OFFICE OF PERSONNEL STRATEGIC PLAN FOR AUTOMATION

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP90M01364R000800380003-6
• Release Decision: RIPPUB
• Original Classification: S
• Document Page Count: 75
• Document Creation Date: December 23, 2016
• Document Release Date: August 28, 2013
• Sequence Number: 3
• Publication Date: June 1, 1988
• Content Type: MISC

A
F. Declassified in Part - Sanitized Copy Approved for Release 2013/08/28: CIA-RDP90M01364R000800380003-6 ?
11
Mr ADMINIS 4 N' u' AL USE ONLY I MA zeatsUN
F
OFFICE OF PERSONNEL
?
STRATEGIC PLAN
for
AUTOMATION
JUNE 1988
ADM1NIS AL USE ONLY
MIA
oik iz/w
?
?
Declassified in Part - Sanitized Copy Approved for Release 2013/08/28: CIA-RDP90M01364R000800380003-6
ODeclassified in Part - Sanitized Copy Approved for Release 2013/08/28: CIA-RDP90M01364R000800380003-6
ADMINISTRATIVE - NLY
TABLE OF CONTENTS
Section
EXECUTIVE SUMMARY
Page
1.
Introduction
3
2.
Summary of Current Systems Environment
5
3.
The Customer and the Future
17
4.
Implementation Strategies
27
5.
HRIS Master Schedule
45
APPENDIX: Overview of Current OP Functions A-1
ADMINISTRATI AL USE ONLY
Declassified in Part - Sanitized Copy Approved for Release 2013/08/28: CIA-RDP90M01364R000800380003-6
Declassified in Part - Sanitized Copy Approved for Release 2013/08/28: CIA-RDP90M01364R000800380003-6
ADMINISTRATIVE - INTERNAL USE ONLY
THIS PAGE INTENTIONALLY LEFT BLANK
li
ADMINISTRATIVE - INTERNAL USE ONLY
Declassified in Part - Sanitized Copy Approved for Release 2013/08/28: CIA-RDP90M01364R000800380003-6
L Declassified in Part - Sanitized Copy Approved for Release 2013/08/28: CIA-RDP90M01364R000800380003-6
ADMINISTRATIVE INTERNAL USE ONLY
TABLE OF FIGURES
Figure
2-1 Current Development Schedule
2-2 OP System Interfaces
4-1 Distributed Processing
4-2 Systems Architecture
5-1 HRIS Master Schedule
ADMINISTRATIVE - INTERNAL USE ONLY
Follows Page
8
35
39
46
Declassified in Part - Sanitized Copy Approved for Release 2013/08/28: CIA-RDP90M01364R000800380003-6
Declassified in Part - Sanitized Copy Approved for Release 2013/08/28: CIA-RDP90M01364R000800380003-6
ADMINISTRATIVE- INTERNAL USE ONLY
THIS PAGE INTENTIONALLY LEFT BLANK
iv
ADMINISTRATIVE - INTERNAL USE ONLY
Declassified in Part - Sanitized Copy Approved for Release 2013/08/28: CIA-RDP90M01364R000800380003-6
LI Declassified in Part - Sanitized Copy Approved for Release 2013/08/28: CIA-RDP90M01364R000800380003-6
ADMINISTRATIVE - INTERNAL USE ONLY
EXECUTIVE SUMMARY
The Office of Personnel (OP) currently provides personnel services to the Agency
through a mixture of manual and automated systems, many of which evolved
independently. The resulting support is sometimes uncoordinated, untimely, and
incomplete in meeting customer's needs. To correct this situtation and prevent its
recurrence, an OP Strategic Plan for Automation was developed.
An analysis of the current OP systems environment revealed that over forty systems
support OP functions with at least seven more under development. These systems,
although they provide much satisfactory support, have nevertheless generated
customer complaints which point to a need for improvement in the areas of
customer interfaces and documentation, accuracy and accessibility of data, and
system integration.
The Human Resources Information System (HRIS) of the future, described
generically in Section 3 of the plan, will respond to existing and anticipated
customer requirements. The HRIS will provide easy-to-use support for the entire
OP customer base, which includes main OP administrators, component personnel
staffs, managers, and Agency employees in general. Accurate data will be available
to all customers regardless of their locations and processing capabilities will be
available at customer locations where they are most needed.
Achieving the HRIS objectives requires a set of interrelated implementation
strategies.
? A customer support strategy designed to reduce paper and
repetitive handling of data by capturing data as close to the source as
possible (e.g., applicant data inputted at the RAC) and to give
customers access to that data. This will require gaining and
1
ADMINISTRATIVE - INTERNAL USE ONLY
Declassified in Part - Sanitized Copy Approved for Release 2013/08/28: CIA-RDP90M01364R000800380003-6
Declassified in Part - Sanitized Copy Approved for Release 2013/08/28: CIA-RDP90M01364R000800380003-6
ADMINISTRATIVE - INTERNAL USE ONLY
maintaining customer participation, developing automated tools,
and providing better automation training.
? An information strategy designed to provide a single, integrated
HRIS data base to support all OP automated functions. This
requires the establishment of an information architecture,
development of a data base reflecting the architecture, and then
ensuring that all automated HRIS functions use the data base.
? A development strategy designed to provide the future integrated
HRIS environment. This requires a planned and systematic
transition of OP automated functions from their present diverse
software, hardware, and data base settings to a decentralized and
consistent customer oriented system.
The OP Strategic Plan for Automation marks the way from the OP world of today
to the OP world of tomorrow. In the ideal scenario, the HRIS of the future will
accept an applicant at any point in the recruitment process and require only
minimum paper until the retirement certificate is issued.
2
ADMINISTRATIVE - INTERNAL USE ONLY
Declassified in Part - Sanitized Copy Approved for Release 2013/08/28: CIA-RDP90M01364R000800380003-6
rj Declassified in Part - Sanitized Copy Approved for Release 2013/08/28: CIA-RDP90M01364R000800380003-6
ADMINISTRATIVE - INTERNAL USE ONLY
1. INTRODUCTION
The Office of Personnel (OP) is responsible for providing a broad range of
personnel management and administration services to the entire Agency population.
Currently, these services are supported by a mixture of manual and automated
systems, many of which evolved independently to satisfy specific information and
processing requirements. As a result, the support given to employees and managers
is sometimes uncoordinated, untimely, and incomplete in meeting needs. Until
recently, OP support has tended to be reactive rather than proactive in planning for
future needs. To avoid repeating the mistakes of the past, a new approach, a
strategy for the future is necessary.
PURPOSE
The purpose of this plan, therefore, is to define the strategy by which the Office of
Personnel can develop an integrated automated OP system that satisfies the needs of
the employees, component personnel offices (CP0s), and managers it must serve.
This plan states the basic philosophy which will guide development efforts needed to
create a responsive Human Resources Information System (HRIS). Further, to
ensure that this strategic plan remains viable, the plan will be reviewed periodically
and revised as necessary to reflect changing real world conditions.
OUTLINE
0 The plan is divided into five Sections, including this introduction. Section 2 is a
summary of the current OP systems environment. Section 3, The Customer and the
0 Future, gives a glimpse of some of the capabilities that are envisioned for the
0 coming HRIS. Section 4 sets out a three pronged strategy to move OP from the
current environment to the future. Section 5 provides a master schedule and
0 staffing philosophy for achieving HRIS implementation. Finally, an Appendix
(
3
ADMINISTRATIVE - INTERNAL USE ONLY
Declassified in Part - Sanitized Copy Approved for Release 2013/08/28: CIA-RDP90M01364R000800380003-6
Declassified in Part - Sanitized Copy Approved for Release 2013/08/28: CIA-RDP90M01364R000800380003-6
ADMINISTRATIVE - INTERNAL USE ONLY
documents current OP functions, automated support to those functions,customer
interfaces and unsatisfied requirements that must be addressed in a new Human
Resource Information System.
4
ADMINISTRATIVE - INTERNAL USE ONLY
Declassified in Part - Sanitized Copy Approved for Release 2013/08/28: CIA-RDP90M01364R000800380003-6
Declassified in Part - Sanitized Copy Approved for Release 2013/08/28: CIA-RDP90M01364R000800380003-6
ADMINISTRATIVE - INTERNAL USE ONLY
2. SUMMARY OF CURRENT SYSTEMS ENVIRONMENT
The user friendly, data integrated future can best be appreciated by comparison
with the current environment. Today, there are forty-six (46), primarily
mainframe based systems that support the Office of Personnel. Apart from some
generalized complaints listed below, this assembly of loosely related systems has
kept most of its customers fairly satisfied. However, this satisfaction seems to be
based on the customers' acceptance of a limited systems environment and a
corresponding limited use and reliance on the available systems. Although
managers appreciate the potential of data processing and office automation tools,
they have apparently resigned themselves to the current situation and perceive few
significant improvements will occur in the near future. Managers appear to be
doing their jobs in spite of, rather than because of, OP automated support.
Complaints include:
* Untimely and inconsistent data
* No decentralization of data input
* Poor user interfaces and documentation
* Lack of system level interfaces
* Unreliability of some systems
* Little executive information
* Lack of terminals.
The statement of these problems confirms the need for a new OP system
architecture. Representative examples from throughout OP are discussed in the
next paragraphs.
Concerns about untimely and misleading data surfaced in several areas. For
example, the Decision Support Staff (DSS), a primary user of HRS2 transaction data
5
ADMINISTRATIVE - INTERNAL USE ONLY
Declassified in Part - Sanitized Copy Approved for Release 2013/08/28: CIA-RDP90M01364R000800380003-6
Declassified in Part - Sanitized Copy Approved for Release 2013/08/28: CIA-RDP90M01364R000800380003-6
ADMINISTRATIVE - INTERNAL USE ONLY
gathered from numerous sources, must work with data that can be up to two weeks
old. PYRAMID and PRIM are the two ad hoc report generation and analysis tools
available to components but one operates on "effective date of transaction" and the
other on "process date" making all reporting confusing. Furthermore, employee
data obtained from HRS2 and EOD data from CAPS cannot be merged because the
systems store employee category codes differently.
The Transactions and Records Branch (TRB) also expressed a desire for the
decentralization of data input functions. They contend that the entry of information
into CEMLOC and QUALS should be controlled nearer to the source of the data for
greater accuracy and timeliness. Decentralization of input functions would also
benefit the Organization Development Branch (ODB). Fifty percent of the changes
entered by ODB to the Staffing Complement data should not require any
intervention by ODB.
User documentation for OP systems is poor because most were originally designed
for a small number of technical users and not for general component access. For
example, to become conversant in PRIM requires graduated learning of 3 manuals,
each about two inches thick, and the Introduction to Pyramid assumes that
one-on-one training is the normal delivery mode. As a more quantitative example,
TRB estimates that 30% of their time is spent explaining the personnel action data
entry process to component personnelists.
The best example of poor system level integration is the Payroll/HRS2 interface.
