DOING MORE WITH LESS

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP83T00573R000300050005-2
• Release Decision: RIPPUB
• Original Classification: K
• Document Page Count: 35
• Document Creation Date: December 9, 2016
• Document Release Date: June 14, 2001
• Sequence Number: 5
• Publication Date: February 15, 1980
• Content Type: MF

Approved Fqr Release 2001/08/07 : CIA-RDP83T00573R000300050005-2
15 UEB 1980
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g..* .; iy ice, r.ing
Endorsed as high priority by ifDibT, DDA, DCI
0/Comptroller asked to examine P-ulem
? - See if there were approaches that warranted further study
Report back on options consLdered and recommendations
Vu-graph 2 - Doing More With Less Problem (Definition of Problem)
Resources (real $ and positions) declining last 10 years
Perception of increasing demarws on Agency
In order to do more with less, reed to further improve Agency
? performance
Vu-graph 3 - CIA Performance Assessmei_ Our goal)
Factors to consider:
- What are our objectives
- What processes do we use 0' turn objectives into products
and services
- Do these products/services have the desired effects and
do they relate back to cur objectives
We set out to see if a systeo tLC 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 nonGovernnent)
Vu-graph 5 - I-That is the CIA doing noa'
Productivity measurement (NP1C effort, DDA initiatives)
Productivity enhancement (use equipzent, naragement of
resources)
Evaluation - EPDS (DDO), Senior Review Panel (t:FAC)
In sum, there are initiatives; underway, but no real systematic
approach in the Agency.
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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 657. of Government activities
. Equates to 40% of ;IA activities (by funds)
Equates to 48% of ~3IA 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 becatse 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 - BHA Program. Approach (al::o approach NPIC used)
(Emphasize that productivity measures not used to compare one against
another, but to track performance of a component over tine)
Vu-graph 9 - BHA Statement of Objecti?res
(This is to show as an example - should point out concern for quality
and timeliness as well as numbar of cases)
Vu-graph 10 - BHA Outputs
(This is to show how outputs are uroken down to a point where you can
get a meaningful measure - different kinds of cases are weighted
differently)
Vu-graph 11 - What did BHA 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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 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 - broufht in word-processing equipment
and standardized texts
- staff/judge ratio - many Linings that could be done by lawyer
or paralegals rather than by judges
quality review - institute+l random sampling - improved quality
and less time-consuming
Vu-graph 12 - How does this apply to 10s>>
Ile need to ask ourselves several qu,_!stions .?. that will be addressed
in the next few vu-graphs.
Vu-graph 13 - What CIA functions couic be measured?
The top list are functions curmeaLly being measured elsewhere in
Government
In parentheses are those CIA o:tices that have similar functions -
many are in the DDA, some in b AC and DCI area
Lower list are more unique CA Iunctions arranged in order of easier.
to more difficult to measuee
Some experts say that some thins like long-range R&D cannot be
? measured; others say any useful work can be quantified
Vu-graph 14 - Mat Could be Gained:
Most important is potential c~ increase efficiency which relates
back to our original probieri - meeting increased demand with
fewer resources
What kind of gain can be expe-a ed - we don't know
- Probably not as great as BHA
- But since the CIA has bennaround this long without at systematic
approach to this ptobl_m' there are probably gains
. But aside from this, there are ether benetits to the line managers
involved
- Internal use
Use in describing co,mpor,enc to others
- Supporting data (for positions increases or impact new work-
load will have)
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 Vu-graph 15 - What are the risks?
? There may be no gain in efficiency (or in insignificant gain)
Certain costs depending on the i.evel 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 Goverment 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 Et\/HEW approach
Vu-graph 19 - What Now?.
These are the decisions that the ExCom is being asked to consider,
Approved For Release 2001/08/07 : CIA-RDP83T00573R000300050005-2
 .Appraved-For Release-2001/08/07 : CIA-RDP83T00573R0.0p300050005-2
 Approved For Release 2001/08/07 : CIA-RDP83T00573R000300050005-2
0
j
VT
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CA PerFormance
What are WE Trying to do (OBJECTIVES)
How do We Go About our. Job (PROCESS)
What are the Results (PRODUCTS, SERVICES)
Factors to Consider
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R. u M~~ r
Determine what.CIA. is.doing
Da'ta' call
Other government a e d-.zi
Hove-does' this apply to the.CIA...,..
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What Is.Th o M A Dohig flaw?
ProductMty Measurement
NPCI Exprmental System
01 Office. Frnance hiratves
ther Efforts
ductvty Enhancement
Standard Fo:rni
L7 I
I moved Mne~int o f- Resources
Evakitkm
w
a
'
D
s EPOS Sys`' ate E NFAC &ror Review Pant
0 Other Efforts
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How Are Others Addressing Problem
ecerai Government
strong congressional interest
o BLS measures 65% govern men". -Cou id'J C a
o OPM experimental effort (personnel)
e Other agencies ? performance improvement programs
m HEW program covers 3 %
o DoD, Interior, Treasury, Agriculture
 HEW program covers 89%
o ?oD, interior, Treasury, Agriculture
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How Are Others Addressing Problem?..,.
