MINIMAL AWARDS

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP80-00706A000100060001-9
• Release Decision: RIPPUB
• Original Classification: S
• Document Page Count: 52
• Document Creation Date: December 14, 2016
• Document Release Date: September 25, 2002
• Sequence Number: 1
• Publication Date: March 31, 1976
• Content Type: SUMMARY

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MINIMAL AWARDS
31 MARCH 1976
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0 UNCLASSIFIED AppOeMittlyease 2003/03/10 : CIUDOKYMMI6131000600A7
SECRET
ROUTING AND RECORD SHEET
BJECT: (Optional)
FROM: EXECUTIVE SECRETARY
SUGGESTION AND ACHIEVEMENT
2 X1 AWARDS COMMITTEE
5-E-54, HEADQUARTERS
EXTENSION
DATE
26 March 1976
TO: (Officer designation, room number, and
building)
DATE
RECEIVED FORWARDED
OFFICERS
INITIALS
COMMENTS (Number each comment to show from whom
to whom. Draw a line across column after each comment.)
1 DC/BSD
5E 69 Hqs.
,,a)rrY-y1
2. C/BSD
5E 69 Hqs.
3 DD/Pers/SP
5E 69 Hqs.
7 )
DD/Personnel
SE 58 Hqs. 29 MAR1976
r 1!:77
5. Chairman, SAAC
5E 58 Hqs.
L3ro
9. EXECUTIVE SECRETARY
SUGGESTION AND ACHIEVEMENT
AWARDS COMMITTEE
/776
pte)
10. 5-E-54, HEADQUARTERS
12.
13.
14.
if
- 4: For your information.
: Attached are 18 award
case recommendations for
your approval.
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FORM 61 0 usID7102" SECRET 0 CONFIDENTIAL ri INTERNAL UNCLASSIFIED
3-62 1---1 USE ONLY Eli
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SUMMARY AND RECOMMENDATIONS FOR THE CHAIRMAN
SUGGESTION NO. 72-415:
dated 19 May 1972
1 GS-13
Records Management Officer
Directorate of Operations/AF
(Now DDA/OTR)
A. Summary of Suggestion
Send all personnel assigned as corridor and stairway
wardens under the Emergency Evacuation Plan to receive
the OMS First Aid Course; also, explanation of the
operation and maintenance of the pneolator.
B. Evaluations
1. OMS said they were prepared to train any
individual in the use of the pneolator or to provide
instruction in basic first aid. This training has
been available for several years.
2. Fourteen (14) Fire and Emergency Evacuation
Officers from OF attended the First Aid Instruction and
Pneolator Training courses in October 1973. The Office
of Logistics, through its training officer, advised
its Fire Wardens that training in the use of the
pneolator is available on a voluntary basis through
OMS. Approximately 10 Office of Security employees
received the training in May 1974.
3. An informal survey of the DDO indicated little
interest in the training. OTR officials commented that
they did not consider it necessary for their personnel
located in Chamber of Commerce Building to attend a
course in the use of the pneolator. Their proximity
to Arlington Hospital, plus the Arlington Fire Depart-
ment Emergency Squad gives OTR almost immediate access
to professional medical assistance.
4. Four (4) OJCS employees attended the First
Aid Course and one (1) employee attended the Pneolator
course in 1974. Seventy-five (75) additional OJCS
personnel voiced an interest in attending the course.
Three (3) OC wardens received the training in 1974.
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5. A total of 265 DDI employees have attended
the lecture on "Cardiac Pulmonary Resuscitation."
The course is conducted by Safety Staff and OMS.
6. This suggestion has triggered extensive
review and caused offices to send employees to
several types of OMS and Safety Branch courses and
lectures.
C. Recommendation of the Executive Secretary
1. Not line of duty.
2. $150 award (MODERATE/BROAD).
D. Decision of the Chairman
Chairman, Sugge.ation and
Achievement Awards
Committee
Award
-2-
2 MAR lcr'S
Date
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SUMMARY AND RECOMMENDATIONS FOR THE CHAIRMAN
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SUGGESTION NO.
73-310:
dated 6 March 1973
GS-13
Project Officer
Directorate of Science and
Technology/NPIC
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SUGGESTION NO.
76-145:
dated 15 October 1975
GS-11
Intelligence Research Specialist
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GS-08
Intelligence Analyst
Directorate of Science and
Technology/NPIC
SUGGESTION NO.
76-293:
dated 26 September 1975
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1, GS-09
Illustrator/General
25X1P61
F., GS-09
Illustrator/General
Nam
Directorate of Science and
Technology/NPIC
A. Summary of Suggestions
1. Background
Doors to vaulted areas ofI Iopen
outward into the hallways. When the doors are opened,
the person leaving the vaulted area cannot see if anyone
is in the hallway in the immediate proximity of the
door.