The existing interface cannot translate all personnel transactions to the necessary
payroll transactions. About 25% of all transactions must be bussed between the two
systems manually. This lack of system integration is a major cause of the heavy
overtime needed to process payroll every two weeks.
6
ADMINISTRATIVE - INTERNAL USE ONLY
Declassified in Part - Sanitized Copy Approved for Release 2013/08/28: CIA-RDP90M01364R000800380003-6
UDeclassified in Part - Sanitized Copy Approved for Release 2013/08/28: CIA-RDP90M01364R000800380003-6
ADMINISTRATIVE - INTERNAL USE ONLY
The production of comprehensive management level information requires data
systems without the problems described above. Also, this data must be presented in
an effective and easy-to-use manner. Most management information research
requires deductive, interactive analysis tools not available within OP.
The major concern expressed in the area of hardware is the current shortage of
terminals and ports, for both mainframe and Wang, which provide access to OP
automated support facilities. Wang systems in OP are used primarily for word
processing and/or an occasional document tracking log. Although OP personnel are
generally satisfied with Wang capabilities, more extensive use of these systems is
hampered by competition for the limited number of workstations that are in
continual use.
Access to major OP mainframe systems (e.g., HRS, PRIM) can only be supported
through Delta Data terminals. Because these terminals have been discontinued and
are no longer available for procurement, the current shortage of Delta Datas poses a
serious problem for customers of OP systems. While the use of IBM PCs or PC
compatible workstations is viewed as a possible solution for future systems, PCs
within OP's current environment have limited utility (e.g., stand alone packages
such as those used for Public Service Aid Society and Educational Aid Fund account
processing).
In summary, these new systems are expected to support the customers in
their work environment not merely capture data after the fact. The customers
would like increased functionality in the new systems and they also desire systems
that will reduce paper flow by decentralizing data input functions. Furthermore,
new systems must foster a confidence in the data that the old systems never achieved.
7
ADMINISTRATIVE - INTERNAL USE ONLY
Declassified in Part - Sanitized Copy Approved for Release 2013/08/28: CIA-RDP90M01364R000800380003-6
Declassified in Part - Sanitized Copy Approved for Release 2013/08/28: CIA-RDP90M01364R000800380003-6
ADMINISTRATIVE - INTERNAL USE ONLY
New system development efforts in OP are being planned to take advantage of the
corporate data environment. This will promote sharing of data among applications.
Some systems that have been or are being developed in the Integrated Database
Management System (IDMS) are PAIDS, ICARE and Retirement. Achievement of
an integrated environment for OP systems will not be an overnight occurence, it can
only be achieved with considerable planning and a firm commitment from OP
management. OP management has made that commitment and this is shown by the
on-going development of OP systems. Currently, OP has nine development efforts
in process to either develop new systems or replace or enhance existing systems. All
of these efforts combined are moving OP closer to the goal of an integrated OP
environment. Figure 2-1 presents an overview schedule of current OP development
efforts. The majority of these efforts are scheduled for completion near the end of
FY88 and the first two quarters of FY89. During this same period, major OP
projects to develop new payroll and personnel systems will begin. These efforts
will result in the implementation of an OP integrated environment.
Systems Architecture Matrix
Figure 2-2 depicts the automated interfaces among OP systems and the interfaces
between OP and other Agency systems. It outlines the complex relationships that
must exist when each system has its own unique data base created by extracting data
from a variety of sources. The matrix also shows the direction Of the data flow, the
number of data base management systems (DBMS) involved and the types of
interface mechanisms used. An automated interface, in this context, is defined
as any system level interface, whether online or batch. OP controlled systems and
external Systems are grouped separately. The last column in the matrix denotes
which DBMS is used for each OP system. Following the matrix is a glossary of the
system acronyms used on the matrix.
8
ADMINISTRATIVE - INTERNAL USE ONLY
Declassified in Part - Sanitized Copy Approved for Release 2013/08/28: CIA-RDP90M01364R000800380003-6
o
STAT
Declassified in Part - Sanitized Copy Approved for Release 2013/08/28: CIA-RDP90M01364R000800380003-6
Declassified in Part - Sanitized Copy Approved for Release 2013/08/28: CIA-RDP90M01364R000800380003-6
Declassified in Part - Sanitized Copy Approved for Release 2013/08/28: CIA-RDP90M01364R000800380003-6
ADMINISTRATIVE - INTERNAL USE ONLY
THIS PAGE INTENTIONALLY LEFT BLANK
10
ADMINISTRATIVE - INTERNAL USE ONLY
Declassified in Part - Sanitized Copy Approved for Release 2013/08/28: CIA-RDP90M01364R000800380003-6
STAT
Declassified in Part - Sanitized Copy Approved for Release 2013/08/28: CIA-RDP90M01364R000800380003-6
Declassified in Part - Sanitized Copy Approved for Release 2013/08/28: CIA-RDP90M01364R000800380003-6
r Declassified in Part - Sanitized Copy Approved for Release 2013/08/28: CIA-RDP90M01364R000800380003-6
1=9
r-,
-77
ADMINISTRATIVE - INTERNAL USE ONLY
SYSTEM ACRONYM GLOSSARY
ACTUARY - CIARDS Actuarial Data Base
ARESS - Automated Retirement and Separation System
CAPS - Central Applicant Processing System
CDPERS - Corporate Data - Personnel
CEMLOC - Central Employee Locator System
CENB AD - Central Badging System
CENCO - Central Cover System
CENQUAL - Central Qualifications System
CFC - Combined Federal Campaign System
CIARDS - CIA Retirement and Disability System
COMCON - COMMO Control System
COMVAD - Common Validation Tables
CREDIT - Credit Union
CSPAY - Civil Service Payments
CTP - Career Trainee Program
ELECTAS - Electronic Time and Attendance System
ETARS - Electronic Time and Attendance
Reporting System
FERS - Federal Employee Retirement System
FTE - Full Time Equivalent System
GAS - General Accounting System
ICARE - Insurance Claims and Enrollments System
IDS - Telephone Facilities Maintenance System
JPRS - Joint Publication Research Service
MEDSIGN - Medical Assignment System
13
ADMINISTRATIVE - INTERNAL USE ONLY
Declassified in Part - Sanitized Copy Approved for Release 2013/08/28: CIA-RDP90M01364R000800380003-6
Declassified in Part - Sanitized Copy Approved for Release 2013/08/28: CIA-RDP90M01364R000800380003-6
ADMINISTRATIVE - INTERNAL USE ONLY
MINI-GAP
NOCPAY
- General Archive Program
- Non-Official Cover Pay System
OPF - Official Personnel Folder Project
PAIDS - Payroll Adjustment and Inquiry Database
System
PAYB - Pay - Bonus System
PAYCIARDS - Payroll Central Intelligence Agency
Retirement and Disability System
PAYROLL - Agency Payroll System
PERCIARDS - Personnel Central Intelligence Agency
Retirement and Disability System
PERPAYMM - Personnel/Payroll Mismatch System
PERFIT - Personnel Fitness Report System
PERHAM Personnel Honor and Merit Awards System
PERPUB Personnel Publications System
PERSEAS - Personnel Overseas Service System
PERSIGN Personnel Assignment and Status System
PERSTEP Personnel Step Increase System
PRIM2 Personnel Resource Information Management
System
PYRAMID Personnel Decision Support System
REQD - Personnel Folder Requestor Datalist
SAWP - Suggestion & Achievement Award Program
SIMS - Security Information Management System
SRC Service Record Card System
14
ADMINISTRATIVE - INTERNAL USE ONLY
Declassified in Part - Sanitized Copy Approved for Release 2013/08/28: CIA-RDP90M01364R000800380003-6
Declassified in Part - Sanitized Copy Approved for Release 2013/08/28: CIA-RDP90M01364R000800380003-6
ADMINISTRATIVE - INTERNAL USE ONLY
STAFFING - Position and Organizational Structure System
THRIFT - Agency THRIFT Savings Program
TEAMS - Training and Education Automated
Management System
VIP - Voluntary Investment Program
4C - Community-Wide Computer-Assisted
Compartmentation Control System
15
ADMINISTRATIVE - INTERNAL USE ONLY
Declassified in Part - Sanitized Copy Approved for Release 2013/08/28: CIA-RDP90M01364R000800380003-6
Declassified in Part - Sanitized Copy Approved for Release 2013/08/28: CIA-RDP90M01364R000800380003-6
ADMINISTRATIVE - INTERNAL USE ONLY
THIS PAGE INTENTIONALLY LEFT BLANK
16
ADMINISTRATIVE - INTERNAL USE ONLY
Declassified in Part - Sanitized Copy Approved for Release 2013/08/28: CIA-RDP90M01364R000800380003-6
LI
Declassified in Part - Sanitized Copy Approved for Release 2013/08/28: CIA-RDP90M01364R000800380003-6
ADMINISTRATIVE - INTERNAL USE ONLY
3. THE CUSTOMER AND THE FUTURE
OP's customer base contains several user groups each with unique information
requirements. Included are main OP administrators, component personnel staffs,
managers and Agency employees in general. Today, OP systems primarily serve
main OP administrators and, even here, many requirements are not being met. What
we are trying to achieve is an integrated Human Resource Information System that
responds to all of our existing and anticipated requirements.
OP and its customer base will require system networks that share general
capabilities and data as well as specialized system subsets to support the unique job
related tasks of an organization or individual. Based on the needs of the customer,
different information and tools will be available for use. The customer will be
dealing with information in all forms: text, numeric data, and graphics. Location,
to include overseas, will not limit individual support. Although there may be a
variety of hardware and software subsets, networks will allow transparent yet
specific access and use. Based on the appropriate access parameters given each
individual, OP personnel will be able to conduct business regardless of work
location.
The challenge for the 1990's and beyond will not be just the acquisition and
configuration of state-of-the-art equipment and software. It will also include the
management of the organizational and human factors that impact on or that are
impacted by the evolution of the automated office environment.
17
ADMINISTRATIVE - INTERNAL USE ONLY
Declassified in Part - Sanitized Copy Approved for Release 2013/08/28: CIA-RDP90M01364R000800380003-6
Declassified in Part - Sanitized Copy Approved for Release 2013/08/28: CIA-RDP90M01364R000800380003-6
ADMINISTRATIVE - INTERNAL USE ONLY
An achievable example of these future changes and advances is text processing. In
the future, customers can create formal documents at a terminal and transmit them
electronically to others for coordination, review, edit, and comment. Review can
be accomplished in several environments. First, reviewers can read the text at their
leisure, make comments, and edits and retransmit the edited document back to the
author. This process can continue until the document is ready for distribution
and/or publication. Secondly, the document can be reviewed simultaneously and,
through teleconferencing, participants can discuss the document and immediately
make changes as required. Obviously a network architecture of terminals must be
in place and participants must be experienced in using the sytem and working in an
environment uncommon to most of today's staff.
