RECENT DDA EFFICIENCIES AND COST SAVINGS

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP84B00890R000200030032-0
• Release Decision: RIPPUB
• Original Classification: S
• Document Page Count: 52
• Document Creation Date: December 21, 2016
• Document Release Date: June 2, 2008
• Sequence Number: 32
• Publication Date: July 16, 1981
• Content Type: MF

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4JL JI IL a
ROUTING AND RECORD SHEET
SUBJECT: (Optional)
Recent DDA Efficiencies and Cost Savings
EXTENSION
NO
FRO
.
Chairman, DDA Cost Reduction
and Efficiency Working Group
DATE
16 July 1981
TO: (Officer designation, room number, and
building)
DATE
OFFICER'S
COMMENTS (Number each comment to show from whom
RECEIVED
FORWARDED
INITIALS
to whom. Draw a line across column after each comment.)
tA
go.
2.
'7b
7
3.
4.
5.
6.
7.
8.
9.
10.
11.
12.
13.
14.
15.
FORM 61 O USE PREVIOUS
I-79 EDITIONS
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16 JUL 1981
SECRET L_!-1~9G
MEMORANDUM FOR: Deputy Director for Administration
Chairman, DDA Cost Reduction and
Efficiency (CORE) Working Group
SUBJECT: Recent DDA Efficiencies and Cost Savings
1. Efficiencies and associated cost savings achieved
in the DDA since FY-79 are summarized in Attachment A. We
believe it is extremely important that the DCI be made aware
of these recent efforts in order to:
o correct his perception that "... the rest of the Government is
working hard at this (cost reduction and efficiency) and thus
far it is my impression that there is too much thinking here
that we are immune from this requirement."
o provide support to his efforts to significantly increase
Agency funds for capital investment, and, thereby, make possible
even greater future efficiencies and savings.
The savings enumerated in Attachment A are all the more
remarkable considering the fact that DDA non-personal service
budgets for FY-80, FY-81, and FY-82 are all less than the
FY-79 budget in terms of constant dollars and that the DDA
is more heavily impacted by inflation, particularly that
resulting from increases in energy and materiel costs, than
any other directorate. That we were still able to achieve
significant savings in this environment can be directly
attributable to our continuing efforts to "do more with
less."
2. Several cautions regarding the magnitude of the
cost savings shown in Attachment A should be observed:
o The savings shown cover the period from FY-79
until 30 June 1981, but for a given item, savings
are shown only for the period since the implemen-
tation of that item, i.e., individual savings
could cover a period as long as 2 years and 9
months or as short as only several months. These
savings would be even larger had we chosen to show
total "life-cycle" savings.
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O L%... ( L I
SUBJECT: Recent DDA Efficiencies and Cost Savings
o In some cases, the actual savings are unequivocal,
as in the case of the deletion of a discrete
service or function. In other cases, however, the
savings shown should technically be reduced by
some portion of those centralized (overhead)
support costs such as data processing and communi-
cations which may have made the savings possible.
However, we have chosen not to do so because of
the difficulty in calculating and prorating these
overhead costs and because the approach taken is
that most commonly used in calculating savings
within the Government.
o In yet other cases, such as "negotiated contract
savings," one could argue that these are not true
"savings" in that they did not result from the
application of a new idea, technique, or approach.
o Finally, any reduction in personnel is considered
a savings, even if these personnel were reassigned
within the same component, provided it would have
been necessary to request additional personnel to
meet new requirements which were levied on the
component during the same time frame.
The above is simply to state the obvious, that these statistics
could be interpreted in different ways. Far more important than
the dollars shown is an understanding of the substance of the efforts
made to achieve greater efficiencies and cost savings.
3. Finally, we have included, as Attachment B, a
listing of some of the ideas we will be submitting to you
for consideration to achieve yet additional efficiencies and
savings in future years.
Attachments:
A. Recent Efficiencies and
Associated Cost Savings
B. Future Efficiencies
cc: ADDA, w/atts.