2. Suggestions
a. 73-310: Affix warning buzzers or flashing
lights to the vault doors to be activated when the
handle of the door is turned; or, install a oneway
glass in the doors; or, place caution signs on the
insides of the doors, i.e., "HAZARD - OPEN WITH CAUTION";
or, tape a warning area on the floor outside the door,
i.e., "DANGER - DOOR OPENS OUTWARD".
b. 76-145: Install two-way mirrors in each
cypher door. Since there is generally more light
inside the vaulted area than in the hallway, the two-way
mirror mounted in the cypher door could pose a security
problem. To remedy this, mount a small flood light-type
intensity light outside the door to reflect directly on
the mirror. Thus, the exiting person could clearly see
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out, with total darkness in the mirror for the person
entering.
c. 76-293: Place a sign or poster on each
cypher door explaining the safety hazard; or, install
a one-way plexiglass window for viewing; or, install a photo
cell warning device which is activated when the photo
cell beam is broken; or, install a door mat equipped
with an automatic buzzer.
B. Evaluations
1. NPIC originally declined Suggestion No. 73-310
because at the time there had been no related accidents
reported since the opening of in 1963, and
thus nothing to substantiate the expenditure.
2. Since that time, two (2) additional suggestions
on this subject were submitted. Because so many
employees were concerned about the safety of the doors,
the NPIC Safety Officer and CIA Safety Officer inspected
them again. Both felt that they meet the safety codes.
As an inexpensive alternative, the NPIC Safety Officer
decided to put up warning signs on the doors. The signs
are in the shape of a "STOP" sign and are bright red.
rev have bepn placed on all the main vault doors of
'for entering and exiting. The purpose of
the signs are explained to employees in the 22 January
1976 issue of "How About That" (copy attached).
3. NPIC recommends a Certificate of Appreciation
for each suggester. No one suggestion influenced the
NPIC Safety Officer to take action. However, a
combination of receiving so many suggestions on the
same subject and from employees in different groups,
created the impact to post the signs.
C. Recommendation of the Executive Secretary
1. Not line of duty.
2. Certificate of Appreciation to each suggester.
D. Decision of the Chairman
Achievement Ads
Committee
3 1 iJtR 1976
on and Date
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SUMMARY AND RECOMMENDATIONS FOR THE CHAIRMAN
SUGGESTION NO. 74-438: dated 21 March 1974
GS-13
Chief, Personnel Research
Directorate of Administration/OP
A. Summary of Suggestion
The suggester proposed the discontinuance of the
combined civilian and military personnel status report
(SRB Report No. 027), detailed description attached.
(Director of Personnel sent the report to the Committee's
Staff with this note: "Wouldn't it be possible to put
this in for an awards prize?")
B. Evaluation
1. Chief, Automated Data Resources Staff/OP said
that the suggester's estimate of savings are accurate.
She has not been able to obtain actual figures from
OJCS because the time spent in maintaining the report
fluctuated from month to month.
2. However, it is certain that if the Agency had
still been using this report in July 1975 when the change
to single ceiling was implemented, it would have had to
been completely reprogrammed. This would have entailed
between 60 and 80 man-hours or $1,020 to $1,360 ($1,200
average) in costs.
C. Recommendation of the Executive Secretary
1. Not line of duty.
2. $110 award based on a cost avoidance of $1,200.
D. Decision of the Chairman
STATI NTL
Att
buggestpin
Achievement Awards
Committee
fl ? ---
3 1 MAR 1976
and Date
Award
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21 March March 1974
MEMORANDUM FOR THE RECORD
SUBJECT: Discontinuance of the "Combined Ctvilianaand Military Personnel
Status Report" SRB Report #027
1. Report #027 or "Photostat" has been produced as the official
On Duty Strength Report since 1952 using approximately the same format
for the entire period. This is a favorable aspect of the report in that
you can track an office's growth or decline over an extended period of
time and have similar criteria for comparisons.
2. The report should be discontinued for the following reasons:
a. The initial data needed to start the production of the
report is prepared in SRB at an average employee cost of $7 and
sent to OP/Status on the fifth work day of the month;
b. 0P/status requires an average of 40 minutes to key punch,
verify and correct the data for submission to the OJCS computer
center, (Employee cost approx. $3);
c. OJCS has problems with this report because its logic is
different than the rest of the reports and hence it normally requires
programmer assistance to determine wily it "Bombed" plus the forms
have to be hand fed into the printer when it does tun. Because of
these two factors the report does not get produced until mid-month
and OJCS estimates an average cost of $83 for machine time and up
to $176 manpower cost (Last three months average);
d. When the reports are received from OJCS by sRB, its personnel
have to check the figures to verify that the data is identical to their
reports produced earlier in the month. The 1712 form on Which the
reports had been produced were not re-ordered two years ago, so an
overlay form is produced by SRB, The overlay form has been redrawn
almost every month since last July because of organizational changes.
The reports with their overlay are then copied and reduced on a Xerox
7000. (This is in lieu of producing Photostatic copies by LOG/PSD
Which was costing OP $32) This process has been averaging $48 per
month for SRB's employee cost; and,
ADMINISTRATIVE
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e. After all of this time and money is spent, the final report
is of such poor quality that I am ashamed to send it out of the
office. Some numbers have to be darkened by pencil in order to see
them when reduced. The ony recipients of the report are SRB, Vital
Materiels, and 0/COMP. 1 in 0/COMP said that he did not
need the report since report 4018 was revised to show all fields.
3. I recommend that the report 4027 be discontinued immediately
Report #018 will be sent to Vital Materials and Mr.1 STATINTL
0/COMP in lieu of #027. I feel that no worthwhile information will be
lost yet a production savings of $317 in employee and machine costs will
be realized.
