MANAGEMENT TOOLS

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP70-00211R000700310002-7
• Release Decision: RIFPUB
• Original Classification: K
• Document Page Count: 6
• Document Creation Date: December 19, 2016
• Document Release Date: November 21, 2006
• Sequence Number: 2
• Publication Date: January 1, 2000
• Content Type: REGULATION

Approved For Release 2006/11/21 : CIA-RDP70-00211 R000700310002-7
H. R. 607. Increases annuities of retired
Federal workers by 10 percent, but would not
give this increase to those drawing 4,104 dol-
lars a year or more in annuities or to those
who now have. outside jobs paying more than
1,200 dollars a year. Also extends annuities
to widows of employees or retirees who died
before April, 1948. Approved by House Civil
Service Committee.
H. R. 8522. Consolidates in Section 9 of the
Universal Military Training and Service Act,
the provisions of law providing reemploy-
ment rights for ex-servicemen and reservists.
Approved by House. Pending in Senate
Armed Services Committee.
8. 25. Requires that future pay raise for
Government per diem (blue collar) workers
be made retroactive to 30. working days after
start of wage survey. Approved by Senate.
Pending in House Civil Service Committee.
S. 734. Increases the pay of classified em-
ployees by 71/2 percent. Approved by Senate
Civil Service Committee.
S. 27. Increases postal workers' pay by 71/2
percent, plus a two-year temporary 240 dollar
increase. Approved by Senate Civil Service
Committee.
IDEAS PAY OFF!
LARGEST CASH AWARD rr
R EMPLOYEES
S SHARED BY
In impressive ceremonies attended by the
also a substantial portion of the rest of the
Government. Measurable savings to the
Organization amount to be about 55,000 man-
hours worth one hundred and fifty thousand
dollars per year. This tangible saving will
continue to accrue for many years to come
and there will be many intangible benefits of
general application to a large part of the en-
tire Government as well.
The Chairman of the Suggestion Awards
Committee welcomed the Civil Service Com-
missioners and other guests and briefly ex-
plained the Organization's incentive awards
program,. noting that the suggestion awards
portion of the program deals with improved
efficiency in operations and is administered by
the Management Staff while the honor
rte..>nr.7^ v.?++;.,+-. ,^ nnnnorn ad with superior
try
of Personnel. The Chairma
nature of the improvemer+^ r^^?'+;r^- from
being
ee6
the suggestions of the fo
honored and commended each employee for
his contribution. He also commended the
evaluators and supervisors for their thought-
ful consideration of these suggestions.
The Director personally presented to each
of the four employees a Letter of Commenda-
tion from the Chairman of the Suggestion
Awards Committee, a Certificate of Apprecia-
tion signed by the Director and an award
check. One award was for four-thousand dol-
lars; two were for two-thousand dollars each
and one was for five-hundred dollars. The
Director expressed his deep appreciation both
personally and on behalf of the Organization
to each employee receiving an award.
The members of the Civil Service Commis-
sion were very interested in these particular
suggestions, and the Civil Service Commission
Chairman stressed the Government-wide im-
portance of the Incentive Awards Program
which produces many such excellent sugges-
tions each year. He told the group that, since
its inception, this program has been responsi-
ble for savings to the Government of approxi-
mately 312 million dollars and that Govern-
ment employees have received more than 16
million dollars in Incentive Awards.
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 Approved For Release 2006/11/21 : CIA-RDP70-00211 R000700310002-7
MANAGEMENT TOOLS
REPORTS MANAGEMENT
A sage old fire chief at a large Navy base
was questioned about fire regulations. "What
about reporting fire hazards?" he was asked.
"If you mean in writing, heck no!" he replied,
and then added, "By the time I got the writ-
ten word this whole place might be burned to
the ground."
The chief was practicing good reports man-
agement - timely reporting of essential in-
formation in a simple and direct manner.
Most of our requirements for administrative
reports cannot be stated as simply as the fire
chief's, nor complied with as easily. Wide-
spread activity requiring increasing adminis-
trative control,
,and ever-changing conditions
tend to complicate reporting systems. How-
ever, ?'personnel can do much to
improve our administrative reporting prac-
tices simply by applying the following prin-
ciples:
Establish the basic need for a report - A re-
port is justified if: (1) the information re-
quired is appropriate to the functions of the
using office, end preparing offices are the best
sources of data; (2) the report serves a pur-
pose which could not be accomplished some
other way, such as through direct supervision
or inspection; (3) the need for the report does
not stem from a problem which should be cor-
rected rather than reported; or (4) the infor-
mation repoted is actively used as a basis for
actions, plans, or decisions, and these uses
fully justify the cost of the report.
Self-'et a r~porting frequency which is con-
sistei t with the need for information. Pro-
grarrm on which information is reported often
decelerate rapidly. Unless changed, the re-
porting frequency may soon become unrealis-
tic, or the opposite may occur, i.e., the pace of
a program is stepped up, or situations begin
to occur so frequently that they should be
summarized 'rather than reported separately.