Each DDA CORE
Working Group
Member, w/atts
2
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RECENT EFFICIENCIES
AND
ASSOCIATED COST SAVINGS
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DIRECTORATE OF ADMINISTRATION COST SAVINGS
FY 1979 - 30 June 1981
TOTALS
Office of Information Services
$ 510,964
Office of Medical Services
133,500
Office of Communications
6,878,680
Office of Finance
1,926,598
Office of Logistics
8,390,095
Office of Data Processing
6,005,750
Office of Security
2,237,800
Office of Training and Education
2,524,896
DDA TOTAL
$28,608,283
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DIRECTORATE OF ADMINISTRATION COST SAVINGS
FY 1979 - 30 June 1981
Office of Information Services
Combining the Agency Archives and Records Center
$170,000
Use of Contract Annuitants
332,750
Modification of the "All Employees" Distribution
of Regulatory Issuances
8,214
Total
$510,964
Office of Medical Services
Reduction of Independent Contract Physicians
$32,000
X-Ray Program
44,000
Reduced Use of Outside Laboratory Facilities
30,000
Administrative Belt-Tightening
27,500
Total
$133,500
Office of Communications
Redistribution of Human Resources
$5,500,000
Use of ADP Resources
Logic Improvement in Message Switches
541,600
CIA Cable Reference File
RACAL 9629 MODEM
Universal MUX Configuration
$320,000
Training Improvements
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Office of Communications - Continued
Project DUE
Statistical Multiplexer (STATMUX)
OC Finance Branch Procedural Changes
Recruitment Teams OS/OMS/OC
DATEX Program to Provide Message Relay to
ODP Computer from CDS
$120,000
32,000
24,966
300,000
Streamlined Overseas Processing
40,114
Total
$6,878,680
Office of Finance
Reduction of Agency Cashier Funds
$ 570,000
Reduction of Operational Bank Accounts
480,000
Reduction of Disbursing Centers' Funds
30,000
Improvement in National Program Bill Paying
300,000
Payroll Absorption of Workload
43,598
Reduction of Delinquent Travel Advances
48,000
Improvement in Bill Paying Production
Discounts Taken
455,000
Total
$1,926,598
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Office of Logistics
Elimination of Logistics Services Division
Budget Item of $50,000 for a Mini-Computer $45,000
Printing Plant Consolidation 532,000
Acquisition of Web Press 86,500
Muller-Martini Saddle Gatherer 10,125
ETECS Full Page Composition 14,000
Press Comments Format Change 19,000
Directorate of Operations Technical
Manual Duplication 1,000,000
Negotiated Contract Savings 5,500,000
Electric Powered Centrifugal Chiller 99,666
No Cost Maintenance by the Corps of
Engineers Reserve Unit
Extensive Use of U.S. Government Excess
Property Lists
Contract Information System (CONIF)
Direct-Readout Scale
Material Cost Savings
Forktrucks
137,500
75,000
277,373
419,000
10,400
11,998
52,533
100,000
Total $8,390,095
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Office of Data Processing
Competitive Procurement of Computer Equipment $3,000,000
Human Resources System 760,000
Release of Computer Equipment 145,750
Use of Excess ADP Equipment 2,100,000
Office of Security
Office of Security Case Expeditor Group
Guard Program
GSA Leased Vehicles
Card Index Conversion to Microfiche
Records Control Schedule Review
Industrial Investigations
Total $6,005,750
$129,300
1,284,500
96,000
388,000
34,300
65,700
225,000
15,000
Total $2,237,800
Office of Training and Education
Agency Off-Campus Program $109,222
External Training 91,000
External Training--In-house Runnings 164,685
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3Lit
Office of Training and Education - Continued
Management Training $ 18,000
Intelligence Training 35,000
Travel Reimbursement 12,500
Use of Less Expensive Television Camera 36,000
Consolidation of OTE and Operations Training Divison
Television Facilities 150,000
Conversion to Videotape From Film for Media
Presentations Produced In-house 299,500
Savings Through ROPE Testing
PDP Computer
Items Received from Government Disposal Depot
CTTC Vehicles
26,792
25,000
465,397
840,800
113,000
66,000
72,000
Total $2,524,896
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SECKt I
OFFICE OF INFORMATION SERVICES
Combining the Agency Archives and Records Center
In June 1979, the Agency Archives and the Agency Records
Center were merged into one organization, thus allowing the
elimination of five positions for a total savings in salaries of
$170,000.
$170,000
Use of Contract Annuitants
The use of former Agency employees hired on contracts to per-
form systematic classification review of Agency records older
than 20 years has reduced the cost of the program and enabled us
to use persons with the greatest amount of experience to do the
job. To review OSS records, we have used =persons hired under 25X1
independent contracts at a cost of $452,000. To use GS-13 staff
officers to work the same number of hours would have cost the
Agency $664,000, thus we realized a savings of $212,000. In the
review of other Agency records we have used former employees on
contracts which has resulted in a savings per each man-year of
$25,000. Contract employees have accounted for a total of
4.83 man-years of classification review for a total estimated
saving of $120,750. Total estimated savings from use of contract
employees has been $332,750. (Note: These figures do not
include the amounts of the annuities paid to the former
employees.)
$332,750
Modification of the "All Employees" Distribution of Regulatory Issuances
Previously, each employee received a copy of all Headquaters
Notices and Employee Bulletins. Regulations Control Division
modified this distribution schedule providing one copy for each
employees, thus saving 0 copies with each printing. The
distribution schedule has been used 216 times since FY 1978
resulting in a savings of 1,642,896 pages at .5~ per page for a
total savings of $8,214.48.
$8,214
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OFFICE OF MEDICAL SERVICES
Reduction of Independent Contract Physicians
Greater utilization and involvement of staff physicians in
the medical examination process resulted in fewer sessions
required of independent contract physicians.
$32,000
X-Ray Program
Overall costs of the X-ray program were reduced by
centralizing X-ray interpretations and establishing new X-ray
requirements (based on new medical criteria) which resulted in a
decrease of the number of chest X-rays taken.
