SUGGESTION AWARDS PROGRAM

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP70-00211R000700150015-1
• Release Decision: RIFPUB
• Original Classification: S
• Document Page Count: 4
• Document Creation Date: January 4, 2017
• Document Release Date: August 28, 2006
• Sequence Number: 15
• Publication Date: February 1, 1958
• Content Type: REPORT

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SUGGESTION AWARDS PROGRAM
The Suggestion Awards Committee at its
December 1957 meeting considered 18 sugges-
tions and voted to adopt 17 of these. Awards
totaling 910 dollars, ranging from 10 dollars
to 355 dollars, were granted. These 17 sug-
gestions represent tangible savings to the
Organization of over 12,495 dollars in the first
year of adoption, plus many intangible ben-
efits.
Of these 17 suggestion awards, 7 were from
one department. This fact reflects credit on
the supervisors in that department who im-
proved the qualty of the suggestions by stim-
ulating and helping the employees to present
their ideas.
One suggester improvised a more accurate
way to measure developer solutions in fifty-
gallon drums. He attached to large tanks of
developer a scale showing graduations in
quarts and gallons. He fastened a metallic
cable from a cover, floating on the solution,
to a marker, riding in a groove on the scale.
As the tank filled or emptied, the floating
cover changed position, thus changing the
position of the marker to indicate the amount
of solution left in the tank.
Another suggestion proposed a convenient
way to arrest the rusting of printing equip-
ment by spraying the metal with liquid wax.
A suggestion of limited application proposed
that hand trucks be equipped with an auto-
matic warning device in the form of a small
tumbling bell attached to the wheels.
Still another suggester recommended a
water-saver flexible nozzle with a built-in
valve, controlled by a spring, which cuts off
immediately when water pressure is on. This
device is used for filling photographic and
photostat tanks to eliminate the waste and
slopping of water.
The Committee voted a cash award to one
suggester who devised a more efficient way to
set type for a certain Table of Contents by
making and using a special one dot em matrix.
This doubled the speed, prevented running out
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-of the style of type now used, and cut down
errors and frustration of operators.
A cash award also was voted for a recom-
mendation that when a linotypist sets the
boldface subheads for a certain publication,
he copy the Table of Contents, which is identi-
cal to the required subheads, instead of labori-
ously searching for subheads. A saving of 48
minutes on each 400-page manuscript was
estimated.
Another suggester proposed that a slant-
back metal viewing board be installed on each
layout table, and at the press inspection
tables, to hold original copy for comparison
viewing. Each board is to be equipped with
sufficient permanent magnets to hold copy to
this board in. an upright position. This idea
will not only prevent damage to copy, some of
which is borrowed and very valuable, but also
save labor time.
Other thoughtful award-winning sugges-
tions facilitated Organization operations.
One suggester proposed the establishment
of a uniform abbreviated system for cables to
cover headings, addresses, distributions, and
other constant indicators. His award was for
355 dollars, based on tangible savings of 11,000
dollars in the first year of adoption plus other
intangible benefits. Book Dispatch No. 414,
as amended by Book Dispatch No. 446, de-
scribed this new technique.
Two officers independently suggested
amendments to our transmittal dispatch pro-
cedures. One suggested abolishing them in
certain instances; another proposed a system
of packet dispatches for certain situations.
For these suggestions, the Committee voted
to award 125 dollars to the first suggester and
175 dollars to the second, based on intangible
benefits. The product of these suggestions is
Form No. 1236 which is already in effective
use.
An award of 15 dollars, based on intangible
benefits, was paid for a training device which
has been adopted in a modified form. This
device makes related maps and charts visible
when color slides are being shown in darkened
rooms.
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MANAGEMENT TOOLS
RECORDS MANAGEMENT AND OUR SPACE
PROBLEM
Do you have a space problem? More than
likely you do if your office is as overcrowded
as some.
Have you ever thought, however, that per-
haps you have a records. problem instead?
Here's an Organization office where this was
the case.
Thirty-one cabinets were poorly arranged
because their weight had to be distributed
along main floor beams. The aisle was nar-
row and there was little work space for per-
sons using the files.
But see what was made possible by elimi-
nating the need for just 5 cabinets.
The remaining 26 cabinets were realigned
along the walls for quicker reference. A wider
aisle increased efficiency. Work space and
tables were provided for researchers.
You too can gain more space, perhaps re-
lieve a floor loading problem, or simply keep
your present volume of records in bounds.
Here are several ways to do this.
USE THE RIGHT TYPES OF FILE FOLDERS
AND GUIDES. IF YOU WANT YOUR FILES
TO LOOK LIKE . . .
THIS . . .
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It's a fact! You can gain up to 30 percent
more filing space by following these tips:
? Use heavy-duty pressboard folders only if
lighter weight kraft ones would have to be
replaced during the active life of the files.
A heavy-duty folder requires over three
times as much space as a kraft folder and
costs 23 cents more.
? Use file fasteners mainly for case or project
files. Use loose filing whenever you can.
It requires less space and up to 50 percent
less time.
Fasteners and heavy-duty folders eat up
filing space. The chart below shows what
can happen in a typical file.