CONCUR:
D/Pers
Attachments: #018 and #027
Statistical Reporting Branch
APR 1974
ADMINISTRATIVE
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C. Recommendation of the Executive Secretary
1. Not line of duty.
Z. $50 award (MODERATE/LIMITED).
D. Decision of the Chairman
Chairman, Suggesgn and
Achievement Awards
Committee
4c-e,
Award
-2-
3 1 MAR WE,
Date
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SUMMARY AND RECOMMENDATIONS FOR THE CHAIRMAN
SUGGESTION NO. 75-199: dated 8 November 1974
, GS-06
Secretary-Steno
Directorate of Administration/OS
A. Summary of Suggestion
1. Background
The secretary of External Activities Branch/OS
receives between 35 and 40 calls per week for PCS and
TDY travel briefings. Form 1987, Travel Briefing Data,
is prepared for each traveler. The needed information
to complete the form was recorded on a scratch pad or a
blank Form 1987 until the form was typed up.
2. Suggestion
The suggester designed a form (sample attached)
to record needed data for travel briefings.
B. Evaluation
1. OS/EAB began using the suggester's form in
November 1974 to serve as a basic information register
for official Agency travelers. The form is well
arranged to permit an orderly recording of information
necessary to conduct a travel briefing. It represents
a ready reference of pertinent information for the EAB
secretary who is responsible for the final preparation
of Form 1987. One important characteristic of the form
is that the specific information asked for is expressed
in clear and concise terminology. It can be readily
understood by someone untrained in EAB office procedure.
Thus completion can be accomplished without prior
instruction. In short, the form is considered to be a
valuable adjunct to EAB office procedure.
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2. OS/EAB said the new form saves approximately
150 hours annually of a GS-05 or $643.50. About 1,200
copies of Form 1987, formerly used to record the infor-
mation at the time of the telephone request, are saved
annually.
3. OS/Polygraph Branch was asked if a modified
version of the form would be helpful in their operations.
They commented that their present system was working
fine.
C. Recommendation of Executive Secretary
1. Not line of duty.
2. $100 award based on annual savings of $643
($65), plus MODERATE/LIMITED ($35) intangible benefits.
D. Decision of the Chairman
Att
Chairman, Suggestion t/d Achievement
Awards Committee
Alo'
Award
3 1 MAR 1976
Date
2
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? TELEPHONIC EQUEST: Appointment for T...avel Briefing .
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NAME: OFFICE:
GS-
DEPARTURE DATE: PCS / TDY
TRAVELED FOR AGENCY BEFORE? yes/no CATEGORYABCD
APPOINTMENT:
* * * * * * * * * * * * * * * * * * * * *
NAME:
GS-
OFFICE:
DEPARTURE DATE: PCS/TDY
TRAVELED FOR AGENCY BEFORE? yes/no CATEGORY ABCD
APPOINTMENT:
NAME:
GS-
OFFICE:
DEPARTURE DATE: PCS / TOY
TRAVELED FOR AGENCY BEFORE? yes/no
APPOINTMENT:
CATEGORYABCD
7:X7:X71717:X*7:7C X 7:7{7:7t W*51 N:4 N7:21tVW*7:X7C2C 2tN
NAME:
OFFICE:
GS- DEPARTURE DATE: PCS / TOY
TRAVELED FOR AGENCY BEFORE? yes/no CATEGORYABCD
APPOINTMENT:
* * * * * * * * * * * * * * * * * * * * *
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SUMMARY AND -RECOMMENDATIONS FOR THE. CHAIRMAN
SUGGESTION NO. 75-252: dated 3 January 1975
6 GS-I3 STATINTL
IO General
Directorate of Intelligence/0PR
A. Summary of Suggestion
The suggester proposed a method of securing
vaulted areas utilizing an electronic monitoring system
integrated with the mechanical door latch (detailed
description attached).
B. Evaluation
1. OS/Technical Security Division said that
this suggestion is well thought out, is mechanically
and electrically practical and reflects very favorably
the suggester's concern with security. What it corrects,
however, is a mechanical problem which can better be
dealt with through good security procedures. The problem
which the suggestion addresses is that of a misaligned
bolt and keeper on an Extension 50 emergency escape
device. If the misalignment exists, the lock will lock
but the bolt will not engage leaving the door unlocked.
However, if the door is tested by trying to open it as
approved locking procedure dictates, it will of course
open and reveal the problem.
2. Because of the difficulty in implementing the
suggestion on most doors and the simple procedural
solution to a "hung bolt" situation, OS will not adopt
the suggestion as a general policy. OS will, however,
keep the technique as a matter of record for possible
use in a special situation requiring extraordinary
security. Based on limited use, OS recommended an
award in the SUBSTANTIAL/LIMITED intangible benefits
range.
C. Recommendation of the Executive Secretary
1. Not line of duty.
2. $75 award (SUBSTANTIAL/LIMITED).
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D. Decision of the Chairman
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Chairmz
Achievement Awards
Committee
76-
3 I MAR 1976
a- -a Date
Award
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SUGGESTION NO:
3 January 1975
MEMORANDUM FOR: Employee Suggestion Program
THROUGH
SUBJECT
Director, Political Research
Chief Security Officer, Intelligence
Directorate
Security Improvement Recommendation
1. The security of vaulted areas would be much
improved, it seems to me, if the electronic monitoring
system were integrated with the mechanical door latch.