$44,000
Reduced Use of Outside Laboratory Facilities
Establishing in-house capabilities for bacteriology and auto-
mated hematology procedures as well as enhancing automated blood
chemistry quality control resulted in fewer samples being sent to
outside laboratory facilities.
$30,000
Administrative Belt-tightening
General administrative belt-tightening which reduced the
number of subscriptions to periodicals; enforced judicious use of
POV funds; established formal agreements with other
U.S. Government agencies for obtaining immunization vaccines;
reduced the overtime for after-hours security duty through
adjustment of work hours.
$27,500
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OFFICE OF COMMUNICATIONS
Redistribution of Human Resources
During the past three years, the Foreign Networks Division
has reduced the staffing at two of our b stations and several
field stations for a total reduction of 7positions. These
positions were then reassigned to satisfy new priority require-
ments. The total saving of this realignment of personnel is
approximately $1,500,000 per year.
The Information Control Branch, Support Services Division, was
reduced in March 1980 by four positions, with the incumbents'
duties being absorbed by the remaining Branch personnel. These
positions were made available for other functions within the
office.
The Signal Center Branch, Domestic Networks Division,
restructured its watch schedule covering weekends with scheduled
overtime with a net savings of $500,000 per year. Thirty-nine
positions have been made available for other functions within the
office.
$5,500,000
Use of ADP Resources
Use of ADP resources in the day-to-day management of the
Office of Communications (OC) is widespread. Systems such as
MAINS, BYCEPA, CACOLIN, NETSUM, and others, have improved
efficiency; use of VM, RAMIS and SCRIPT in preparation of formats,
specifications, studies and reports have increased efficiency.
No specific dollars have been identified but it can safely be
said that use of ADP resources has improved office efficiency by
5-7 man-years. People are free to do other things.
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SEC ET
Office of Communications - Continued
Logic Improvement in Message Switches
When increased service is needed, Unattended Operation
Terminal (UOT) eliminates the need for an expensive voice grade
line. To date, three units have been installed resulting in an
annual savings of $30,000.
Improved service has been possible at 30 facilities through
the use of FASTCAST. Dollar savings with respect to this improve-
ment are difficult to compute. However, the use of FASTCAST in
a crisis situation provides a service not measurable in dollars.
A modification was made to print out logs of messages with
errors instead of all messages passing through the switch. This
saved the time required by operators to search through the logs
looking for messages with an error. The manpower savings was
estimated at 1.5 man-years per site. There are three sites, and
one is overseas. This equates to a cost savings of approximately
$157,000 per year for manpower and reduces paper consumption by
360 boxes per year ($5,400).
$541,600
CIA Cable Reference File
Approval of a revised 0 is expected to occur in the
very near future. This approval will clear the way for the Cable
Secretariat Branch (CSB) to reduce its CIA cable reference file
(archives) from two years to two months. Concurrent with the
reduction in the requirement for CSB to retain Agency traffic,
the DDO registries will be required to maintain their holdings of
CIA traffic for two months. The CIA cable reference file can
then be reduced to an emergency backup file maintained on
magnetic tape. Two positions made available for other functions.
RACAL 9629 MODEM
Provides for accommodating up to four separate and indepen-
dent circuits onto one MODEM and leased line, thereby saving
either additional MODEMs and leased lines or additional
multiplexers. Deployed throughout (networks.
Savings - 195 man-days per year on an ongoing basis.
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tL Kt
Office of Communications - Continued
Universal MUX Configuration
Provides for multiplexing red and black signals by one vice
two multiplexers. Provides for bulk encryption for up to six
separate circuits by one KG-13 vice using a separate crypto for
each circuit. Deployed in
Savings - $320,000, 20 man-days/yr ongoing.
$320,000
Training Improvements
Computer-Aided Instruction (CAI): By the use of CAI, our
students are allowed more flexibility for self-paced instruction.
This is extremely time-consuming. The CAI is formatted with
automatic scoring which also allows the instructor to literally
be in two places at one time. = is expanding its CAI program
but at its present state, CAI is saving approximately 10 man-weeks
per year.
Classroom Renovation and Reallocation of Training Equipment:
Better than 60 percent of the operations training area of
is being renovated. The end
results of this effort will be consolidation of equipment which
will maximize training, freeing up floor space for newer tech-
nology, and purging training of outdated equipment.
Consolidation will intensify training and may reduce training
time. Better than a thousand square feet have already been
realized through renovation. Our electronic maintenance shop
believes it will save approximately six man-weeks by not having
to maintain old and outdated equipments.
Project DUE
Dictionary Upgrade Effort (DUE), Phase I, was completed in
May 1981. The one-year project consisted of a redesign of the
concept and approach used to automatically disseminate messages
through the Cable Dissemination System (CDS). Approximately
70 percent of all traffic is now processed by machine with a goal
of 80 percent at the completion of Phase II. Prior to
Project DUE, approximately 25 percent of the cable traffic was
machine analyzed.
Project DUE has lessened the burden on the cable analysts and
permitted them to more effectively and accurately disseminate
cable traffic. Savings - $120,000.
