OFFICE OF LOGISTICS HIGHLIGHTS STATEMENT APRIL 1976 PROGRAM CALL

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP85-00988R000100020002-8
• Release Decision: RIPPUB
• Original Classification: C
• Document Page Count: 9
• Document Creation Date: December 16, 2016
• Document Release Date: July 13, 2005
• Sequence Number: 2
• Content Type: STATEMENT

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OFFICE OF LOGISTICS HIGHLIGHTS STATEMENT
APRIL 1976 PROGRAM CALL
A. FY 1976
1. Accomplishments
a. Space Program - The acquisition of the second and third floors of the 25X1
and the second floor of the make possible the 25X1
sequential re oca ions of several components which will result in the vacating of about
34,000 square feet in the Headquarters Building. This vacated space will permit the
implementation of space programs involving reallocations, relocations, and consolidations
to meet immediate FY 1976 space requirements in the Langley building. The 25X1
and 0 acquisitions plus the relocations into Ames and Key Buildings will allow for the
contiguous location and improvement of facilities for various components outside of the
Langley complex. A few semiconsolidations have already resulted from these efforts to
date; the number of locations housing OC, OP, and DDA/ISAS were reduced from three to
two. As the space program progresses, continued organizational and functional improve-
ments as well as more effective and efficient utilization of space are expected.
b. Electronic Text Editing and Composition System (ETECS) - The mission of the
Printing an Photography Division P&PD) is to provide centralized printing, reproduction,-
and photographic services to the Agency in a timely manner, with full concern for pro-
duction costs and efficiency. Because of the urgency and the significance of much of the
Agency's business, these reproduction needs must be met promptly and the quality of the
product must contribute positively in the accomplishment of the Agency mission. The
FY 1976 procurement and installation of a computer-based system to automate prepress
activities represent a major milestone in improving PfPD's responsiveness to Agency re-
quirements in an efficient and economical manner. The ETECS maintains adequate quality
while offering gargantuan benefits in terms of source data automation, on-line, real-time
editing and composition, speed, versatility, paper savings, and total responsiveness to
increasingly fast turnaround printing requirements.
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ETECS electronically links the publisher and the printer for text processing. The
publishers initial keying of text becomes an electronic data base which may subsequently
be conveniently manipulated, edited, and composed. ETECS provides the customer with
extended text processing capabilities to facilitate manuscript preparation, and elimi-
nates the rekeying of manuscripts by the Composing Branch, PFPD, which is traditionally
associated with conventional typesetting activities.
Secondary benefits include: added control for the user over the many steps in pre-
press activities, a uniformity in manuscript received by PFPD, the availability of ancil-
lary information and historical data through on-line storage devices, an improved turn-
around time, increased typesetting capacity, and a host of processing options and alter-
natives not previously available.
The present configuration of ETECS includes remote video display terminals and printers
located in the publishing staff offices of CRS, OSI, and OER. Following an initial period
of successful operation, ETECS will be evaluated for expansion to include remote instal-
lations in the publishing staff of DDI and other Agency components with active publish-
ing requirements.
The flexibility, convenience, and control offered to the publisher and PFPD via this
system is most responsive to meeting the short deadlines of the publisher in an economical
and efficient manner.
c. ADP Branch - The formation of an eight.-position (six professional) branch to pro-
vide an OL in-house capability for ADP systems analysis, design, and programming was
approved on 12 January 1976. This new branch is not fully established and will not be
completely staffed until the fall of 1976. Professional positions will be encumbered
by OJCS careerists on a rotational basis. This dedicated branch arrangement is expected
to not only provide OL with the resources it needs to develop its own systems but also
to provide the opportunity for selected OJCS careerists to acquire valuable experience
from working in the user's operational environment.
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d. House Select Committee (HSC) and Senate Select Committee (SSC) Requirements -
During the first 8 months of FY 1976, thousands of man-hours were devoted to the
research and collection of voluminous information which was provided to the Review
Staff to fulfill the myriad of requirements levied on the Agency by the HSC and SSC.
A considerable amount of briefing material was also provided to the DDA and DCI. OL
still managed, however, to efficiently and effectively accomplish all routine daily
tasks; on-going special programs; one-time projects; and numerous short deadline
missions such as space acquisitions, reallocations, relocations, and consolidations,
and support. The fact that many OL personnel willingly volunteered to work
on an "after-hours own time" basis to respond to HSC, SSC, and briefing material re-
quirements contributed immeasurably to our success in maintaining the "normal daily
business routine" atmosphere.
