MID-YEAR PROGRESS REPORT: DIRECTORATE OF ADMINISTRATION GOALS FOR 1989

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP92G00017R000800260003-9
• Release Decision: RIPPUB
• Original Classification: S
• Document Page Count: 11
• Document Creation Date: December 23, 2016
• Document Release Date: December 24, 2013
• Sequence Number: 3
• Publication Date: July 7, 1989
• Content Type: MEMO

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DA 89-1170
17 AL 1989
MEMORANDUM FOR: Director of Central Intelligence
Deputy Director of Central Intelligence
FROM: R. M. Huffstutler
Deputy Director for Administration
SUBJECT: Mid-Year Progress Report: Directorate of
Administration Goals for 1989
In January I outlined for you the Directorate of
Administration's 1989 major goals. Our priority areas were
information handling, enhanced security, facility planning,
personnel management, and other core services. The attached
highlights our significant accomplishments to jate.
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PROGRESS REPORT ON 1989 GOALS
PRIORITY AREA: INFORMATION HANDLING
Goal: Develop an Agency-wide strategic plan for information
systems needed to meet policymakers' expectations for
intelligence collection and reporting by the year 2000.
O The Directorate of Administration Strategic Planning
Group--formed to examine Agency automated data pro-
cessing and communications needs over the next decade--
met offsite with Agency representatives to identify and
discuss the communications and information systems that
the Agency will require to perform its mission by the
year 2000. A follow-up conference is scheduled for
November 1989 to refine the group's findings and develop
action plans and resource estimates for meeting these
requirements. Progress is on schedule for completion of
the strategic plan by 31 March 1990.
O The Office of Information Technology (OIT) has developed
a recommended strategic information systems architecture
for the Agency through 1993 and has formed a project
office for its implementation.
Goal: Continue to_develop the Agency's Corporate Data
Program to provide the Agency with an automated administrative
information system that will be easily accessible to those who
need it.
O In keeping with the recommendations of the recently
completed Corporate Data Task Force Report, the
Directorate has named a Management Data Administrator to
facilitate the development of an Agency Corporate Data
Program that will provide managers and employees
automated access to administrative information they need
to manage their resources, perform their jobs, and make
career-related decisions. The Office of Financial
Management is working with the Corporate Data Task Force
to develop an automated data processing strategic
architecture for financial management in the 1990s and
beyond.
Goal: By July 1989, complete the design for a single
integrated personnel data base which will provide the Office of
Personnel with one repository for all personnel-related
information. This will form the foundation for developing an
integrated human resource system and be a key piece of the
Agency's Corporate Data Program.
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O The Office of Personnel has completed the design for the
Human Resource Information System, which will incorporate
current administrative systems and provide new
capabilities in areas such as compensation, career
development, and management planning tools.
Goal: Continue to improve and develop individual office
automation efforts to enhance efficiency and streamline
operations.
O The Office of Personnel has automated its Special Payroll
system, eliminating manual calculations and increasing
the accuracy of payroll data; implemented a new Payroll
Adjustment and Inquiry System that replaces most manual
processing; completed implementing the Electronic Time
and Attendance Reporting system throughout the Head-
quarters area; with the Office of Financial Management,
developed and implemented a personal computer-based
travel accounting software package that reduces
processing time by half and is in use by five offices;
and automated claimant payments for the Worker's
Compensation Program.
O The Office of Logistics (OL) has developed a prototype
for the first of 22 Local Area Networks (LAN) to support
Agency contract teams; converted its Federal Automated
Requisitioning System--used to requisition electronically
from other government agencies--to a more efficient
corporate data based management system. OL is also
implementing an office-wide Wang VS network to connect to
the Agency mainframe and all OL LANs.
O The Office of Information Technology (OIT) has provided
the Offices of the Comptroller and Congressional Affairs
the ARCHIVE system, which scans documents through optical
character recognition technology and stores them in a
data base for searching based on keyword and other
criteria; the Directorates of Operations and Science and
Technology teams of programmer-analysts to develop
ARCHIVE-like systems tailored to their needs; the Office
of Logistics a prototype personal computer network that
facilitates the drafting of Agency contracts; and the
Office of Security several WANG VS computer system
networks.