The future automated environment may outwardly look only slightly different from
today's Delta Data terminal or personal computer, however, it will allow
generalized or specialized applications according to the customer's needs. It will
interface with each level of the OP hierarchy. The environment will enable CPOs to
distribute or receive mail or messages electronically; access a central or distributed
data base, retrieve needed data and file it in their workstation memory; and facilitate
communications between peers. Likewise, managers and individuals will use the
environment but with different applications to input, retrieve, or manipulate
information. The ability to program specialized or general support applications in
separate environments in the same office systems, offering to customers open access
and interchange of information based on need-to-know, is a key element in the
office of the future.
OP managers will use the future environment with its inherent capabilities but with
additional management and support applications. Management decision support,
18
ADMINISTRATIVE - INTERNAL USE ONLY
Declassified in Part - Sanitized Copy Approved for Release 2013/08/28: CIA-RDP90M01364R000800380003-6
U
Declassified in Part - Sanitized Copy Approved for Release 2013/08/28: CIA-RDP90M01364R000800380003-6
ADMINISTRATIVE - INTERNAL USE ONLY
budgeting and accounting, personnel actions, electronic mail, and adminstration are
but a few of the functions possible.
Definition of the future Office of Personnel, at best, is a moving target. It is
apparent that there is no 100% solution, just intelligent choices. These choices
revolve around a macro view of the projected way of OP doing business.
A Future System Scenario
A typical morning in the life of an OP retirement counselor should begin by his
signing on to the desktop terminal for a list of supervisor-assigned appointments
and their times. In preparation for the first appointment, the counselor accesses
biographic and service record card information on the employee, using a menu that
simply asks in English what part of the OP corporate data the counselor wishes to
view. In this particular case, the counselee had prior military service and, though
he appears eligible to retire, he is only 53 years old.
The retirement counselor then decides to contact the employee for more
information before the meeting, because there appear to be many options for
exploration. The counselor again uses the OP selection menu on the terminal to
query the Central Emergency Locator System (CEMLOC) for the employee's
phone number. Unfortunately, the line is busy so the counselor takes the USERID
information from CEMLOC and sends a message via the OP local area network
asking if the employee could bring a copy of his DD214 with him and if he had a
planned date for retirement.
While waiting for an answer, the retirement counselor queries the insurance and
leave portions of the OP data base and finds that the man will be eligible to continue
19
ADMINISTRATIVE - INTERNAL USE ONLY
Declassified in Part - Sanitized Copy Approved for Release 2013/08/28: CIA-RDP90M01364R000800380003-6
Declassified in Part - Sanitized Copy Approved for Release 2013/08/28: CIA-RDP90M01364R000800380003-6
ADMINISTRATIVE - INTERNAL USE ONLY
both life and health insurance into retirement, if he waits to retire until age 55. As
expected, the man also carries the maximum amount of annual leave and 2,060
hours of sick leave. Armed with the information now available on service history,
salary, leave and age, the counselor decides not to wait for the employee to return
the call. Instead, using the spreadsheet tools available in the automated retirement
system, he constructs a series of basic annuity calculations for retirement between
53 and 60.
At the appointed time, the counselee arrives, DD214 in one hand and a sheet of
computer generated calculations of his own in the other. The employee has used the
automated retirement planning tools available to all Agency employees with
mainframe access to do some informal estimating and has decided that he wants to
retire somewhere between ages 55 and 57. Having narrowed down the window of
reference, the counselor and counselee compare and refine the basic annuity
estimates, using both a static and trended approach on the counselor's desktop
terminal. They then query the employee's Thrift and VIP accounts and add this
information into the annuity calculation. Since the employee does not plan to retire
immediately, the counselor and counselee develop a series of "what if' scenarios
adjusting the amounts of VIP and Thrift contributions to develop an appropriate
savings and investment strategy for the employee to follow until retirement.
Finally, the counselor and counselee query the flexible benefits portion of the data
base to evaluate the strategy to follow in the upcoming open season so as to
maximize the benefits available at retirement. There is still one unanswered
question, "does the employee wish to have a copy of the calculations on a floppy
disk to take back to the office or would he like it sent via electronic mail to his
terminal reading file?"
20
ADMINISTRATIVE - INTERNAL USE ONLY
Declassified in Part - Sanitized Copy Approved for Release 2013/08/28: CIA-RDP90M01364R000800380003-6
STAT
Declassified in Part - Sanitized Copy Approved for Release 2013/08/28: CIA-RDP90M01364R000800380003-6
R
Next 5 Page(s) In Document Denied
Declassified in Part - Sanitized Copy Approved for Release 2013/08/28: CIA-RDP90M01364R000800380003-6
Li Declassified in Part - Sanitized Copy Approved for Release 2013/08/28: CIA-RDP90M01364R000800380003-6
ADMINISTRATIVE - INTERNAL USE ONLY
4. IMPLEMENTATION STRATEGIES
General
The Office of Personnel has a goal of providing accurate and timely data required
for personnel management activities throughout the Agency. In developing an
automation strategy the focus was on data interrelationships and not organizational
structure. From a data viewpoint, OP activities fall neatly into four functional areas
- recruitment, personnel planning, employee services and separations. Activities
included span the gamut from applicant processing through retirement pay
adminstration and the number of personnel management activities increases yearly.
The Office of Personnel believes that this goal can only be achieved through
expanded use of automation within a human resource information system. Such a
system must include an integrated data base that will support personnel functions
and be readily accessible and responsive to employees, component personnel
offices, Agency managers and OP administrators. The system must be developed in
an evolutionary manner, taking full advantage of existing and planned supporting
systems and technology, while ensuring that current critical functions are not
interrupted and new capabilities are introduced in priority order. Finally, such a
system should be data rather than process driven to provide flexibility in meeting
changing functional requirements.
Achievement of the goal and objectives for future OP systems development will be
determined by the success of our endeavors in three major areas; Customer Support
Strategy, Information Strategy, and HRIS Development Strategy.
Customer Support Strategy
OP's customer support strategy incorporates the requirement to satisfy the
overwhelming information needs of employees, component personnel officers and
managers through automation. Problems associated with current applications such
27
ADMINISTRATIVE - INTERNAL USE ONLY
Declassified in Part - Sanitized Copy Approved for Release 2013/08/28: CIA-RDP90M01364R000800380003-6
Declassified in Part - Sanitized Copy Approved for Release 2013/08/28: CIA-RDP90M01364R000800380003-6
ADMINISTRATIVE - INTERNAL USE ONLY
as, untimely and inconsistent data, poor user interfaces and documentation, a lack of
system level interfaces and minimal executive information access must be
eliminated. The requirements of all customers, including the timeliness and
accountability of all data, must be carefully considered in the development of new
programs. Systems that support central administrative functions must be designed
to reduce the clerical burden in the components. Likewise, the data that these
systems collect must be summarized and presented in ways that are relevant to the
customer's needs.
Recognizing our differing customers - administrators, employees, component
personnel staffs and managers - and their unique needs, leads us to a special type of
customer support strategy. In short, we will attempt to capture data as close to the
source as possible and to give the total customer base access to that data. While such
a strategy is philosophically sound, successful implementation depends on both the
level of technology and the level of participation plus the education of the
customers.
The Steps
The customer support strategy is basically threefold; gaining and maintaining
customer participation, developing automated tools and finally educating the
customer.
First, OP believes that the success of the new systems will be in direct proportion to
the level of customer participation in design and development. Therefore, the
customer or customers will be involved in requirements definition teams,
participate in engineering review boards and configuration control boards and, of
course, will conduct user testing and help develop user documentation and transition
plans.
28
ADMINISTRATIVE - INTERNAL USE ONLY
Declassified in Part - Sanitized Copy Approved for Release 2013/08/28: CIA-RDP90M01364R000800380003-6
LDeclassified in Part - Sanitized Copy Approved for Release 2013/08/28: CIA-RDP90M01364R000800380003-6
ADMINISTRATIVE - INTERNAL USE ONLY
Second, OP believes that the interplay between the customer and the data is critical
to the success of any program. The technology is rapidly changing in the direction
of having more computer power and data manipulation tools on the desk, and OP
must be able to exploit these capabilities. Our systems must be designed so that each
function of an application can be migrated to the local computer when it is
appropriate. In addition, though not explicit, the increased automation capability
could potentially influence the need to assess the current OP organizational
structure and influence OP in the future conduct of business.
Our customers want and need interactive analytical tools of the type outlined in our
view of the future. We believe that expert systems could play an important role in
the development of the HRIS, and OP will establish a team as a means of developing
new tools for our customers.
Additionally, OP's customer support strategy acknowledges that by providing
automated tools we will be opening up the probability of our customers generating
technical innovations of their own. OP welcomes this possibility as it will enhance
the overall production and performance process for all users through the potential
for transferring, these new innovative tools throughout the customer base. OP's
strategy will be to encourage these activities as much as possible.
Finally, OP's customer support strategy reflects our need for ADP conversant
users. Currently throughout the OP environment, at all levels and in all skill areas,
there is insufficient awareness regarding how existing ADP technologies can
improve job performance. Further there is a critical shortage of computer literate
personnel. This environment must change or developing an HRIS will be akin to
delivering a sports car to someone who has never ridden a bicycle. To accomplish
this, OP will devise an office level ADP training and customer awareness program
29
ADMINISTRATIVE - INTERNAL USE ONLY
Declassified in Part - Sanitized Copy Approved for Release 2013/08/28: CIA-RDP90M01364R000800380003-6
Declassified in Part - Sanitized Copy Approved for Release 2013/08/28: CIA-RDP90M01364R000800380003-6
ADMINISTRATIVE - INTERNAL USE ONLY
under the direction of the OP Training Officer with support from the Human
Resource Automation Center (HRAC). OP believes that computer based training
(CBT), as is now being developed for ELECTAS, may provide an important new
vehicle for customer training on some systems.
Information Strategy
The data relationships in the HRIS must be clearly understood before new
applications are built. We must understand which applications update and/or access
which data elements. Redundant data that is not deliberately created for efficiency
must be eliminated. The integration of HRIS functions will then be achieved by
creating a single, easily accessible OP database. The data base will also be the sole
repository of new information or updates generated by all automated functions. The
data base will include all data within HRIS that is shared (as input or output) by two
or more functions. Data unique to a single function may be in the data base but its
presence is not essential. Although this unique data is not required to be part of the
OP data base the possibility that it may someday be useful to other functions will be
recognized in the data base design.
An HRIS Information Architecture based on the detailed analysis of all HRIS
functions will be completed in 1989. This Information Architecture will describe,
at the data element level, the total data environment required to support all the HRIS
functions. The Information Architecture will provide a comprehensive picture of
HRIS data that will identify:
* All shared and unique data elements
* The process or function generating each data element
* The process or function using each data element
* The update requirement for each data element
* The frequency of use of each element.