$120,000
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ECEI
Office of Communications - Continued
Statistical Multiplexer (STATMUX)
Provides for error-free transmission and allows
oversubscribing, both of which result in reduced leased line
costs. Deployed in four domestic sites. Savings - $12,000/yr
ongoing.
$32,000
OC Finance Branch Procedural Changes
The Finance Branch (FB) instituted several procedural changes
that resulted in more efficient operation and time savings to
FB employees. Listed below are some of the more noteworthy
improvements:
1. Deleted the requirement to post individual price
adjustments to each requisition. Control of costs has been
maintained with a monthly time savings of about two days.
2. Established a card system to identify pertinent infor-
mation on each contract. This system facilitated the pro-
cessing of billings through FB. The monthly savings in time
approximates 1/2 day.
3. Initiation of a travel order log to identify the type
of travel, cover of the traveler, etc. This has since been
computerized on the MAINS system and has been expanded to
include basic data of the travel order. Savings in time is
estimated 3-5 days per year.
4. Devised packages containing basic travel and
allowances data forms to complete an accounting for these
items. The purpose of these packages is to inform travelers
of their entitlements and make them aware of the forms
required to submit an accounting. A resulting saving of
about 1/2 day per month was realized.
5. Redesigned Form 2646 to permit payment of petty cash
claims at Decentralized Disbursing Offices. The savings to
FB is probably three to four hours per month.
6. Established a Decentralized Disbursing Office in the
to handle all monetary transactions for Agency
employees. This eliminated the necessity for a great many
employees to travel to other buildings. Cost saving was
estimated at approximately one man-year.
-4-
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.)LVt1L-I
Office of Communications - Continued
Recruitment Teams OS/OMS/OC
As a result of the Task Force Recruitment Team going to
Dallas, Texas, the effort produced a significant savings to the
U.S. taxpayer. The Team costs were $5,909 for two security
officers, one medical officer, and two communications officers.
If the 25 applicants had come to Washington, D.C. for three days
of processing, the Agency cost would have been $30,875. This
represents a total savings of $24,966. Additionally, the Team
made history by EOD'ing two ET employees one week after they were
interviewed in the field. Many offices and hands made this
possible.
$24,966
DATEX Program to Provide Message Relay to ODP Computer from CDS
The modification of the DATEX system software to provide
message traffic relay to ODP, COMET, and SAFE versus development
of a separate message switch system to provide the service saved
$300,000 in hardware costs and an undeterminable number of man-
hours that would have been required to write the software.
$300,000
Streamlined Overseas Processing
Prior to CY 1980, all
had to travel to
Headquarters at least two times to prepare the required forms
necessary for In CY 1980,
we instituted the practice of dispatching two personnel officers
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OFFICE OF FINANCE
Reduction of Agency Cashier Funds
Treasury funds held by Agency cashiers have been reduced by
$4,750,000. This results in an annual estimated savings of
$570,000 at an average borrowing rate of 12 percent to the
U.S. Treasury.
$570,000
Reduction of Disbursing Centers' Funds
Cash on hand in Agency disbursing centers has been reduced
and currency orders to the Federal Reserve have been stretched
out resulting in a savings of approximately $30,000 to the
U.S. Treasury.
$30,000
Improvement in National Program Bill Paying
Payments to National Program contractors have been switched
from Agency bank account channels to direct deposits of Treasury
checks, resulting in an estimated saving of $300,000 per year in
borrowing costs to the Treasury. This procedure also reduces
delivery time of vendor payments.
$300,000
Payroll Absorption of Workload
During Calendar 1980 pay cases (the number of people paid
through the payroll system including CIARDS annuitants)
increased from 21,459 to 22,374. This workload increase of 4.2
percent was absorbed by Payroll Division without an increase in
staff. This results in a cost avoidance of $43,598 and 2.4
additional workyears which would have been necessary to meet this
increase in work. The absorption has been made possible by a
series of productivity improvements made by Compensation Divsion.
$43,598
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Office of Finance - Continued
Reduction of Delinquent Travel Advances
In February of 1980, a concerted attempt was started to
reduce delinquent travel advances. At that time delinquent
advances numbered 870 with a total cash value of $1,335,752.
With the assistance of budget and finance officers throughout the
Agency, these advances were reduced to 260 cases with a value of
$381,395 by 31 May 1981. This resulted in a savings of $48,000 to
the U.S. Treasury.
$48,000
Improvement in Bill Paying Production
During the last 15 months, O/FIN increased the average number of
bills paid from roughly 3000 to 4000 per month, a 33 percent
increase. We also reduced the number of unpaid bills over
30 days old from 1200 to 300. This productivity increase was
accomplished with the assistance of the Office of Logistics and
contract and B&F officers throughout the Agency but without any
increase in staff in the Audit and Certification Division.
Savings cannot be measured in dollars but have occurred in terms
of hard savings to contractors through more timely payments, hard
savings to the Agency through better contractor relationships,
and through a decrease in complaint correspondence.