2. How best this could be done can be determined only
through technical analysis. But after informal discussions
with the DDI security officer, and
Chief of the Technical Security Division in the Office of
Security, the following method emerged as a possible prac-
tical system: the electrical monitoring circuit could
include a loop passing just outside the keep (into which
the bolt slides) in such a manner that the only way the cir-
cuit could be completed would be if the bolt had been fully
thrown home. The completing of the circuit by the bolt
action could be accomplished by any one of several types
of switches. The attached illustration shows the basic
idea in its simplest form.
3. The purpose of the proposed change would be to
improve the security of vaulted areas, which are being in-
creasingly employed at headquarters.
a. This kind of system would eliminate security
awl violations occurring as a result of improper matching of
the bolt with the keep, a situation that can allow the com-
bination to be spun locked and the door to be shut suffi-
Nit ciently to engage the present electronic monitor, but leave
the bolt hung up on the keep and not thrown home. This
situation has in fact occurred and could recur owing to
either a faulty lock mechanism or its improper installation.
b. Such a system would also eliminate violations
resulting from the improper procedure of throwing the secure/
ansi
access switch and closing the door without spinning shut the
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combination lock. This is, of course, a human error,
but not presently subject to check by the guard at the
central monitoring panel.
4. The cost of such a system should not necessarily
be expensive, especially considering the gain in security for
areas containing large amounts of extremely sensitive material.
The main elements are the electrical circuit loop, the switch,
and any modifications needed on the door latch assembly.
5. There is another benefit related to security that
would be derived from such a system--peace of mind. The
individual closing up the vaulted area would feel much more
confident that the area was actually secure if he knew that
the confirmation buzzer ring from the guard at the central
monitoring panel meant that the bolt was fully engaged and
not just that the door was closed.
Attachment: 1
Office of Political Research
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SUMMARY AND RECOMMENDATIONS FOR THE CHAIRMAN
SUGGESTION NO. 75-347: dated 3 March 1975
DC/HSB/SSS
Directorate of Administration/OS
., GS-06
A. Summary of Suggestion
1. Background
a. Vehicles traveling on the perimeter roads
where lanes intersect at a perpendicular angle are
particularly susceptible to vehicles emerging from the
lanes without stopping. This situation is particularly
critical in west and south lots at the fence area.
b. Another hazardous situation exists on the
inbound lanes after entering Gate 1 (Route 123) at the
intersection with south parking lot. Traffic in the
left turn lane can actually proceed to go straight ahead
thus forcing the vehicle in the right lane to either
sideswipe the on-coming car or possibly collide with a
vehicle parked along the road.
2. Suggestion
a. Paint angular lines on the pavement of west
and south lots and place yield or stop signs on the fence
or in the pavement on stands where applicable.
b. Place flexible, tubular, yellow barriers
along the solid line at appropriate intervals along the
inbound road from Route 123, thus forwarning the motorist
in the left lane that he cannot proceed straight and must
turn left.
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B. Evaluation
1. OS said the first portion of the suggestion was
not implemented for the following reasons:
a. The erection of signs or lettering
in every lane is simply not feasible in
parking lots.
b. There is not need for such signs.
c. If installed, the area would be
saturated with signs; it is a known fact
that over-saturation will lead to a more
hazardous condition because people have
a tendency to ignore the signs.
2. Although OS had been considering the changes
proposed in the second part of the suggestion for some
time, this suggestion did focus the attention of Safety
Branch to a greater extent in solving the hazards that
existed. Attached is a sketch outlining the corrective
action taken by OS.
C. Recommendation of Executive Secretary
1. Not line of duty.
2. $35 Advisory Award
D. Decision of the Chairman
Chairman, Suggt
Awards Committee
?36:-
5 I, MAR 1271S
evement Date
Award
Att
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A. Paint a double solid sm whit(
center line beginning at the doubl(
yellow line and (?:tending to the
Guard house at the front gate.
B. Black-Out approximately Z5
feet of the yellow double centei
line.
C. Repaint the curved symbol
arrows pointing to' the left and
also the word "ONLY", white.
D. Repaint the warning block
yellow.
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SUMMARY AND RECOMMENDATIONS FOR THE CHAIRMAN
SUGGESTION NO. 75-428: dated 5 May 1975
, GS-04
Courier
Directorate of Administration/OL
A. Summary of Suggestion
1. Background
Mail was handled on flat bed carts each with a handle
on one end only.
2. Suggestion
Affix a handle to the other end of the mail cart with
eyes to allow the attachment of cargo-type webbing. The
webbing would allow more material to be placed on the carts;
also, it would protect the material from falling off the carts.
Once the webbing is in-place, the carts can be used to
containerize the mail for handling on the mail trucks.
B. Evaluation
1. OL/LSD/Mail and Courier Branch added a second
handle to each of their seven (7) carts as suggested. The
handles enable the couriers to push the carts from either
end. The handles can be removed when the carts are being
loaded.
2. Mail and Courier Branch determined that the cargo-
type webbing would hinder the expeditious movement of mail,
and savings in time would be negligible. In most cases,
mail is separated according to stops when loaded on the truck
and then upon arrival at each destination is placed on the
carts to transport into the building. Usually the load of loose
boxes for each building is small, so if webbing were used it
would have to be unfastened and refastened at each stop.
