SENIOR PUBLICATIONS REVIEW COMMITTEE

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP85-00809R000300100002-0
• Release Decision: RIPPUB
• Original Classification: C
• Document Page Count: 9
• Document Creation Date: December 20, 2016
• Sequence Number: 2
• Content Type: MEMO

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APR,
.
MEMORANDUM FOR: Deputy Director for Administration.
FROM: James H.' McDonald
Director of Logistics
SUBJECT: Senior Publications.ReviewCommittee
1. Over the past four years, the magnitude,and multiplicity
of unclassified printing requested.of the Printing and Photography
Division, Office of Logistics. (PFPD/OL) , have increased substan-
tially. Pi~,PD has generally been totally.. responsive. to these
requirements from the publa,shing .component,, but not without a
cost to OL. Since much pf the, work was. custom produced using.
nonstandard materials and..labor-,intens,ive,production techniques,
substantial expenditures. for,,e,quipment and supplies were made, and
specialized talents and ski,l_ls.were required. The validity of
printing such material has been ,questioned ,a number of,times, and
P&PD has made it a practice to work, with,the publishers in
reducing either the complexity or extraordinary quality
requested. The Inspector General., in,i,ts last audit. of P&PD,
recommended that the Deputy Dire,ctor.of..Central Intelligence
(DDCI) establish a Publications, Review Group to look at the,
multiplicity and volume of.printing being, done with the view. of
eliminating the nonessentiaL. _.,
2. The then DDCI elected not ,to establish such a group
but felt that the directorates should be self-policing.
3. Little change was noted until_quite.recently, when both
the current Director of Central Inte.lligence,and the DDCI spoke out
on the necessity of concentrating our efforts on the,,,intelligence
mission of the Agency and ,re,duc.ing, the, amount of.publicity and
unclassified material being, made, available to the public. Since.
these statements, there has, been ,a _considerab.le reduction in
printing this type of material. We would expect to see this trend
continue as long as this,remain,s the position.of Agency. senior
management and it' is periodi.cally..reiterated. It is PFPD's
intent to continue to moni,tor,this area; and,,if we, see a marked
and sustained increase ixi.requir.ements of.this nature, we will
recommend 'that an' Agency. Publications, Review Group, consisting of
'
shed to
senior representative$ of each directorate be establi
review and approve'-the.printin,g.
James H. con
10L / /2f2
STAT
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Distribution:
Orig - Addressee
OL/PBPS~,-Offi'eial
OL/P#PS- Chrono
1 - D/L Chrono
1 - OL Files
OL-/PBPS . (1, April 198i)
:
O-DD/L: srp:I I(2 April 1.981), -
STAT
STAT
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CONFIDENTIAL
MEMORANDUM FOR: Deputy Director for Administration
FROM: James H. McDonald
Director of Logistics
SUBJECT: Proposals forllmprovements in Selected Agency
Activities
1. Attached for your consideration are proposals which,
if implemented, could possibly improve Agency activities in
previously identified areas. Attachment 1 is an abstract from
a nearly completed study on Copier Management Consolidation.
The in-depth study on this subject is scheduled for completion
on 1 April and it will be forwarded to you shortly thereafter.
The recommendations of that study are contained in this
abstract however, and its primary recommendation calls for a
total budget consolidation in a comprehensive copier
management system under the control of the Printing and
Photography Division, Office of Logistics (P&PD/OL).
Attachment 2 proposes the establishment of a Publications
Review Committee and the proposal contains alternatives for
the composition of the committee. It also cites the general
areas of responsibility, from our perspective, for the
committee. Attachment 3 proposes a consolidation of the
Agency's graphics facilities. Although the pros and cons of
such action are comprehensively listed, it is felt that this
particular proposal should be given further scrutiny by a
representative group composed of members from each of the
Agency's directorates.
2. It should be noted that these proposals are submitted
in rank order of importance, i.e., that the proposal for
copier management consolidation is the focus of our attention
at this particular time as it impacts on the activities of
several OL Divisions and is a readily attainable objective. I
can be ready to discuss these proposals in detail with you at
your convenience.