Check a serf s of reports. What frequency is
needed now;, what is the trend?
Specify a reporting date which, if possible,
is convenient to the reporting office. Avoid
conventional peakload reporting dates such as
end-of-month, end-of-quarter and end-of-year.
Allow sufficient time for adequate prepara-
tion, without overtime. Base due dates on
working days, not calendar days, whenever
possible.
Insure that the flow of information follows
the pattern of organization and command,
and that information is summarized at vari-
ous points where decisions are made or where
responsibility is placed. Good administra-
tion includes delegating authority to make
decisions at levels-where actual operations are
carried out; good reporting stops detailed in-
formation at those same levels.
Develop a report format which: (1) is sim-
ple in design and standard for each preparing
office; (2) provides for transmitting the re-
port without covering correspondence; and
(3) is arranged so that the preparing office
can compile the data from records it normal-
ly keeps, and so that the. receiver can locate
information quickly and apply it to his needs.
Be sure that the report directive you issue
is clear and complete - preferably in writing.
Good directives mean good reporting.
Be sure that periodic and critical reviews of
the need for continuing reports are made.
Reports management can mean fewer and
better administrative reports at lower cost,
thus releasing more time for the =
to accomplish its mission. Consu your
if you have an administrative
reporting problem. Further guidance is
available from the
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printed as forms for - - - _,1 use through
the Forms Management Program. These
were controlled forms and therefore subject to
standardization in their development, use, and
disposition. Unfortunately, there is no way
of estimating how many additional pieces of
paper were and are being created by forms
"bootleggers." A forms "bootlegger" is a do-
it-yourself enthusiast who insists on revising
an existing form or who develops a new form
to meet his own needs; but, without the bene-
fit of technical advice, does the whole job him-
self. Perhaps deliberately, sometimes without
realizing it, he has created another unstand-
ardized, uneconomical, illegal form. While
it may very well be a needed form, there may
be, on the other hand, a standardized form al-
ready in use somewhere else which would do
the job as well or better. The point is, profes-
sional assistance during the developmental
stages will prevent wasteful duplication of
forms, use of forms which frustrate typists be-
cause they're poorly designed, and production
of unneeded forms.
Proper management and control of forms
presents an administrative challenge which
can be met only if each of us practices forms
management. Failure to do so can only result
in our burial under an avalanche of paper-
work.
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 Approved For Release 2006/11/21 : CIA-RDP70-00211 R000700310002-7
control is e will simplified Class B
Accounting and Reporting Procedures system
(FHB 30-1500-4) has been developed and re-
cently published. The procedure prescribed
therein is little more difficult or time-consum-
ing than maintaining a personal checkbook
or household account. It provides for a run-
ning cash receipts and disbursements journal
posted during the month as transactions oc-
cur. At the end of the month, that journal is
pouched to headquarters with the receipts in
support of transactions entered. No separate
report is required, nor are transactions ana-
lyzed or summarized by allotment, fiscal year,
object class, etc., except as relates to advances
made and outstanding. It is felt that such
a journal would be kept in the field even if no
procedure were prescribed, since all custodians
would want some record of their payments
made and a means to control and balance
their cash and advances made. Many field
returnees have reviewed this handbook and,
after its implementation, it should afford the
smaller stations the relief they expect and
deserve.
2. SUGGESTION: The Monthly Cable of
Cash on Hand appears to be a burden at some
locations.
ACTION: Several alternatives have been con-
sidered to replace the Monthly Cable of Cash
on Hand, but because of the numerous types
nF n,,, rnn n:? nii v.rnvi nrr rrnnirom on ~' nrnhl orris.
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 Approved For Release 2006/11/21 : CIA-RDP70-00211 R000700310002-7
Case D.
Registrant who has fulfilled 24 months' ac-
tive duty obligation but who has a reserve
obligation remaining. Here the burdens shift
from the Organization to the individual and
the rellirectly with his reserve
command, as far as notification of overseas
transfer is concerned. It is up to the indi-
vidual to notify his reserve command with the
request that he be placed in the standby re-
serve for the period of overseas duty. The
Office of Personnel will assist by furnishing
advice on security limitations as to nature of
assignment and amount of information that
can be given. Although Selective Service no
longer has manpower control over these indi-
viduals, the local board is notified by the re-
serve command of the transfer to the standby
reserve-_-----elective Service System de-
termines the availability for mobilization re-
call of standby reservists. As a result, the
individual may expect an availability ques-
tionnaire from the local board shortly after
they receive his name from the service. Ad-
vice on answering this questionnaire must be
obtained from the Office of Personnel since
detailed questions are asked concerning occu-
pation.
Case E.
Standby reservist who has fulfilled both ac-
tive duty and military and reserve obligation.
Such individuals remain registered with their
local board for emergency call-up purposes as
provided in the Reserve Forces Act of 1955.
The military service and the local board are
to be notified of change of address by the
individual within security limitations estab-
lished by the Office of Personnel. If not al-
ready executed, an availability questionnaire
can be expected from they -:ring
the period of overseas duty.