Before leaving Headquarters Building, the cart would have to
be loaded so that the mail for the last stop would be on the
bottom; not always the best situation. It has also been
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determined that webbing, if not properly attached each time to
the carts, would be hanging from the cart and create a safety
hazard.
3. OL rated intangible benefits MODERATE/LIMITED
for the addition of the handles to the carts.
C. Recommendation of the Executive Secretary
1. Not line of duty.
2. $35 award (MODERATE/LIMITED).
D. Decision of the Chairman
Chairman, SuggesVn and
Achievement Awards
Committee
Award
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3 1 MAR 1976
Date
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SUMMARY AND RECOMMENDATIONS FOR THE CHAIRMAN
SUGGESTION NO. 75-448: dated 22 May 1975
A. Summary of Suggestion
, GS-09
Analyst
Directorate of Intelligence/CRS
Detailed description of suggester's proposed CRS/Infor-
mation Services Group photo processing and filing system
is attached.
B. Evaluations
1. At the time this suggestion was sent to CRS for
evaluation, they noted that this same idea had been proposed
by Mr. of CRS/ISG in March 1974. The
proposal was sent through his branch chief to Chief, USSR
Division, CRS. His proposal was declined at that time
because of:
a. the strong views of those who had
been working with personality photography
for years and did not see a reason for
change, and
b. a concern for the possible
technical problems.
Because of the lack of favorable reaction and the potential
technical problems, Mr. proposal was dropped.
2. CRS said that in the case of Mr. suggestion,
a significant factor in its adoption was the strong effort by
the Office of the Chief, ISG, to determine the feasibility of
the proposal.
3. OL/P&PD adopted this procedure at the request
of CRS approximately 1 December 1975. The previous
P&PD method of production, dictated by format and size
requirements, was to machine print 4" x 6" prints and
hand print 2 1/4" x 2 3/4" prints. Minor changes in the
ADYTNTSTRATIVE
TNTELNAL usE
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I Yi
filming procedure has enabled P&PD to machine print all
CRS personality photo requests. The time previously used
for hand printing has been reduced by 50% through machine
printing; however, P&PD has no record of the volume
previously hand printed. There is no savings in material
as the prints must still be replaced when one is used,
however, it is not needed on a priority basis.
4. CRS estimated that this new method saves 156 man-
hours annually (GS-07/5) or $939 annually. The former
procedure required extra time that was not always available.
Having the photographs already in the proper size reduces
both the processing costs and the time required to obtain
head and shoulder photographs for publication purposes.
CRS already uses another procedure that provides a large
number of photographs in the proper size for report publishing.
CRS retains halftone negatives when the photograph has been
used previously and estimate that about half of the reports
that we publish already have the halftone negative available.
This suggestion applies to photographs which have not been
previously published.
5. CRS recommended that the award be shared between
C. Recommendation of the Executive Secretary
1. Not line of duty.
2. $120 award, equally shared, based on annual savings
of $939 ($95), plus MODERATE/LIMITED ($25) intangible
benefits.
D. Decision of the Chairman
Att
Chairman, SuggestiRpiand
Achievement Awards
Committee
Award
31 MAR 1976
Date
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-4-
ATimiN
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STATI NTL
STATI NTL
25X1A
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`4110STUATIVE-It1lltilALLOwCINLY
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gore
ST1ATINTL
Table 2: Number of photos
ordered and distributed by CRS/ISG, by agency
CY 1972 CY 1973 CY 1974
172 138 50
10 23 26
27 2 19
26 3 9
and office.
White House
DCI
0/DDI
[ 1
CRS
381
280
252
OGCR
358
48
114
on
794
740
1503
OER
-
16
79
OPR
32
2
39
OSR
?
?
26
9/moo
-
17
18
ps
14
12
?
Cl/OPS
62
20
?
STATI NTL
AF
56
12
?
EA
207
92
98
NE
52
23
?
SE
47
348
81
EUR
-
21
?
LA
220
88
10
-
12
?
Other
6
12
38
DDA
ONS
66
35
22
Other
13
2
13
DDS&T
ORD
22
10
OSI
71
96
132
Other
7
7
3
Other CIA
65
52
DOD
14
42
24
JCS
25
216
9
DIA
161
213
181
NSA
183
12
10
awl
Other
-
2
7
DOA
66
7
75
ACSI
29
57
151
FSTC
9
9
114.
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ilt"viitiParRATIVEIiAi. LISP' OMLY
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',two
Table 2: (cont,d)
CY 1972
CY 1973
CY 1974
DON
288
90
15
USMC
18
DAF
15
34
45
FTD
82
56
19
Other
1
1
1
State
9140
1015
1105
INR
211
144
95
USUR
69
32
?
FSI
145
8
2
USIA
15
17
28
Other
5
1
1
USIB
DEA
10
Treasury
123
NSC
17
Other
2
114.
9
Non-USIB
NASA
52
Congress
12
Coerce
9
9
37
All Other
95
102
33
Totals
5016
14.112
4605
1111-NISTIMTIE" 1%'4"- NOMK436MOV60001-9
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mil Ivor
Nip?