James H. McDonald
CONFIDENTIAL
Unclassified when detached OL 1 1138
from attachments
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COPIER MANAGEMENT CONSOLIDATION
ABSTRACT
With the arrival of marketable office copying equipment,
Agency components acquired copiers on an individual, ad hoc
basis. Central control of copiers began to be applied during
the early 1970's through the Records Administration Branch (RAB)
of the Information Systems Analysis Staff (now the Office of
Information Services). This was in response to concerns over
the proliferation of copying equipment, and a dramatic growth
in copying volume. Under RAB and later Printing and Photog-
raphy Division (P&PD), the office to which the centralized
management functions were eventually transferred, substantial
progress has been made in controlling the acquisition and use
of copiers. These accomplishments have been reached through
the continued efforts of P&PD to remain knowledgeable of
copier technology relative to Agency copying requirements;
the establishment of a database which provides an up-to-date
inventory and record of all Agency copiers, copier volume,
and related costs; and the'establishment of an approval chain
for all rental and purchase requests for copying equipment.
Despite the progress made in the management of copiers
it appears that improvements are possible. The present
system's strengths are that it meets the needs of the Agency
in terms of convenience and flexibility, allowing management at
the lowest levels the prerogatives necessary to accomplish its
various tasks. The weakness of the system is that the
piecemeal approach to the acquisition of equipment, along with
the lack of P$PD authority to enforce its recommendations,
is neither economically optimal nor administratively
efficient. With the budget authority for copiers decentralized,
the full savings potential available through life-cycle
costing and equipment purchase, equipment sharing and possibly
copy centers, competitive procurement of equipment, and more
precise alignment of equipment to copying volume requirements
cannot be realized. Furthermore, Procurement Division (PD)/
Office of Logistics and Audit and Certification Division
(A&CD)/Office of Finance have been under an administrative
burden resulting from the large number of contracts and
payment invoices. The recent implementation of contract
consolidation has reduced some workload in PD, but has
complicated bill paying procedures in A$CD. Finally, the
Office of Security has recommended ending the current practice
of uncontrolled copying in the Agency, a direct result of the
Kampiles affair.
Alternatives to the current situation may be listed in
order by degree of centralization:
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. 1. Total budget consolidation with the
establishment of a comprehensive copier management
system.
2. PEPD given performance, certification
authority.
3. Improve existing management procedures.
Total budget consolidation would allow the immediate bene-
fits of administrative ease in PD and A&CD, and savings result-
ing from equipment sharing and needed equipment changes. More
important, a planned comprehensive program of controlled copy
centers, competitive procurement, and machine purchases appears
feasible, and would result in a substantial reduction in over-
all copier costs. This alternative does require more positions
devoted to the system in order to insure that the present
level of service is maintained, that procurement and financial
activities are coordinated, and that maintenance and supply
problems are handled promptly. Also, this alternative requires
that the Office of the Comptroller be able to justify to OMB
examiners the copier program as a whole, for it will be
represented as one lump-sum budget figure.
The second alternative is a measure that would help to
alleviate the administrative burden without changing the
present management structure. If P&PD were allowed to certify
for services received on behalf of all users, its computerized
report of monthly usage may be used to verify costs for each
machine. This would allow PD to consolidate contracts by
vendor, elminating much of its paperwork. AMCD would only
need to work through P&PD to obtain performance certification
whereas certification is now required from each using
component. If it is desirable to manage copying equipment at
the lowest levels of the Agency organization, this alternative
allows it while streamlining administrative functions.
The third alternative does not change the present copier
management system, but specifies management tasks to be
performed that would improve current procedures.. Such
procedures include surveying the requirements of each equipment
request, more interaction between P$PD and Supply Division to
solve supply problems, and tracking of maintenance problems.
It is recommended that the first alternative of total
budget consolidation and the establishment of a comprehensive
copier management program be adopted. The management functions
should remain within P$PD where the technical expertise is
available to enhance decision making. The comprehensive
program should be established in consultation with the Office of
Security to satisfy security requirements. The Agency
Information Handling Architect should also be kept informed of
copier management developments.