30
ADMINISTRATIVE - INTERNAL USE ONLY
Declassified in Part - Sanitized Copy Approved for Release 2013/08/28: CIA-RDP90M01364R000800380003-6
Li Declassified in Part - Sanitized Copy Approved for Release 2013/08/28: CIA-RDP90M01364R000800380003-6
ADMINISTRATIVE - INTERNAL USE ONLY
The identification of shared and unique data elements will do more than point out
what information must be in the HRIS data base and what information may be in the
data base. The Information Architecture will also reveal any functions that are
totally based on unique information. Such a function can then be included in the
implementation strategy as a stand-alone function to be supported by stand-alone
automation (e.g., a PC running commercial off the shelf software). This approach
will ensure that functions not directly integrated into the future HRIS by virtue of
shared data will not be ignored but will be supported through solutions appropriate
to their needs.
The Information Architecture will become the logical data base design for the
HRIS. OP will look to OIT for assistance in the conversion of this design into a
physical data base design. As seen in the current systems architecture matrix many
systems outside OP's purview require data interfaces to support their functions and
many of these systems are being developed within the corporate data environment.
The DA may wish to expand the scope of OP's information architecture analysis to
include all DA applications in the corporate data base. In this way, the entire
corporate data structure could take full advantage of this entity-relationship design
and this would make both development and maintenance of all DA systems easier.
HRIS functions will be integrated into the overall system by any of several methods.
Existing functions will be modified to use the HRIS data base.
Functions planned for automation will be specifically designed to
use the HRIS data base.
* Functions under automation development will be reviewed to
ensure that they will either use the HRIS data base when initially
implemented or can be modified after initial implementation to use
the HRIS data base. The choice will depend on the stage of
31
ADMINISTRATIVE - INTERNAL USE ONLY
Declassified in Part - Sanitized Copy Approved for Release 2013/08/28: CIA-RDP90M01364R000800380003-6
Declassified in Part - Sanitized Copy Approved for Release 2013/08/28: CIA-RDP90M01364R000800380003-6
ADMINISTRATIVE - INTERNAL USE ONLY
development of the project and the impact that changes may have on
delivering a needed capability to users.
The effect of the methods above will be to ensure that all HRIS automated functions
will be integrated regardless of whether they are currently automated, are being
automated, or are planned to be automated.
The HRIS information strategy, then, is to establish an Information Architecture as
soon as possible, develop an HRIS data base that reflects the Architecture, and then
ensure that all automated HRIS functions use the HMS data base.
HRIS Development Strategy
As a first step toward developing an HRIS, many of the services and processing
capabilities resident in existing OP systems must be redesigned and moved to the
new HRIS environment. In view of the large number and variety (GIMS, RAMIS,
PL/I, etc.,) of systems currently supporting OP, a phased development approach
will be utilized to systematically move essential personnel functions from their
current environment to the HRIS data base. Those services regarded as core
personnel management and administration functions (i.e., personnel and payroll
transaction processing), will be targeted as primary objectives for the initial HRIS
development.
To minimize the impact HRIS development may have on existing personnel
services, a continued emphasis will be applied to the planning and evaluation of all
components (i.e., procedures, automated systems, manual processes, etc.) that fall
within the scope of HRIS capabilities. This transition planning effort will ensure
that the full impact of moving software supported services to the HRIS data base will
be identified and documented before the transition is attempted. In view of the
interdependencies that link many of the existing personnel systems together, interim
32
ADMINISTRATIVE - INTERNAL USE ONLY
Declassified in Part - Sanitized Copy Approved for Release 2013/08/28: CIA-RDP90M01364R000800380003-6
Declassified in Part - Sanitized Copy Approved for Release 2013/08/28: CIA-RDP90M01364R000800380003-6
ADMINISTRATIVE - INTERNAL USE ONLY
modifications to existing systems may be required to maintain current levels of
support until all related systems have been successfully transitioned to the HRIS
data base. Additionally, as new capabilities are added to the HRIS, previously
developed HRIS systems may need to be modified to interact properly with new
systems or services.
Among the core personnel management and administration functions for OP,
Personnel Action Processing, Bi-Weekly Payroll Processing and the Human
Resource System (HRS2) transaction processing capabilities are considered critical
for day to day Agency personnel management operation. These functions will
comprise the core processing capabilities of the initial HRIS development effort.
The Personnel Action Process (1152) which currently serves as the principle source
for effecting changes to personnel and payroll information will be the first of OP's
core functions implemented for the new HRIS. The transition of the1152 process
from GIMS to the new data base management system will provide component
personnel offices with improved accessibility to electronic action processing
facilities and provide the platform for developing new features that will be
incorporated in the subsequent development of a new Bi-Weekly Payroll System.
The development of a new automated Bi-Weekly Payroll System will replace an
antiquated system that is dependent on manual processing to support numerous
services. Developed prior to OP's current personnel system, the Bi-Weekly Payroll
System was not designed to process a variety of personnel actions which may affect
an individual's pay status. As a result, numerous actions that process successfully
through the current personnel system require special attention and human
intervention to effect appropriate pay changes for employees. The current
Bi-Weekly Payroll System will be streamlined and automated as a component of the
33
ADMINISTRATIVE - INTERNAL USE ONLY
Declassified in Part - Sanitized Copy Approved for Release 2013/08/28: CIA-RDP90M01364R000800380003-6
Declassified in Part - Sanitized Copy Approved for Release 2013/08/28: CIA-RDP90M01364R000800380003-6
ADMINISTRATIVE - INTERNAL USE ONLY
new HRIS. As payroll processing is redesigned to incorporate new personnel
pay actions, previously developed Action Processing capabilities and current
Personnel System processes will be modified to incorporate the new Bi-Weekly
Payroll Action Processing requirements.
Many of the existing personnel subsystems reflect policies, procedures and
information requirements that have not kept pace with the needs of OP functions.
To complete the development of the new HRIS core capabilities, the remaining
personnel information processing services (i.e., staffing, service record card, 1152
batch processing, etc.,) resident in HRS2 will be transitioned to the HRIS data base.
As each capability is added to the data base special care will be taken to ensure that
the remaining dependent GIMS systems and the new systems are modified
appropriately to maintain accurate transaction processing support.
While OP's core capabilities are essential to developing an HRIS, other systems will
be developed and timed for entry into HRIS on a case-by-case basis subject to the
impact on schedules, core capabilities and externally mandated priorities. For
example, systems such as Thrift are Congressionally mandated. Others, such as
Central Travel, will be instrumental in saving time for all Agency employees at a
time when efficiency in resource use is crucial.
In most cases, those systems developed prior to OP's new HRIS environment (e.g.
ICARE, THRIFT, etc.), will have been implemented without full benefit of OP's
future systems strategy. As a result incompatibilities may exist between these
pre-HRIS systems and OP's new HRIS environment. To ensure that the highest level
of systems integration and compatibility is maintained within the HRIS, OP will
conduct a detailed review of pre-HRIS systems and modify the systems as required
to achieve full HRIS integration.
34
ADMINISTRATIVE - INTERNAL USE ONLY
Declassified in Part - Sanitized Copy Approved for Release 2013/08/28: CIA-RDP90M01364R000800380003-6
rj Declassified in Part - Sanitized Copy Approved for Release 2013/08/28: CIA-RDP90M01364R000800380003-6
ADMINISTRATIVE - INTERNAL USE ONLY
11
STAT
Hardware
To afford maximum accessibility to OP administrators, Agency managers,
employees and component personnel offices, the OP HRIS will reside on the
Center computing facility operated and maintained by the Office of Information
Technology (OIT). As a result, the primary access device for interacting with the
HRIS will be IBM or IBM compatible workstations. This includes support for the
Delta Data. While the OP development strategy recognizes the importance of
providing access to HRIS users through a variety of devices (e.g., Wang, etc.), such
a capability is severely constrained through limitations in OIT's current systems
hardware and communications architectures. To provide adequate support for all
HRIS users, OP will work with OIT to develop appropriate interim and long range
solutions to existing architectural constraints.
The OIT architecture does not allow a customer at a new PC workstation to interact
with a GIMS based system such as HRS2 and PRIM. There will be a high priority to
rewrite these in the HRIS data base.
To the greatest extent possible, the HRIS will be developed to promote a distributed
information processing capability (see figure 4-1). OP administrators and HRIS
users at the office/component level will be encouraged to use local PC based
processing capabilities (i.e., word processing, spreadsheets, HRIS compatible PC
data bases, etc.) to satisfy local information processing requirements (e.g.,
planning, reporting, etc.).
An HRIS capability to move information between OIT's central computing facility
and compatible local office systems will be developed to support the personnel
management and administration functions of OP's component personnel offices.
The ability to manipulate personnel information effectively at the local level will
35
ADMINISTRATIVE - INTERNAL USE ONLY
Declassified in Part - Sanitized Copy Approved for Release 2013/08/28: CIA-RDP90M01364R000800380003-6
Declassified in Part - Sanitized Copy Approved for Release 2013/08/28: CIA-RDP90M01364R000800380003-6
ADMINISTRATIVE INTERNAL USE ONLY
THIS PAGE INTENTIONALLY LEFT BLANK
36
ADMINISTRATIVE - INTERNAL USE ONLY
Declassified in Part - Sanitized Copy Approved for Release 2013/08/28: CIA-RDP90M01364R000800380003-6
A 1NU dS11'1VN
cn i=n er?ri ir-77 n?n tr-ri 11-11 11--11 UL liii 111?r1 11=1 0=3 r-n
Declassified in Part - Sanitized Copy Approved for Release 2013/08/28: CIA-RDP90M01364R000800380003-6
CENTRAL SYSTEM
FACILITY
MAIL
Cl)
SOFTWARE
APPLICATIONS
HUMAN RESOURCES
INFORMATION SYSTEM
(HRIS)
(OP Corporate Data)
INFORMATION
LOCAL OFFICE ENVIRONMENT
?1111111'n
LOCAL
SHARED
DATA
Declassified in Part - Sanitized Copy Approved for Release 2013/08/28: CIA-RDP90M01364R000800380003-6
Declassified in Part - Sanitized Copy Approved for Release 2013/08/28: CIA-RDP90M01364R000800380003-6
ADMINISTRATIVE - INTERNAL USE ONLY
THIS PAGE INTENTIONALLY LEFT BLANK
38
ADMINISTRATIVE - INTERNAL USE ONLY
Declassified in Part - Sanitized Copy Approved for Release 2013/08/28: CIA-RDP90M01364R000800380003-6
Li Declassified in Part - Sanitized Copy Approved for Release 2013/08/28: CIA-RDP90M01364R000800380003-6
ADMINISTRATIVE - INTERNAL USE ONLY
increase CPO flexibility and responsiveness in supporting the needs of Agency
managers and employees. In addition, current dependencies on the availability and
performance of OIT's central computing services will be greatly reduced.