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SUMMARY AND RECOMMENDATIONS FOR THE CHAIRMAN
SUGGESTION NO. 75-476: dated 16 June 1975
WP-15 (GS-09 equiv.) 25X1A
yhocograpnic iec nologist
Directorate of Administration/OL/PUD
A. Summary of Suiggestion
1. Background
At the Printing and Photography Building the
hot water was left running through the Pako Pro 60
Processor overnight Monday through Thursday. The rate
was one gallon per minute. This procedure shortened the
start-up time from two (2) hours to approximately 1/2
hour because the water passed through two (2) wash
tanks before entering the heat exchanger.
2. Suggestion
Modify the Pako Pro 60 Processor as follows
(photo attached):
a. Remove the heat exchanger by-pass
line.
b. Plug point A.
c. Run a hot water line with a gate
valve from the existing installation
near the processor to the heat ex-
changer thermostat (not shown).
Thermostat presently connects line
A and B.
With proper adjustment of the thermostat, hot water is
directly injected into the heat exchanger for 1/2 hour
start-up time, making it unnecessary to run heated water
overnight.
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owl
25X1A
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B. Evaluation
1. OL/PUD adopted the suggestion in December
1975 with a temporary hookup using plastic pipe. The
plastic pipe will be replaced with metal pipe and some
safety features added; this will be completed within
the next six (6) months.
2. The temporary hookup permits the hot water to
flow directly into the heat exchanger which saves 84
minutes start-up time the first day of each week. It
also saves 24 minutes start-up time Tuesday - Friday
of each week. It allows the processor to be turned off
at night eliminating the use of 14,000 gallons of heated
water per month. The processor remains closer to the
desired operating temperature during the work day thus
eliminating down time from 1 to 6 hours per week. , Less
time and attention is required by the operator to main-
tain the proper operating temperature. Total man,hour
savings per year are 311 (save a total of 72 hours the
first day of each week per year and 83 the remainder
of the week, and using an average of 3 hours a week
down time eliminated = 156 hours per year)@ $7.504per
hour or $2,332.50 annual man-hour savings. Heated water
consumption savings of 168,000 gallons per year =4160
as estimated by OL/RECD/Headquarters Engineering Branch.
OL/PUD rated intangible benefits MODERATE/LIMITEO.
C. Recommendation of Executive Secretary
1. Not line of duty.
2. $200 award based on annual savings of $2,492
($175), plus MODERATE/LIMITED $25) intangible benefits.
D. Decision of the Chairman
Att
`Td 3 1 MAR 1976
Chairma Suggestion Achievement Date
Awards Committee
5/Zoe -
Award
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Ar,VT
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i1A (11X-RDP80-00706A000100060001-9
'??
SUMMARY AND RECOMMENDATIONS FOR THE CHAIRMAN
SUGGESTION NO. 76-177: dated 10 November 1975
, GS-11
Computer Room Shift Supervisor
Directorate of Science and
Technology/NPIC
A. Summary of Suggestion
1. Background
The target header sector of the Installation
Data File (IDF) was listed weekly in eight (8) different
sequences. This was accomplished by processing eight
(8) different Batch Query Language/Report Generator
Programs. Each of these programs took from 1/2 to 4
hours to run or a total of 10 hours to complete the
job.
2. Suggestion
The suggester proposed a faster way to process
IDF header listings by running one Batch Query Language/
Report Generator Program and then running Retrieve, Sort
and Regenerate against this one output tape in order to
obtain the various sequences.
B. Evaluations
1. NPIC adopted the suggestion in January 1976.
They said that processing of this requirement under the
old method took approximately 9 hours of computer time;
the new method reduces the processing time to 1/2 hour
or 4 1/2 hours per week. Tangible savings are $1,357.20
(234 man-hours at an average hourly rate for operators
of $5.80). Many of the sequences requested contained
the same information. Under the old method processing
ADMISTRATIVE
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STATI NTL
and
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ADMINISTRATIVE
INTERNAL USE ONLY
was limited to the evening shift, but the new method
provides the capability of processing this requirement
either during the day or evening shifts.
2. NPIC rated intangible benefits SUBSTANTIAL/
EXTENDED. Since NPIC owns the computer, the savings
in computer time have been applied to intangible
benefits. The suggested method accesses the file one
time and therefore speeds up other user jobs that are
running concurrently using the same file. The computer
is thus freed for other jobs in the Intelligence Community
On-Line Information System.
C. Recommendation of Executive Secretary
1. Not line of duty.
2. $300 award based on annual savings of $1,357
($120), plus SUBSTANTIAL/EXTENDED ($180) intangible
benefits.
D. Decision of the Chairman
3 1 MAR IS76
Chairman, suggestvn and Achievement Date
Awards Committee
/2
Award
2
ADMINISTRATIVE
flITERNAL UsE ONLY
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.011
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IJIAL
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SUMMARY AND RECOMMENDATIONS FOR THE CHAIRMAN
SUGGESTION NO. 76-226: dated 16 December 1975
A. Summary of Suggestion
1. Background
, GS-09 25X1A
Electronic Tech Crypto
Directorate of Administration/0C
The present method of mounting the versitron clutch
card, as required by MWO 80-3, has proven impractical.
