CAT II FUTURE EFFICIENCIES THROUGH CAPITAL INVESTMENT (U)

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP84-00933R000200230004-3
• Release Decision: RIPPUB
• Original Classification: S
• Document Page Count: 85
• Document Creation Date: December 16, 2016
• Document Release Date: July 12, 2005
• Sequence Number: 4
• Publication Date: August 4, 1981
• Content Type: MF

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4AUG1981
MEMORANDUM FOR: Deputy Director for Administration
25X1 FROM:
CORE or king roup
SUBJECT: CAT II Future Efficiencies through Capital
Investment (U)
oop g 41-lo S_.
l
1. Future efficiencies that could be realized by near-term
capital investment are summarized in the attachment. There are
three categories of capital investments:
- CAT IIA - Those requiring capital investment
in the 4th quarter FY-81.
- CAT TIB - Those requiring capital investment
in lst quarter FY-82.
- CAT ITC - Those requiring capital investment
in FY-82.
All of the CAT IIA items have been submitted to the DDA as unfunded
requirements. CAT IIB and IIC items will be surfaced as unfunded
as we proceed into the new fiscal year.
2. All of this information will be included in the final
report but is submitted now in hopes that it will receive early
consideration for reprogramming Agency funds this fiscal year.
25X1
Attachment:
As stated
THIS MEMORANDUM WILL BE UNCLASSIFIED
WHEN ATTACHMENTS REMOVED
WARNING NOTICE
INTELLIG6+CE SOURCES
ARD METHODS INvoLVfvptoved For Release ')SAAR/,pm ~. IA-RDP84-00933R000200230004-3
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CAT II FUTURE EFFICIENCIES
THROUGH
CAPITAL, INVESTMENT
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S E C R E T
OFFICE
TITLE
SAVINGS
New Printing Equipment
$248K/Yr.
Logistics Integrated Management System
$1000K-$1500K
OL
Property Accounting System
$265K/Yr.
OL
OL
Utilities Reliability Improvements
Improved Energy Efficiency of Existing
Buildings & Equipment
$1200K/Yr.
OL
Takeover Headquarters from General
Services Administration
$2900K/Yr.
ODP
Capital Investments to Improve the Pro-
ductivity of ADP Central. Service User
Community
$1670K/Yr.
ODP
OS
Increase in Funds and/or Positions for
Software Development
Technical Security Recapitalization
$412K
OS
Security Communications Improvement
Program (Project SCIP)
$51K
OS
FY-1983 Theme Package on Terrorism
$150K
OMS
OMS
OMS
OMS
Develop Text/Report Writing Software
Package
Acquisition of Two Scan-Tron 5098
Optical Mark Readers
Acquire a Dual-Station NBI-3000 Word
Processing System
Automate CCCR Data Input
$40K/Yr.
$16K/Yr.
$15K/Yr.
$60K/Yr.
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S E C R E T
OFFICE
TITLE
SAVINGS
OMS
Implement Field PATB-II Testing
$100K/Yr.
OIS
On-Line Records Retrieval and Search
System
$154K/Yr.
OIS
Control of Top Secret Collateral
Material
$22K
OIS
Headquarters Records Review
$207K
OF
Field Accounting System
TBD
OF
Payroll System
$98K/Yr.
OF
Logistics Integrated Management System
$27K/Yr.
$1.42K/Yr.
OTE New Special Operations Training Course
Classroom
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OTE Computer Assisted Language Instruction
OTE Automation of Language Lab
OC Acceleration of Secure Voice Program $1.4M
OC Modify Black Telephone Service $134K/Yr.
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$250K
$220K/Yr.
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S E C R E T
CAT IIA CAPITAL INVESTMENT TO SAVE MONEY IN FUTURE
1. NEW PRINTING EQUIPMENT
The acquisition of a laser platemaker in FY-82 will automate
the production of printing plates and reduce the need for the photo-
graphic process traditionally required in offset lithography. This
is expected to result in a film cost savings of $80,000 per year,
and a labor savings of two man-years, or $56,000 per year, in pre-
press operations. Efficiencies resulting from the replacement of a
26-year-old 48-inch single-color press in FY-82 are expected to save
a man-year in the press room with a dollar value of $28,000. Replace-
ment of two 40-inch presses in FY-83, and their consolidation in a
single four-color 40-inch press will save an additional man-year in'
press room staffing requirements. The installation of an Atex 8090
Mini-Edit text editing system in NFAC, which will interface with ETECS,
will permit more efficient utilization of personnel and faster job
throughput thus saving the Agency, not necessarily the Printing and
Photography Division (P&PD), an estimated two man-years while
improving product quality. In total, the estimated material and
manpower savings resultant from the planned initiatives will be
$248,000 per year.
TOTAL COST
$1,200K
BUDGET
SURGE
550K. 4TH QTR 1981
SAVINGS
248KYr.
