-Started in-mouse depth perception/stereoscopic screening in imagery
analysis applicants (vice outside referral)
In the Psychological Services Division (PSD) the Professional Applicant
Test Battery (PATE) was modified to include a personality inventory
(California Psychological Inventory) designed to sample data relevant to
applicant stability and suitability. In addition, results of "upfront"
PA..pT i
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--Training programs geared to the professional have been established at
local military facilities. Bowan 1190s have attended courses in
clinical medicine, Advanced Cbrdiac Life Support (M S), and Advanced
Traumatic Life Support (ACTS) in preparation for their overseas or
independent domestic assignments. Headquarters physicians have been
certified in AILS at Uniformed Services University of the Health Services
and ACTS (coordination with CRD and military facilities) and attended
tropical medicine courses at Walter Reed. Continued use of these
facilities for the above courses as well as drug/alcohol courses is
anticipated.
-Establishment of effective training programs to ensure that all Mi9Os and
FMOs have adequate clinical/administrative/operational and, when
indicated, paramilitary training prior to overseas duty. R10s performance
in the field reflects the effort of this increased training. I would
expect similar performance results from the M90e when assigned to the
field or domestic stations following such training.
-Efforts to coordinate with FF.LA on a general regional medical briefing
to dependents embarking on an overseas tour continues to progress although
rather slowly - "surge requirements," e.g., CATF, have had a negative
impact on this task..
-Safe Haven, CPR, and first aid continue not only domestically but also
in the field. The Assistant Training Officer made a trip to Germany in
July of 1984 in support of CPR and will travel to n November
1984 for the same purpose.
-Fourteen individual TTJYs (medical and operational support) totaling 629
days were undertaken during FY 1984.
Dramatically upgraded expectations and opportunities for continual
training and education for CMS personnel have led the majority of the nursing
staff to move in the direction of occupational health nursing certification
and virtually all the MSOs and nurses into ACLS certification. This training
included dysrhythmia recognition, ACZS, emergency response procedures,
physical diagnosis, iammization policy, and laboratory techniques.
In the area of HEALTH SUPPORT, continued attention to preventive medicine
and occupational health produced the following accomplishments:
-Integrated psychiatric and alcohol program professional support
functions into CAD with creation of an Administrative Assistant position
and elimination of a number of administrative roadblocks to effective
evaluations and response.
-The Physical Fitness Program was established with appropriate equipment
facilities installed; advisory committee created; and a series of fitness
orientation lectures begun involving both Headquarters and outlying
locales.
-The first phase of the well received overseas psychiatric consultation
program was implemented with short TTXs to Europe, EA, and LA. A TVY to
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060 is ixminent. A third is scheduled in the near future to other FA
posts.
-Patterns of illness, the data base revised and updated with continued
analysis of the Agency health experience. Numerous lectures have been
given based on this data.
-Initiated the Etployee Assistance Program (FaP). The purpose of EAP is
to enhance the quality of life for Agency employees by providing
assistance for a wide variety of problems including marriage difficulties,
financial problems, family difficulties and other emotional problems.
Early identification and appropriate treatment of personal problems are
mutually beneficial to the employee and the Agency.
-Diet clinics given in Headquarters
-Improved SPD laboratory efficiency by instituting in-house G6PD and VDRL
screening vibe sending to Headquarters.
-Instituted policy of offering voluntary sickle cell screening to all
black employees at time of DOD physical and to dependent families assigned
overseas.
-continued planning for mammography screening program (standards set,
radiologist identified, procedures confirmed and coordinated with CAD).
-Ca tinued rabies immunization clinic for all employees and dependents in
traveling status.
--Continued overseas morbidity data base and updated medevac data base.
Automatic detailed reports are now generated monthly (current patterns)
and quarterly (multiyear tread analysis). Extensive ad hoc analyses are
also often performed.
Other fiscal year 1984 principal accomplishments particularly in Wrmm
a. SUPPORT were as follows:
--Updated CMS Emergency Manual.
-In conjunction with PM M survey accomplished the goal of obtaining
position and grade structures that reflect the diversity of skills and
broad base knowledge required of CMS personnel. This provided CMS
employees with realistic career ladders and the incentive to grow.
-Operation Uplift Phase I coaq~leted (automated system) in support of
chart handling and patient scheduling designed to replace labor intensive
procedures. This also reduced chart pulls for medical chart reviews by
608.
-Office autematicn equipment and software enhanced; WANG/VA/AIM interface
established and library integrity insured.
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-4 IGZ software padcage iR coved allowing easy query capabilities for
users.
-Diagnosis project was developed (software) from existing patterns of
illness data base and RAMIS.
