REDUCTION OF DAILY OPERATING COSTS

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP85-00809R000100010025-2
• Release Decision: RIPPUB
• Original Classification: K
• Document Page Count: 3
• Document Creation Date: December 14, 2016
• Document Release Date: February 19, 2003
• Sequence Number: 25
• Publication Date: November 4, 1974
• Content Type: MF

Approved For?lease 2003/05/05 : CIA-RDP85-008090100010025-2
I%i,/A 74-47g4
4 NOV 1974
i if?MOPE D(JM FOR: Director of Co lirmlicar_ions
Director of Finance
Director of Jain . Computer Support
Director of Logistics
Director of Id edi_cal Sear vices
Director of Personnel
Director of Security
Director of Train:img
SUBJECT : Reduction of Daily Operating Costs
I. In the Director v s August Financial Guidance remora ndunh
this Directorate was given the task of instituting a. r ill.ti--face `.ed
program to help fight :Liflation -grid reduce daily operating costs
within the D.)/A and also on an Agency-wide basis. While the "double
digit" inflation. rate which has plagied us this year is expected to
slow some in 1975, prices are still expected to rise at a ll:i,gs~ rate we will. continue to pzy more just. to maintain the status quo.
2. In the last year we have 1 ket several steps to re `uce costs
while at the same time maintaining acceptable le els C'f' sC',:Cvic < it)
the
Agency. Some of these reductions have come c.l out as F result of GSA,
campaigns; others we have instituted on our own. `l ey include a re-
duction of resource related items (less heat and air c-,}.- ditiC ning,
encouraging carpools), a campaign to conse:~v p~,p =, A (1r.'ec'd._ir } c9!"gcl.d_)
displays and posters identifying supply item costs, and elimination
of items of supply which had slow-moving volume, had cheaper substitutes;,
or could be limited in Colors and style to reduce usage unlined
pads ' r E': ~T_.. s e
pat $1.17 ea ve.~stZ,.., h'tP i ~ until eC. ~ paY:~ate . m,~. i Y FLI, r:. xalt!Y t)1e)
Future plans include testing of a plastic en It ;hic tl. ca }r`1 'z 1:!
~~"~..5-5 tines and establishment of stricter criteria For r.ppro a1, Cl:
Ci0v ng machines.
:i. VI.^"t is needed now is a efj-*o -s to
doteymix'ie if we have truly covered- all tlh, b ses. I belie-ev t.br? co
is l,c, potential for :`eal +:i,itiol?al s av .l_? l:i is 7?u'`.)Cie :t: C .
and 1Oremos 4., is onco"Irn(Tem""i-It i.. ad S } z..; i 1 l;
, 1 1. 1. LrC:.f L iC)'1 on ?t.o. if E `it as
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ii 4 `544'(
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au-!d every manager. 1zow else are employees supposed to get the
message that we are involved in more than paying lip service to
.his task? As a beginning, I am suggesting that we re-examine
our management practices to encourage, by direction and exaiple,
changes in day-to-day activity which will lead to operating savings.
Some items which come to mind immediately are:
a. use speed letters for intr.-office correspondence;
b. encourage and accept pen and ink changes for minor
JIA errors on correspondence;
c. limit attachments on multi-addressee correspondence
to only those who need the attachment;
d. identify and take steps to stop receipt of excess
copies of correspondence and reports;
e. substitute cross reference log sheets in subject
files in lieu of creating and filing extra copies
of correspondence and reports;
f. require more quantitative comments about cost
consciousness on fitness reports to emphasize
management concern;
g. arrange for periodic briefings at staff meetings
by members of ISAS and the Office of Logistics on
high-cost supplies and services and alternatives
available.
4. If we are to reduce operating costs, it is essential that
it be dealt with as a command. responsibility. I believe that there
are many areas of potential clay-to-day savings other than those I
have suggested above. Each component should develop an operating
cost savings program and monitor the results. To evaluate the
effectiveness
effectiveness of our efforts, each Office should be prepared to
on its program at the January financial meeting and periodi-
ally thereafter.
JS f John E, Blake
John F. Blake
Deputy Director
.1 or
Administration
Approved For Release 2003/05/05 : CIA-RDP85-00809R000100010025-2
 STAT Approved For Release 2003/05/05 : CIA-RDP85-00809R000100010025-2
Approved For Release 2003/05/05 : CIA-RDP85-00809R000100010025-2