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S E C R E T
Install broad-based line conveyor in receiving/shipping area
(reduce cargo handling, save time anddmanpower). Estimated: $25,000
. Expand use of "Instapaking" (save an estimated 1-1/2 years on
material and man-hours). Estimated: $15,000
Procurement of six each Raymond Extended-Reach Forktrucks (gain
optimum use of Depot floor space). Estimated: $114,000
Procurement of two electric forktrucks (should give an estimated
1/2 man-year saving/year). Estimated: $30,000
Replace sawdust waste evacuator (improve environment and enhance
safety). Estimated: $20,000 -
Replace antiquated Depot heating units (improve environment and
enhance safety (Real Estate and Construction Division should provide
costs). Estimated: Unknown
Construct temperature-controlled room
Depot-storage space now used for hazardous materials).
Estimated: $20,000
(release prime
Relocate ARS //1 (should provide a saving of at least two man-
hours/day). Estimated: $5,000
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S E C R E T
TOTAL COST
229K
BUDGET
SURGE
80K 4TH QTR FY81
SAVINGS
$38.5K/Yr.
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S E C R E T
3. LOGISTICS INTEGRATED MANAGEMENT SYSTEM (LIMS)
The primary intent of the LIMS project is paraphrased from the
project Goal: To develop an integrated management system that
recognizes and reacts to service requirements . . . enhances
operational efficiency, effectiveness and productivity . . .
increase(s) automation in OL information handling (and processing
transactions) . . . supports worldwide OL (and Agency) operations.
interface(s) with Agency accounting, budget, and payment processes.
The foremost objective of LIMS is to dramatically improve the Office
of Logistics' (OL) response to its customers, in terms of the
acquisition and delivery of requested and required goods and services
and support a rapid vendor payment process.
Quantitatively, the internal requisition and processing sequence
involving significant labor-intensive and paper-dependent processes
currently averages 55 days of throughput. Using the same or fewer per-
sonnel, the LIMS system will simplify processes, increase accuracy,
provide timely information, improve vendor relationships, minimize
bureaucratic procedures and, importantly, modernize the manner in
which business is conducted today and in the future. The benefits of
a LIMS system, with its projected responsiveness, will become
especially vital in supporting covert action programs and the exploi-
tation of targets of opportunity.
Perceived automation within LIMS will: electrically link a
minimum of Ito the OL materiel support
system (and, in concert with CRAFT, be expanded to include about 0
absorb/consolidate at least eight presently
autonomous OL data base systems; expedite transactions involving
more than
enhance the management of worth of onhand inventories;
effect efficiencies in handling in excess of 33,000 shipments
annually; streamline a myriad of procedures involved in handling
in excess of 68,000 line items contained in 32,000 requisitions;
significantly reduce today's paperwork shuffle and its associated
costs of clerical effort, filing, logging, labor--and the generation
of more than 1,000,000 xerox copies annually, within the supply and
procurement functions.
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S E C R E T
SURGE Need 189K 1st
Qtr 1982
Q
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S E C R E T
The development of an Agency standard automated package for
property accountability will provide a vehicle to track Agency world-
wide assets valued at The system will replace existing
labor-intensive, paper-dependent processes, and correct inefficiencies
associated with the explosion of autonomously developed non-standard
property systems at the user level. Automation of the property
accountings process will diminish requirements for support professsionals
overseas; thereby providing for an increased operational presence, free
ODP manpower resources to undertake new automation initiatives, and
provide deployment of modern property accounting methodologies in the
1980's and 1990's.
*Excludes OL Inventory Assets.
TOTAL COST
$135K
BUDGET
-0-
SURGE
Y,135K 1st Qtr FY-82
SAVINGS
$265K/Yr.
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S .E C R E T
Capital investment in a new building on the Langley Compound
for consolidation of the Headquarters organization can achieve annual
savings in excess of $5,300,000 by 1985. This figure is comprised of:
b. Reduction in the number of Federal Protective
Officers
c. Reduction in costs of TEMPEST testing and
countermeasure design
d. Employee lost man-hours on the shuttle
e. Reduction of shuttle operating fund
f. Motor Pool employee reduction
g. Courier personnel reduction
h. Reduction in reimbursement for use of POV.
TOTAL COST $200,000,000
BUDGET $$250K FY-81
SURGE $$2010K 1ST Qtr 1982
SAVINGS $$55300K/Yr. 1985 Out
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S E C R E T
OFFICE OF LOGISTICS
CAT IIB CAPITAL INVESTMENT TO SAVE MONEY IN FUTURE
6. UTILITIES RELIABILITY IMPROVEMENTS
Construction of a special chilled water loop to cool high
heat load operational equipment separate from main building cooling
systems could cost an estimated $825,000. Primary advantage is that
concentrations of electronic equipment which cannot be accommodated
by the regular building air conditioning can be placed on this
system. Where some of this equipment must be run after working
hours, it can be accommodated far more economically by servicing
only the room directly involved rather than running all the space
in that entire side of the building. For instance, to run one office
on the seventh floor, at present, involves operation of two main air
handlers covering 81,000 square feet of space at a cost of approxi-
mately $22 per hour. This same office could operate for 30 cents
per hour if served by the proposed chilled water loop or a 98.4
percent savings on present operating costs of over $8,000 per season
in this one area.