O The Office of Communications (OC) has begun upgrading its
information handling and document processing capabilities
and is replacing mainframe and manual systems currently
used to track the OC budget with a personal computer-based
financial management data base system.
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O The Office of Security has established an inspection data
base for CRAFT systems and placed in operation a
worldwide Plain Text Processing Equipment Automated
Property Management System.
O The Office of Financial Management has achieved initial
operating capability of its Station Accounting and
Reporting System, which provides field stations the
capability to more effectively monitor their operating
budgets and increases the productivity of Headquarters
and field personnel.
O The Office of medical Services (OMS) has completed a bar-
coding system that automates its medical file holdings;
achieved operating capability of and Office of Personnel
interface with an automated system for tracking
applicants during the medical phase of processing; and
installed enhanced software to increase the efficiency of
its Research and Testing Programs' data storage and
retrieval system. OMS has also completed several data
bases: a noise exposure data base for its Hearing
Conservation Program;
and conversion of its obsolete MEDEVACS data
base to a new storage and retrieval system. OMS has
completed 90 percent of the data extraction for its
Medical Information, Diagnosis and Artificial
Intelligence System, which integrates all functions
associated with managing medical evaluations, employee
wellness, occupational health, and operations support.
Goal: Complete the relocation and upgrade of the computer
and communications systems on the Headquarters compound to
provide state-of-the-art telecommunications and computing
services to the Agency.
O The Office of Information Technology (OIT) completed a
five-year effort to consolidate five Agency computer
centers into two areas. The SAFE Unclassified
Development System and the Directorate of Operations
Special Computer Center were relocated over three-day
weekends. These relocations, among the largest known
undertakings of this kind, were completed with 100
percent success. OIT has also relocated about 20 percent
of the secure communications circuits entering the
Headquarters compound to the new CIA Communications
Center in the New Headquarters Building; completion is
scheduled for 1990.
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Goal: Expand and upgrade secure domestic and overseas
communications capabilites to meet Agency requirements.
O The Office of Information Technology is preparing
proposals for a leased fiber-optic communications network
which will provide secure communications among Agency and
Intelligence Community buildings in the Washington
metropolitan area through 1995 and improve the quality of
communications services; implementing an interface
allowing secure communications between the Agency secure
telephone system and Secure Telephone Units (STU-III)
used by contractors and other government employees;
working to protect classified information in the
Washington metropolitan area not serviced by the Central
Intelligence Service Secure Voice Network; and
incorporating the advanced networking technology acquired
for the foreign communications network into portions of
the Agency's domestic network to improve interoperability
and the quality of service.
PRIORITY AREA: ENHANCED SECURITY
Goal: Enhance security countermeasures and research
programs to protect Agency facilities, personnel, automated
systems, and information.
O The Office of Security's (OS) polygraph countermeasures
research efforts have led to the successful testing of a
prototype Modern Polygraph System, which improves testing
reliability and validity.
o OS has created a forensics laboratory to strengthen its
technical security analysis capability and an OS/Office
of Sigint Operations Joint Technical Assessment Facility
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is working to identify and characterize the vulnerabil-
ities of Agency and Intelligence Community equipment and
procedures. OS has also increased Technical Security
Countermeasures (TSCM) inspections, residential security
surveys, and personal protection briefings. The
O OS has completed an Information Security Strategic
Five-Year Plan to reduce the vulnerabilites of our
automated information systems. One initiative under this
plan is OS's new computer "virus" response capability,
which has helped several Agency components to investigate
and resolve "virus" problems. Another "anti-virus"
effort is an OIT survey to determine how and where new
software can be or is being introduced on Agency
mainframes.
O OIT is involved in two programs to enhance its computer
audit capabilities: the Intrusion Detection Analyzer and
Automated Statistical Information Profile to establish
profiles for all VM users. Any deviation from the
established profiles generates a report alerting the
auditor of possible abuse of the computer system.
O OIT has completed a physical security survey of the
secure and nonsecure telephone switch rooms in the New
Headquarters Building and is implementing recommendations
to enhance their, overall security. OIT is also creating
a data base of all employees and contractors authorized
access to Agency computer facilities; this data base will
be used to control all individuals who try to gain access.