Discounts Taken
Many manufacturers and vendors offer discounts for prompt
payment of their invoices. Savings realized as a result of
taking advantage of discounts offered totaled $455,000 during the
period 1 October 1979 through 30 June 1981.
$455,000
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LUIThI
OFFICE OF LOGISTICS
Elimination of Logistics Services Division Budget Item of
$50,000 for a Mini-Computer
INFO, a data base management system which enables the building
of small, easy-to-use data bases, has been installed under CMS
software. This package will be used to automate current manual
operations, such as the recording of Property Pass information
and the tracking of LSD work orders, and will reduce the time
required to run the CRAMS (Agency Space) project.
FY 80 LSD budget item for
mini-computer for LSD
requirements $50,000
OL 1/4 portion of $20,000
cost for CMS version of INFO
package
$ 5,000
$45,000
Printing Plant Consolidation
The Special Printing Plant, located in Room GJ-56
Headquarters, was merged with the Main Printing Plant on 1 July
1979. This consolidation resulted in the elimination of seven
positions, the saving of 2,400 square feet of floor space, and
the avoidance of equipment and supply costs of over $300,000.
Significant unquantifiable benefits relating to the functional
efficiencies that resulted from operating one plant rather than
two should also be noted. $532,000 has been saved since plant
consolidation. Of this figure, $392,000 results from manpower
savings and $40,000 was saved as a result of the turn-in of 2400
square feet of space.
$532,000
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LUHLI
Office of Logistics - Continued
Acquisition of Web Press
The Printing and Photography Division installed a web offset
printing press in January of 1980. Utilization of this press
saves the Press Branch one man-year for each year it is used.
This device also makes improved quality and decreased job turn-
around possible; and because the web press uses roll paper
rather than cut sheets, selected paper costs are reduced as much
as 40 percent. A savings of $86,000 has been realized since the
installation of the web press. This is a combined labor and
materials savings figure.
$86,500
Muller-Martini Saddle Gatherer
This piece of bindery equipment supports the operation of the
web press by providing an improved means of finishing (collating,
stitching, trimming) the web's output. This machine reduces book
finishing time by a third. A labor savings worth of $10,125 has
resulted from the installation of this machine in February of
1980.
$10,125
ETECS Full Page Composition
Selected National Foreign Assessment Center (NFAC) publica-
tions are currently undergoing automated full page makeup through
the improved utilization of the ETEC System by the Printing and
Photography Division (P&PD). This results in the savings of one
man-year for NFAC. P&PD's Composing Branch must expend a portion
of this saved man-year; however, there is still a net manpower
savings, and product quality and throughput are significantly
improved.
$14,000
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Office of Logistics - Continued
Press Comments Format Change
The format of the Press Comments publication was changed from
8 x 12 1/2 inches to 8 x 10 1/2 inches in October 1980. This has
allowed the Press Comments to be printed on the web press,
thereby, saving three hours each in the Press and Bindery Branches
on each of the four days that the publication is produced.
Utilizing the web press also effects a 40 percent paper
savings as a result of the smaller page size and the use of less
expensive roll paper. This change in format has resulted in
$13,000 in manpower savings, and $6,000 in materials savings.
$19,000
Directorate of Operations Technical Manual Duplication
The Printing and Photography Division (P&PD) is involved in
the reproduction of technical manuals for a component of the
Directorate of Operations (DO). Until recently, this
reproduction service was performed using costly and time-
consuming photographic processes. A reevaluation of the project
and available equipment led to the development of a system which
dramatically reduced the cost of supporting this activity. By
substituting xerography for photography, it has become possible
to save approximately $500,000 per year. This figure represents
labor and material savings.
$1,000,000
Negotiated Contract Savings
Negotiated savings for the period 1 October 1978 - May 1981
amount to $5,500,000.
$5,500,000
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Office of Logistics - Continued
Electric Powered Centrifugal Chiller
The recent (May 81) replacement of the steam powered
absorption chiller with an electric powered
centrifugal chiller for air conditioning saves an estimated $277
per hour at full load operation. In the course of one year, this
will reflect an overall savings of up to $598,000.
$99,666
No Cost Maintenance by the Corps of Engineers Reserve Unit
Utilization of reserve units of the Corps of Engineers to
complete annual engineering projects is expected
to represent a cost avoidance for FY-81 of $75,000. pro-
jects this arrangement will continue over the next several years
as part of a training program for the Corps of Engineers.
$75,000
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Office of Logistics - Continued
Extensive Use of U.S. Government Excess Property Lists
Additional property was acquired through Supply Division, at
the request of various Headquarters elements, from Government
excess property lists, totalling $155,449 for 1980. To date in
1981, the Agency has obtained $11,924 of property from other
Agency excess lists.
$277,373
Contract Information System (CONIF)
As a result of the 1977 centralization of the Contract
Information System (CONIF), a savings of six part-time employees
at the GS-06 level was realized and amounts to $42,000 per year.
It is estimated that the automated interface of the Contract
Information System (CONIF) and the General Accounting System
(GAS) has saved the Offices of Finance and Logistics 1.5 man-
years at the GS-06 level.
