RECENT DDA EFFICIENCIES AND COST SAVINGS

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP87-01146R000200040007-0
• Release Decision: RIPPUB
• Original Classification: S
• Document Page Count: 53
• Document Creation Date: December 19, 2016
• Document Release Date: July 11, 2005
• Sequence Number: 7
• Publication Date: January 1, 1981
• Content Type: MF

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SECRET
MEMORANDUM FOR: Deputy Director for Administration
I
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
SECS . ET
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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.
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 addit~~na~- `ficiencies and
Attachments:
A. Recent Efficiencies and
Associated Cost Savings
B. Future Efficiencies
cc: ADDA, w/atts
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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
3
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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
$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
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
SEC'
$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 $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
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
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
Total $6,005,750
Office of Security
Office of Security Case Expeditor Group $129,300
Guard Program 1,284,500
GSA Leased Vehicles 96,000
IPMS Bulk Purchase Savings 388,000
SANCA Name Deletions 34,300
Card Index Conversion to microfiche 65,700
Records Control Schedule Review 225,000
Industrial Investigations 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
ECREC,
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Office of Training and Education - Continued
Management Training
Intelligence Training
Travel Reimbursement
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
CTTC Vehicles
V Production Studio
nergy Conservation Program
$ 18,000
35,000
12,500
36,000
150,000
299,500
26,792
25,000
465,397
840,800
113,000
66,000
72,000
Total $2,524,896
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OFFICE OF INFORMATION SERVICES
Combining the Agency Archives and Records Center
In June 1979, the Agency Archives and the Agency Records
Center were me;-=A into nnA ganization, thus allowing the
elimination ofi 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 o erience to do the
job. To review OSS records, we have used ersons hired under
independent contracts at a cost of $452,0 . 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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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 base stations and several
field stations for a total reduction These 25X1
positions were then reassigned to sa is y new priority require-
ments. The total saving of this realignment of personnel is
approximately
The Information Cont ort Services Division, was
reduced in March 1980 by 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
overtime with a net savings of $500,000 per year. 25X1
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, NETSUM, and others, have improved
efficiency; use ot MIS 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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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 's 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.
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Office of Communications - Continued
Universal MUX Configuration
Provides for multiplexing red and black signals by one vice
two multiplexers.
separate circuits
i t . Dep oye 25X1
Savings - $320, 00, 20 man- ays 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 o erations 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.
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$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 tti 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
o handle all monetary transactions for Agency
emp oyees. M15 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 r of the Task Force Recruitment Team going to
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,
had to travel to
Headquarters at least two times to prepare the required forms
necessary I uIn CY 1980,
we instituted the practice of dispatching two personnel officers
from Headquarters to assist graduating personnel in
filling out thel We estimate that approxi-
mately did not have to travel to Headquarters
in CY 1980, and a savings of $14,432 was realiz This fiaure
was arrived at by using the following formula: 25X1
each losing eight hours work at an hourly wage of (GS-08).
223 x 8 x $8.09 = $14,432.
Miles a for approximately 100 employees to drive 25X1
for processing purposes, medicals, and security
briefings would amount to five trips each or $11,150. (100
employees x 5 trips each x average of costs from 25X1
@$22.30 = $11,150.) Assuming that 30 (arbitrary figure) of these
students were married, their spouses and dependents would have
incurred living expenses for two nights in the rea at 25X1
$50 per night for a savings of $3,000. mileage of these
costs would amount to another $600.
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Office of Communications - Continued
Streamlined Overseas Processing - Continued
Normal processees during the remainder of the year will total
approximately 100. Considering the time lost from work
(approximately 800 hours @$8.09 per hour x 2 trips @ 4 hours each,
OC will realize savings of approximately $6,472). Two trips for
each wife will result in another $4,460 in savings.
$40,114
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OFFICE OF FINANCE
Reduction of Agency Cashier Funds
25X1 funds held by Agency cashiers have been reduced by
This results in an annual estimated savings of
a an average borrowing rate of 12 percent to the
U.S. Treasury.
$570,000
at 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
Payroll Absorption of Workload
During Calendar 1980 pay cases (the number of people paid
through the a roll 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
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 r
the U.S. Treasury.
esulted in a savings of $48,000 to
$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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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
Approved For Release 2006/11/03: CIA-RDP87-01146R000200040007-0
 Approved For Release 2006/11/03: CIA-RDP87-0114680.00200040007-0
10 M
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
fie!