OFFICE OF FINANCE LONG RANGE PLAN

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP88G01332R001100060001-3
• Release Decision: RIPPUB
• Original Classification: S
• Document Page Count: 14
• Document Creation Date: December 27, 2016
• Document Release Date: December 12, 2011
• Sequence Number: 1
• Publication Date: December 3, 1985
• Content Type: MEMO

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STAT
STAT
ROUTING AND RECORD SHEET
Ve of Finance Planning Document for Period 1 Oct 85 -30 Sep 90
and Objectives for FY 1986
Ien R. Elkins
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Director of Finance
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0 3 DEC1985
.MEMORANDUM FOR: Director.of Finance*
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FROM: Harry E. Fitzwater
Deputy Director for Administration
SUBJECT ? ? Offfoe'of ?Finance .Long Range, PIan
REFERENCE: Office of Finance's Planning Document for 1 October 1985 to
30 September 1990
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..:-I "have' re?v-ia*ed and appr6v6d"your lotig'?fange -plan. * .1* look forward" to----**
:meeting Gfith you and your .people quarterlytto review?the p=ogress of your
important programs and to discuss any problem areas.
ORIG: DDA/Plans
Original - Addressee
1 - DDA Chrono
1 - DDA Subject
1 - DDA/MS Chrono
1 - DDA/AS Subject
"'%s/ `Hariq 'E. FiLzipater
Harry E. Fitzwater
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5 NOV !985
MEMORANDUM FOR:
FROM:
SUBJECT:
1. Attached is our Planning Document for the period 1 October 1985 -
30 September 1990. Included in the document are our objectives for FY 198b.
~ou should have any question, please contact
DA Planning Officer
Allen R. Elkins
Director of Finance
Office of Finance Planning Document for Period
1 Oct 85 - 30 Sep 90 and Objectives for FY 198b
25X1
25X1
25X1
Unclassified When Separated
From Attachment
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Office of Finance
Planning Document for Period
1 October 1985 - 30 September 1990
This document sets forth the major goals and objectives of the Office
of Finance (OF) for the five (5) year period ending 30 September 1990.
Office direction and purpose remain committed to an automation
modernization plan and major improvement of personnel management. OF has
been attentive to the recommendations of the Inspector General Survey of
1983 and the resurvey conducted by that Office in 1985. Efforts toward
increased automation will continue to be pursued and desired
organizational and procedural changes implemented when necessary and where
possible.
II. Assumptions
A. Growth in the number of Agency personnel will stabilize and
resource bases will level off at approximately the FY 86 level.
B. The development of the Budget and Accounting Resource System
(BARS) and a new automated payroll system will continue to have a high
Directorate priority.
C. The Standard Support Requirements (SSR) will be continued in order
to assist OF and the Directorate to maintain our base level and support
new initiatives.
D. The most effective means of increasing efficiency and production
is the development of automated systems which eliminate or reduce labor
intensive processes and which will provide a flexible structure capable of
meeting dynamically changing demands for financial services.
E. The FY 86 budgeted personnel increases as well as the requested
development complement will be made available.
F. Given the current serious personnel shortage within OF, the too
rapid rotational process will not be stabilized and basic financial skills
and expertise will remain in short supply.
G. The continued demand for new technical collection systems and the
desirability for conducting contract audits under the "Truth In
Negotiations Law" will require increased audit support by CSAD.
H. Competition in the private sector as well as new conditions
associated with Agency employment will make the hiring of accountants and
computer specialists more difficult.
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A. Maintain an Effective Career Development Program Which Maximizes
the Motivation and Potential of Each Employee and Develop Other Programs
Which Meet OF and Agency Needs.
OF's FY 85 plans toward establishing an adequate human resource base
and normalizing the personnel rotational assignment process failed to
materialize. One major reason for these failures was a decision to
curtail recruitment for the first quarter of FY 85. This decision was
made in view of the overstrength position of OF at the end of FY 84 and
the uncertainty of the total number of authorized positions to be made
available to OF at that time. This shutdown of the recruiting pipeline, a
higher than normal personnel attrition rate for FY 85, and unanticipated
requirements from the External Service for Finance fficers, has left OF
in an understrength position in excess of positions unfilled at
the time of this writing. As a first step toward correcting this
situation, several Finance Careerists have been appointed to assist in a
large scale recruiting effort to begin in early FY86. In addition, OF
recruitment guidelines and hiring policies have been refined to more
effectively compete with the private sector and other Government agencies
in attracting qualified applicants to OF. A serious personnel shortage in
CSAD is being partially dealt with through an attempt to recruit auditors
The Director of Finance has also authorized to recruit contract
auditors at higher grade levels in an attempt to increase the experience
factor in CSAD. OF is convinced these are positive actions which will
assist the office in the long term.