TOTAL COST
BUDGET
SURGE
SAVINGS
825K
$8.25K 1ST QTR FY82
(see note)
Note - The initial $825,000 would build the main risers
forming the trunk of a system that could then be
developed incremently. The savings would accrue
according to the rate of development of the
potential. The main advantage is to be able to
cool areas beyond the capability of the building
system. Savings are secondary advantages.
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S E C R E T
OFFICE OF LOGISTICS
CAT IIC CAPITAL INVESTMENT TO SAVE MONEY IN FUTURE
7. IMPROVED ENERGY EFFICIENCY OF EXISTING BUILDINGS AND EQUIPMENT
Caulk and Weatherstrip all Windows at Headquarters:
For an initial cost of $339,671, an energy savings of $69,332
per year is estimated to be possible.
Install Computerized Total Energy Management System for GSA
Operators:
For an initial cost of $819,896, an energy savings of $366,025
per year is estimated to be possible.
Install Variable Air Volume System in Certain Areas
in lieu of Constant Volume System Presently Installed:
For an initial cost of $2,016,798, an energy savings of $769,165
per year is estimated to be possible.
TOTAL COST
$3,200K
BUDGET
-0-
SURGE
-0-
SAVINGS"
$1,200K/Yr.
"These savings will accrue to U.S. Government
rather than Agency.
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S E C R E T
OFFICE OF LOGISTICS
8. TAKEOVER HEADQUARTERS FROM GENERAL SERVICES ADMINISTRATION
In FY-1981, CIA will pay $13,500,000 in Standard Level User
Charges (SLUC) for the Headquarters complex. In turn, General
Services Administration (GSA) will spend an estimated $8,100,000 to
manage, operate, and maintain the complex. The difference in those
two figures represents a potential savings to CIA of $5,400,000,
assuming that CIA can operate the building at the same cost as does
GSA. Several factors can be expected to drive up the cost to CIA
and diminish potential savings.
a. Under CIA management, Headquarters customers will
expect better service. Aside from any questions of
the competence of the GSA service organization, GSA
budget levels are set at levels of 13 percent or more
below known requirements. We anticipate that CIA
requirements will be more fully funded, at an esti-
mated cost of $1,200,000.
b. There is growing recognition that the Headquarters
complex is aging and many of the utility systems
exceed their original life expectancy. Cost for
programmed replacement and major emergency repairs
will fluctuate widely from year to year. Average
annual costs for capital repairs and alterations
are estimated at $800,000 more than GSA presently
spends.
c. Whether CIA operates the facility with staff or
contractor personnel, there will be additional
costs imposed by the need to initially recruit
and clear, and maintain a pipeline for a service
cadre of approximately 335 persons. GSA is able to
minimize these costs by drawing from a pool of
available employees at nearby locations who are
awaiting clearances. Without a firm basis for cal-
culating any incremental costs, it is assumed the
personnel security requirements will cost $500,000.
The estimated added cost for CIA to operate the Headquarters complex
totals $2,500,000, which reduces the potential savings to $2,900,000.
That figure is judged to be very conservative. This analysis assumes
that the $8,000,000 in reimbursable work funded by the Agency is
accomplished by the GSA at cost, an assumption that also tends to
understate savings.
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S E C R E T
TOTAL COST
$10,600K FY-81
BUDGET
$13,500K FY-81
SURGE
SAVINGS
$2,900K FY-81
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S E C R E T
OFFICE OF DATA PROCESSING
CAT IIB CAPITAL INVESTMENT TO SAVE MONEY IN FUTURE
1. CAPITAL INVESTMENTS TO IMPROVE THE PRODUCTIVITY OF THE
ADP CENTRAL SERVICE USER COMMUNITY
This user community includes software developers and those
engaged in software maintenance, production functions and data
entry. This group includes professional and the "do your own"
occasional programmer. A conservative estimate of this
population is~sers Agency-wide (the current number of VM
timesharing USERIDs). The goal would be to increase support
slots and provide funds to produce a ten percent improvement in
ADP productivity.
A ten percent productivity improvement for a population o
VM users, estimated as devoting 25 percent.of their time to AD
functions results in estimated savings of $2.74 million dollars
annually.* The investment required to produce this savings can be
roughly estimated as 20 slots (5 trainers, 5 customer support
personnel, 5 technical writers and 5 programming tool developers),
for an annual cost of $.57 million dollars and an additional
$.50 million dollars for procurement of commercial software (program
development tools, etc) and a pool of external contract funds to
support human engineering efforts on existing or new software.
The net annual savings is therefore estimated as
$1.67 million dollars ($2.74M-$1.07M=$1.67M). Over a ten-year
period this savings amounts to $16.7 million dollars.
Estimated on the basis of $28,500 annual (burdened)
ODP salary. Annual Savings ($) = (.10 savings)x(.25
ADP tasking)x(3,850 users)x(28,500 salary) _ $2.74M
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S E C R E T
TOTAL COST
BUDGET
SURGE
_,070K/Yr.
