Saving Taxpayers' Dollars!

 

Our Big Hairy Audacious Goal (BHAG) Is to Save US Taxpayers ONE BILLION DOLLARS by 2016.

We aim to save US taxpayers $1 billion by 2016. We will achieve this goal by doing our job: helping the government do its important business more efficiently by applying our expertise in management, information technology, and best practices leading to improved business operations. And we are not just blowing smoke. Below we document these savings so that you—the government and other companies—can review and even reproduce these practices. That will help save even more taxpayer dollars!

 We're almost halfway towards our goal. To date, we have documented savings of $429,624,684.43! 

Our teams identify, nominate, review, and document ways in which the government has saved US taxpayers money through our work. Our tax savings are generated in two main ways:

  • Facilitating a project's core mission by improving communications, reducing duplicative development, and streamlining processes and procedures to better manage workflow for a single specific project  
  • Direct savings from our development processes or consulting; by using frameworks like CMMI, Lean Six Sigma, and the Rational Unified Process, we multiply our expertise and experiences across multiple projects.

Following is a summary of our documented savings. Scroll down to the bottom of the page for details on each individual project.

 

CORE MISSION SAVINGS
 System and Software Reuse
Clients and Projects:    Treasury BFEM; OMB MAX Federal Community, OMB MAX Online  Meetings Capability, NIH NITRC, NIH iEdison, NIH NDAR
Total Savings to Date:    $315,303,047.00

  • Treasury BFEM: TCG is evolving the current BFEM system into a more scalable, efficient, user friendly platform. Twelve additional agencies have agreements to use the tool, thereby eliminating duplicative investment in a parallel system.
  • OMB MAX Federal Community: We eliminate the cost of developing parallel systems by having multiple agencies in addition to the original agency use the MAX Federal Community and the MAX Online Meetings capability.
  • NIH NITRC: Grantee reuse of software tools registered on NITRC that were previously unknown to the larger neuroscience community yields big cost savings.
  • NIH iEdison: We save the cost of developing parallel systems by having multiple agencies use the same system.
  • NIH NITRC: We reduce or eliminate duplicate development by using the on-line knowledge environment.
  • NIH NDAR: Grantee reuse of subject data yields big cost savings.

Automation
Clients and Projects:    NIH LAMHDI, DOJ COPS Hiring Recovery Program (CHRP), NIH Yellow Sheet, Department of Commerce EDA; Department of Homeland Security Customs and Border Patrol Web Site Project
Total Savings to Date:    $11,018,012.10

  • NIH LAMHDI saves multiple literature searches, which we estimate to cost about $250 each when researchers do them.
  • DOJ COPS: We built an online grants application that saves time and money over paper-based applications.
  • NIH Yellow Sheet: We created an electronic version of the NIH Yellow Sheet, the weekly calendar that had been printed on paper and delivered to every employee's desk—a costly endeavor.
  • Department of Commerce: We helped the EDA build and implement its own electronic grants system, which—based on Grants.gov estimates—saves approximately $420,000 per year.
  • Department of Homeland Security: Our Web site redesign and rewording saved significant time for 20 million people per year from countries involved in the Visa Waiver program. The savings to the US taxpayer is in goodwill towards the country, which translates to more travel to America, more willingness to trade or to buy American products, and less animosity (which can result in expensive wars).

Project Specific Consulting or Process Implementation
Clients and Projects:    Corporation for National & Community Service (CNCS), DOJ COPS, United States Department of Agriculture (USDA) Lean Six Grants Process
Total Savings to Date:    $68,915,200.00

  • CNCS: We provided business process reengineering, business strategy, organizational transformation, capital planning and investment control, procurement assistance, and material preparation support to help the CNCS CIO reorganize the Office of Information Technology, saving ongoing expenses.
  • DOJ COPS: By incorporating the ITIL process into the COPS projects and daily tasks, we save time and money, and create a more effective product for the client.
  • USDA: The USDA's CIO calculated saving $13 million over six months based on following our recommendations from our Lean Six Sigma analysis of the department's processes. Extrapolating, we see $39 million in savings over three years, all a result of following the recommendations that came out of our Lean Six Sigma analysis of USDA's processes.

PROCESS OR CONSULTING
Telecommuting
Clients and Projects:    NIH LAMHDI, This Fine System, Yellow Sheet, ERA, NCI Calendar, Federal Commons, NCI Fellowship, NCI Stars, iEdison, NITRC; California Institute for Regenerative Medicine E-Grants Implementation; OMB MAX Federal Community; National Science Foundation FastLane; Department of Veterans Affairs Veterans Benefits Administration; plus all other remote projects.
Total Savings to Date:    $3,542,237.60

  • By using a telecommuting project team rather than on-site personnel, TCG effectively reduces the overall cost of the project. Based on data for professional placement from the National Association of Personnel Services, we save taxpayers more than $13,000 for every full-time TCG employee who is not working on site at a Federal agency.

