2month tracking andcalculating operationalstatistics and preparingrecords management reports.? Soft Dollar Savings:Reduction in managementhours in support of management reports.In the above example, thereduction is in managementtime (soft savings) not inmanagement staff (hardsavings). This soft dollarsaving will gain back timewhich can now be applied toother management tasks.Soft dollar savings are
savings, however, it isimportant to note that someorganizations do not readilyaccept them as
reduction or elimination of a future cost.
The types of expense items that could beconsidered a cost avoidanceare numerous from overtimeand temporary staff toadditional file equipment andleased space. Example:? CBA Opportunity:Upgrading the RecordsCenter with high density(efficient) open shelving? Opportunity Background:The Records Center currentlyuses (inefficient) filecabinets. The Center isrunning out of space and theorganization has noadditional space in its leasedfacility.? Cost Avoidance: Reductionin the future costs of (inefficient) file cabinets andnew leased space toaccommodate the growingCenter.
It is recommended that CBAbe approached as a multiplestep process, beginning witha Preliminary Survey whichis followed by a FeasibilityStudy. Together the stepsprovide the necessaryinformation to execute aCBA Report. As a CBA caninvolve an investment intime, these two surveys arepre-steps with each requiringinformation that justifies if the next step is warranted.A
isconducted as an initialevaluation of an opportunity.Its purpose is informationgathering on the existingsituation as compared to theCBA opportunity. As part of the Preliminary Survey, avariety of techniques can beemployed. Theses techniquesinclude focus group input,customer surveys,observations, statisticaltracking, cost examination,and workflow. Based on thedata, and assessment is maderegarding the potential of theCBA opportunity. If thissurvey’s assessment issupportive of a movingforward with the process, thenext step is taken.A
finalizesany outstanding datagathering, assesses the data indetail, and completes theanalysis process. It providesfinal confirmation if the CBAopportunity offers thebenefits initially projected.The analysis of the datashould address the short andlong range impact of theopportunity. The impactcould involve its effect(positive or negative) on theorganization, customers, staff operations, service levels,and budget. If the result of the feasibility studydetermines cost effectiveness,the data is used to supportdevelopment of the CBAReport.
One of the most popularCBA opportunities is theintroduction of technology.For a RIM operation thismight mean recordsmanagement software orelectronic imaging. Atechnology opportunityrequires an involved studyphase. An example of whatcould be involved orconsidered for automating aRIM operation includes thefollowing:? outline software needs? functionality: inventory,tracking, request processing,mixed-media, retentionmaintenance, box todocument level, etc.? capabilities: reporting,search, bar-coding, labels,retention scheduling, etc.? ease of use: amount of training required, helpscreens, user manual, globalchanges, etc.? operating: memoryrequirements, operatingsystem, networkable,security, etc.? maintenance support: on-site, dial in, turn around time,etc.? outline hardwarecomponents needs? personal computer (s)? network card? barcode equipment? tape back up unit? outline existing system(s)aspects that wouldsupport/affect the opportunity? operating system? file server capacity? procedures? information managementprocess