20 Positions $570K
Software support
~~500K
SAVINGS $1,670K/Yr.
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S E C R E T
2. INCREASE IN FUNDS AND/OR POSITIONS FOR SOFTWARE DEVELOPMENT
Many cost savings recommendations derive from the benefits of
automating manual systems or redesigning currently automated systems.
ODP and the Agency in general are currently underinvested in the
software development area: additional funds and/or slots for ODP
or other components would mitigate this problem. Cost savings
would of course depend on the specific application automated, but
just in terms of the specific computer systems addressed by DD/A
components the savings can be expected to aggregate to well in
excess of $500,000 on an annual basis.
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S E C R E T
Repetitive nibbling away at carefully programmed, long-term
cycled funding of our equipment has been
counterproductive. Increased unit cost, deferred purchases
subject to inflation factors, tremendous wear and tear in
pouching and constant advances in technology, all have resulted
in apital equipment inventory inadequate
in quantity and s a e-o - e-art.
has been particularly hard hit by chronic under-
capitalization. Approximatelyl will be required to
overcome many years of underfunding in these programs. Price breaks
resulting from large purchases would save approximately $412,000.
Avoiding the inflation impact resulting from out-year purchases
would cause additional savings.
$412K
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S E C R E T
OFFICE OF MEDICAL SERVICES
1. DEVELOP TEXT/REPORT WRITING SOFTWARE PACKAGE THAT WILL INTERFACE
WITH PSD INFORMATION RETRIEVAL SYSTEM
Develop a generalized text/report writing software package that
will interface with Psychological Services Division (PSD) data
analysis and information storage and retrieval system. The cost is
approximately $140,000. The savings associated with the development
of this software will include the 3,000 hrs/yr currently spent
writing text for Psychological Test Battery skills bank reports
($40,000/yr). Furthermore, this software will provide report-
writing capabilities which will permit PSD to respond much faster
to other routine report-writing tasks. (This package was endorsed
by ODP on 28 July 1981 and will be forwarded to the next Comptroller's
meeting for approval.)
TOTAL COST
~140K
BUDGET
SURGE
SAVINGS
$40K/Yr.
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S E C R E T
OFFICE OF MEDICAL SERVICES
CAT IIA CAPITAL INVESTMENT TO SAVE MONEY IN FUTURE
2. ACQUISITION OF TWO SCAN-TRON 5098 OPTICAL MARK READERS
Acquisition of two Scan-Tron 5098 Optical mark readers and Delta
Data 7268 terminal. Savings with the acquisition of this equipment
will be in the number of hours of maintenance on the IBM-1230 (300
hrs/yr); the amount of time currently spent handling, verifying,
and producing the card decks from the IBM-1230 (600 hrs/yr)
($8,500/yr), and the yearly cost of renting the IBM-1230 ($7,400).
Efficiency will occur in the form of improved Psychological Services
Division response time to consumers and reliability of the product.
A savings of circa $16,000/yr by replacing obsolete (often non-
functioning) IBM-1230's. The cost of the two Scan-Tron 5098 Optical
mark readers is $27,500 (already approved as unfunded requirement
for FY-81).
TOTAL COST
$25.5K
BUDGET
SURGE
$25.5K 4th Qtr 81
SAVINGS
$16K/Yr.
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S E C R E T
OFFICE OF MEDICAL SERVICES
3. ACQUIRE A DUAL-STATION NBI-3000 WORD PROCESSING SYSTEM
Acquire a dual-station NBI-3000 word processing system for the
Psychological Services Division (PSD) Assessment Branch. The cost
is $17,363. Efficiency will be measured mainly in productivity output
and accuracy per unit time spent at the keyboard. In general, the
more difficult (and the longer) the typing job, the more time is
saved by using the NBI-3000. This will allow PSD to reallocate
its secretarial resources and save one-half man years or $15,000.
TOTAL COST
$17.4K
SURGE
17.4K 1st Qtr 82
SAVINGS
15K/Yr.
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S E C R E T
4. AUTOMATE CCCR DATA INPUT AND/OR ACQUIRE ACCESS TO SAFE INFORMATION
Automate Counterterrorism and Crisis Response (CCCR) data and/or
acquire access to SAFE information with aid of computer terminal.
This will permit CCCR to perform more timely and accurate research
and analysis of terrorist groups and trends, and therefore update
and enhance their training and crisis management capabilities. To
achieve similar productivity without the computer terminal, if
it were indeed possible, would require an expenditure of at least
$60K (two analysts $30,000/yr).
TOTAL COST
$20K
BUDGET
SURGE
$20K 1st Qtr 82
SAVINGS
60K/Yr.
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S E C R E T
Implement field Psychological Applicant Test Battery-II (PATB-II)
testing - capital investment circa $50,000. Cursory survey conser-
vatively projects a savings circa $100,000 or more a year as fol-
lows: a reduction of TDY time of applicants in Headquarters;
reduction in psychometrist's time in testing and handling of skills
bank reporting; a gain of three weeks processing time for applicants,
and improved Psychological Services Division response time to
consumers.