Program Management
Clients and Projects:    NIH LAMHDI
Total Savings to Date:    $1,000,000.00

  • Universities are not expert in project management; university projects are geared toward research, where the outcome is unknown. Projects, on the other hand, are designed to deliver a specific product or service. By melding TCG's project management expertise with input from researchers at universities, we saved American taxpayers some $1 million

Marketing
Clients and Projects:    NIH NITRC and LAMHDI
Total Savings to Date:    $49,680.00

  • We save the government money by sharing booth fees with our project partners and by teaming up to share data sheet printing costs for trade shows, conferences, and other promotional activities.

Telemeetings
Clients and Projects:    NIH NITRC, LAMHDI, NIAID Integrated Research Facility; Commerce Economic Development Administration's Eligibility Screening Module; California Institute for Regenerative Medicine E-Grants Implementation; all other remote projects
Total Savings to Date:    $16, 907,468.80

  • By having more efficient and faster daily and weekly telemeetings for every project—telemeetings to which we invite our clients—we save significant time and dollars over face-to-face meetings, which are significantly more expensive.

Return on Investment
Clients and Projects:    All clients and projects
Total Savings to Date:    $8,900,000.00

  • Our information technology development and support work for the government returns 189% for every dollar invested.  

Software Development
Clients and Projects:    NIH iEdison, NIH Yellow Sheet Calendar, NIH NCI This Fine System, NIH LAMHDI, NIH Federal Commons, NIH iEdison, NIH NITRC
Total Savings to Date:    $19,996,842.03

  • NIH iEdison, NIH Yellow Sheet Calendar, and NIH NCI This Fine System: We saved software development time and labor hours by assuming a linear development time per line of code. This allows for more rapid software development.
  • NIH LAMHDI: We achieved significant development cost savings for LAMHDI by reusing code developed for TCG's NITRC project and curation work done by our university partners.
  • NIH Federal Commons: By reusing the J2EE Federal Commons workflow framework for other applications that also use the Commons, we saved a large amount of time by not having to recode these capabilities. 
  • NIH iEdison and NIH NITRC: By implementing concurrent version system (CVS) branch releases for production code fixes, we saved time and money. 
  • NIH NITRC and NIH Yellow Sheet Calendar: By using free and directly applicable open source off-the-shelf software and adding new features to it, we saved development time and money over having to write something from scratch. 

 

Scroll right to see more!

Project Name: Initiative to Link Animal Models to Human Disease (LAMHDI)

Client Name: National Institutes of Health (NIH)

Savings: $3,750,000.10

LAMHDI saves the cost of literature searches, which we estimate to cost about $250 each—double the cost of a search by a professional searcher.

Project: Initiative to Link Animal Models to Human Disease (LAMHDI)

Client: National Institutes of Health (NIH)

Savings: $37,092.10

•    By using a telecommuting project team rather than on-site personnel, TCG effectively reduced the overall cost of the project.

Project: Initiative to Link Animal Models to Human Disease (LAMHDI)

Client: National Institutes of Health (NIH)

Savings: $1,000,000.00

Universities are not expert in project management; university projects are geared toward research, where the outcome is unknown. Projects, on the other hand, are designed to deliver a specific product or service. By melding TCG's project management expertise with input from researchers at universities, American taxpayers saved some $1-million

Project: E-Grants Implementation 

Client: California Institue for Regenerative Medicine (CIRM)

Savings: $14,599.20

By using a telecommuting project team rather than on-site personnel, TCG effectively reduced the overall cost of the project. 

Project: Initiative to Link Animal Models to Human Disease (LAMHDI)

Client: National Institutes of Health (NIH)

Savings: $6,000,000.00

We achieved significant development cost savings for LAMHDI by reusing code developed for TCG's NITRC project and curation work done by our university partners.

Project: All

Client: All

Savings: $2,297,714.65

By working at home, we typically do not charge for the surfing/lunch/telephoning, texting, etc. distractions. Therefore we work longer days, but waste less government time.

Project: Initiative to Link Animal Models to Human Disease (LAMHDI)

Client: National Institutes of Health (NIH)

Savings: $6,000,000.00

We achieved significant development cost savings for LAMHDI by reusing code developed for TCG's NITRC project and curation work done by our university partners.

Project: Budget Formulation and Execution Manager (BFEM)

Client: Department of the Treasury

Savings: $14,400,000.00

TCG is evolving the current BFEM system into a more scalable, efficient, user friendly platform. Twelve additional agencies have agreements to use the tool, thereby eliminating duplicative investment in a similar, stovepiped system.