-All laboratory devices with communications capabilities and
microprocessors were connected to Delta Etas O= ugh This
allows complete interfacing and collating of all laboratory and clinical
information.
-Provided both persamel and logistics support to numerous high risk CATF
activities and training requirements, met of whidh were surge
requirements.
-~bntinuation of the physiology and pharmacology course given to the
Office of Security polygraph students.
?Continuation of the MSO detailee to the Department of State for further
development of the Safe haven program. Difference this fiscal year is
State is requesting a position (reimbursable vice nonreimbursable) be
created for his.
--Cris personnel received one Career Intelligence Medal, one special
achievement award, three unit citations, one Certificate of Distinction,
ten QSIs and 33 letters of appreciation. In addition there were a total
of 52 promotions consisting of 32 females and 20 males.
During FY 1984 CMS began to face an explosion of information resource
capabilities unlike any experienced before. With the increase of interactive
terminals and two Alliance systems a new work environment evolved that
impacted significantly on every member of CMS from the Director on down. As
the users learned the new technology, the emphasis shifted away from the
traditional programming support per se and toward a predominance of consulting
and assisting services. Concurrently it will be imperative that mechanisms be
in place for strictly administering information flow. In addition, in FY 1984
CMS became aware that there must be constraints and an increasingly skilled
and sophisticated user population to protect data integrity to control laxness
and to insure efficient system use. Momentum generated in FY 1984 by the
infusion of additional ADP resources will continue and certainly will increase
during FY 1985.
CMS will continue through innovative management to produce cost-effective
functions which support the intelligence missions of the Agency and improve
the performance and morale of the Agency's most important asset - personnel.
Cc^QiT
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CONFIDENTIAL
OFFICE OF PERSONNEL FY 84 ACCOMPLISHMENTS
The Office of Personnel considers 1984 a very successful year. In
addition to the daily personnel work that continued unabated, the Office
notes the following highlights:
1. Employment. Staff strength at end year was ver
ceiling. The DA and DS&T were overstrength, the was under by
F_ ]and the DDO by 77 Subcategories of the employment picture are
interesting.
(a) The total number of individuals who entered on duty in the
year (staff, contract, part-time, etc.) wa*----] the highest
in recorded history.
(b) CT's increased frond
in 1983 tol lin 1984.
(c) Clerical-employment, which includes not onl secretaries and
typists but clerks, couriers and guards was again an
Agency high.
(d) The Office of Communications, traditionally a difficult
account, finished the year well overstrength.
(e) All engineering categories increased nearly 100% from 1983 to
1984.
2. Health Insurance. In last year's Open Season we had a net loss of
approximately subscribers from the Agency's health plan. This
was caused primarily by economic reasons. A consultant was hired
to review our entire program and make recommendations on how it
could be improved. Fortuitously, our costs in 1984 were less than
projected giving us some room for maneuver in planning for this
year's Open Season beginning 5 November. While average health
costs in the total federal program will go up 4.2%, our premiums
this year will drop 28% for self only and 18% for self and
family. Even better news for our participants, seven new benefits
have been added, including for the first time dental benefits and
once-a-year physical check-ups with a private physician. We have
completed a video tape explaining the new benefits to ensure that
all employees know what we have to offer. Of potentially more
significance. Astencv management endorsed our reenmffiP lnn hntmod
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,uMr LLr.M I Lew
(a) Doubled flight accident coverage.
(c) Embarked on a $1.3 million insurance automation program to
improve our responsiveness to employee needs.
3. Agency-Sponsored Life Insurance. A consultant reviewed our Agency
life insurance and has recommended ways in which we can offer a
considerably more attractive package at reduced costs to the
employee. We hope to unveil this in early 1985.
4. Retirement. A four-person task force, consisting of three outside
consultants and a staff officer, devoted the bulk of the year to
preparing an Agency supplemental retirement bill required by the
passage of the Social Security Amendments of 1983 (PL 98-21). The
entire Civil Service retirement system will be under close
scrutiny by the Administration and Congress in 1985 and 1986. It
was important that we have our spade work completed so that we can
respond to situations as they develop. Our proposals have been
vetted through the EXCOM and the DDCI and are currently being
explained throughout the Agecy, both to ensure the staff that
Agency management is on top of the issue and to seek their input
for possible modifications. We are confident that we are where we
should be on this matter and look forward in confidence to the
debates on this highly controversial issue.
5. Pay Initiatives. In response to need to retain employees in
critical categories, Agency management approved two new pay scales
affecting engineers, doctors and physical scientists. Of longer
range significance was a major experiment in an innovative pay
system undertaken with the Office of Communications. The concept,
called "Banding," will be presented shortly for final Agency
management approval.