TOTAL COST
$80K
BUDGET
SURGE
SAVINGS
$100K/Yr.
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S E C R E T
1. ON-LINE RECORDS RETRIEVAL AND SEARCH SYSTEM WITH RECORDS CENTER
(RAMS)
Using RAMS as a computer aid in servicing approximately 350
requests per day from Agency components for Records Center files will
save $154,000 per year in employee time devoted to manually filling
out and processing records requests forms. The electronic trans-
mission of records requests (instead of using a courier) will reduce
by one day, from approximately three, the time required for obtaining
a file.
TOTAL COST
BUDGET
SURGE
SAVINGS
$154K/Yr.
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S E C R E T
CAT IIC CAPITAL INVESTMENT TO SAVE MONEY IN FUTURE
2. CONTROL OF TOP SECRET COLLATERAL MATERIAL (TSCADS)
Developing a new software program for TSCADS to enable data
inputters to keep up with current workload will save $8,385 per year
in overtime salary costs. Developing a computer program to compare
data in TSCADS with component data as a means of conducting the annual
inventory verification of TS materials will save an additional
$13,900 per year in salary costs. Presently the verification process
is conducted manually by item.
TOTAL COST
BUDGET
SURGE
SAVINGS
$22,285
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S E C R E T
3. HEADQUARTERS RECORDS REVIEW TO REDUCE FILING EQUIPMENT AND GAIN
SPACE
The Headquarters records review, through reduction of records
holdings, will free 270 safes for reuse, thus avoiding future pro-
curement of an'equivalent number of now safes to accommodate
expanded operations or to replace those determined to be non-
secure. The cost of a new safe is approximately $768.
TOTAL COST
BUDGET
SURGE
SAVINGS
207K
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S E C R E T
The development of a field accounting system will simplify
the recordation and reporting of field financial transactions
without lessening the flow of management information or weakening
controls against fraud and waste. The system will electrically
feed detailed information from the field to Headquarters and
automatically record transactions, and allow for the production
of accounting and other management reports for electronic
transmission to the field. This project is closely related to
the goals of the DDO's CRAFT project. It will assist in making
the overseas station a more secure and efficient operation. At
this stage savings and costs cannot: be estimated.
TOTAL COST
BUDGET
SURGE
SAVINGS
$42K
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S E C R E T
The Agency will develop a new payroll system designed to
meet all foreseeable legal and management requirements and to provide
the services employees expect in, these times. The project requires
an initial input of people for systems design and programming, and may
require equipment purchases. At present the Office of Data
Processing has a request for 12 positions in the FY-1983 budget
to satisfy OF systems requirements. Equipment costs will not
be known until the options for meeting requirements
have been reviewed. The system will:
- Improve the input media for T&A data.
- Automate the amended T&A process.
- Provide automated calculation of rates of pay
and entitlements.
- Allow access to pay data on a current basis at all times.
- Develop pay history data.
Savings are projected as:
- Reduction in ODP work load ($39K)
- Elimination of overtime ($56K)
- Equipment rental/service ($3K)
TOTAL COST
TBD
BUDGET
FY 82=0 FY 83=$93K
SURGE
TBD
SAVINGS
$98K/Yr.
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S E C R E T
OFFICE OF FINANCE
CAT IIC CAPITAL INVESTMENT TO SAVE MONEY IN FUTURE
3. LOGISTICS INTEGRATED MANAGEMENT SYSTEM -'VENDOR PAYMENTS*
Payment of vendor and contractor bills is dependent on a system
of manual procedures and interfaces between Agency offices, the Office
of Logistics and the Office of Finance. In concert with the develop-
ment of the Logistics Information Management System an automated
vendor payment system will be developed which will reduce usage of
overtime and ad hoc task forces. This system will also lead to
improvement of the Agency's invoice payment process - both timeliness
and accuracy. There will be an accompanying improvement in the
Agency's ability to realize discounts and effectively manage cash
flow to ensure payments are neither early nor late.
TOTAL COST
BUDGET
SURGE
SAVINGS
27$ K/Yr.
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S E C R E T
OFFICE OF TRAINING & EDUCATION
The value of TV cameras related test and editing equipment and
specialized props is approximately $525,000. This is a modest facility
which responds to program requests from all components of OTE and
several non-OTE components. Because of the increased use of TV pro-
duction as a training medium, there is a requirement to expand OTE TV
program production quantitatively but more import qualitatively. Most
of our TV productions are 10 minutes or more. Current commercial rates
are $1,000 per finished minute. To bring
facility to minimum professional quality, s needed. We
estimate we will amortize the ~n the first 18 months
of operation.
TOTAL COST
BUDGET
SURGE
SAVINGS
$142K/Yr.
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S E C R E T
Construction of a butler-type building for use as a Special
Operations Training Course classroom. This would free up the west
wing of the TV studio at
for offices, prop and costume storage. resen u use' OF L117
building will be increasingly difficult to schedule as the number
of TV productions increase. Currently, production must stop (due
to the noise) whenever students enter or leave th TV studio build-
ing. Also, frequent ingress and egress reduce the efficiency
of the air conditioning system, essential for reliable TV equipment
operation. The estimated cost for the classroom is $60,000 which
would contribute substantially to improvement in TV productions and
efficiency of approximately $500,000 worth of equipment.