HRIS support for personnel management and administrative functions that are
global in nature (i.e., personnel action processing, travel processing, etc.) will be
provided to offices/components and employees through OIT's central system
facility. Local office system connectivity to OIT's central system will provide
access to HRIS administrative processes and integrated data base. HRIS users may
interact directly with the central system capabilities or, in appropriate instances,
information prepared locally (i.e., personal services contract, etc.) may be
transferred to the HRIS for subsequent processing.
With regard to OIT's current systems hardware and communications architectures,
Figure 4-2 is presented as an alternative "interim" architecture that may support
OP's extended application processing capabilities until a long term OIT
architectural strategy can be developed. This alternative is not presented as a
solution for future applications development, but rather as a stimulus to promote
further discussions toward that objective.
For the administrative systems of the future, distribution of information and
services will be a key determinant to successful implementation. The customers of
administrative systems (potentially every Agency manager and employee) must be
allowed to request services, access information and communicate with other
customers (i.e., a mail capability) in an easy, standardized manner through the local
device (e.g., Delta Data, PC Compatible, Wang, etc.) in the customer's office
environment.
39
ADMINISTRATIVE - INTERNAL USE ONLY
Declassified in Part - Sanitized Copy Approved for Release 2013/08/28: CIA-RDP90M01364R000800380003-6
Declassified in Part - Sanitized Copy Approved for Release 2013/08/28: CIA-RDP90M01364R000800380003-6
ADMINISTRATIVE - INTERNAL USE ONLY 0
THIS PAGE INTENTIONALLY LEFT BLANK
40
ADMINISTRATIVE - INTERNAL USE ONLY
Declassified in Part - Sanitized Copy Approved for Release 2013/08/28: CIA-RDP90M01364R000800380003-6
p] cal c u c cn cn cn 1=11 1=131 EB ilfl a CM I= CID 1= =II =I
Declassified in Part - Sanitized Copy Approved for Release 2013/08/28: CIA-RDP90M01364R000800380003-6
VM
CM SIO
FUTURE SYSTEMS ARCHITECTURE
(ALTERNATIVE CONFIGURATION)
MVS
MAIL -?
Deka
Data
SOFTSWITCH
APPLICATION 1
IDMS/R
VTAM
memo,
MAIL
WANG
ALLIANCE
WANG/PC
Declassified in Part - Sanitized Copy Approved for Release 2013/08/28: CIA-RDP90M01364R000800380003-6
Declassified in Part - Sanitized Copy Approved for Release 2013/08/28: CIA-RDP90M01364R000800380003-6
ADMINISTRATIVE - INTERNAL USE ONLY
THIS PAGE INTENTIONALLY LEFT BLANK
42
ADMINISTRATIVE - INTERNAL USE ONLY
Declassified in Part - Sanitized Copy Approved for Release 2013/08/28: CIA-RDP90M01364R000800380003-6
Declassified in Part - Sanitized Copy Approved for Release 2013/08/28: CIA-RDP90M01364R000800380003-6
ADMINISTRATIVE - INTERNAL USE ONLY
With OIT's implementation of modern communications technology (SNA: Systems
Network Architecture and VTAM: Virtual Telecommunications Access Method),
the potential exists to connect any 3270 compatible device (e.g., Wang VS) to OIT's
central system network. Through this 3270 connection customers would have
interactive access to OTT supported applications and data base management systems
(DBMS) functioning in the 3270 environment. Those customers not in a position to
acquire a 3270 based workstation in the near term would continue to be supported
through the existing Delta Data 3270 emulation capability (CMSIO).
Through OIT's new SOFTS WITCH capability, being implemented by this summer,
customers with Wang VS systems will have the capability to generate mail on local
Wang workstations and route that mail to customers in the central systems AIM
environment. Similarly, customers in the AIM environment may generate
documents that will be sent through SOFTS WITCH to recipients on a connected
Wang VS network. This capability is a major step forward to closing the
technological gap that currently exists throughout OIT's customer base.
The SOFTS WITCH capability to intercept message traffic and forward the traffic to
the proper recipient may prove to be a major benefit for future applications
development. Because SOFTSWITCH doesn't care whether the recipient of its
traffic is a real user or an application program, it may be possible to develop a
software application interface that will facilitate an exchange of information
between application programs and SOFTS WITCH. If this is possible, application
programs may be developed to process information generated from a variety of
devices on the network. For example, a Component Personnel Officer (CPO) in the
DS&T may request a medical evaluation for travel (via form 259b) through the
local Wang network using the same automated form that the CPO in the DA submits
through the local PC. The software application processing this request will know
where the request came from and adjust the routing and processing accordingly.
43
ADMINISTRATIVE - INTERNAL USE ONLY
Declassified in Part - Sanitized Copy Approved for Release 2013/08/28: CIA-RDP90M01364R000800380003-6
Declassified in Part - Sanitized Copy Approved for Release 2013/08/28: CIA-RDP90M01364R000800380003-6
ADMINISTRATIVE - INTERNAL USE ONLY
The reality of an OIT systems architecture that supports a variety of workstations
through a responsive, flexible and stable communications structure will
dramatically change the development strategy for future software applications. For
the first time, administrative systems may be planned and developed to take
advantage of the full power of both local and centralized automated capabilities.
This new source of support will provide the basis for distribution of information
and services to the point where it is needed most -- the customer's desk.
To ensure that the facilities required to develop OP's future systems are in place
when needed, these requirements must be coordinated through the organizational
entities responsible for hardware and communications services. Although the
capabilities described here appear to be possible, a much more in-depth analysis is
required to determine the specific implementation strategy. To avoid the pitfall of
creating new software applications that provide no greater service/capability than
those they replace, an increased emphasis must be applied to the system engineering
of hardware and communications services that provide the capabilities these new
applications require.
44
ADMINISTRATIVE - INTERNAL USE ONLY
Declassified in Part - Sanitized Copy Approved for Release 2013/08/28: CIA-RDP90M01364R000800380003-6
Declassified in Part - Sanitized Copy Approved for Release 2013/08/28: CIA-RDP90M01364R000800380003-6
ADMINISTRATIVE - INTERNAL USE ONLY
5. HRIS MASTER SCHEDULE
Staffing for Development
The HRIS will be built by teams of staff employees and contractors. Each team will
have an HRAC project manager, and each team will have customer representation
from requirements definition through implementation. Many of these systems will
support several OP customer groups and the level of effort required by each
customer may vary. Nevertheless the need for continuous and consistent customer
participation is of paramount importance. Several variations on this theme are
outlined below as development proposals for Retirement (FERS), Personnel Action
Processing (1152) and Payroll (Bi-Weekly).
The Retirement administration system is being developed by a team of OIT, OF, and
OP personnel in which the OF and OP representatives are assigned to work full time
as functional analysts using an evolving prototype approach. Although the system
requirements in general are known, many of the specific functionalities are being
dictated by Congressional and OPM directives. Onsite daily functional expertise
from OP and OF is required to adjust rapidly to new directives and these
representatives have full authority to make decisions on menu and data field
changes.
Second, Bi-Weekly Payroll development will also use a team concept but with a
more structured development approach. A small combined team of staff and
contractors, including two representatives from Compensation Division will spend
nine months updating the system requirements document and constructing a system
development plan. At least one of the customers representatives should remain on
the development team throughout the development cycle providing continuing
input. Component personnel input into the process will be provided through a
senior liaison officer attached to HRAC.
45
ADMINISTRATIVE - INTERNAL USE ONLY
Declassified in Part - Sanitized Copy Approved for Release 2013/08/28: CIA-RDP90M01364R000800380003-6
Declassified in Part - Sanitized Copy Approved for Release 2013/08/28: CIA-RDP90M01364R000800380003-6
ADMINISTRATIVE - INTERNAL USE ONLY
Third, contractors have spent time with component personnel staffs and OP
customers to identify problems and impediments with the current 1152 system.
Customer- -determined solutions have now been agreed upon for the most serious
problems, reducing errors and increasing system access. The contractor has begun
analyzing data requirements needed to move the existing data entry mechanism to a
new data base. This will allow system access via other terminals in addition to Delta
Datas. A major failing of the initial decentralization of the system was the lack of
component participation on transition planning and revision of user documentation.
A component personnel officer and former customer is now working full time to
rewrite the user documentation using an OP standard that draws heavily on that
developed by OIR. A series of small projects to provide up front validation, new
action entry screens and better system reporting are underway. Each will be
developed and tested in a specific component as a pilot to ensure customer
satisfaction and participation.
HRIS Master Schedule
The Master Schedule at the end of this section (Figure 5-1) provides management
with a graphic overview of the proposed HRIS development activities through 1990.
The Master Schedule conveys OP's initial development approach and intentions to
customers, developers and senior management. The schedule will undergo
continual refinement. The initial schedule indicates time and sequence of planned
activities, and should assist managers in the planning, programming and budgeting
process as concerns the commitment and allocation of resources (staff and funds).
46
ADMINISTRATIVE - INTERNAL USE ONLY
Declassified in Part - Sanitized Copy Approved for Release 2013/08/28: CIA-RDP90M01364R000800380003-6
Inn i=0 rr?n tr-n 11-ri 0=0 1=1
L Declassified in Part - Sanitized Copy Approved for Release 2013/08/28: CIA-RDP90M01364R000800380003-6
HRIS MASTER SCHEDULE
JFMAMJJASONDJFMAMJJASONDIJFMAMJJASOND
0
itil
INFORMATION ARCHITECTURE d
rri A V g
<
,
cro
=
oli
?? A G' ACTION PROCESSING (1152)
m
.1 A BIWEEK DEVELOPMENT (PAYROLL)
A PERSONNEL SUBSYSTEM REDESIGN
>
r, ui
cl
CA
tri tri
O A V HRIS PHYSICAL DB DESIGN 0
A
imm<
m< V REVIEW OF IDMS SYSTEMS
I? 1988 1989
1990
Declassified in Part - Sanitized Copy Approved for Release 2013/08/28: CIA-RDP90M01364R000800380003-6
Declassified in Part - Sanitized Copy Approved for Release 2013/08/28: CIA-RDP90M01364R000800380003-6
ADMINISTRATIVE - INTERNAL USE ONLY
THIS PAGE INTENTIONALLY LEFT BLANK
48
ADMINISTRATIVE - INTERNAL USE ONLY
Declassified in Part - Sanitized Copy Approved for Release 2013/08/28: CIA-RDP90M01364R000800380003-6
Declassified in Part - Sanitized Copy Approved for Release 2013/08/28: CIA-RDP90M01364R000800380003-6
ADMINISTRATIVE - INTERNAL USE ONLY
APPENDIX A. OVERVIEW OF CURRENT OP MAJOR FUNCTIONS
The Office of Personnel (OP) and its component representatives provide services
and support to all Agency personnel. These OP services are provided through an
organizational structure which has evolved over many years. To accurately present
the actual functional areas in which OP provides support, it appeared appropriate to
group OP into four major functional areas. These functional areas span the current
organizational structure including component personnel activities. Further, the
functions are often mutually supportive, e.g., determining recruitment strategies
requires both staffing management and compensation analysis.