The 1985 Inspector General Resurvey Report of OF recommended that
this Office be authorized to establish a development complement in order
to accommodate attrition, meet unanticipated personnel requirements,
handle personnel rotations, and provide for necessary training. This
recommendation was agreed to by the DDCI although final approval of this
item was left to the Director of Personnel. OF's long range planning
relies heavily upon a development complement becoming a reality. These
positions will go a long way toward providing effective career development
patterns and ensuring a steady flow of talent through the ranks into the
senior levels of the Finance Career Service. In consonance with the IG
resurvey suggestion, OF will institute procedures for periodic querying
and analysis of the new personnel requirements anticipated to be required
by the various host components making up the External Service employers.
Additionally, the Office has refined and put into use a projection of
external requirements based upon historical data which can be used to
effectively guage position work-load estimates. In full anticipation that
the recruiting effort will be successful and the development complement
positions will be made available, action has been taken to clarify the
role of the specialist employee within OF and five (5) career tracks have
been identified. These are budget formulation, general finance, external
finance, commercial contract auditing, and financial systems. Specialists
are not limited to positions solely within their career tracks and they
are not penalized for staying within their chosen specialties.
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Indeed, the policy is to encourage finance careerists to move laterally
across career tracks in order to broaden their experience base.
Rotational assignments will continue to be made with the direct
involvement of assignment panels which were created by the Director of
Finance during 1985. These panels have engendered a sense of "trust in
the system" by most OF Careerists and bring line managers into the
assignment process.
As pointed out in the Resurvey document, because of short staffing,
OF has not been able to increase training to the recommended five percent
of the work year. OF recognizes the importance of training; there is no
doubt that this Office is attempting to adhere not only to the letter but
to the spirit of the IG recommendation. During FY85, a certifying
officer's course was organized and run by Audit and Certification Division
(A&CD). This is a two-day offering covering regulations affecting
certifying officers and intended primarily for officers being assigned
overseas or to their first certifying position. A test administered at
the end of the course requires a passing grade prior to appointment as a
certifying officer. Time and Attendance training has been improved with a
full time position being assigned to Payroll for all phases of payroll
training. As part of an attempt to develop a cadre of experienced budget
officers, a budget course was developed in conjunction with the
Comptrollers office and conducted successfully. An orientation course was
put together for employees new to OF and was held with notable success.
Full utilization of the career trainee (CT) program is planned as a means
of increasing the overall quality of OF personnel. In keeping with our
ongoing automation efforts, a course was implemented which introduces
employees to the basic applications of personal computers. Again on
systems, OF has been able to place one OF Careerist in each running of the
OIT sponsored ADPAC course, a combining of several basic courses that are
needed to function properly in the systems development arena.
B. Improve Effectiveness and Productivity of Careerists Through
State-of-the-Art Automation Technology
In 1986 OF should have a stronger voice in the management of all
financial system development. Use of prototyping and relational model
data bases will provide the basis for future system development.
1. Budget and Accounting Resource System (BARS)
a. In April 1985, Computer Sciences Corporation was selected
as the contractor to assist in the development of the system.
During May and June, contractor personnel received an in-depth
orientation of the current financial and logistics systems - FRS,
BRS, GAS, Payroll, ICS, and CONIF. The BARS team completed a high
level requirements document and conducted an extensive evaluation
of mainframe accounting software packages. The Cullinet general
ledger software package was selected as being the most viable for
Agency use. The BARS project was organized into four segments
made up of the Office Budget Formulation (OBF), the Agency Budget
Formulation (ABF), the Accounting and Budget Execution (ABE), and
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the Agency Travel System (ATS). These divisions were effected to
facilitate management of resource distribution between concurrent
taskings. Through utilization of an IBM/PC and software packages
(Goldengate and PC Focus), a first version of an automated tool
for assisting in budget formulations was developed. This involved
the prototyping of the system on a microprocessor and the
provision of demonstrations to the user population for the purpose
of refining requirements.
b. Version 1.0 of the the Computer Assisted Travel System
(CATS) was developed and turned over to Central Travel Service on
1 October 1985 for testing in an operational mode. In 1986 a high
level requirements document will be prepared and project segments
will be identified for development with version 1.1 expected later
in the year.
c. A prototype model of the OBF portion of BARS will be ready
for testing in an operational mode in at least four offices for
the FY-88 budget preparation.
d. A relational model of the ABF will be developed and tested
during 1986 using new development tools of the IDMS/R database.
3. Treasury Initiatives
Plans and actions which were begun in FY 85 to enable the
Agency to make electronic funds transfers directly to the Federal
Reserve have been almost completed and will be implemented in the
near future. These electronic transfers will be made through
for salary payments and vendor payments of
less than $25,000. Plans are also underway for the implementation
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of the Treasury Financial Communications System (TFCS) which will
permit the same type of electronic transfers to be made for
payments in excess of $25,000. This system will probably be
implemented sometime during calendar year 1986.