TOTAL COST
BUDGET
SURGE
SAVINGS
$$ 60K
Better utilization
of TV production
area.
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S E C R E T
OFFICE OF TRAINING & EDUCATION
In 1979 the Office of Personnel Management reported on computer
assisted instruction applications in several fields which resulted in
a 30 percent reduction of the instructor staff with no dimunition of
quality of learning. While none of these applications exactly paral-
lel language training, there is reason to believe that some aspects
of language learning lend themselves to computer assisted instruction.
For example, use of particular verbs, repetitive sentence structures,m
vocabulary drills, etc. We doubt that instructor positions can be
reduced by computer assisted instruction. The benefit would be
increased proficiency in foreign languages for Agency employees.
TOTAL COST
BUDGET
SURGE
SAVINGS
Improved efficiency
in language training
S E C R E T
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S E C R E T
Language learning is labor intensive. Much can be accomplished
in routine drills by automating the system. Currently, the student
listens to a recorded tape. Many innovations are possible by tying a
CRT to a visual presentation of the language. The initial cost of
equipping the language laboratory and the self-learning center would
be approximately $200,000. The return would be a general improvement
of language proficiency.
TOTAL COST $200K
BUDGET
SURGE
SAVINGS More efficient lan-
guage training
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S E C R E T
OFFICE OF COMMUNICATIONS
CAT IIA/B CAPITAL INVESTMENT TO SAVE MONEY IN FUTURE
1. ACCELERATION OF SECURE VOICE PROGRAM
Acceleration of installation of the secure voice switches
in the Headquarters building and the satellite buildings will
permit elimination of the red telephone system, the gray telephone
system, and the 758-C switch at Headquarters for a savings of
approximately $500K a year. Options on the present contract would
result in a savings of an additional $900K by avoiding the inflation
costs which are part of the present contract.
TOTAL COST _ $6,719K
BUDGET $6,517K
SURGE Grids $702K 4th Qtr
FY-81
HHs switches $2685K
Out switches $1337K
STU-II 1st QTR 82
~1368K
SAVINGS 1,4M
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S E C R E T
2. MODIFY BLACK LINE TELEPHONE SERVICE*
Replace the 351-2000 to 3999 service with new switches located
at South Building, Chamber of Commerce and Ames Build-
ing. A one-time charge of $212K will result in telephone billing
savings of $11.2K per month over existing service.
TOTAL COST
$212K
BUDGET
-0-
SURGE
$212K
SAVINGS
134,400 per annum
*Funds have been provided for this effort.
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SENDER WILL CHECK CLASSIFICATION TOP AND BOTTOM
Ap
UNCLASSIFIED
CONFIDENTIAL SECRET
OFFICIAL ROUTING
SLIP
TO
NAME AND ADDRESS
DATE
INITIALS
I
WON
z
`-2 DF
2
3
lj
4
5
6
ACTION
DIRECT REPLY
PREPARE REPLY
APPROVAL
DISPATCH
RECOMMENDATION
COMMENT
FILE
RETURN
CONCURRENCE
INFORMATION
SIGNATURE
Remarks :
Enclosed is a copy of the memorandum that
the DDA sent to the DCI via the DDCI with
Attachment A of our Recent DDA Efficiencies
and Cost Savings package.
Also enclosed is a copy of the draft of
Categories III, IV, and V.
FOLD HERE TO RETURN TO SENDER
FROM: NAME. ADDRESS AND PHONE NO.
DATE
Sharon (O-DD/L) 1
7-24-81
 Approved For Release 2005/08/22 : CIA-RDP84-00933PR F1.0
DDA 81-1170/9
:2 0 JUL
OO
ODP
I:ThNOI:ANl1U?.I FOR: Director of Central Intelligence COPY f OR YOUR
VIA: Deputy Director of Central Intelligence IWFORMATWOU
FRG1: Harry E. Fitzwater
Deputy Director for Administration
SST;,; ((;`. ; Directorate of Administration Efficiencies and Cost
Savings
REFEtl E: Memorandum for DCI from DDA, Subject, Cost Reduction
and Efficiency, dated 4 June 1981, DDA 81-1170/1
'h-i accordance with the reference, attached are efficiencies and
assocli,i.c::;. cost savings achieved in the Directorate of Administration
since i":'-79. I asked that this report cover the period from FY-79 to June
1981 in c +. c:ler to correct any misperception or impression that the
Directo1-to of Administration has not been concerned with improving
effic:i.erln.:i.es and cost savings. (U)
2, The savings enumerated in the attachment are considered remarkable
since tI,,l Administration Directorate non-personnel services budget for FY-80,
Fl-81, and FY-82 are all less than the FY-79 budget in terns of constant
dollar. Also, the Administration Directorate is more heavily impacted by
inflat ion, particularly that resulting from energy and materiel costs, than.