2. Successes Worthy of Special Mention
a. Major support was provided to this special and high-priority project
during the first half of FY 1976. The quality of the support rendered was so outstand-
ing in terms of timeliness and professionalism that a written commendq was received
from the area division and verbal commendations were received indirectly from the Secre-
tary of State and the President of the United States.
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b. DCI, CFI, ICS Space Requirement - The crucial requirement to provide an alternate
office for the DCI and the Committee on Foreign Intelligence (CFI) with collocation of
the Intelligence Community Staff (ICS) was generated as a result of th Presidential
Executive Order dated 19 February 1976. Severe time constraints and t ecessity for
selecting a location in proximity of the White House with accessibility to all member
agencies of the Intelligence Community made this an extremely challenging task. Never-
theless, through some exceptional efforts, prime space was located at
in early March 1976. In order to ensure that t ese
intelligence activities would be established in the new space within a time frame re-
sponsive to the President's recent Executive Order, GSA was advised that the space must
be modified and ready for partial occupancy by 1 June 1976 and total occupancy by 1 August
1976. However, ongoing analysis, survey, and planning indicate that the scale of modifi-
cations and relative time frame of project implementation are larger than originally
anticipated and may cause some slippage in the planned occupancy dates.
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c. Consolidation of the Special Printing Plant With the General Printing Plant -
P&PD's proposal for the merger of the Special Printing Plant (seventh floor) with the
General Printing Plant (ground floor) was approved by the DDA/DDI in early December
1975. This will improve the division's operating efficiency through the benefits in-
herent in the centralization of similar activities. The design for the facilities
renovations necessary to support the merger are underway, and construction should begin
in several months. The consolidation will free 2,000 square feet of prime office space
on the seventh floor and will free personnel to be reassigned to new activities such
as ETECS. The availability of personnel gained through the efficiencies of consolidation
allows P&PD to improve and expand other services without an increase in manpower.
3. Problems
We see continuing growing pains in our computer applications. The Inventory Control
System (ICS), when it became operational in October 1974, was only a framework upon which
to build. As enhancements were added, and as they will continue to be added, to make the
ICS a more powerful system, we have the problems of training and retraining our person-
nel to meet the requirements of those enhancements. The Contract Information (CONIF) III
System, of course, is a giant step up in sophistication and will require a greater amount
of input and a greater amount of care in operating the system. Coupled with both the
ICS and CONIF III are the unavoidable "bugs" that never seem to show up in system testing,
but do occur in the operating environment, and create delays and problems until they are
corrected.
Getting down to personnel ceiling is also a struggle. We face the "double jeopardy"
situation where, when Logistics slots are abolished overseas and CONUS, personnel coming
out of those positions are returned to us but there are no unencumbered gsitions of our
own to accommodate them. It would appear that this overceiling condit will not be
relieved through normal attrition in the foreseeable future.
Funding will be re u"red in FY 1976 for the preparation of thel
The full scope of work to be performed 77s-still in
e p anning stage; but, ase on preliminary planning discussion of requirements between
the various interested parties, the cost estimate for work to be performed is more than
originally estimated.
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B. FY TQ
OL has identified as a key issue in the Program Call the Single Transportation
Allotment (STA). In FY 1976, OL anticipates a sizeable budgetary shortfall. This
budgetary shortfall will also exist in FY TQ. OL estimates that the shortfall could
be $300.
C. FY 1977
Congressional budget reprogramming actions, in those cases where change is unavoid-
able, are listed in Attachment A. x1
As noted in Attachment B, unfunded requirements in FY 1977 total $5583 including
$93 shortfall in personal services for the cost of benefits and FICA contributions. In
addition, there is a potential shortfall of $200 which could arise from excess average
employment AE It appears a
will be
the excess AE it
l _J
with the cutback in personnel
further aggravated. Funding for part-time employees is adequate to me own require-
ments including employment of four handicapped employees for a microfilming project in
P$PD.
Unfunded requirements have been identified in Attachment B.
D. FY 1978
1. Innovative and Substantive Changes
We expect to increase our use of computer capabilities through the acquisition of
additional remote terminals. This has already occurred in our use of the ICS by placing
terminals with each of the three commodity management teams. Additional terminals will
be assigned to a Data Control Branch in Supply Division for data correction purposes as
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well as the extraction of supply management information. Other users of the ICS such 25X1
as the Office of Technical Service and the Office of Communications have indicated their
desire for terminals. The CONIF system will be operated from terminals installed with
each of the local contractin teams and the
We expect, also, that we will
be developing computer applications on behalf o a o The divisions of OL which will
provide management information beyond that of the ICS and CONIF.