The four functional areas are:
* Recruitment
? Personnel Planning (Staffing Management and Compensation
Policy)
? Employee Services (Insurance, Payrolling, Travel, and Counseling)
? Separations.
Each of these four major OP functions is described from four aspects.
? The lower level functions which collectively support the major
functions will be identified.
* Current automated systems used in support of the major functional
area will be defined with a brief description of the system and the
database each system uses.
? Interfaces between each major function and other Agency
components and the Agency and other government agencies will be
identified. The type of information passed in each interface will
also be defined.
A-1
ADMINISTRATIVE - INTERNAL USE ONLY
? Declassified in Part - Sanitized Copy Approved for Release 2013/08/28: CIA-RDP90M01364R000800380003-6
Declassified in Part - Sanitized Copy Approved for Release 2013/08/28: CIA-RDP90M01364R000800380003-6
ADMINISTRATIVE - INTERNAL USE ONLY
* Unsatisfied needs/requirements for each major function will be
identified and briefly discussed.
Discussion of the major OP functions in each of the above mentioned areas will help
to provide insight into potential improvements in OP support to its users.
Recruitment
Recruitment - Functions
The Office of Personnel supports the Agency with activities involving the
recruitment and initial placement of staff, contract employees and independent
contractors. Recruitment is defined as any activity directed towards securing new
members of the Agency. Listed below are some of the functions performed by the
Agency in the area of recruitment.
? Conduct ceiling, position and attrition analysis to determine
appropriate EOD and recruitment activity
? Develop and administer recruitment programs for summer
employees, special trainees, and students
? Produce statistical reports and analysis of minority and female
recruitment activities
? Screen and interview Agency applicants based on recruitment
analysis
? Track applicant status through the field and headquarters screening
process
? Schedule and coordinate applicant testing activities for professional,
technical, and clerical applicants
? Schedule applicant medical exams and polygraphs and generate
pertinent applicant correspondence regarding interviews, testing,
security and medical
A-2
ADMINISTRATIVE - INTERNAL USE ONLY
Declassified in Part - Sanitized Copy Approved for Release 2013/08/28: CIA-RDP90M01364R000800380003-6
EI Declassified in Part - Sanitized Copy Approved for Release 2013/08/28: CIA-RDP90M01364R000800380003-6
ADMINISTRATIVE - INTERNAL USE ONLY
Advertise for Agency positions in local and national periodicals
and develop Agency recruitment brochures
Negotiate and administer contracts for contract employees and
independent contractors
Recruitment - Current Systems
The Agency organizations performing recruitment functions use several automated
systems in support of their activities. The automated systems used in recruitment,
along with a brief description of each system are listed below.
Central Applicant Processing System (CAPS) - CAPS is responsible for tracking
applicants from the time they enter into Agency processing until the applicant either
EODs or is rejected. CAPS provides Component Personnel Officers (CP0s) with
access to status information on their applicants, and CAPS provides the capability
for OS and OMS to input status information on both security and medical lab
approval and disapproval data. CAPS is an IDMS based system.
Recruiter Applicant Processing System (RAPS) RAPS tracks the resumes and
applications that are received by Recruitment Activity Centers (RACs) located
around the country. The system performs many functions previously done
manually, such as generating correspondence to applicants, tracking receipt of
required forms/documentation, tracking scheduled test dates, and generating status
reports. RAPS is a PC based system using dBASE III+ and Leading Edge Word
Processor running on both Wang and IBM PCs.
NOMAD Scheduler - The NOMAD scheduler provides OP the capability to
schedule applicants for polygraphs and medical labs against a preestablished number
A-3
ADMINISTRATIVE - INTERNAL USE ONLY
Declassified in Part - Sanitized Copy Approved for Release 2013/08/28: CIA-RDP90M01364R000800380003-6
Declassified in Part - Sanitized Copy Approved for Release 2013/08/28: CIA-RDP90M01364R000800380003-6
ADMINISTRATIVE - INTERNAL USE ONLY
of appointment slots. The system is a stand-alone system runing in NOMAD, which
currently does not interface with other OP recruitment systems. Plans are in place
to integrate this function with CAPS.
Wang - The Wang Alliance Word Processing system is used by several RACs to
generate additional correspondence to applicants. Additonally, OP offices
performing recruitment functions use the Wang for small localized tracking and
scheduling systems.
Recruitment - Interfaces
The OP Recruitment functions interface with the following areas external to OP.
Office of Security (OS) - OP Recruitment functions interface with OS to secure
polygraph slots for applicants and to process security paperwork. This information
is tracked in CAPS. OS currently provides the information to OP via manual
methods.
Office of Medical Services (OMS) - OP Recruitment functions interface with OMS
to obtain laboratory slots and medical results on applicants. This information is
tracked in CAPS. A subsystem of CAPS titled CAPS OMS has been developed to
? schedule and track the status of applicant medical information.
Agency Components - Recruitment interfaces with Component Personnel Officers
to provide information on applicants in process for their component. OP provides
both hardcopy and on-line access to this information for the components. The
components provide OP information on position requirements and recruitment
priorities.
A-4
ADMINISTRATIVE - INTERNAL USE ONLY
Declassified in Part - Sanitized Copy Approved for Release 2013/08/28: CIA-RDP90M01364R000800380003-6
11=11
fl
1=2
Li Declassified in Part - Sanitized Copy Approved for Release 2013/08/28: CIA-RDP90M01364R000800380003-6
ADMINISTRATIVE - INTERNAL USE ONLY
Recruitment - Unsatisfied Needs/Requirements
Recruitment's unsatisfied needs focus primarily in three areas: increase automation
of existing systems, decrease manual paperwork, and improve the accuracy and
integrity of the data.
Recruitment needs to continue expanding the CAPS system to provide increased
automation and functionality to OP. An effort is underway to develop CAPS
enhancements to increase functionality and improve data validation.
Development of an interface with PERSIGN or its replacement will eliminate the
redundant input of employee information. Applicant information will form the
basis for an employee's HRIS record.
Develop an automated interface to OS and OMS for CAPS. OP is heavily dependent
on OS and OMS to process applicants. Automating the current manual information
exchange will save a significant amount of labor and time, resulting in an increase in
EODs and a decrease in applicant processing time.
Increase CAPS access to components, by providing on-line access to additional
CAPS information, allowing access to additional users, allowing components
limited update capabilities, and improving reporting.
Integrate the NOMAD Scheduler function in an IDMS environment. This effort
would reduce or eliminate duplicate data entry, improve utilization of available
applicant medical and polygraph data.
Develop an electronic interface between CAPS and RAPS to facilitate the entry of
data from the RACs. Currently data from the RACs is reinput into the CAPS system
A-5
ADMINISTRATIVE - INTERNAL USE ONLY
Declassified in Part - Sanitized Copy Approved for Release 2013/08/28: CIA-RDP90M01364R000800380003-6
Declassified in Part - Sanitized Copy Approved for Release 2013/08/28: CIA-RDP90M01364R000800380003-6
ADMINISTRATIVE - INTERNAL USE ONLY
and data from CAPS is not readily available to users in the field, which makes it
difficult for the field to completely and accurately track applicant status or statistics.
Streamline and automate the contract process to provide the same tracking
capabilities available for staff employees and to eliminate back door processing that
causes users to question data validity.
Personnel Planning
Personnel Planning - Functions
Personnel planning in the Office of Personnel encompasses a broad spectrum of
human resource activities from conducting position classification and
organizational development activities through employee placement and
administering Agency policy on compensation, performance evaluations, and
competitive evaluations. It includes all record keeping and statistical analysis done
to support HR activities in general and the development of HR policies and
programs needed to support personnel planning decisions. Listed below are some
of the functions performed in the personnel planning area.
? Modeling and forecasting to assist management planning and
budgeting
? Development and maintenance of a position classification system to
promote equal pay for equal work
? Component organizational design support including the optimal
organizational structure for an office and a proposed staffing plan
? Assignment of individuals to an Agency wide staffing complement
? Component support in developing career handbooks, developing
specialized career tracks including skills development expectations
and training
A-6
ADMINISTRATIVE - INTERNAL USE ONLY
Declassified in Part - Sanitized Copy Approved for Release 2013/08/28: CIA-RDP90M01364R000800380003-6
Declassified in Part - Sanitized Copy Approved for Release 2013/08/28: CIA-RDP90M01364R000800380003-6
AGENCY EVALUATION SYSTEM
JOB EVALUATION FACTORS AND DEGREES
A. QUALIFICATIONS
This factor measures the degree to which an individual must possess certain
knowledge, abilities, or skills in a specialized technical, administrative or
professional field to successfully perform the duties and responsibilities of
a job. The qualifications required to perform a job may be acquired through
formal education, on-the-job training, experience or a combination.
Degree Definition
1
2
3
Requires knowledge, skills and abilities to read and
understand technical information and instructions, perform
basic arithmetic calculations, understand routine
procedures and methods, and operate equipment requiring
minimal specialized training.
Requires basic technical and/or practical knowledge
to execute a variety of administrative and/or operating
practices and techniques. Requires basic knowledge of
-Agency policies and procedures as well as ability to
present information orally and in writing. This level,
would generally require completion of -a high school
education or its equivalent, and/or an on the job training
program in order to successfully perform the job.
Requires knowledge, skills, and abilities in a technical
discipline to apply the theoretical and practical
applications of the discipline. This level of knowledge
generally requires completion of a two year post high
school degree, and/or combination of certification and 1-2
Years relevant wok experience.. This. level may also be
.
attained through Agency experience that has developed in
the individual broad knowledge, as in an administrative
support function. This level may require additional Agency
training to acquire the skills of. the job. Requires
ability to communicate orally a;-,d in writing in the form, of
cables, brief reports or other basic correspondence.
Working knowledge of Agency policies, practices and
regulations is also required at this level. , ?
Declassified in Part - Sanitized Copy Approved for Release 2013/08/28: CIA-RDP90M01364R000800380003-6
Declassified in Part - Sanitized Copy Approved for Release 2013/08/28: CIA-RDP90M01364R000800380003-6
Degree Definition
4
5
6
This level is found in entry level officer positions which
typically require the types of analytical, writing, and
research skills that would be acquired through a bachelor's
degree program. Agency work experience that would prepare
an employee to enter a career program as an officer in a
field such as operations, analysis, or the administrative
occupations would be considered comparable .(e.g. IRA,
computer assistant, personnel assistant). At this level,
the officer briefs groups of peers and/or participates in
briefing customers, staffs and members of the Intelligence
Community. This level would also be found in
intermediate-level technical jobs that have as a
prerequisite the basic Agency training and developmental
programs, and now require independent performance of a wide
variety of technical assignments.