any other Directorate. That the Administration Directorate was able to
achieves significant savings in this environment can be directly attributed
to cont.i.rnuing. efforts to "do more with less." (U)
3. Several cautions regarding the magnitude of the cost savings shoiNm
in the attachment should be observed:
a. The savings shown cover the period from FY-79 until 30 June 1981,
but for ?1 given item, savings are shown only for. this period since the
implementation of that item, i.e., inclividual savings could cover a period
as l.orn; is two years and nine months or as short as only several months. These
savings would be even larger had we chosen to show total "life-cycle" savings.
b. 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 communications
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
25X1
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3072
 Approved For Release 2005/08/22 : CIA-RDP84-00933R000200230004-3
because the approach taken is that most commonly used in calculating
savings within the government.
c. 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.
U. Finally, any reduction in personnel is considered a savings,
even 1f these personnel were reassigned within the same component, provided
it wou.l.Lt have been necessary to request additional personnel to meet new
requ.Lrci,,ents which were levied on the component during the same time frame.
The tr}1':,i3 is simply to state the obvious, that these statistics could be
intez-lp 1' ted in different ways. Far more important than the dollars shown is
an'urderstanding of the substance of the efforts made to achieve greater
e fici t r:.ies and cost savings. (S)
},? -tn accordance with the CORE program we will be submitting to the
Agency`:. ;1iorkirig Group many other ideas for consideration to achieve
additic,-,-.:1. efficiencies and savins in the future. After these are-
c'
cons.i.de:+?;: zJ. by the Agency CORE group they may be presented to the EXCOM for
further consideration, (U)
25X1
Hari E. F
DD'~:1IEFit~:}~ ct:er:cn (17 Jul 81)
Distribution:
Orig ;:[CJ w/atts
1 - 1 w/atts
1 11\
1 Corot w/atts
t-1" - FDA Sub j w/atts and background
1 - FDA Chrono
1 - HF: E Chrono
1 - Oj L,
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 Approved For Release 2005)8 "&rA-RDP84-00933R000200230004-3
Rec,e:nt DD,t Effi;:cier,.cLes and Cost Savings
Chairman, DDA Cost Reduction
and Efficiency ;'orz..in Grou-
'v~ riexignofwa, mom and
NO
6.
7.
8.
10. I
r
13.
FORM 61 0 USE PREVIOUS
1-79 EDITIONS
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P 1 o
 Approved For Release 2005/08/9 M-ff 84-00933R000200230004-
16 JUL 1981
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.
WARNING NOTICE
INTELLIGENCE SOURCES
LAND METHODS INVOLVED
SECRET
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 Approved For Release 200
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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.
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 additionaLefficiiencies and
savings in future years.
Attachments:
A. Recent Efficiencies and
Associated Cost Savings
B. Future Efficiencies
SECRET
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 Approved For Release 20d94'A-RDP84-00933R000200230004-3
SUBJECT: Recent DDA Efficiencies and Cost Savings
Distribution:
1 - DD/OIS
1 - DD/MS
1 - DD/ODP
1 - DD/Fin
1 -- DD/Sec
1 - DD/OTE
1 - DD/L
1 - C/DND/OC
SECRET
3
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 Approved For Release 2005/08/22 : CIA-RDP84-00933R000200230004-3
RECENT EFFICIENCIES
AND
ASSOCIATED COST SAVINGS
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 'Oft r #0
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.EXECUTIVE SUMMARY
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
$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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 Approved For Release 2005((L12f1 -RDP84-009338000200230004-3
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
Streamlined overseas Processing
Office of Finance
Reduction of Agency Cashier Funds
Reduction of Disbursing Centers' Funds
Improvement in National Program Bill Paying
Payroll Absorption of Workload
Reduction of Delinquent Travel Advances
Improvement in Bill Paying Production
Discounts Taken
$120,000
32,000
24,966
300,000
40,114
Total $6,878,680
$ 570,000
480,000
30,000
300,000
43,598
48,000
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
Printing Plant Consolidation
Acquisition of Web Press
Muller-Martini Saddle Gatherer
ETECS Full Page Composition
Press Comments Format Change
Directorate of Operations Technical
Manual Duplication
Negotiated Contract Savings
Electric Powered Centrifugal Chiller
$45,000
532,000
86,500
10,125
14,000
19,000
1,000,000
5,500,000
99,666
137,500 25X1
75,000
Extensive Use of U.S. Government Excess
Property Lists
Contract Information System (CONIF)
Direct-Readout Scale
Material Cost Savings
Forktrucks
277,373
419,000
10,400
11,998
52,533
100,000
Total ' $8,390,095
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Sir I
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
SANCA Name Deletions
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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Office of Training and Education - Continued
Management Training
Intelligence Training
Use of.Less Expensive Television Camera
Consolidation of OTE and Operations Training Divison
Television Facilities
Conversion to videotape From Film for Media
Presentations Produced In-house
Savings Through ROPE Testing
PDP Computer
Items Received from Government Disposal Depot
$ 18,000
35,000
12,500
36,000
150,000
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299,500
26,792
25,000
465,397
840,800
113,000 25X1
66,000
72,000
Total $2,524,896
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TAB
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 Approved For Release 2005/09ttkq,rfP84-00933R000200230004-3
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 14 persons hired under
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
six employees, thus saving 7,606 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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TAB
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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 contfact 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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TAB
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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
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positions were en reassignea y 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.
positions have been made available for other functions wit in t e
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
25X1 MAINS, and others, have improved
efficiency; use ot VM, 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.