The state of the art of the printing industry is going more and more toward auto-
mation. The ETECS installed in P$PD in FY 1976 is expected to bring about marked
expansion of remote terminal utilization as components recognize and accept the opera-
tional success of ETECS and use the system for their text composition applications.
Customer acceptance, of course, depends upon the ability of P&PD to meet the stringent
demands of publishers. In that regard, P$PD expects to have a capability and flexi-
bility to respond to customer requirement forecasts through probabilistic projections
based upon customer-provided information and historical data. PPD is also looking r
into the possibility of installing a genigraphics system for the automation of much of
the Agency's art-work production.
2. Magnitude and Adequacy of.Resource Requirements
Comments with regard to magnitude and adequacy of resource requirements are contained
in Attachment C.
3. Key Issues
a. Consolidation of Agency Micrographics Program - One of the key issues in FY 1977
is to achieve a partial consolidation of micrographics activities in the Agency through
absorption of the functions of the Micrographics Program Branch (MPB) into P&PD. Assuming
the successful merger of MPB into P$PD, there would, however, continue to be pockets of
micrographic responsibilities throughout the Agency with . their attendant redundancies
and bureaucracies. For efficienc_y__and effectiveness..re_would continue to strive for a
completely consolidated micrographics capability in PFiPD.
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b. Visual Aids Production Via Genigraphics - A key issue in FY 1977 is the pro-
curement of equipment and the initiation of a program to produce visual aids by the
genigraphics system. This key issue assumed that the genigraphics system would be a
consolidation of decentralized visual aid shops of the DDA in P&PD and further assumes
that, to do so, the present visual aids staff would probably be augmented by personnel
currently working in the decentralized shops. If this consolidation within DDA is a
success, we would look to the feasibility of bringing visual aids actiyles of other
components into the consolidation. 1125X1
c. Further Space Consolidations - Current planning envisions all relocations
associate with the recently acquired second flood to be
completed during the FY TQ. Components which will be moving
include most elements of the Physical Security Division; the offices of the Deputy
Director for Physical, Technical and Overseas Security; and a number of specialized
components of the office of the Deputy Director for Policy and Management, Office of
Security. 25X1
Planning for subsequent relocations continues toward this same objective of consoli-
dating dispersed A ency elements. Our expansion space plans now include the basement
and first floor of Building and a light industrial building in the 0 complex. This
additional space in Building could be used to house certain DDS$T elements now located
in Headquarters, Cham er of Commerce, The light i4strial building
is su' e for a variety of support, technical, or o ice functions. The acquisition
of th expansion space has been delayed due to a General Services Administration
leasing freeze."
4. Impact Statement
An impact statement of elimination of lower priority resource packages to meet pos-
sible reduced resource levels is contained in Attachment C.
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E. FY 1979 - FY 1982
1. Basic Assumptions - Program Projections
Continued reductions in personnel resources, reorganization of the Agency and the
Intelligence Community, continued changes in Federal Legislation, reduced posture of
U.S. Military overseas, installation of new or improved computer technology, and the
recently approved DDO PM contingency stockpile will impact on future OL programs.
There will be some increase in transportation activity and routine transportation cost
as well as increased requirements for premium transportation. The space consolidation
and relocation program will continue with emphasis on proximity and accessibility to
the Headquarters Building in Langley. In addition, we must continue to plan for and
improve or modify space for the various components to satisfy organizational changes,
adjustments in personnel levels, and changes in computer technology. We foresee an
increasing demand for TDY professional services in support of foreign 25X1
field activities and activities in the Washington metropolitan area. Engineering sup-
port to be provided in the future must be geared to increasingly complex and less forgiving
technical systems. These factors, plus continued personnel reductions, make it mandatory
that we continue to emphasize internal and external training programs and encourage
cross-training to provide multiskilled personnel.
One of the resource packages mentions that the trend of increased demands for equip-
ment, supplies, and services is expected to continue although this trend could be offset
to some degree by automation. It is also important to note the countervailing trend in the
DDO where field activities I lare being instructed to live their cover
to the maximum extent possible, including the elicitation of logistical support. While
the impact this will have on our supply and procurement processes, personnel, STA, etc.,
cannot be determined at this time. it should result in a lessening of that support.
2. Resource Requirements
Estimated resource requirements are contained in Attachment D.
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