This level is acquired through several years of Agency
experience. Requires skills and abilities at the full
performance level in a professional or scientific field
such as operations, administration, engineering, computer
science, or intelligence analysis to independently perform
a variety of assignments in field/headquarters
environments. Positions at this level identify problems
and propose solutions as well as apply Agency principles,
procedures, and policies. This level also includes certain
professional jobs, such as law and medicine, which require
specialized advanced educational programs that enable
individuals to enter specific jobs with the types of skills
necessary for successful performance.
-Requires an in-depth knowledge and application of
professional and/or management skills acquired through many
years of experience in the discipline. This level is
characterized by a requirement for a blend of both expert
technical knowledge of the occupational field and a
thorough understanding ofthe relevant Agency environmental
factors such as unique political, legal, and operational
considerations. -This level requires in-depth knowledge of
Agency missions and functions, the Intelligence Community
and foreign policy goals.
Declassified in Part - Sanitized Copy Approved for Release 2013/08/28: CIA-RDP90M01364R000800380003-6
Declassified in Part - Sanitized Copy Approved for Release 2013/08/28: CIA-RDP90M01364R000800380003-6
Degree Definition
7
Requires knowledge, skills and abilities necessary for a
complete command and mastery of a broad professional or
scientific discipline. This level is generally
characterized by individual credentials in what may be a
narrow specialty area of a scientific discipline, or a
regional expertise in a geographic area. Incumbents at
this level are considered experts in the field, and are
sought by those outside the Agency to provide advice or
authoritative guidance to major national level pOlicy
decisions. Incumbents may also possess skills so advanced
that the individual can be assigned the most sensitive or
complex assignments. This level of expertise would
generally be found only insenior expert level positions
charged with performance of individual work, rather than
broader management responsibilities.
? Declassified in Part - Sanitized Copy Approved for Release 2013/08/28: CIA-RDP90M01364R000800380003-6
STAT
Declassified in Part - Sanitized Copy Approved for Release 2013/08/28: CIA-RDP90M01364R000800380003-6
R
Next 13 Page(s) In Document Denied
Declassified in Part - Sanitized Copy Approved for Release 2013/08/28: CIA-RDP90M01364R000800380003-6
Declassified in Part - Sanitized Copy Approved for Release 2013/08/28: CIA-RDP90M01364R000800380003-6
STAT
Ion-1 s
TERMS OF REFERENCE FOR DA PERSONNEL POLICY REVIEW
The Directorate of Administration will undertake a review of the personnel
processes within the Directorate's Offices. The review has four purposes.
The first is to describe the various policies and practices within the Offices
so that both common and unique aspects can be identified. The second is to
critique those policies and practices so that senior managers within the
Directorate can improve them where warranted. The third is to document the
Directorate's policies and practices with a series of products -- 1) common or
"core" guidelines which describe personnel requirements and policies for the
Directorate; 2) an office-specific supervisor's handbook which incorporates
the "core" guidelines but also details office-specific operations; and 3) an
employee's handbook which contains an overview of personnel policies as well
as useful information for the new employee. The forth purpose is to design
and produce a useful body of supervisory advice and lore which can be included
in the "core" guidelines. Suggested sections include: what to look for in
the hiring process, how to read the PATB, preparing the Advanced Work Plan,
evaluating performance, suitability considerations, the differences between
performance ranking, CER and promotion ranking, feedback and counseling,
career development, training considerations, supervising your secretary,
awards and recognition, where to turn for advice and support, EEO programs,
the meaning of sexual harassment, etc.
Each officer and the Career Management Staff will assign a full-time
representative to the DDA Personnel Task Force. The representative must be at
the GS-14/15 level, have a strong record of success as a supervisor, be
insightful, articulate and able to write, and must work well with others when
negotiating contentious issues. The Task Force will commence operation on
5 September under the Chairmanship of the Career Management Staff. The Task
Force will have completed its job when all the products are completed,
estimated to require from nine months to a year. Candidates will be nominated
by their Offices by 26 August.
Declassified in Part - Sanitized Copy Approved for Release 2013/08/28: CIA-RDP90M01364R000800380003-6
25X1
Declassified in Part - Sanitized Copy Approved for Release 2013/08/28: CIA-RDP90M01364R000800380003-6
R
Next 2 Page(s) In Document Denied
Declassified in Part - Sanitized Copy Approved for Release 2013/08/28: CIA-RDP90M01364R000800380003-6
Declassified in Part - Sanitized Copy Approved for Release 2013/08/28: CIA-RDP90M01364R000800380003-6
ADMINISTRATIVE - INTERNAL USE ONLY
? Develop, issue, and coordinate Agency regulations affecting
staffing management
? Develop and monitor an Agency wide performance appraisal
system to provide employees information on job performance
* Establish and monitor Agency competitive evaluation system
including criteria, evaluation, and promotion schedules
? Establish, maintain, all employee's personnel records including
assignments, skills, salary, occupation, and all legally required
documentation
? Provide specialized management reports from the personnel
records to support management activities
? Conduct research and advise management on potential staffing
management problems with optional solutions.
? Develop and administer incentive pay programs
? Devise and administer appropriate salary structures for the Agency
? Refine and manage the Agency awards program
Personnel Planning - Current Systems
Most of the functions performed in personnel planning are done manually. The few
automated systems that are used generally do not allow for decentralization of input
and do not access centrally located data. This makes the performance and
satisfaction of the personnel planning function inefficient. The systems that are
currently used are described below.
The Central Employee Locator System (CEMLOC) - A GIMS system which
contains home and family information on all Agency employees.
A-7
ADMINISTRATIVE - INTERNAL USE ONLY
Declassified in Part - Sanitized Copy Approved for Release 2013/08/28: CIA-RDP90M01364R000800380003-6
Declassified in Part - Sanitized Copy Approved for Release 2013/08/28: CIA-RDP90M01364R000800380003-6
STAT
ADMINISTRATIVE - INTERNAL USE ONLY
Personnel Assignment and Status System (PERSIGN) - A GIMS system from which
personnel data is extracted and loaded into Statistical Analysis System (SAS) files to
perform data modeling and forecasting on staffing positions and requirements.
The Personnel Overseas Service System (PERSEAS) - A GIMS system which
maintains a record of overseas service accumulated by Agency personnel.
CENQUAL - A GIMS system which maintains a biographic profile on Agency
employees. Transactions and Records Branch is responsible for producing the
qualifications sections of the Agency biographic profile.
Personnel Planning - Interfaces
The personnel planning functions performed by OP interface manually with many
organizations external to and within OP. A short description of some of the
external interfaces follows:
Office of the Comptroller for exchange of budget and ceiling control information
needed to support position management, promotion, and resource planning
Office of Congressional Liaison for coordination of all staffing management
proposals requiring Congressional input
Office of Information Technology for information needed to support telephone
information and data transfer between automated systems
Office of General Counsel for legal input on staffing management proposals
A-8
ADMINISTRATIVE - INTERNAL USE ONLY
Declassified in Part - Sanitized Copy Approved for Release 2013/08/28: CIA-RDP90M01364R000800380003-6
Li Declassified in Part - Sanitized Copy Approved for Release 2013/08/28: CIA-RDP90M01364R000800380003-6
ADMINISTRATIVE - INTERNAL USE ONLY
Office of Personnel Management for information on government staffing
requirements and personnel policy
Agency Components interface with OP to gather data for development of staffing
plans and organizational structures for their office.
Personnel Planning - Unsatisfied Needs/Requirements
A major deficiency in the function of personnel planning is a lack of user friendly
automated tools needed to retrieve, integrate, and manipulate data available in the
many OP systems in order to conduct and implement HR management decisions.
Another problem is the lack of automation in general in such critical areas as
position classification and management. Each position description must be prepared
manually and matched with a manual standard job classification as defined by the
Agency or OPM.
Lack of decentralized input wastes time for both components and main OP
personnel in such areas as CEMLOC and Staffing. In addition, inappropriate
decentralization not accompanied by sufficient training and user-friendly tools and
documentation, as in 1152 processing, results in a high error rate and more lost time
correcting problems.
Personnel planning activities consume heavy amounts of both data and words. The
current hardware architecture emphasizes one set of capabilities or the other
resulting in massive amounts of data re-inputting in order to produce finished
products.
A-9
ADMINISTRATIVE - INTERNAL USE ONLY
Declassified in Part - Sanitized Copy Approved for Release 2013/08/28: CIA-RDP90M01364R000800380003-6
Declassified in Part - Sanitized Copy Approved for Release 2013/08/28: CIA-RDP90M01364R000800380003-6
ADMINISTRATIVE - INTERNAL USE ONLY
The preparation of vacancy notices appears to be a very labor intensive and time
consuming activity. They are submitted to Employee Services Division (ESD) for
publication and distribution. However, ESD manpower and equipment (one Delta
Data terminal) is limited and this one function consumes a large amount of available
resources. A way is needed to reduce the number of times a description must be
typed.
There is a need to forecast recruiting requirements through a more refined attrition
analysis and a more accurate delineation of specific occupational requirements by
the career service.
Employee Services
Employee Services - Functions
The function of providing employee services to Agency employees is partially
dictated by law. However, the purpose of providing services to employees is to
supplement the monetary recognition of their service. In many ways, the services
offered do more for an employee's morale and productivity on a job than just the
distribution of a paycheck. The Agency offers numerous services to its employees
which cover needs such as financial seminars, payroll deductions, travel processing,
and relocation assistance. Agency employee service functions are listed below.
? Provide psychological and financial assistance in case of casualty
? Provide assistance for terminally ill employees
? Maintain information on next of kin contacts
? Administer a blood donor program for employees and their
immediate family
? Establish Public Service Aid Society to provide interest free loans
or grants to employees and their families in need
A-10
ADMINISTRATIVE - INTERNAL USE ONLY
Declassified in Part - Sanitized Copy Approved for Release 2013/08/28: CIA-RDP90M01364R000800380003-6
STAT
Declassified in Part - Sanitized Copy Approved for Release 2013/08/28: CIA-RDP90M01364R000800380003-6
Declassified in Part - Sanitized Copy Approved for Release 2013/08/28: CIA-RDP90M01364R000800380003-6
Declassified in Part - Sanitized Copy Approved for Release 2013/08/28: CIA-RDP90M01364R000800380003-6
STAT
ADMINISTRATIVE - INTERNAL USE ONLY
Employee Services - Current Systems
The Agency service functions use automated systems in support of their claims
processing for insurance and medical payments, payroll processing, and travel
processing. Most of the other data needed to satisfy their mission is stored and
updated manually. Efforts are underway to define future requirements for an
integrated personnel payroll system and a travel processing system to more
effectively support employee service information needs. Below are the systems
currently being used within the employee service area.
A-12
ADMINISTRATIVE - INTERNAL USE ONLY
Declassified in Part - Sanitized Copy Approved for Release 2013/08/28: CIA-RDP90M01364R000800380003-6
Declassified in Part - Sanitized Copy Approved for Release 2013/08/28: CIA-RDP90M01364R000800380003-6
STAT
ADMINISTRATIVE - INTERNAL USE ONLY
Insurance Claims and Enrollments System (ICARE) - IDMS system and CICS
systems used to process and maintain insurance information for all Agency
employees. ICARE is in the process of replacing the PERINSUR System. It is
complemented by a Wang tracking system.
