DOING MORE WITH LESS

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP83T00573R000300050007-0
• Release Decision: RIPPUB
• Original Classification: K
• Document Page Count: 27
• Document Creation Date: December 9, 2016
• Document Release Date: June 14, 2001
• Sequence Number: 7
• Publication Date: January 20, 1980
• Content Type: MF

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DD//A 80-0257/1
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MH1ORANDUM FOR: -Director of Communications
Director of Data Processing
Director of Finance
Director of Logistics
Director of Medical Services
Director of Security
Director of Training
Chief, Information Services Staff
FROM: Don I. Wortman
Deputy Director for Administration
SUBJECT: Doing More With Less
REFERENCE: Memo to EXCOM Mbrs fm SA/DDCI dtd 24 Jan 80, STATINTL
Subj: Minutes of Executive Comma ee Mee ing 16 Jan 80
(EXCOM 9014-80)
1. The subject of "Doing More With Less" was briefed and discussed
at the 16 January 1980 Executive Committee (EXCOM)-session. Each of
you has received a copy of the EXCOM Staff minutes of that meeting together
with copies of the vugra hs used b in her briefing. I have STATINTL
attached another set of graphs plus a copy of her briefing
notes for your further in orma ion.
2. As indicated in the EXCOM minutes, the DDCI tasked the Deputies
with sharing the "Doing More With Less" materials with their staffs,
eliciting suggestions, and responding back to the EXCOM Staff by 20 February
1980. To initiate this process, I have arranged to have repeftTATINTL
the briefing--on 5 February after our regular staff meeting. She will also
answer any questions you may have. Following this briefing and subsequent
discussions with your staff, I will need your response to:
-- The subject matter in general, including a discussion
of activities in your organization with as many supporting
statistics as are available that represent "Doing More
With Less";
-- The options presented for possible action; and
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SUBJECT: Doing More With Less
-- A suggested pilot program that could be initiated
in your organization and monitored at either the
Directorate or Agency level.
This information should be provided to the Management Staff by 15 February
1980.
3. The Administration Directorate has, by virtue of budget decisions
made these last few years, been "doing more with less." You know this and
I know this. Having said so, we nonetheless need to maintain a positive
approach to discharging our responsibilities, constrained budget environ-
ment or not. I would therefore encourage you to challenge your people
to find additional innovative ways to increase our aggregate productivity.
I will be most receptive to new initiatives in this area and will commit
the resources at the Directorate. level to mongor and coordinate, as neces-
sary, your "Doing More With Less" activities
STATINTL Attachments:
1. briefing notes
2. Vugraphs used with briefing
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 ATTACHMENT I
Approveo~tkta"IMt{f$fOI41MMDP8W 00300050007-0
Vu-graph 1 - "Doing More With Less" (Background)
Suggested as ExCom topic last spring
Endorsed as high priority by DDS&T, DDA, DCI
0/Comptroller asked to examine problem -
- See if there were approaches that warranted further study
- Report back on options considered and recomnendations
Vu-graph 2 - Doing More With Less Problem (Definition of Problem)
. Resources (real $ and positions) declining last 10 years
Perception of increasing demands on Agency
In order to do more with less, need to further improve Agency
performance
Vu-graph 3 - CIA Performance Assessment (Our goal)
. Factors to consider:
What are our objectives
What processes do we use to turn objectives into products
-and services
Do these products/services have the desired effects and
do they relate back to our objectives
. We set out to see if a systematic approach to these factors existed
Vu-graph 4 - Approach (Our approach to the problem)
Research material
Find out what Agency is doing now
Investigate other approaches (Government and nonGovernm.ent)
Vu-graph 5 - What is the CIA doing now?
. Productivity measurement (NPIC effort, DDA initiatives)
. Productivity enhancement (use of equipment, management of
resources)
. Evaluation - EPDS (DD0), Senior Review Panel (NFAC)
. In sum, there are initiatives underway, but no real systematic
approach in the Agency.
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Some specific points:
- production goals - judges never knew what was expected of
them; caseload increased from 18 to 30 per month per judge
- preparation process - brought in word-processing equipment
and standardized texts
- staff/judge ratio - many things that could be done by lawyer
or paralegals rather than by judges
- quality review - instituted random sampling - improved quality
and less time-consuming
Vu-graph 12 - How does this apply to CIA?
We need to ask ourselves several questions ... that will be addressed
in the next few vu-graphs.
Vu-graph 13 - What CIA functions could be measured?
The top list are functions currently being measured elsewhere in'
Government
In parentheses are those CIA offices that have similar functions -
many are in the DDA, some in NFAC and DCI area
Lower list are more unique CIA functions arranged in order of easier.
to more difficult to measure
Some experts say that some things like long-range R&D cannot be
? measured; others say any useful work can be quantified
Vu-graph 14 - What Could be Gained?