O The Office of Financial Management has completed a
zero-based review of vulnerabilities that could expose
their operations to hostile services.
Goal: Conduct sufficient staff and industrial
reinvestigations to eliminate existing backlogs by 1992.
O The Office of Security (OS) is making significant inroads
in its reinvestigation and repolygraph programs. Based,
on current activity, OS expects to meet its FY 1989
repolygraph and reinvestigation goals and eliminate the
overall backlog by the projected target date of 1992. OS
has reduced the average applicant case processing time
from 48 to 46 days and Office of Development and
Engineering industrial contractor processing time from
132 to 108 days.
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PRIORITY AREA: FACILITY PLANNING
Goal: Establish and maintain an Agency-wide space planning,
management, and consolidation program.
O The Office of Logistics (OL) has established a Space
Planning Division to manage and allocate Agency office
and special use space. The Chief of the Division meets
regularly with the Agency's Space Advisory Board and
reviews requests for new space or reallocation of
existing space.
O OL is developing a long-range space plan to attain the
Acencv's coal of consolidating overt facilities on fewer
Goal: Complete the design and construction of the remaining
space in the New Headquarters Building, and move the affected
staffs and equipment with minimal disruption.
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The Office of Logistics' (OL) relocation of
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employees during the third quarter of FY 1989 and the
design, construction, and move-in to the New Headquarters
Building are about 75 percent complete. By the end of FY
25X1 1989, OL will relocate an additional employees, and
all space in the New Building will be completed and
occupied by February 1990.
O OL has completed 20 percent of the Backfill Program to
retrofit, upgrade, and renovate the Original Headquarters
Building.
PRIORITY AREA: PERSONNEL MANAGEMENT
Goal: Expand Directorate career development efforts,
including the compilation of supervisory and employee handbooks,
continued emphasis on supervisory and management training,
career development and career counseling, and interim reporting
procedures for three-year trial period employees.
O The Directorate of Administration (DA) Personnel Policy
Task Force has completed supervisory and employee
handbooks, which will be ready for distribution by
1 October 1989.
O The Office of Personnel (OP) has begun a major career
development initiative to make OP more consistently a
line manager's resource rather than a processing unit,
and to empower OP managers with more direct account-
ability for customer service and development of
careerists.
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O OP has adopted new three-year trial period supervisory
certification procedures that ensure a more thorough
trial period review by first-line supervisors. OP has
begun a succession planning exercise to identify
potential managers for key positions through 1994 and is
currently reviewing developmental assignments and
training to prepare selected employees for their future
assignments. OP has also reorganized its career
management functions, separating component personnel
functions from career development counseling.
O The Office of Logistics (OL) has revised and strengthened
its "Supervising in OL" course; designed and conducted a
PAR workshop for OL supervisors; issued two notices
stating requirements and standards for OL PARs; and, in
conjunction with the Offices of Security and Medical
Services, conducted regular seminars on dealing with
troubled employees.
O The Office of Communications (OC) has published and is
updating seven handbooks, including an OC Supervisory
Handbook, a Personnel Management Handbook, and an
Employee Development Handbook. OC requires that OC
managers interview three-year trial employees and submit
written comments regarding their suitability for
continued employment.
O To foster excellence through mentoring, the Office of
Financial Management (OFM) has established an OFM
Leadership Awards Program, which provides three $2,500
awards annually. OFM has also implemented succession
planning for filling critical vacancies at the GS-14 and
above levels and for overseas assignments. To date 54
percent of these vacancies have been filled by candidates
identified in the plan. OFM has completed a financial
management training needs assessment and developed an
implementation plan for a learning center in the Key
Building. OFM has also initiated a bimonthly OFM
newsletter, KEYOSK, and established an OFM Forum where
GS-09 through GS-12 careerists regularly share ideas and
discuss issues.
Goal: Continue to improve/modernize the Agency's personnel
management system by continuing the effort to decentralize
position classification to give managers greater staffing
flexibility and by completing a review of the Intelligence
Secretarial System and initiating implementation of
recommendations.