4. Other Automation Efforts
a. OF remains committed to the elimination and/or automation
of labor intensive and time consuming financial processes and a
constant effort is made to identify such processes. In
particular, the Office plans to continue system development
efforts aimed at reducing employee input, improving the timeliness
of production, and enhancing the integrity of accounting records.
IV. Objectives
A. Maintain an Effective Career Development Program Which Maximizes
the Motivation and Potential of Each Employee and Develop Other Programs
Which Meet OF and Agency Needs
1. Continue to develop and implement, in FY86, training programs
for employees which will develop expertise in specific OF functional
work areas.
2. During FY's 1986 and 1987, develop the general expertise
required for assignments outside OF through rotational assignments and
selected training. Select and nominate OF careerists for senior
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officer training at the National War College, Industrial College of
the Armed Forces and the Senior Seminar in Foreign Policy (FSI).
3. Establish the cadre for a development complement.
4. Continue and expand our recruiting effort by joining
recruiters on college campuses and at job fairs.
5. Hire more Co-op students for work in the main Office of
Finance, especially Commercial Systems and Audit Division (CSAD).
6. Stress the Career Training Program as a source of new finance
junior professionals. Sponsor selected internal OF careerists for CT
training.
B. Improve Effectiveness and Productivity of Careerists Through
State-of-the-Art Automation
1. Automated Compensation Information System (ACIS)
a. Joint quarterly reporting to the DDA by OF and OIT.
b. Automation of payroll retirement card posting.
c. Development of an electronic time and attendance procedure
for domestic use that will minimize amended time and attendance
reporting and greatly reduce manual processing.
d. Significant reduction of manually handled pay information
by increased use of automated interfaces between the payroll
system and the Credit Union, the Office of Training and Education
and the Office of Personnel.
f. Installation of terminals capable of accessing the
mainframe pay system on each pay technician's desk.
g. In conjunction with OIT, initiate action to fully document
the existing automated pay system to provide for better
maintenance and a greater degree of table driven processes.
h. Utilize IDMS/R environment to provide on-line access to
the master file.
i. Assessment of the manual time and attendance procedures to
determine the possibility of reducing adjustments now calculated
manually by pay technicians.
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j. In cooperation with the Office of Training and Education,
revise and update the course on time and attendance reporting.
2. Central Intelligence Agency Retirement and Disability System
(CIARDS)
a. Explore the feasibility of the use of a commercial
accounting system for maintenance of the CIARDS accounts.
b. Implement state tax withholdings for CIARDS annuitants
(D.C., Maryland, and Virginia).
c. Investigate the possibility of a computer interface with
the Credit Union and the Insurance Office for direct input of data
into the CIARDS pay system.
4. Budget and Accounting Resource System (BARS)
a. Using Cullinet general ledger package, adapt package to OF
requirements.
b. Develop high level requirements document and produce an
enhanced version of CATS.
c. Continue development of the OBF portion of BARS.
d. Develop a relational model of ABF portion of BARS.
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b. Automate the devised facility tax reporting procedures.
c. Update General Ledger Account 1416 (Compensation and
Allowance Payments Due From Agency Personnel) to include coding of
all type of transactions and clearing codes.
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S E C R E T
OFFICE OF FINANCE FIVE YEAR PLAN OBJECTIVES 1986-1990
SUPPORT TRACKING LEVEL
-OBJECTIVE DDA GOAL 86 87 88 89 90 DDA OF
IMPROVE EFFECTIVENESS
THROUGH AUTOMATION 3, 4, 5, 8 X X X X X X X
PURCHASE OF WORK
STATIONS
7 X X
MAINTAIN AN EFFECTIVE
CAREER DEVELP. PROG. 1, 2, 5 X X X X X X X
S E C R E T
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IMPROVE EFFECTIVENESS & PRODUCTIVITY
THROUGH AUTOMATION
ITEMS
MONTHS
Oct 85 ,Dec 85 Feb 86 ,Apr 86 Jun 86 Aug 86
STAT
TREASURY
FMS
CRA/Filter File/Ext Data
STAT
CIAROS ACCTG.
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MAINTAIN AN EFFECTIVE CAREER DEVELOPMENT PROGRAM
ITEMS
RECRUITIN
RECRUITING GUIDELINE
EST DEVELOPMENT COMPLEMENT
PROJ OF EXT SERV PERS REGQ-
TRAINING&
PC TRAININ
MONTHS
Oct
85
Dec
85
Feb
86
Apr
86
Jun
86
Aug 86
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