Project: MAX Federal Community

Client: Office of Management and Budget

Savings: $29,237,760.00

By having multiple agencies (in addition to the original agency) use the MAX Federal Community, we eliminate the cost of developing parallel stove-pipe systems.

Project: MAX Online Meetings Capability

Client: Office of Management and Budget

Savings: $28,892,087.00

By having multiple agencies (in addition to the original agency) use the MAX Online Meetings capability we eliminate the cost of implementing parallel stove-pipe systems.

Project: Federal Commons

Client: National Institutes of Health (NIH)

Savings: $1,852,900.00

By reusing the J2EE Federal Commons workflow framework for other applications that also use the Commons we saved a large amount of time by not having to recode these capabilities.

Project: This Fine System II

Client: National Institutes of Health (NIH)

National Cancer Institute (NCI)

Savings: $1,506,000.00

By assuming a linear development time per line of code, the use of a higher level language allows more rapid development

Project: Neuroimaging Informatics Tools & Resources Clearinghouse (NITRC)

Client: National Institutes of Health (NIH)

Savings: $48,450.00

We shared NITRC booth fees with NIBIB at the Society for Neuroscience conference, negotiated free booth fees for the Organization for Human Brain Mapping conference, and a 50% discount on booth fee from the Cognitive Neuroscience Society. We also accrued savings by using wifi network as an alternative to the booth network fee.

Project: Neuroimaging Informatics Tools & Resources Clearinghouse (NITRC) / Initiative to Link Animal Models to Human Disease (LAMHDI)

Client: National Institutes of Health (NIH)

Savings: $500.00

We combined data sheet printing for trade shows, conferences, and other promotional activities.

Project: Neuroimaging Informatics Tools & Resources Clearinghouse (NITRC)

Client: National Institutes of Health (NIH)

Savings: $177,450,000.00

Grantee reuse of software tools registered on NITRC that were previously unknown to the neuroscience community as a whole yields big cost savings.

Project: Initiative to Link Animal Models to Human Disease (LAMHDI)

Client: National Institutes of Health (NIH)

Savings: $730.00

We saved booth fees by sharing the NCRR booth at the Society for Neuroscience show.

Project: National Institutes of Health (NIH) Yellow Sheet

Client Name: National Institutes of Health (NIH)

Savings: $187,200.00

We created an electronic version of the NIH Yellow Sheet, the weekly calendar that was printed on a single sheet and put on every employee's desk.

Project: Office of Information Technology (OIT)

Client: Corporation for National & Community Service (CNCS)

Savings: $15,735,200.00)

We provided business process reengineering, business strategy, and organizational transformation, capital planning and investment control, and procurement assistance and material preparation support to help the CNCS CIO reorganize the OIT.

Project: All

Client: All

Savings: $8,900,000.00

Our information technology development and support work for the government returns 189% for every dollar invested. 

Project: Economic Development Administration (EDA) Eligibility Screening Module

Client: Department of Commerce

Savings: $2,993,312.00

We helped the EDA build and implement its own electronic grants system, which based on grants.gov estimates saves approximately $420,000 per year.

Project: Community Oriented Policing Services (COPS)

Client: Department of Justice (DOJ)

Savings: $10,400,000.00

By incorporating the ITIL process and procedure into the COPS projects and daily tasks, we save time, money, and produce a more effective product solution for the client.

Project: iEdison

Client: National Institutes of Health (NIH)

Savings: $24,200.00

By implementing concurrent version system (CVS) branch releases for production code fixes, we save time and money.

Project: Neuroimaging Informatics Tools & Resources Clearinghouse (NITRC)

Client: National Institutes of Health (NIH)

Savings: $14,400.00

By implementing concurrent version system (CVS) branch releases for production code fixes, we save time and money.

Project: National Institutes of Health (NIH)Yellow Sheet

Client: National Institutes of Health (NIH)

Savings: $12,927.50

Based on National Association of Personnel Services data for professional placement we save taxpayers more than $13,000 for every full-time TCG employee who is working on site at a Federal agency. This savings figure is derived from our 0.25 full time employee working on this project between 2000 and 2003.

Project: National Cancer Institute (NCI) Calendar

Client: National Institutes of Health (NIH) National Cancer Institute (NCI)

Savings: $95,139.31

Based on National Association of Personnel Services data for professional placement we save taxpayers more than $13,000 for every full-time TCG employee who is working on site at a Federal agency. This savings figure is derived from our 7.15 full time employees working on this project between 2000 and 2005.