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O In accordance with the Executive Committee decision to
expand decentralized position classification to 70
percent of Agency General Schedule (GS) positions by
January 1990, 25 percent of the Agency's GS positions are
now classifiable by operating officials and over 150 job
classification actions had been taken by 31 May 1989.
O The Office of Personnel (OP) has examined the
Intelligence Secretarial (IS) System, found that IS
salaries are competitive with the private and public
sectors, and ascertained that IS hiring guidelines ensure
equitable credit for experience, education, and training.
OP has also taken steps to ensure that secretarial
applicants are informed about the IS system and Washington
metropolitan area living costs. OP is currently chairing
an Agency-wide panel that is considering an intelligence _
support occupation (IS and GS support/assistant jobs) and
coordinating another Agency-wide panel which is planning
to revise the IS performance award system.
Goal: Implement the Agency's five-year Affirmative
Employment Plan through recruitment, training, and monitoring of
promotion panels and assignment by senior management.
O Each Directorate of Administration Office Director has
designated a full-time employee whose primary
responsibility is to coordinate that office's minority
recruitment efforts I have published a Directorate
notice requiring the heads of Career Services to ensure
the appointment of women and minorities to career
evaluation panels.
O The Office of Personnel has established a Special
Recruitment Strategies Branch to focus on minority
recruitment and monitor the progress of minorities
throughout the processing cycle and, with the Offices of
Security and Medical Services, developed a process to
expedite the processing of all minority applicants. The
Office of Eaual Employment Opportunity obtained agreement
from senior management to provide multicultural awareness
training for all personnel involved in the applicant
selection process and hired a full- time interpreter for
the hearing impaired. OP reports that the Agency hired
29 minority professionals during the first half of this
fiscal year, 10 more than at the same point last year.
Goal:
Recruit an appropriately balanced occupational mix of
to meet stated component needs.
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O The Office of Personnel (OP) projects that by the end of
the fiscal year, the Agency will be within 100 of its
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9)(1 entere on duty inciudi clericals
25X1 and Jcareer trainees. An additional clericals and
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Goal: In the area of benefits and services, open the
on-site Child Day Care Center by September 1989, and plan and
design a flexible benefits program.
O The Langley Child Care Center will be completed in July
and opened in September 1989.
O The Office of Personnel has designed a flexible benefits
program which it is preparing to implement Agency-wide.
PRIORITY AREA: OTHER CORE SERVICES
Goal: Implement a financial management strategic plan to
streamline procedures, improve financial services, and ensure
the financial integrity of Agency operations.
O The Office of Financial Management's financial management
strategic plan focuses on financial systems and services
and resource management. Key accomplishments include
revision of the Agency's annual financial report to
improve its usefulness to senior managers; revision of
the investment strategy for CIARDS funds to produce
greater investment income; and establishment of a task
force with the Office of Logistics to review procedures
for recording receipt of goods and services to ensure
compliance with the Prompt Payment Act.
Goal: Develop comprehensive acquisitions,
counterintelligence, and counternarcotics training programs.
O The Office of Training and Education (OTE) has presented
a comprehensive proposal for a new program/project
management curriculum to the DA Task Force on Program
Management.
O OTE conducted a successful pilot running of a one-day
Counterintelligence Awareness Program. Currently
conducted twice monthly and open to all Agency employees,
this program is designed to heighten employees' awareness
of the human and technical threat posed by other
intelligence services and measures being taken to counter
this threat.
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o OTE developed a proposal for counternarcotics training
that will be forwarded with the Agency's FY 1991 budget
request.
Goal: Continue to improve the quality and efficiency of all
support services to Agency customers.
o The Office of Information Technology has completed a
statement of work for a new contractual mechanism to
allow faster response to ADP maintenance and installation
requirements; improved telephone and ADP installation
times; and implemented new procedures that enable more
than one system administrator to access the VM directory
at a time.
O The Office of Logistics has concentrated all support
aspects of the Agency's copier management program in a
single service office; provided a single focal point for
all covert service requests; provided one-stop service
centers to coordinate printing .and photography and mail
and courier reqUireMents; established contract teams to
meet specific procurement needs of the Offices of
Information Technology, Security, and Communications.
o The Office of Financial Management has begun renovating
the Headquarters Disbursing Office to improve customer
service.
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