Private Sector
Federal Government
Strong congressional interest
~ ~ a~~nr~r ~ i~~t'~f~./ ~?r"t 3~! Y s~ rit~~~ t I~:.S'~ ~ ,~ ~.+-.:,
:; R( tVt.3/ i/a 1YY/ BLS pi v;,tiw+ ......, r
o BLS measures 65% government (could do 85%
o OPM experimental effort (personnel)
m Other agencies M performance improvement programs
 Approved For Release 2001/08/07 : CIA-RDP83T00573R000300050005-2
Summary of Bureau of Hearings & Appeals, SSA.Case Study
THE PROBLEM:
o 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
inn,r.ieamc""`f!~ ''fer1orm t"" Nt1tr! Yx?11rP C"f) ri'- 1)r'00K8+`1~t
o Brought in special management team
o 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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o Define objectives
o Determine gross outputs (only those that serve objectives)
o Identify lower-order outputs (products, services)-.
o Establish base year
Manhours of effort for each output (standard t~
i-ruUuLtulv1 .kv d'L31t c,t 11~.t .tLuyt1du di lUU .rJ
o Subsequent years - only need to track output
o Use data
e Compare productivity from year to year
o Forecast workload
Review resource utilization
o Support manpower aspects of budget,
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 Approved For Release 2001/08/0.7 : CIA-RDP83T00573R000300050005-2
Approved For Release 2001/08/07 : CIA-RDP83T00573R000300050005-2
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
..J 1-0 , ,... ,~ W
LIMITATIONS:. Certain federal regulations such as Social Security
Act
1 '
FREEDOMS: Judges are exempt from laws requiring performance
ratings and probation periods .
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;,,.,ASS OUTPUTS
)isahility
-health I nsurerce
"Black Lung"
BUREAU OF HEARINGS & APPEALS, SSA
PROGRAM OUTPUTS
ywr?* rr
T -New Initial Cases
Appeals C ilncir RPr"InHc
UNITS OF OUTPUT (STD TIME)
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?
1. Established production goals
2, Streamlined preparation process
,?, Balanced worldoad and emphasized ce3
5. Improved personnel management
6, Instituted new quality review system
79 Set up model offices to test innovations
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 Approved For Release 2001/08/07 : CIA-RDP83T00573R000300050005-2
it 11
HURm Dium-,an Tl-fls A&-okII-nly To The Agency?
11 e measured
What of ou'r fiflcto can
V L!
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What Optics do we have?
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WHAT CIA FUNCTIONS COULD BE MEASURED?
0 Functions measured elsewhere in government:
Communications (OC) Procurement (OL)
Personnel Management .(OP)
Printing & Publishing (OL, PPG)
Personnel 'investigations (OS)
Finance & Accounting
(OF)
Records Management (!SS)
Medical Services
(OMS)
Library Services (O'CR, 0 G C R
raining
(OTR)
Legal Services {)GC;"
STATSPEC
0 More unique CIA functions
Imagery Analysis (NPIC, O1A)
Technical Services (OTS)
All-source Production (Owl, OSR, DER, OPA)
Staff Functions (CCS)
Human Source Reporting (DDQ)
Research & Development .(ORD., ODE)
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What Could Be Gained?.
o Potential to increase efficiency and realize savings
Develop management in{f ormat on IL-f;,
Current use of assets
t.~i11 liv~4.~~ +r? ~.,5
i~ ai' naI Usv
? Provide comprehensive model of the component -
- enhance corporate memory
a Provide supporting data
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What Are The Risks?
There may be'no efficiency gain
i nere will be certain costs
Some Directorate resources
l-'e t, to if
May be perceived as unnecessary bureaucratic exercise
W May adversely affect employee morale
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What Can Be Done To Reduce Risks?
Strong management commitment
Clearly defined targets for improving performance
Thorough involvement and training of participants
o careful evaluation of process with feedback along
each step of way
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 Approved For Release 2001/08/07 CIA-RDP83TOO573R000300050005-2
Options Considered
Encourage, and monitor on-going activities
c Estate a sh ~- ces--~? ra poet of contact
o De13eIop an agency wide r gra ,,m
o Large cents' staff & consulting effort
OPTON 3:
e Start with pilot of-Forts
o Dfpand, to other offices
Some central staff && consulting
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EXCOM Encourage on-going
Support activities
MONO) ($500,000) ($150,000)
Central staff of 2
5
Staffing Centra Point of Central staff of
4-5
requirements contact Office level -- 15-20 Office level
:c::uu~ -:=s:iu:aisat' ?~r -.z __ ~?~^'c. "'-`~i'Z:iw+-+~'bz - ~7~s+ai~Haa~
,.;saw.. _ ;rys:.,? . r.;,;,
~t rt
111011
OPTION 3
Full commitment
commitment Start modestly
(part-time)
I)n rnnr1 Ve 2r i 5 TI an deal"S)
$500,000
$25,000
$30,000 $1,000,000 $175,000
t
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