25X1
25X1
25X1
SECRET,
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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 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
25X1 Approval of a revised ]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 domestic and foreign networks.
Savings - 195 man-days per year on an ongoing basis.
25X1
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Office of Communications - Continued
Universal MUX Configuration
25X1
25X1
Savings - ~320,000, 20 man- ays yr ongoing.
Provides for multiplexing red and black signals by one vice
two multiplexers. Provides for bulk encryption for up to six
separate circuits b vice using a separate crypto for
each circuit. 25X1
$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
25X1 be in two places at one time. is expanding its CAI program
but at its present state, CAIving approximately 10 man-weeks
per year.
Classroom Renovation and Reallocation of Training Equipment:
Better than 60 percent of the operations training area of
25X1 is being renovated. The end
results ot is 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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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
25X1 Building to handle all monetary transactions for Agency,
em oyees. This eliminated the necessity for a great many
employees to travel.to other buildings. Cost saving was
estimated at approximately one man-year.
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Office of Communications - Continued
Recruitment Teams OS/OMS/OC
As a result of the Task Force Recruitment Team going to
25X1 the effort produced a significant savings to the
U.S. taxpayer. The Team coats 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
representsa 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
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OFFICE OF FINANCE
25X1 Reduction of Agency Cashier Funds
Trea
funds held by Agency cashiers have been r
edu
ced by
This results in an annual estimated savin
gs
of
$570,000 at an average borrowing rate of 12 percent to
U.S. Treasury.
th
e
$570,000
25X1
Operating bank account balances have been reduced
by
roughly
25X1
I lat an estimated annual savings of $480,000
to
the
U.S. Treasury.
$480,000
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
25X1
Payroll Absorpt-ion of Workload
During Calendar 1980 pay cases (the number of people paid
through the payroll system including CIARDS annuitants)
increased 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
25X1 advances numbered with a total cash value of $1,335,752.
With the assistance o budget and finance officers throughout the
Agency, these advances were reduced toF---~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, 0/FIZZ 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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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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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 fo`r 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 approxima=tely $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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SECRET
Office of Logistics - Continued
Electric Powered Centrifugal Chiller
The recent (Ma 81) replacement of the steam powered
25X1 absorption chiller with an electric powered
centrifugal chiller tor air con itioning 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
25X1
:SECRECY
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SECRET
Office of Logistics - Continued
Extensive Use of U.S. Government Excess Property Lists
25X1 In 1979, obtained airborne equipment repre-
senting cost avoidance of $70,000. In 1980,
25X1 obtained in the amount of
$40,000, rom overnmen excess . The estimate for
1981 and through the next several years is expected to continue
25X1 at the $200,000 level ($70,000 for and
w is represents substan-
$130,000 for
1 11
tial savings through cost avolaance.
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
25X1
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SECRET
Office of Logistics - Continued
Direct-Readout Scale
The Preservation and Packaging Section of the
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 ('81 & '82 cancelled)
less 5 x $25,000 = 125,000 ('83 planned)
$125,000 (net saving during
3-yr. period)
25X1
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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
25X1
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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 Equilnent 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 one full-time GS-13 professional
employee and four contract annuitants. The total cost of the
annuitants to date has been $35,700. Statistics 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-
of investigations and operational support, we have leased
I Jvehicles from the General Services Administration. Resultant
savings in FY 81 are expected to be $96,000.
$96,000
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25X1 Office of Security - Continued
SANCA Name Deletions
Over the last two years, the indices Section of the Security
Records Division (SRD) has identified some 800,000 entries sub-
sequently deleted from the Security Automated Name Check (SANCA)
indices. The Systems Support Branch/SRD was able to remove the
unneeded names from SANCA by supplying the Security file numbers
to the Office of Data Processing. Deletions are now routinely
accomplished at the Ruffing Center. This eliminates an .
estimated 2.45 GS-06 workyears within SRD for an annual savings
of some $34,300.
$34,300
Card Index Conversion to Microfiche
During the same period, the 3 x 5 card backup system was con-
verted to microfiche, which is automatically generated from the
SANCA magnetic tapes. By eliminating the need for GS-04 clerks to
manually extract and destroy each index card, SRD estimates that
the 800,000 deletions processed by machine represent a one-time
savings of some $6,000. Since new cards are no longer created,
there is a continuing savings of an estimated $1,700 yearly.
Finally, the phasing out of the card index released 400 feet of
valuable floor space to the new file review project. This area,
25X1 if rented in the at $10 per square foot per year,
would cost Security $4,000 annually.
$65,700
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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 $151,000 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 these
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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