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SENIOR PUBLICATIONS REVIEW COMMITTEE
1. The purpose of establishing a Senior Publications Review
Committee is to ensure that effective methods and
economics are used in the design and reproduction of
Agency printing requirements. Establishment of this
panel, with a DDA or OL senior official as chairperson,
will provide an Agency forum for review and
coordination of programs which have significant impact
on the policy and resources of the Agency graphic arts
facility.
2. The proposed composition of the panel is as follows:
Alternative #1
Senior DDA Official as chairperson, with
representation mom OL, OS, OC, ODP, NFAC,
S&T, and DDO.
Alternative.#2
Senior'OL'Official as chairperson, with
representation as in Alternative #1.
3. The recommended areas of responsibility are as follows:
a. To act for the DDA with regard to policy
decisions for questionable publishing requests such as
Agency directories, or reproduction of material
involving possible copyright infringement.
b. To coordinate and review significant require-
ments involving the release of material to unclassified
channels; e.g., the Document Expediting Service (DOCEX),
Library of Congress; Superintendent of Documents (Sup
Docs), U.S. Government Printing Office; Federal Depository
Library Program (FDLP), U.S. Government Printing Office;
and the National Technical Information Service (NTIS),
U.S. Department of Commerce.
c. To review significant requirements involving
the production of material in support of public
relations,rocruitment, etc. In most cases, these projects
require procurement of special paper and inks and may
even require interface with outside consultants.
4. It is recommended that the concept of a Senior Publications
Review Committee be adopted. It is suggested that the
composition of the committee be in the form proposed in
Alternative #1. Subsequent to the selection of committee
members it would be appropriate to expand or contract the
areas of responsibility as the committee sees fit.
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CONFIDENTIAL
Consolidation of Graphic Facilities
1. The benefits which could be derived from a consolidation
of Agency graphics facilities are as follows:
a. Centralization of artistic talent to provide
increased customer services.
b. Consolidation of abilities would allow
positive, upward career development for individuals.
Ic. Expanded workforce through consolidation/
centralization would maximize employee resources
to allow around-the-clock service where needed.
d. Maximized utilization of space,
especially in view of the possibility of shiftwork
and shared workspaces.
e. Potential financial savings through
quantity procurement of graphics supplies and
materials.
f. Reduced management and administrative
overhead.
g. Provision of a more convenient physical
means for promoting an automated (computerized)
graphics system, or for. sharing existing systems.
This would allow for shared databases and backup
capability in case of downtime. Currently there
are several known systems in use throughout the
Agency.
2. While the above represent positive considerations, the
idea of consolidation is not without some negative aspects:
a. The physical separation of various Agency
components would present a logistical difficulty in
providing instant responses to requestors; for
example, NPIC and OT$E at Chamber of
Commerce.
b. Physical separation also presents
problems in transporting proposed and finished
artwork between buildings and inhibits customer/
artist interface. The latter can be particularly
disruptive in providing a satisfactory product to
the customer.
CON FI DENTIA
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CONFIDENTIAL
c. The various disciplines of Agency
components may present problems concerning special
security clearances and responses to specific
component/customer needs and deadlines.
3. A listing of known graphics shops in the Agency
follows paragraph 4. The DDSET/OTS graphics shop is not
included because of the highly specialized products it
produces, which are then reproduced exclusively in-house.
However, OTS personnel do use the G.enigraphics equipment
resident in OGSR, Headquarters. The graphics shop in
support of OD$E Field Operations has been omitted because
of the special nature of its product. The DIA and Army
graphics shops at NPIC are mentioned only because they are
supported by the NPIC photo lab and print shop.
4. OL believes that further consideration of the concept
of consolidated graphics facilities requires an in-depth
study across directorate lines. Such a study would provide
a basis for collectively evaluating current personnel levels,
component mission and functions, and other factors necessary
to pursue this issue, and to reach an informed decision.
CONFIDENTIAL
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