WHAT HAPPENS WHEN YOU USE
FASTENERS AND HEAVY-DUTY
PRESSBOARD FOLDERS
(Assuming each folder
holds about 1/3" of material)
NO. OF
DRAWERS
REQUIRED
300 lighter weight
folders, no fasteners
300 lighter weight
folders, one fastener
300 pressboard
300 pressboard
folders, one fastener
300 pressboard
folders, two fasteners
USE THE RIGHT TYPES OF CARD-FILING
EQUIPMENT
For instance, a 1,200-card visible-index safe
cabinet takes up about six sq. ft. of floor space
and costs about 440 dollars. In comparison,
the tray shown in the next column holds the
same number of cards, can be stored in a file
drawer, and costs only about 5 dollars. Build-
ing Supply Rooms have these trays for dif-
ferent card sizes.
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This comparison does not imply that visible-
card files should not be used. On the con-
trary, visible-filing systems, with their many
advantages for posting, signaling, and rapid
reference, do have a definite place in today's
modern offices. The point is simply this - the
need for a visible system should be carefully
weighed against.the additional costs for equip-
ment and space.
The demand for greater efficiency, and in-
creasing curbs on space, have brought forth
many improvements in card-filing equipment.
In particular, units are more compact to
bring more records within reach of the clerk
and to reduce the outlay for space and equip-
ment. One of these units may be the answer
to your problem. See your Records Officer or
contact the Records Management Staff for
advice.
Future articles in this series will give you
more help in relieving today's space problems
and will provide standards for better space
utilization in the new building.
EMPLOYEE BENEFITS
Next month we will publish a special issue
of the Support Bulletin, devoted exclusively to
employee benefits, which will cover such
things as widows' benefits, retirement, medical
and insurance coverage, and welfare funds.
This Bulletin will be widely distributed and
should be retained for future reference.
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THE MILITARY RESERVE FORCES
All employee reservists in the Organization
have now been classified into mobilization
categories and this information furnished to
the military services. The article "Military
Reserve Status Information" in the February
1957 issue of this bulletin describes these cat-
egories. Employee reservists may now ascer-
tain their mobilization category from their
administrative or personnel officers in the Or-
ganization.
This classification program is tied in with
current legislation applying to the reserves,
particularly the Reserve Forces Act of 1955.
This Act requires the Services to maintain a
constant screening of the Reserve Forces to
eliminate from the Ready Reserve all individ-
uals who are not immediately available for
active duty in event of emergency. The Ready
Reserve is designed to meet the augmenta-
tion requirements of the Military Services in
a brush-fire type of emergency or during the
early phases of a war or general mobilization.
It, therefore, includes all of the organized
portion of the Reserve Forces and is to be kept
in. an advance state of readiness. The Stand-
by Reserve, on the other hand, is essentially
a non-organized pool from which the experi-
enced personnel needed for the secondary
phases of a war or general mobilization would
be obtained through a process of selective
service.
The Ready Reserve is liable to be ordered to
active duty in case of war or national emer-
gency when proclaimed by the President as
well as when declared by the Congress. In the
case of an emergency proclaimed by the Pres-
ident, however, Congress has reserved the
right to determine the number to be called.
The statutory limit of the Ready Reserve is
now 2,900,000 including members who are
serving on extended active duty with the Reg-
ular Forces. Members of the Ready Reserve
are expected to attend regularly scheduled
drills when possible in -addition to annual
periods of active duty for training, and are
eligible to receive pay for this participation.
Reservists who no longer have a statutory
obligation to remain in the Ready Reserve are
required by their service to sign an affidavit
agreeing to continue as a Ready Reservist for
a stated minimum period.
The Standby Reserve is subject to active
duty only in time of war or national emer-
gency declared by the Congress, and under
the present concept none of-its members, even
at such times, will be ordered to active duty
until tie Selective Service System has deter-
mined whether the Standby Reservist is more
essential to the defense effort in the military
service or in his civilian pursuit. In other
words, although Standby Reservists remain
subject to military control under appropriate
conditiDns, Selective Service determines their
availatility for military service. Members of
the Standby Reserve who perform Reserve
training or complete required correspondence
courses are entitled to the award of retire-
ment and promotion-point credits just as are
members of the Ready Reserve. They will not
be paid for such participation, however, nor
will they be eligible to receive pay for periods
of acti-ie duty for training.
Organization reservists overseas who have
receive?i a Selective Service Reserve Question-
naire should fill it out as fully as possible, sign
it and return through channels to headquar-
ters. When the individual receives notifica-
tion of his Selective Service System ca`-_gory,
he should advise his administrative or person-
nel offi.:er in order that this information may
be included in his Official Personnel Folder.
GIMMICK ATTACHED TO PAY PLAN
The Administration's new Federal employee
pay-raise plan includes a gimmick designed
to make grade-to-grade promotions more at-
tractive to the Classified employees who win
them.
Here's the plan :
All Classified grades except GS-18 have
several within-grade pay steps thru which
employ=es advance on a seniority basis. And
all exec pt GS-16, 17, and 18 have 3 longevity
grades for employees with extra-long service
in partcular grades.
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