In December 1994, President Clinton asked Vice President Gore to conduct
a second review of agencies to identify opportunities for additional savings,
program terminations, and privatization of selected functions. Following
are more than 180 recommendations that, if adopted, would result in nearly
$70 billion in savings over five years; these savings have been incorporated
into the President's recent balanced budget proposal.
Each recommendation is followed by a number in parentheses that indicates
the necessary avenue for effective implementation:
1. agency heads can do themselves;
2. President, Executive Office of the President, or Office of Management and Budget (OMB) can do; or
3. may require authorizing legislation.
Note: This is an edited file containing information on the intelligence community only.
|INTEL2-01||Consolidate Imagery Intelligence (1)|
By October 1, 1996, imagery activities will be placed under a coherent management structure to include consolidation of specific functions across the community, improving the effectiveness and efficiency of resource allocation, and providing more responsiveness to national- and tactical-level customers.
|INTEL2-02||Integrate Military and Intelligence Satellite Acquisition (1)|
The Intelligence Community is working with the Department of Defense (DOD) to integrate the management of Defense and Intelligence space programs and thereby reduce costs.
|INTEL2-03||Reform Human Resource Management (1)|
The Intelligence Community is committed to a major reform of human resource management at the Central Intelligence Agency (CIA) and throughout the community over the next decade. Already completed groundwork will pave the way for reform.
|INTEL2-04||Consolidate Intelligence Collection Activities (1)|
Based on changing customer priorities and reduced resources, and supported in part by new technologies, the Intelligence Community plans to reduce the number of sites used for intelligence collection efforts worldwide. This effort-which is ongoing and will be accomplished over the next several years-will result in improved effectiveness and significant cost savings.
|INTEL2-05||Consolidate Office Space (1)|
In an effort to reduce costs, the Intelligence Community is consolidating many of its operations in the greater Washington, D.C., area.
|INTEL2-06||Consolidate Warehousing (1)|
Through the use of improved inventory management techniques, large reductions of required space are possible. The National Security Agency (NSA) and CIA alone estimate eliminating 55 percent of overall warehouse space by the end of FY 1997.
|INTEL2-07||Privatize Supply and Equipment Acquisition (1)|
A sizable workforce and infrastructure has been established over the years to purchase, store, and distribute supplies and equipment to customers throughout the community. The Intelligence Community will develop partnerships with vendors for the direct delivery of supplies and equipment, helping ensure the timely delivery of supplies and equipment at competitive prices.
|INTEL2-08||Franchise Microelectronics Production (1)|
In order to fulfill its requirement for specialized computer chips, NSA currently operates its own design and manufacturing facility in partnership with the National Semiconductor Corporation. With initial coordination from the community management staff, any excess production capacity at this facility will be franchised out to other community components or possibly to other government agencies, all on a fee-for-service basis.
|INTEL2-09||Reinvent Travel (1)|
Under current travel policies, significant resources are expended on the administrative aspects of the travel process. Through its pilot project, NSA has already shown how reengineering and automation can streamline the travel process and reduce administrative costs by more than 70 percent. These efforts are being evaluated for application throughout the Intelligence Community.
|INTEL2-10||Reinvent Community Courier Service (1)|
Because each member of the Intelligence Community maintains its own courier service, significant overlap exists between the destinations and routes of the various courier services. Preliminary estimates indicate that courier costs could be reduced by at least 30 percent through cross-agency work-sharing agreements and the use of one or more common hubs.
|INTEL2-11||Reinvent Training and Education (1)|
At present, several members of the Intelligence Community maintain their own training components, with little cross-coordination between programs. All aspects of community training will be examined in an effort to eliminate duplication, terminate courses with marginal participation, find opportunities for privatization, and increase the use of technology.
|INTEL2-12||Reinvent Excess Equipment Reutilization (1)|
With the assistance of waivers from the Defense Logistics Agency, process reengineering by NSA has significantly reduced cycle time, handling costs, and storage costs for removing and disposing of excess equipment. The Intelligence Community is evaluating NSA's procedures for wider adoption within the community and is working to improve cross-agency coordination of equipment availability and acquisition.
|INTEL2-13||Reinvent Security (1)|
Through the work of the Security Policy Board, the Intelligence Community is reinventing its security systems to ensure that they match threats and are flexible, consistent, cost-effective, and affordable. Significant long-term savings should result for both the Intelligence Community and its private sector partners.
|INTEL2-14||Reinvent Foreign Language Activities (1)|
The DCI Foreign Language Committee, as the focal point for all foreign language-related issues within the Intelligence Community, will standardize foreign language testing. It will also develop and coordinate plans for a unified language training system, explore ways to open the system to other federal agencies, create partnerships with the private sector, and market government-developed language training materials for secondary commercial use. Finally, it will explore ways to leverage the use of technology for improved training and operational use.
NetResults, National Performance Review 1994