Agency Payroll System (PAYROLL) - The Agency's primary payroll system for
processing bi-weekly payroll, which includes the majority of Agency employees. It
is a tape based system that is currently inadequate to meet the Agency's payroll
processing needs. It requires significant manual intervention on a pay period by
pay period basis.
Payroll Adjustment and Inquiry Database System (PAIDS) - An IDMS based system
which provides payroll technicians query access to payroll data for payroll
adjustments and inquiries. In the near future, PAIDS will provide the capability for
the payroll technicians to update payroll adjustments on-line. This information will
then be fed into the PAYROLL system.
Personnel Asssignment and Status System (PERSIGN) - A GIMS based system
which processes the personnel transactions for the payroll system. This includes
any status change that affects the pay record. The current interface does not
adequately process all of the transactions properly; therefore, much information is
lost during the transition of personnel transactions to payroll transactions. In
addition, a lack of formal training for staff presents many problems. New staff
must learn the system on the job.
A-13
0 ADMINISTRATIVE - INTERNAL USE ONLY
0
Declassified in Part - Sanitized Copy Approved for Release 2013/08/28: CIA-RDP90M01364R000800380003-6
Declassified in Part - Sanitized Copy Approved for Release 2013/08/28: CIA-RDP90M01364R000800380003-6
ADMINISTRATIVE - INTERNAL USE ONLY
Central Employee Locator System (CEMLOC) - A GIMS system which Transaction
and Records Branch is responsible for updating. It is difficult, however, to
maintain up to date records, because the data is centralized. The system would be
better served by allowing the CPOs to maintain the information locally. CEMLOC
is used in the compensation function at the beginning of the year to obtain employee
address data to process W2 forms.
Special Pay - An IDMS system which processes payroll for the independent
contractors in the Agency.
Voucher Tracking System - Supports the tracking and audit of travel vouchers
against the actual expense report submitted by employees. RAMIS based system
operating on the IBM mainframe.
Employee Services - Interfaces
Employee service functions interface with several internal and external Agency
entities. Below is a summary of these interfaces and a brief description of the
information exchanged.
Office of Medical Services (OMS) for keeping track of blood donations by
employees. If an employee (or members of the immediate family) needs blood,
donation statistics and medical history information can be accessed.
Credit Union to process payroll deductions.
Department of the Treasury via tape to produce hard copy payroll checks for
Agency employees.
A-14
ADMINISTRATIVE - INTERNAL USE ONLY
Declassified in Part - Sanitized Copy Approved for Release 2013/08/28: CIA-RDP90M01364R000800380003-6
Li
tzgi
Declassified in Part - Sanitized Copy Approved for Release 2013/08/28: CIA-RDP90M01364R000800380003-6
ADMINISTRATIVE - INTERNAL USE ONLY
The Federal Reserve via tape to process electronic fund transfers (EFT) for Agency
employees.
Social Security Administration once a year to report FICA or Medicare tax
deductions for Agency employees.
Agency Components - The Component Personnel Officers serve as the middlemen
between the employee and OP when there is a problem with an employee's
compensation.
Office of Finance (OF) - CTS interfaces with the Office of Finance to provide
voucher information for accounting processing. The component personnel and
B&F shops interface heavily with Central Trave
Employee Services - Unsatisfied Needs/Requirements
Employee service requirements focus primarily on increased automation,
integration of existing and future systems, and decentralization of systems to the
ultimate users.
There is no automated mechanism for an employee to review his benefit data. The
employee benefits statement is produced annually but it is a static picture and
provides no information on such items as beneficiaries since these are not resident in
any data base. Also information needed to query benefits is dispersed among many
data bases and the lack of system interfaces makes direct query impossible and the
data itself unreliable, since many benefits change with salary, age, and occupation.
A-15
ADMINISTRATIVE - INTERNAL USE ONLY
Declassified in Part - Sanitized Copy Approved for Release 2013/08/28: CIA-RDP90M01364R000800380003-6
Declassified in Part - Sanitized Copy Approved for Release 2013/08/28: CIA-RDP90M01364R000800380003-6
ADMINISTRATIVE - INTERNAL USE ONLY
The Agency has accepted responsibility for administering workman's compensation
for employees and does not yet have the automated adjudication, tracking and
payrolling tools to perform this service.
Insurance is using four separate automated systems but lacks the network needed to
provide access to all users within the Division.
EAA has no automation even though it moves an inventory of over $1 Million a
year.
The blood donor program administered by ESD operates off of 5x7 cards.
The current Payroll system functions properly but requires an extensive manual
effort to process each payroll cycle. The payroll system should be developed as part
of an integrated HRIS.
Additionally, a major problem which exists today and must be addressed in any
HRIS development, is the required interfacing to other systems. OP must look at
how a payroll system should interface with data of other subsystems within the
integrated HRIS to ensure the required data will be available to meet Payroll
requirements.
Much of the data entry currently done by main OP should be transferred to the
Component Offices. This is where a majority of the information originates and it is
the most appropriate place to perform the input.
Data in the payroll system is often incomplete and incorrect because of the lack of
edits at the various entry points where data is entered. Data from many systems
A-16
ADMINISTRATIVE - INTERNAL USE ONLY
Declassified in Part - Sanitized Copy Approved for Release 2013/08/28: CIA-RDP90M01364R000800380003-6
STAT
Declassified in Part - Sanitized Copy Approved for Release 2013/08/28: CIA-RDP90M01364R000800380003-6
R
Next 1 Page(s) In Document Denied
Declassified in Part - Sanitized Copy Approved for Release 2013/08/28: CIA-RDP90M01364R000800380003-6
Declassified in Part - Sanitized Copy Approved for Release 2013/08/28: CIA-RDP90M01364R000800380003-6
ADMINISTRATIVE - INTERNAL USE ONLY
Separations - Current Systems
The Agency separation function utilizes several data bases as sources of information
for processing their functions. Several of these systems currently have new
replacement systems under development or planning. These systems are listed
below with a brief explanation of each.
Personnel Assignment and Status System (PERSIGN) - PERSIGN is a GIMS based
system used to obtain employee service related information which is applicable to
employee retirement.
Insurance Claims and Enrollments System (ICARE) - ICARE is an IDMS and CICS
based system used to process insurance claims and insurance enrollments for
Agency staff and Agency retirees.
Civil Service Payments (CSPAY) - CSPAY is the Agency's in-house retirement and
payroll program used to process retirement payments for Agency retirees who
receive Civil Service retirement. CSPAY will be replaced by FERS.
CIA Retirement and Disability System (CIARDS) - The Agency's in-house
retirement system handling Agency retirees receiving payments is PAYCIARDS.
PAYCIARDS will be replaced by FERS. PERCIARDS is a records handling
project containing personnel data only.
Automated Retirement Employee Selective Service (ARESS) ARESS maintains an
accounting of all Agency retirement deductions. ARESS receives the data from the
payroll system. The data is stored in a NOMAD database.
A-19
ADMINISTRATIVE - INTERNAL USE ONLY
Declassified in Part - Sanitized Copy Approved for Release 2013/08/28: CIA-RDP90M01364R000800380003-6
Declassified in Part - Sanitized Copy Approved for Release 2013/08/28: CIA-RDP90M01364R000800380003-6
ADMINISTRATIVE - INTERNAL USE ONLY
Payroll Adjustment and Inquiry Database System (PAIDS) - PAIDS is an IDMS
based system that provides retirement personnel access to payroll information to
verify payroll deductions and make adjustments.
Agency THRIFT Savings Program (THRIFT) - System to track payroll savings and
employee contributions to the Agency's 401K system. THRIFT is currently under
development with an IOC planned for summer 88. The system is a CICS based
package called ERISCO, with the data stored in VSAM files.
Federal Employee Retirement Systems (FERS) - FERS will replace the Agency's
existing retirement systems. IDMS PL/I based system. IOC planned for 12/88.
Separation - Interfaces
The OP separation function interfaces with the following internal Agency
components and external government Agencies. Below is a summary of these
interfaces.
Office of Finance (OF) to acquire payroll information, retiree payments, payroll
deductions, and payroll adjustments. The information is used to update the
retirement systems. Interfaces to OF are currently changing based on new
development efforts in OF and OP.
Other Government Agencies to verify employment history, retirement deductions,
service records, and balance them against constantly changing federal retirement
legislation.
A-20
ADMINISTRATIVE - INTERNAL USE ONLY
Declassified in Part - Sanitized Copy Approved for Release 2013/08/28: CIA-RDP90M01364R000800380003-6
L Declassified in Part - Sanitized Copy Approved for Release 2013/08/28: CIA-RDP90M01364R000800380003-6
ADMINISTRATIVE - INTERNAL USE ONLY
Separation - Unsatisfied Needs/Requirements
In view of the recent dramatic changes to retirement programs and policies,
OP/RD's scope of responsibility has increased significantly. Greater assistance is
required by new employees to sift through the various programs for the one most
suited to the individual. Current employee concern relative to the impact of career
choices on retirement options has increased OP/RD's role as advisor and
information broker. Support and assistance for employees about to retire and for
retired employees has increased as retirement programs have become more
complex.
To facilitate retirement processing, which has now become a "cradle to grave"
concern, OP/RD functions must be streamlined and integrated with appropriate
employee benefits systems (e.g., Insurance, Payroll, etc.). A change in employee
status should signal potential changes to retirement options automatically so that
appropriate action can be taken to ensure that an employee is given ample time to
consider available options and make intelligent decisions about retirement benefits.
Because new retirement savings options require periodic employee intervention or
at least review, automated tools are needed to assist them in this task. Linking
automated retirement processing to associated benefits systems such as Insurance
and Payroll will facilitate overall processing and result in more timely response to
the employee and more educated decision making.
A-21
ADMINISTRATIVE - INTERNAL USE ONLY
Declassified in Part - Sanitized Copy Approved for Release 2013/08/28: CIA-RDP90M01364R000800380003-6
Declassified in Part - Sanitized Copy Approved for Release 2013/08/28: CIA-RDP90M01364R000800380003-6
ADMINISTRATIVE - INTERNAL USE ONLY
THIS PAGE INTENTIONALLY LEFT BLANK
C
A-22
ADMINISTRATIVE - INTERNAL USE ONLY
Declassified in Part - Sanitized Copy Approved for Release 2013/08/28: CIA-RDP90M01364R000800380003-6
Declassified in Part - Sanitized Copy Approved for Release 2013/08/28: CIA-RDP90M01364R000800380003-6
ADMINISTRATIVE - INTERNAL USE ONLY
ADMINISTRATIVE - INTERNAL USE ONLY
Declassified in Part - Sanitized Copy Approved for Release 2013/08/28: CIA-RDP90M01364R000800380003-6