On-line retirement procedures were implemented to keep the
Contract Information System (CONIF) database free of settled
contracts. This reduced the database holdings by 50 percent and
the processing time for queries by at least 50 percent. With
room in memory for more storage and a more manageable data base,
it will not be necessary to acquire a new system which might cost
$200,000 to $300,000.
$419,000
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Office of Logistics - Continued
Direct-Readout Scale
The Preservation and Packaging Section
has installed one and ordered two more electronic direct-readout
type scales that mount integrally on forks of lift truck. This
speeds up packaging operation by permitting scales to be taken to
the job instead of vice versa, and virtually eliminates scale
queue up. The estimated savings is half a man-year at the rate
of $10.00 per hour.
$10,400
Material Cost Savings
Whenever practicable, fiberboard has been substituted for the
more expensive lumber and plywood utilized in cargo preparation.
The yearly saving amounts to $10,400.
The updating of the INSTAPAK Machine has enabled use of a
larger chemical reservoir and has resulted in a 10 percent
reduction in average unit price per lb. of chemicals.
$15,984 Total price of chemicals 1980
x .10
$ 1,598
$11,998
Forktrucks
Improvement in forktruck maintenance, etc., has warranted
extension of usable life beyond former ten-year period without
impairment of efficiency or service. Consequently, replacement
of four units in 1981 and six units in 1982 has been cancelled
and, instead, a maximum of five units is planned for replacement
in 1983. Units have an approximate replacement value of $25,000
each.
4
+ 6 =
10 x $25,000 =
$250,000
(181 & '82 cancelled)
less
5 x $25,000 =
125,000
('83 planned)
$125,000
(net saving during
3-yr. period)
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Office of Logistics - Continued
Forktrucks - Continued
The continuing program for forktruck economy has been paying
off gradually. The reduction of eight units in our operating
complement has reduced the contract maintenance charge by
$100/unit/month.
$100 x 8 x 12 = $9,600
Improvement in the operation of the units over the past few
years through the installation of battery charging meters on the
trucks to control charging rates has resulted in an average of
two less charging units per year required at a cost of $800 each.
$800 price of charging unit
x 2 number of units reduced
$1,600
$52,533
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OFFICE OF DATA PROCESSING
Competitive Procurement of Computer Equipment
Very substantial discounts have been provided by equipment
manufacturers in bidding on competitive procurements of ADP
equipment. Competitive procurement of disk drives and computer
memory has resulted in a savings of $3,000,000 in cost avoidance
since FY 1979.
3,000,000
Human Resources System
The new computer-based Human Resources System (HRS) (most
noticeably the PERSIGN II system) was implemented in 1980 at an
estimated development cost of $2.9 million. An annual savings of
approximately $760,000 will result as compared with the cost of
former personnel processes.
$760,000
Release of Computer Equipment
The release of an IBM 360/20 small computer system and the
transfer of the workload to main ODP computers have effected an
annual savings of over $53,000 in terms of equipment maintenance,
space, and manpower. Further, four positions were eliminated that
were previously assigned to support this work.
$145,750
Use of Excess ADP Equipment
The use of excess mainframe and minicomputer equipment since
FY 1979 has resulted in a savings of $2,100,000 through cost
avoidance as follows:
370/158 Mainframe plus peripheral equipment for:
Project TADS (OSWR)
$1,000,000
Project 4C (OS)
1,000,000
Minicomputer Equiment from Digital
Equipment Corporation for OS, OSO
and OCR projects
100,000
TOTAL
$2,100,000
$2,100,000
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OFFICE OF SECURITY
Office of Security Case Expeditor Group
In March 1980, the Office of Security (OS) joined the Office
of Medical Services in the assignment of an officer to the Office
of Personnel to screen out applicants who would probably be
disapproved. This initiative was intended to prevent the
expenditure of limited resources on questionable cases. The OS
contingent currently consists of
e total cost or tne
annuitants to ate as been tatistics kept since
June 1980 reflect savings in investigative costs, under the most
conservative interpretation possible, to be at least $165,000.
This estimate does not include the immeasurable savings in
investigative time realized in those cases where the OS expedi-
tors have obtained directly from the applicants information they
had failed to provide on the Personal History Statements. (C)
$129,300
Guard Program
Commencing in May 1980, we have made reductions in the Guard
Program, including the closing of entrances and realignment of
posts, that resulted in savings of $449,000 in FY 80 alone.
Additional savings of $835,500 through 30 June 1981 are antici-
pated. The estimated total savings for 3 1/2 years is
$4,149,000.
$1,284,500
GSA Leased Vehicles
To offset personal vehicle mileage costs incurred in the con-
duct of investigations and operational support, we have leased
120 vehicles from the General Services Administration. Resultant
savings in FY 81 are-expected to be $96,000.
$96,000
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Office of Security - Continued
Records Control Schedule Review
The SRD Records Control Schedule review has eliminated over
550,000 files. Cost savings directly attributable to this
program include an estimated $51,000 annually for files we no
longer retrieve, repair, review, and service. This destruction
effort has also eliminated the need for 6000 linear feet of mobile
shelving storage capacity in the new file room at
a saving of $162,000. Finally, the space needed to store t ese
documents would have been rented at $10, per square foot per year
for an annual cost of $12,000.