Experience shows that the individual will
her be in a better position to face up to his
military (L ,tions than early in his career
before he has increased duties and responsi-
bilities. Articn subsequzsues of this
Bulletin will describe the choice of enlistments
to satisfy the military obliga"l. This in-
formation will be based on current policies of
the armed services, supplemented in some in-
stances by special administrative arrange-
ments possible between the Organization and
the military services.
EMERGENCY RELOCATION PLANNING
During the past three years the President
has been emphasizing the importance of emer-
gency relocation planning for Government
headquarters activities in the Nation's capital.
Planning and preparedness for operating the
executive branch of the Government at relo-
cation sites outside the seat of Government, in
event of emergency, have been moving for-
' d effectively. The vital neces-
sity 41uity of Government under the
most extreme circumstances of emergency, in-
cluding enemy attack, is now understood
throughout the Government.
All departments and agencies have selected
and equipped their emergency relocation sites
to carry on their respective missions and func-
tions in time of emergency. The plans and
the sites have been given tests from time to
time to insure that they are adequate and
operable. Since 1954 the entire Government
has engaged each year in one large simul-
taneous exercise which tested all of the emer-
gency plans and facilities, and which was
timed to coincide with public tests of civil-
defense organizations. These tests have
shown steady improvement on the part of the
executive branch as a whole.
urination of personnel and the
practice involved in the annual exercises have
made-- mwwdits and the public at large
relocation conscious and have conditioned
them to the fact that they are capable of
carrying out plans which we hope circum-
stances will never force us to invoke. Plan-
ning and training continue, however, in order
to insure that Government headquarters is al-
ways abreast of the times and of any develop-
ment that might occur.
Approved For Release 2006/11/21 : CIA-RDP70-00211 R000700310002-7
 Approved For Release 2006/11/21 : CIA-RDP70-00211 R000700310002-7
FORMS MANAGEMENT
Any piece of paper having spaces to fill in
is -a form. Forms are designed to eliminate
repeated unproductive writing by preprinting
constant data and providing properly placed
and proportioned lines and spaces for filling
in variable information. They provide the
details needed to measure and control organ-
ized work and are, therefore, essential to good
administration.
Forms make up three-fourths or about 18
billion of the estimated 25 billion pieces of
paper created and handled by our Government
each year at a cost of four billion dollars.
However, paper and printing costs are a com-
paratively small element of the total expense
of forms usage. The bulk of these costs are
submerged, like the bulk of an iceberg. For
every dollar spent to create the
share of these billions of forms, at least twenty
dollars more is spent to process and file them.
If a form is really necessary and is properly
used, filed, and disposed of when it has out-
lived its active usefulness, then this cost is
justifiable.
Forms serve a great variety of useful pur-
poses in our day-to-day work. Properly de-
vised and used, they permit procedures to be
simplified, reporting requirements to be stand-
ardized, consistent information to flow with
regularity between different organizational
levels in tween headquarters and the
Band provide a consistent basis for policy
formulation and action decisions. These ben-
efits, however, accrue only as long as and only
to the extent that forms are the servants not
the masters in any given situation. The tend-
ency to revise standardized
forms on an ad hoc basis for internal use of
one small segment of or to
create new "informal forms" is not only costly
in terms of money but increases the danger
that this type of paperwork may grow to ex-
ceed its real "value. Good forms management
assures that costs of forms are consistent with
their demonstrated need.
Forms management is an integral part of
the - - operations. As such, it is
a continuous, management-improvement, and
cost-reduction program which insures that
appropriately developed forms are available
when needed, and that unnecessary forms are
avoided or eliminated. By applying "life
cycle" controls to the 6- - forms,
more manpower, money, and materiel can be
conserved and the program's objective "MORE
EFFICIENT OPERATIONS AT LOWER COST"
can be more fully realized. However, maxi-
mum program payoff is possible only if ALL
forms are managed through their FULL life
cycle, from creation through disposition. This
entails :
1. Elimination of nonessential forms.
2. Consolidation of forms which perform
similar functions.
3. Use of standardized forms
in lieu of locally devised forms.
4. Users being informed of available forms.
5. Integration of forms, procedures, and
issuances.
6. Simplification and standardization of
form sizes and designs.
-7. Elimination and prevention of wasteful
printing and duplicating methods.
8. Procurement, storage, and distribution
of supplies in the most effective and econom-
ical manner possible.
9. Vigilance in periodic review of all forms
used, to assist in identification and solution
of functional and organizational problems.
10. Prompt reporting of unsatisfactory con-
ditions to top management; suggestions for
improvements and recommendations for wider
application of existing forms.
The - Forms Management Pro-
gram is an in egral part of its Records Man-
agement Program. In recent years, much
progress has been made in the field of forms
management. During the last fiscal year i,.
forms were eliminated, leaving - forms un-
der the Organization's control system. These
include the-=J new and revised forms
which were approved during the same period.
More than million pieces of paper were
Approved For Release 2006/11/21 : CIA-RDP70-00211 R000700310002-7