6. Reserve. The Agecy's Civilian Reserve Program was established.
7. Excellence. In response to the Excellence call, approximately 15%
of OP regulations have been eliminated or revised to delegate
authority to lower levels within the command structure. The
process continues. The Excellence film describing some of the
Agency's achievements was generally well received by the staff. A
second similar film is well underway.
rn)FT1P) TT AT
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CONFIDENTIAL
9. Consolidated Fund Campaign. As you know, for the first time in
history, the Agency contribution exceeded $300,000. We achieved
101.5% of our assigned goal.
10. Jawboning. There is no other word for it. We made vigorous
efforts to get the office of Personnel in touch with the
population, both to tell them what's going on and to find out what
is bothering them. D/OP and DD/OP alone made close to 100
presentations at Headquarters, the training installations,
nd overseas. There'is a long way to go, but
even the most severe skeptics must acknowledge there is movement.
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CONFIDMTIAL
OFFICE OF SECURITY
FY 1984 ACCOMPLISHMENTS
Over ~ background investigations and reinvestiga-
tions were conducted on applicants, staff personnel, and
industrial contractors. In addition, over polygraph
examinations were administered to staff employees and selected
industrial contractor personnel. Of particular note in FY 1984
was the fact that Security was able to significantly reduce the
average amount of tire it takes to complete individual
background investigations.
The Agency received the necessary delegation of
authority to be directly responsible for the physical security
protection of the Headquarters Compol-A And 4-1-1-P mat-in 1
Photographic Interpretation Center. General
Service Administration Federal Protective Officer (FPO)
positions were transferred to the Agency to staff its newly
established Agency Security Protective Service. This action
was necessitated due to the perennial staffing shortfalls in
the FPO cadre assigned to the Agency.
In response to the mounting terrorist threat against
U.S. Government officials.worlawide, the. Agency's Headquarters
compound was equipped with a system of hydraulic barriers at
all the gate entrances to prevent hostile vehicles from
entering. Additionally, several of the more vulnerable
outlying Agency buildings in the Washington metropolitan area
were staffed by a contract guard service to monitor underground
parking control measures. Also, closed circuit television
cameras were strategically positioned to ensure continued
monitoring of the buildings' perimeter areas.
' The Agency-run Interagency Training Center (ITC), which
provides training for Community personnel engaged in technical
surveillance countermeasures (TSCM) activities, finalized its
expansion and modernization program in FY 1984. The facility
can now accommodate a 25 percent increase in student enrollment
and is equipped with the latest state-of-the-art detection
devices necessary for students to receive meaningful
instructions in correct TSCM procedures and techniques.
ency security officer presence overseas witnessed
a increase in FY 1984 by the addition of 15
positions. These positions augment the existing overseas
security cadre and provide the same on-the-scene personnel,
physical, technical and information handling security guidance
and assistance. They also provide for the development and
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maintenance of personal protection programs geared to the level
of local terrorist and counterintelligence threats. Eight
positions were used to increase staffing levels at our five
regional security staffs, while the remaining seven established
singleton security officers in key foreign cities.
An in-house training course regarding VIP protection,
similar to the training provided to the Secret Service Agents
who protect the President of the United States, was developed
and implemented this past year. Eight Office of Security
assignees to the DCI Protective Staff have successfully
completed this course.
The Community-wide Computer-assisted Compartmentation
Control (4C) System completed its Phase I goal of linking all
Community users to its mainframe housed within Headquarters.
The 4C system is the Agency-controlled electronic data base
which etores and retrieves the names and other identifying data
of all persons worldwide holding Sensitive Compartmented
Information (SCI) program accesses. one hundred and twenty-two
(122) computer terminals are presently linked to the 4C
mainframe and nearly names are now recorded in the
system.
Other significant activities undertaken in FY 1984 to
enhance the overall intelligence security environment included
the conduct of:
- Security audits) industrial contractor facilities
- Personal protection ions
overseas installations
- Computer security audits and certifications
Agency and contractor facilities
arly 150 security awareness briefing sessions to
Agency employees
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CONFIDENTIAL
OFFICE OF TRAINING AND EDUCATION
FY 1984 ACCOMPLISHMENTS
Expansion of the Agency's interest in training continued for FY 1984
with new records being achieved in many categories of programs offered by
the Office of Training and Education (0TE). There was an increase of
student enrollments in OTE-conducted course nrollments, an 11
percent increase over 1983) and an increase of 980 instances of external
training (13 percent increase over 1983). OTE has responded to the
increasing demand by adding additional courses, with a total curricula
consisting of 139 courses (up 15 percent over 1983).