$225,000
Industrial Investigations
The Processing Section of SRD now conducts all pre-field
preparation of several categories of industrial investigations
which currently average about 500 cases per month. An estimated
saving of one-half workyear for a professional Clearance Division
desk supervisor has resulted, or a saving of approximately
$15,000 per annum. In addition, several days are eliminated from
the case processing time.
$15,000
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~)tLKC 1,
OFFICE OF TRAINING AND EDUCATION
Agency Off-Campus Program
The Program has offered a number of area studies courses for
training requirements within several directorates as an alter-
native to the expensive external area programs. A total of 188
Agency employees completed these courses at a cost savings of
approximately $109,222.
$109,222
External Training
The Training Support Division, via its screening process
under Title 5, has either transferred some requests to internal
courses or disapproved these requests, for a total savings of
$91,000.
$91,000
External Training--In-house Runnings
The Training Support Division has arranged and/or
administered three runnings of the Nuclear Weapons Advanced
Course usually given at the Interservice Nuclear Weapons School,
Kirtland AFB, New Mexico; two runnings of the Army's General
Transportation of Hazardous Materials course usually given at
DARCOM Headquarters at Savanna, Illinois; and one running of
NACSEM 5100 course usually given at Lackland AFB, Texas. For the
Nuclear course, 184 students were trained for a savings of
$102,960, to both the Agency and the Intelligence Community. For
the DARCOM course, 77 students were trained for a savings of
$55,255. For the NACSEM running; 9 students were trained for a
savings of $6,470. Total savings of $164,685.
$164,685
Management Training
Management and Administrative Training picked up one-week
management training of midcareerists eliminating the requirement
for a contract with AMA of $6,000. Savings of $18,000.
$18,000
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SLUHU1
Office of Training and Education - Continued
Intelligence Training
The Defense Industries Course and the Industrial Training
Course have been discontinued for a savings of $35,000, plus
staff.
$35,000
Use of Less Expensive Television Cameras
Television cameras are generally the most expensive item in
OTE's production inventory. The $42,000 RCA camera was recently
switched to a very serviceable $7,000 JVC camera. The RCA camera
is A recent purchase resulted in a
savings , .
$36,000
Consolidation of OTE and Operations Training Division
Television Facilities
The sharing of equipment and personnel by these two units has
provided better ualit productions. If similar facilities were
established at it would 25X1
have cost an additional $150,000.
$150,000
Conversion to Videotape From Film for Media Presentations
Produced In-House
An individual film presentation ranged in cost from $75,000
to as much as $150,000. Videotape presentations cost $25.00 per
60-minute cassette, and as a rule only one cassette is used per
presentation. Talent and technical crews are'salaried Agency
employees. Each production may range from 18 to 331 man-hours.
Since 1978, OTE has produced or has in process 18 videotape
productions. Total cost, excluding man-hours, is under $500. The
production of 4 films during a 4-year period would have cost
approximately $300,000.
$299,500
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Office of Training and Education - continued
Savings Through ROPE Testing
The Language School now pouches Recorded Oral Proficiency Exams
(ROPE) to individuals requesting language testing. There were
535 ROPE's requested. If Language School instructors were sent to
testing sites, their travel time and per diem would be con-
siderable. The savings on this activity is $26,792.
$26,792
PDP Computer
The installation of the PDP computer has resulted in savings
for OTE. Previously this work had to be handled on a contract
basis. The new savings (after the investment) for the last two-
year period would be about $25,000. Savings will continue to
accrue since the software utilization period extends beyond the
period under consideration.
$25,000
Items Received from Government Disposal Depots
various items from government disposal depots were received at
no cost0 The items include trucks, generators, forklifts,
road graders, typewriters, calculators, TV consoles, etc., which
mean cost factors are considerable if we had to buy the items
amounting to a total of $465,397.
$465,397
Counter Terrorist Tactics Course Vehicles
A total of 1,051 vehicles has been received. At a conser-
vative cost estimate of $800 per car, there is a savings of
$840,800. In the initial stages of obtaining cars, $2,500 was
received to purchase cars as a test case. Three cars were
bought, and it was thus felt that obtaining cars as is presently
done would be more cost effective.
$840,800
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Future Efficiencies Through Capital Investment
Data Processing
Payroll System
Logistics Integrated Management System
OF Field Accounting System
OL Field Property Accounting System
Travel Accounting
Computer Aided Instruction (0F, OTE, etc.)