Every time a tape reader is removed from an ASR for any
reason, the clutch card gets involved due to its present
mounting position (photo #1). With the reader removed from
the ASR, the clutch card tends to flop around supported by
connecting wires (photo #2). This action could possibly cause
damage to the connections as well as the card itself. Until
the reader is completely removed from its mounted position,
the clutch battery (120VDC) appears on pins 1 and 2 of the
clutch card. When mounting the tape reader, it is sometimes
difficult to get the mounting screw through the mounting
bracket attached to the clutch card in order to secure the
reader to the ASR.
2. Suggestion
Mount the versitron clutch card in approximately the
same location as originally located, but away from the tape
reader mounting bracket and in a place where it will not be
disturbed every time the reader is removed from the ASR.
a. Remove the mounting bracket completely
from the clutch card and mount it, facing out, as
shown in photo #3.
b. Screw the card to the mounted bracket
(photos #4 and 5). The card will now only have to be
removed for periodic filling of the oil well and in no
way will impair the function of the oil well.
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MILN I
B. Evaluation
1. OC said the lack of firm support of the clutch card
when the tape reader is removed from its base could possibly
result in damage to the wiring. There is no record of such
damage occuring.
2. However, OC published the suggestion in the TECH-
NICIAN to inform field technicians of the idea and for their
implementation, if they desire.
C. Recommendation of the Executive Secretary
1. Not line of duty.
2. $50 award (MODERATE/LIMITED).
D. Decision of the Chairman
25X1A
Atts
mod
Chairman, Suggestion and
Achievement Aw rds
Committee
Award
-2-
3 1 MAR 1976
Date
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I
1
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Ern
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Aso'
Remove Blue
Orange Wires
Schematic & Parts List
(See Figure 4)
CLUTCH CONTROL CARD
(Versitron No. 11622)
Figure 3
Mount Clutch Control Card
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SUMMARY AND RECOMMENDATIONS FOR THE CHAIRMAN
SUGGESTION NO. 76-247: dated 13 January 1976
GS-14
C/DivD/SS
Directorate of Operations
25X1A 25X1A
A. Summary of Suggestion
1. Background
Housing rental and sales notices were posted on
the bulletin boards for a period of two (2) weeks. The
suggester believed that this was insufficient time for
such notices.
2. Suggestion
a. Establish a central, small office on the
first floor of Headquarters Building to deal exclusively
witi housing for employees. The housing office located
25X1A in is an excellent example.
b. As an alternative, establish a system for
housing rentals and sales notices similar to the
carpool locator board.
c. Or, if either of the above two (2) ideas are
not feasible, allow real estate notices to remain on
the bulletin boards for at least three (3) months.
B. Evaluation
1. OP commented that neither space nor personnel
are now available for a housing office or a system
similar to the one existing for carpools, and it is
questionable that the problem would warrant the expense
should either become available in the future.
2. A housing locator map on the first floor would
pose environmental problems. The Fine Arts Commission
is already concerned over the number of bulletin boards
and other permanent displays and the adverse effect they
have on the appearance of the building.
3. Merit has been found, however, in the idea of
extending the time the real estate notices are posted on
the bulletin boards. Effective 23 February 1976 real
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25X1A
rad
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estate notices were posted for four (4) weeks with an
option to renew for an additional four (4) weeks.
C. Recommendation of the Executive Secretary
1. Not line of duty.
2. Certificate of Appreciation.
D. Decision of the Chairman
Chairman, buggesten and
Achievement Awards
Committee
Aw;t d
-2-
3 1 MAR 1975
Date
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CONFIDENTIAL
SUMMARY AND RECOMMENDATIONS FOR THE CHAIRMAN
SUGGESTION NO. 76-252: dated 2 January 1976
I., GS-05
Microphotographer
Directorate of Intelligence/CRS
A. Summary of Suggestion
1. Background
The classification and controls assigned to
multiple part electrical messages are located on the
first page of each part, within the header data pre-
ceeding the text. The CRS microfiche operator preparing
the documents for conversion Wa microfiche format was
required to stamp the classification and control on each
page using a variety of rubber stamps.
2. Suggestion
Combine classification and control rubber
stamps so that it is only necessary to stamp a
document one time.
B. Evaluation
1. CRS adopted the suggestion in September 1975.
2. CRS estimated savings as follows:
2 minutes 10 seconds = time required
to stamp an average document with
two stamps
1 minute = time required to stamp an
average document with a combined
stamp
CONFIDENTIAL
25X1A
25X1
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25X1A
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1 minute 10 seconds = time saved
per document
1,476 - average number of multiple
part messages converted to microfiche
annually x 37 - average number of
pages per document = 54,012 total
pages annually.
$4.72 - hourly salary of GS-04/05
or $135.46 annual savings
CRS rated intangible benefits MODERATE/LIMITED.
3. CRS said that computer program modifications
are currently underway to have the classification
extracted and printed on each page. These changes will
be incorporated in the MAD system at such time as the
program is next updated.
C. Recommendation of Executive Secretary
1. Not line of duty.
2. $50 award based on annual savings of $135 ($15),
plus MODERATE/LIMITED ($35) intangible benefits.