Most important is potential to increase efficiency which relates
back to our original problem - meeting increased demand with
fewer resources
What kind of gain can be expected - we don't know
- Probably not as great as BHA
- But since the CIA has been around this long without a systematic
approach to this problem, there are probably gains to be made
But aside from this, there are other benefits to the line managers
involved
Internal use
Use in describing component to others
- Supporting data (for positions increases or impact new work-
load will have)
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Vu-graph 6 - How are others addressing problem?
Private sector
- Long-term use of productivity programs
- Increased interest in recent years
Federal Government
- Strong Congressional interest
- Use of productivity measures in Government only last 5-10 years
- BLS measures 65% of Government activities
Equates to 40% of CIA activities (by funds)
Equates to 48% of CIA activities (by position)
- OPM experimental effort - new approaches for personnel offices
(expand-to other activities)
- Some agencies developed a more systematic approach (considers
quality as well as efficiency)
HEW large program
Parts of DoD, Interior, Treasury, Agriculture have programs
Includes professionals (judges, lawyers, doctors)
Vu-graph 7 - BHA Case Study Summary
. Reason for using this is because it's a well-documented success story
Because there are major differences between what BHA and the CIA do,
we will focus in on the approach and methodology used
Vu-graph 8 - BRA Program Approach (also approach NPIC used)
(Emphasize that productivity measures not used to compare one against
another, but to track performance of a component over time)
Vu-graph 9 - BHA Statement of Objectives
(This is to show as an example - should point out concern for quality
and timeliness as well as number of cases)
Vu-graph 10 - BHA Outputs
(This is to show how outputs are broken down to a point where you can
get a meaningful measure - different kinds of cases are weighted
differently)
Vu-graph 11 - What did BRA do to improve performance?
The kinds of things that were done are not astounding, but by
modeling the organization they were able to see where there
were problems and bottlenecks
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Vu-graph 15 - What are the risks?
There may be no gain in efficiency (or 4n insignificant gain)
Certain costs depending on the level of effort
Perceived as bureaucratic exercise
Employee morale
Vu-graph 16 - What can be done to reduce risks?
Based on the experience of others in Government or private industry,
the following have been found useful - cannot overemphasize strong
management commitment from top management all the way down.
Vu-graph 17 - Options Considered
Based on these potential gains and risks, the following options are
presented - Options 1, 2, 3
Vu-graph 18 - Comparison of Costs of 3 Options
Note in Option 3, staff would be involved in scoping out initial
program for 4 to 5 pilot efforts in the CIA - perhaps 1 per
directorate - actual work would be done by the component
involved - staff would provide consulting and outside training
as necessary
Option 2 would be similar to BHA/HEW approach
Vu-graph 19 - What Now?,
These are the decisions that the ExCom is being asked to consider_
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Doineg More With Less Problem
CIA
Resources
(Constant $)
1970
1975
1980
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Factors to Consider
o What are WE Trying to do (OBJECTIVES)
0 how do We Go Abo'Ut our Job (PROCESS)
e What are the Results (PRODUCTS, SERVICES)
r0Ces
gnp t O tpu
. -
Pblechvleoe
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Pr duct, Services
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A nnno A Cc 11
Pr n P.%
n
Determine vuhat.CIA. is doing
Da'ta, call
Discussions'
How others ar,-aaddressing problem
Other government agencies
Outsde co s . l ta; ets
Conferences
How doeljll;~ this app~y. to the-C I
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Whafls.Th e CIA Do!ng Now?
ProductMty i a u r m, on
NPIC Experment& System:
OfficaFh ance natives
Other Efforts
Producthrty Enhncernent
o Cpftilol i Equpment
? Standwd Formats, Prepnntdt Forms
Improved Mn a g~ t of - Resources
Evahiflon
0 DDO's EPDS S
st nni t c Lvafluatinn
that Efforts
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How Are Others Addressing Problem?_ . a
Private Sector
Federal Government
a Strong congressional interest
MB OPfVI/BLS productivity measurement (last 5-10 years,
BLS measures 65% government (could do 85%)
o OPM experimental effort (personnel) .
o Other agencies - performance improvement programs
HEW program covers 89%
DoD, Interior, Treasury, Agriculture
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 *ppiuved Fur
o Private Sector
How Are Others Addressing Problem
o Federal Government
G Strong congressional interest
a OMB/OPM/BLS productivity measurement (last 5-10 years)
BLS measures 65% government (could do 85%)
o OPM experimental effort (personnel)
m other agencies - performance improvement programs
HEW program covers 89%
?oD, interior, Treasury, Agriculture
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Summary of Bureau of Hearings & Appeals, SSA ,Case Study
THE PROBLEM:
e At end of 1974, BHA in state of chaos
o Workload in last five years had tripled
o Pending cases had risen from 14,000 in 1970 to 111,000 in 1975
o Average processing time was 10 months
1, A!HATWASDONE:
a implemented performance improvement program
o Brought in special management team
Goal: Increase production without diminishing quality
RESULTS:
o Annual processing of cases increased 54 percent in two years
o Despite 25 percent increase in cases, backlog decreased 18 percent
o Average processing time cut in third
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BHA Program Approach,
o Define objectives
0 Determine gross outputs (only those that.serve objectives)
a Identify' lower-order outputs (products, services..
o Establish base year
o Manhours of effort for each output (standard times)
o Productivity arbitrarily decreed at 100 percent
u Subsequent years - only need to track output
o Use data . .