OTE's dedication to Agency and Community training is reflected in the
numerous accomplishments during this most recent fiscal year. Efforts
towards tailoring training programs to meet specific requirements resulted
in the launching of a needs analysis and program development for the
Directorate of Science and Technology. A comprehensive training program
for secretaries, and administrative, and technical employees that began in
July is expecting over enrollments for the upcoming fiscal year. The
Career Trainee Division was established in May to direct the expanded
Career Training Program designed to foster the one-Agency concept by
serving the needs of all Directorates.
The Intelligence Training Division expanded its unique military
analysis training by presenting three new courses, the Military Analysis
Course, the Military Analysis Survey, and Revolutions in Latin America.
Preliminary utilization of computer-aided instruction began in this
Division with the development and use of several computer-based war games.
As a result, military analysts in the Agency are now exposed to training
which is not available elsewhere in the Government.
Over was awarded to Agency personnel for the achievement,
maintenance, anuse of foreign language skills during FY 1984 as a result
of the Language School's administration of the Language Incentive Program.
In addition to teaching 24 foreign languages, the Language School has led
efforts to establish interagency proficiency test comparability and has
worked closely with the Office of Research and Development on the
incorporation of advanced technologies into foreign language instruction.
Instructors also gave extensive linguistic and operational support to the
Directorate of Operations.
The first phase of the Management and Administrative Training
Division's (MATD) long-range effort to deliver writing skills training was
attained through an Agency-wide needs survey. The survey indicated a
demand for a multilevel program which includes writing exercises directly
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WnrILCNIL L
related to job responsibilities and the Agency's mission. The program will
begin in FY 1985. MATD conducted four dedicated mans ement courses for the
Office of Communications during the summer, with over officers
completing at least one of the four different courses. workshops
entitled "Just Plain English" reached over employees in the Agency
auditorium.
The Executive Development Staff completed its first full year of
operation by offering two Core Courses to new SIS-O1 students.
Complements to the Core Course included two ghly successful electives,
"Intelligence and National Security Policy: The Nixon Administration," and
"Automation and CIA Executive."
The Training Support Division handled the record number of
registrations associated with the Agency's training explosion and be an the
preliminary steps of automating internal registrations. Savings of $18,000
in external training funds were identified by disapproving inappropriate
training or suggesting alternative internal training.
In addition to four seasonal editions of Studies in Intelligence, the
Center for the Study of Intelligence (CSI) produced a special to ies
issue, "U.S. Intelligence and Vietnam," and a monograph, "Thing and
Writing: Cognitive Science and the Directorate of Intelligence." Two
conferences were conducted for University professors who teach courses on
intelligence. CSI assumed direction of the Guest Speaker Program and
brought in four luminaries to standing-room-only audiences in the
auditorium.
The Information System Training Division (formerly the Information
Science Center) trained students in some 2S different courses during
FY 1984. They provided CAMS2 transition training to over 300 CAMS1 users
and trained more than F-lanalysts on the SAFE system. They are
extensively involved wi the development of a number of special systems,
including SIMS, LIMS, PRIM, and DESIST. In order to efficiently provide
the training required by these new systems, they have developed a
team-teaching approach which includes a software expert from ODP, a
functional expert from the involved office (Security for SIMS, Logistics
for LIMS. Personnel for PRIM, etc.), and an instructor for each system.
Training was provided to all new clerical BODs as required on WANG and NBI
word processing. In cooperation with the Office of Research and
Development, six seminars on Artificial Intelligence were presented to 120
mid- and senior-level managers from the Intelligence Community.
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SPECIAL SUPPORT ASSISTANT TO THE DEP J1'Y DIRECTOR FOR ADMINISTRATION
SIGNIFICANT ACCOMPLISHMENTS - FY 1984
1. The Office of the Special Support Assistant to the Deputy Director
for Administration was instrumental in achieving the following
accomplishments in FY 1984. These are primarily in employee travel
benefits.
a. We have liberalized the business class/clipper class
travel mode through simplification of the approval mechanism.
b. Pre-departure Temporary Living Allowance (TLA) has been
extended beyond 10 days for those travelers who are
delayed for reasons beyond their control.
c. We have authorized furniture rental when a traveler's
household effects are delayed in shipment. These
delays occurred often during the rotations of 1984.
d. We established the FBO liaison program manager to
work directly with the Foreign Buildings Office,
Department of State, to oversee new construction
and renovation plans at overseas locations where
we have stations and bases. This SSA function is
to make certain that Agency interests and needs for
appropriate secure space
both for personnel and equipmen , are met.
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