D. Decision of the Chairman
Chairman, Suggestion awAcl ievement a Date
Awards Committee
31 MAR 1976
Award
2
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CONFIDENTIAL
25X1A
Ark Ali,
wag
NMI
am/
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SUMMARY AND RECOMMENDATIONS FOR THE CHIARMAN
SUGGESTION NO. 76-253: dated 13 January 1976
I. GS-10
Qualifications Analyst
Directorate of Administration/OP
A. Summary of Suggestion
1. Background
Currently there is a time lapse of several
months between an applicant's submission of a
Personal History Statement and the date the employee
enters on duty.
2. Suggestion
Processing Assistants have EOD's complete
Form 444N "Qualifications Update", or other appropriate
update form, to reflect changes since the PHS was
submitted, such as: married, divorced, additional
children, interim employment, college degrees received,
other training, travel, new special qualifications.
B. Evaluation
1. OP officials commented that they are aware of
the problems of individuals who fail to update their
PHS', bioprofiles, et al, but do not believe a mass
review and report at EOD would be worth the effort and
expense. The problem of update is a continuing one
beyond the EOD date. The need to update files is
discussed in both the clerical and professional/technical
EOD classes, and the Clerical Staffing Branch officers
have been providing a Form 444N when an EOD advises of
any change having taken place.
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44 An,
2. However, as a result of this suggestion, OP
will put special emphasis on this point in all of the
briefings and will have Form 444N available at the
time of the briefings if any of the individuals con-
cerned wish to record a change.
25X1A
4r'
C. Recommendation of Executive Secretary
1. Not line of duty.
2. Certificate of Appreciation
D. Decision of the Chairman
Chairman, JUII Achievement
Awards Committee
Cts,tolgiez 4a-
Awarst
1 mAR 1976
Date
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Approved For Release 2003/03/10 : CIA-RDP80-00706A000100060001-9
SUMMARY AND RECOMMENDATIONS FOR THE CHAIRMAN
SUGGESTION NO. 76-254: dated 2 January 1W7f,
I GS-05
Microphotographer
Directorate of Intelligence/CRS
A. Summary of Suggestion
1. Background
Reels of film were placed in double envelopes
and caption sheets in single envelopes when being
handcarried to Printing and Photography Division for
processing.
2. Suggestion
Use an expandable portfolio to carry reels
of film to PUD for processing, thus eliminating the
need to use envelopes. At least one (1) trip and
sometimes two (2) are made daily to PUD.
B. Evaluation
1. CRS adopted the suggestion in May 1975; it has
proved to be a practical and efficient method of
transmitting reel film to PUD. The use of an
expandable portfolio has eliminated the need for two (2)
12" x 16" and two (2) 14 1/2" x 18" envelopes each day
and has resulted in a saving of time formerly needed to
prepare envelopes. In addition, the portfolio container
makes the handling of bulky material easier and more
secure.
2. CRS estimated savings as follows:
43.5 man-hours annually
for envelope preparation
X $4.72 (GS-05)
$205.32
Material (envelopes) 75.40
Total savings $280.72
CRS rated intangible benefits MODERATE/LIMITED.
C. Recommendation of the Executive Secretary
1. Not line of duty.
2. $60 award based on annual savings of $280 ($30),
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25X1A
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plus MODERATE/LIMITED ($30) intangible benefits.
D. Decision of the Chairman
25X1A
mul
Chailmun - ougges
Achievement AwaraU
Committee
Award
3 1 MAR 1976
aria Date
- 2 -
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mot
awl
25X1A
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SUMMARY AND RECOMMENDATIONS FOR THE CHAIRMAN
SUGGESTION NO. 76-351: dated 7 October 1975
I GPA-7/1 (GS-13 equiv.)
uepuLy unlet, Bindery
Directorate of Administration/OL/PUD
A. Summary of Suggestion
1. Background
Items such as negative lays, original drawings
etc., being returned to the originator from PUD were
placed between two (2) flat pieces of corrugated board
for protection.
2. Suggestion
Roll negative lays, drawings, etc., between
flexible corrugated board. The flexible board affords
the same protection; however, much less material is
required for packaging.
B. Evaluation
1. OL/PUD began using the roll flexible corrugated
board in October 1975.
2. Formerly, two (2) pieces of corrugated board, called
flats, 34" x 44" were required to package material to either
be sent through the courier system or hand carried. It
took approximately 10 minutes to prepare such an item for
mailing. The material is now rolled with flexible corrugated
board and taped at the end and on the seam. This takes
approximately 3 minutes.
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25X1A
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3. Tabulation illustrating former use volume and
costs vs. estimated annual volume and savings is attached.
C. Recommendation of Executive Secretary
1. Beyond line of duty.
2. $165 award based on annual savings of $2,220.
D. Decision of the Chairman
Att
3 1 MAR 'En
Chairman, Suggestion ad Achievement Date
Awards Committee
Award
2
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Method
1974 Old
Method
New Method
Effected
Oct 1975
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I
RECORD OF USE AND SAVINGS
I
I I I
SUGGESTION NO. 76-351
Flats Sheets of Flat Rolls Hours Grand
Prepared Corrugated Board Cost Filament Tape Cost Labor Cost Total
2,170 4,340 $1,354
2,170 2,170 308
rolls (30" strips of
roll corrugated
paper)
ESTIMATED
ANNUAL
SAVINGS
$1,046
194
$309
*
361
$1,318
$2,981
38
39
**
108
414
- 761
$270
$ 904
$2,220
*@ $3.65/hr
**@ $3.83/hr
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