Compare productivity from year to year
o Forecast workload
a Review resource utilization
o Support manpower aspects of budget.
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BUREAU OF HEARINGS AND APPEALS, SSA
Statement of Objectives
MISSION AREA: Administer the appellant process of SSA programs.
INTENT: Insure that all eligible people* requesting appeals
receive legal benefits
GOALS: 1. Timeliness - all cases processed in 90 days
2. Quality - no cases overturned
LIMITATIONS:, Certain federal regulations such as Social Security
Act
FREEDOMS: Judges are exempt from laws requiring performance
ratings and probation periods
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 BUREAU OF HEARINGS & APPEALS, SSA
r'SS OUTPUTS
..Disability
,.'Health Insurance
Black Lung"
Retirement & Survivors
PROGRAM OUTPUTS
UNITS OF OUTPUT (STD TIME)
New initial Cases .
Appeals Covncil Remands
Court Remands
_ Reopened Cases
HOURS
Dismissals (2.6)
Hearing Affirmations (5.9)
Hearing Reversals
(9.8)
On-Record
Affirmations
(3,2)
On-Record
Reversals
(4,8)
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What Did BHA Do To Improve Performance?
Established production goals
2. Streamlined preparation process
3. Changed support staff/judge ratio
4?. Balanced workload and emphasized central processing
5. Improved personnel management
6 Instituted new quality review 'system
7RSet model offices to test innovations
Q
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V
Oua T flis AN31-10Y ToThe Agenc,
o Vkiht of o r f unctions can be measured?
What are potent in'
What re trs
o ghat pions we have?
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WHAT CIA FUNCTIONS COULD BE MEASURED?
Functions measured elsewhere in government:
Communications (OC) Procurement (0L)
Personnel Management .(OP) Printing & Publishing (OL, PPG)
Personnel Investigations (OS)
Finance & Accounting (OF) Records Management (ISS)
Medical Services (O S) Library Services (OCR, OGCR)
Training (OTR) Legal Services (OGC, OLC)
Information Handling (ODP, I W S) Audit of Operations (I G)
More unique CIA functions
Imagery Analysis (NPIC, OIL.)
STATSPEC
Technical Services (OTS)
All-source Production (O'Vl, OSR, OER, OPA)
Staff Functions (CCS)
Human Source Reporting (DDO)
Research Development (ORD, ODE)
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What Could Be Gained?.
e Potential to increase efficiency and realize savings
Develop management information for internal use
m Current use of assets
0 Future p ann`ng
Provide comprehensive model of the component -
- enhance corporate memory
' Provide supporting data
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What Are The Risks?
There may be'no efficiency gain
There will be certain costs
Some Directorate resources
Central staff
o Consulting and training costs
May be perceived as unnecessary bureaucratic exercise
May adversely affect employee morale
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What can Be Done To Reduce Risks?
o Strong management commitment
o Thorough planning
o clearly defined targets for improving performance
Thorough involvement and training of participants
careful evaluation of process with feedback along
each step of way
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Options Considered
1N
Encourage and monitor on-going activities
Establ ish'h centr .1 point of contact
o Develop an agency wide program
o Large centrral staff consul in effort
O P TOOT 3:
e Start wish pilot efforts
o Expand to o f -h r of ces
e Some central staff S; consulting
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OPTION 1 j OPTION 2.
EXCOM Encourage on-going f=ull
Support activities
C n aI st0f of 5
requirements contact Office level --- '15-20
~xternal costs Mone
Total costs - 1 $30,000
50c ,O00
OPTION 3
Central staff of 2
Office level --?. 4-5
(part-ti me'
4~ !~ kCJl1 ~~rdCal
($150,000)
$600 000
$25,000
$1,000,000 . 1 $175,000
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 ROUTING AND RECORD SHEET
SUBJECT: (Optional)
Doing More W r.fl Less ODP
FROM: Don I. 'Vortman I-XTt-NSiON NO.
/A 80-0257/1
Deputy Director for Administratioir=
_
7D18 HQS DATE STATI
TO: (Officer designation, room number, and
building)
DATF
OFFICER'S
COMMENTS (Number each comment to show from whom
INITIALS
RECEIVED FOR WAtDFt)
to whom. Draw a line across column after each comment.)
1? Director of Data
TUBE DX-6
Processing
2.
3.
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4.
STA
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7.
8.
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9.
10.
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7 7
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15.
FORM
3-62
610 USEDIITIONSUS [--j SECRET F-1 CONFIDENTIAL r-1 U EEONLY UNCLASSIFIED
08/Qj I - T R 0030c'05 _ [:1 SECRET
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