On-line Records Retrieval and Search System with Records Center
Security Communications Improvement Program
Automation of all Language Related Records
Automation of Language Lab
Registration for Training and Conferences
Control of Codeword Material
Text/Software Package for PSD/OMS and Acquisition of word processing
system
Automation of CCCR/OMS (terrorist) data and tie it to SAFE
Acquisition of ScanTron Optical Mark Reader for OMS
Increase personnel/funds for software development
OC Recapitalization
New Building at Headquarters
New printing and materiel handling equipment
Utility reliability improvements
Improved energy efficiency of existing buildings and equipment
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Acceleration of Headquarters Secure Voice Program
Quantity buy on Capitalization Program
Headquarters Records Review to reduce filing equipment and
gain space
Technical Security Recapitalization
FY-1983 Theme Package on Terrorism
Construction of a Butler-type Building for Use as
Classroom
Purchase and installation of utility meters at housing
New Wing on the
by 20
facility to increase the capacity
New Classroom and Dormitory
Improvement of the
facility
Upgrading OTE's television production facility
Implementation of field PATB-II testing
Close down, consolidate, or make better use of
Improve Headquarters maintenance and operations (GSA) at
same or lower cost
Hammermill in lieu of SOMAT
Secretary/Word Processing Pool
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Future Efficiencies Without Adverse Impact
On Service or Resulting in Improvement in Service
Electronic Fund Transfer for personnel under cover and
"self-mailers" for financial statements
Putting most
into bonds
When an office moves, leave all furniture
Abolish Advance Work Plan (AWP) and Evaluation of Potential
(EOP) in Performance Appraisal Report (PAR)
Abolish the MG support conferences in Europe and the Far
East
Make more use of "blue blazer" protective force
Do polygraphs on recruits "up front"
Absorb pay cases (payroll) - FY-81 to FY-83 (and
absorb all , , OMS, etc., support for increase in Agency
T/O without increase in support T/0)
When an office moves, leave telephone numbers
Elimination of classification review (EO 12065)
Elimination of Freedom of Information Act
Establishment of a Regional Support Activity
Use of individual office personnel for some ADP programming
and maintenance ("do your own")
Decentralization of recruiting and payment of bonuses to
"head-hunters" and employees
Additional compressed and flex-time (when productivity can
be enhanced)
4-.' EGRET
STAT
25X1
STAT
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Do more up-front planning--reinitiate support annexes
Contract out secretarial services for unclassified work
Modification of standard overseas tour to three vice two,
years with fourth year optional
Use of retired annuitants to provide TDY support overseas
WAE
Reproduction of cables at eight lines per inch
Pool data terminals
Reduce copies of training reports
Increase competitive procurement
Component budgeting for terminals
Agency-wide information processing standards
Control and limit year-end funding (to preclude fund "dumping")
Reduction of ADP output products
Greater use of suggestion awards
Reprogram OS automated name check
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%J ?_ %...1\ L I
Future Efficiencies With Adverse Impact On Service
Reduction of number of conferences
Reduction of course duration/frequency/format
Midcare.er - five to four runnings
Introduction to CIA - fewer runnings
Conduct Career Counseling at Chamber of Commerce Building rather
than at
Use some TDY instructors L____]znd reduce PCS assignments
Use more TV and less live presentations
Elimination of all summer programs
(Students, fellows, Urban League, etc.)
Elimination of guards at tunnel and DCI garage
Elimination of off-campus program
Elimination of disseminating information on external training
Discontinue training registration and statistics report
Offer language program only on fixed schedule
Elimination of Special Language Programs (total immersion,
familiarization, etc.)
Conduct all management training at Chamber of Commerce
Building
Discontinue dental program
Less frequent medical examinations
Elimination of routine chest X-rays, spirometry
Close DCI Garage
Reduction of training time
Limit movement of secure or black telephones
Reduction of cable dissemination file
Close Center for Study of Intelligence
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Elimination of handwritten corrections, additions, and/or
deletions on cables and telepouches
Close Executive Dining Room
Elimination of Media Highlights
Increase sea shipments
Elimination of early-morning and afternoon shuttles
Elimination of chauffeurs
Elimination of pneumatic tube system
Put Genographics in PFPD
Cut off lights in all buildings at night
Reduce or eliminate most unclassified publications FBIS,
Heads of State, etc.
Make customers of printed products outside the Intelligence
Community pay for publications
Make FBIS and JPRS self-sustaining
Publications Review Commitee (reduce total subscriptions and
printing)
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Future Efficiencies Through Centralization Or
Elimination of Duplication
Collocation of 4-C and Ruffing or DDO center
Consolidation of micrographics
Consolidation of copier management
Standardization of Agency-wide equipment
Consolidation of graphics
Consolidation of TV and videotape facilities
Consolidation of transportation in OL (vice OL, ODIE, OSO,
etc.)
Centralization of OC support in the Domestic Networks
Division, OC (vice OC, OSO, and ODFTE)
Consolidation of all travel accounting (vice ODEiE, etc.)
Centralization of budgeting and management for personal
service costs
Consolidation of all financial management in OF (decentralized
finance personnel to report directly to OF)
Consolidation of all Agency medically related tasks, e.g.,
psychologists, VIP Health Program, occupational safety, etc.
Transfer of Overseas Medical Benefits Program to the Office
of Medical Services
Reexamine Information Handling Task Force Recommendations
Consolidate JPRS in P&PD
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