Project: National Cancer Institute (NCI) Calendar

Client: National Institutes of Health (NIH) National Cancer Institute (NCI)

Savings: $1,816,923.08

By assuming a linear development time per line of code, the use of a higher level language allows more rapid development

Project: Neuroimaging Informatics Tools & Resources Clearinghouse (NITRC)

Client: National Institutes of Health (NIH)

Savings: $122,707.00

Telemeetings are faster and more efficient than F2F meetings and save time and money.

Project:  Neuroimaging Informatics Tools & Resources Clearinghouse (NITRC)

Client: National Institutes of Health (NIH)

Savings: $4,083,234.33

By modifying open source off-the-shelf software and adding new features to it we save development time and money rather than having to write something completely new from scratch. 

Project: Community Oriented Policing Services (COPS) Hiring Recovery Program (CHRP)

Client: Department of Justice (DOJ)

Savings: $1,687,500.00

We built an online grants application that saves time and money over paper-base applications.

Project: This Fine System

Client: National Institutes of Health (NIH) National Cancer Institute (NCI)

Savings: $84,492.28

By using a telecommuting project team rather than on-site at personnel, TCG effectively reduced the overall cost of the project.

Project: Electronic Research Administration

Client: National Institutes of Health (NIH)

Savings: $24,972.72

By using a telecommuting project team rather than on-site at personnel, TCG effectively reduced the overall cost of the project.

Project: Federal Commons

Client: National Institutes of Health (NIH)

Savings: $15,697.20

By using a telecommuting project team rather than on-site at personnel, TCG effectively reduced the overall cost of the project.

Project:  Fastlane

Client: National Science Foundation

Savings: $8,638.45 

By using a telecommuting project team rather than on-site at personnel, TCG effectively reduced the overall cost of the project.

Project:  National Cancer Institute (NCI) Fellowship

Client: National Institutes of Health (NIH) National Cancer Institute (NCI)

Savings:  $4,763.41

By using a telecommuting project team rather than on-site at personnel, TCG effectively reduced the overall cost of the project.

Project:  National Cancer Institute (NCI) Stars

Client: National Institutes of Health (NIH) National Cancer Institute (NCI)

Savings:  $4,455.85

By using a telecommuting project team rather than on-site at personnel, TCG effectively reduced the overall cost of the project.

Project: Veterans Benefits Administration

Client: Department of Veterans Affairs

Savings: $5,688.72

By using a telecommuting project team rather than on-site at personnel, TCG effectively reduced the overall cost of the project.

Project: Integrated Research Facility (IRF)

Client: National Institutes of Health (NIH) National Institute of Allergy and Infectious Diseases (NIAID) IRF

Savings: $107,957.00

Telemeetings are faster and more efficient than F2F meetings and save time and money.

Project: MAX Federal Community

Client: Office of Management and Budget (OMB)

Savings: $26,544.00

Based on National Association of Personnel Services data for professional placement we save taxpayers more than $13,000 for every full-time TCG employee who is working on site at a Federal agency. This savings figure is derived from our 2 full time employees recently hired to work on this project.

Project: Initiative to Link Animal Models to Human Disease (LAMHDI)

Client: National Institutes of Health (NIH)

Savings: $43,575.00

Telemeetings are faster and more efficient than F2F meetings and save time and money.

Project: Economic Development Administration (EDA) Eligibility Screening Module

Client: Department of Commerce

Savings: $74,700.00

Telemeetings are faster and more efficient than F2F meetings and save time and money.

Project: E-Grants Implementation

Client: California Institute for Regenerative Medicine (CIRM)

Savings: $68,475.00

Telemeetings are faster and more efficient than F2F meetings and save time and money.

Project: All Remote Projects

Client: All

Savings:  $1, 700,000.00

By having standing daily and weekly phone calls for every project—phone calls to which we invite our clients—we save significant time and dollars.

Project: All Remote Projects

Client: All

Savings: $400,000.00

By telecommuting, we save the government approximately $13,000 per year per employee on office space costs alone.

Project: iEdison

Client: National Institutes of Health (NIH)

Savings: $3,201,800.00

By using the software framework, we save development time that is linear to the framework lines of code

Project: National Institutes of Health (NIH) Yellow Sheet Calendar

Client: National Institutes of Health (NIH)

Savings: $277,231.00

By assuming a linear development time per line of code, the use of a higher level language allows more rapid development

Project: National Institutes of Health (NIH)Yellow Sheet Calendar

Client: National Institutes of Health (NIH)

Savings: $1,220,000.00

By using free and directly applicable off-the-shelf (OTS) software, we saved development time based upon the cost of developing the initial OTS system.

Project: iEdison

Client: National Institutes of Health (NIH)

Savings: $48,000,000.00

By having multiple agencies (in addition to the original agency) use the same system, it saves the cost of developing parallel stove-pipe systems.

Project: Neuroimaging Informatics Tools & Resources Clearinghouse (NITRC)

Client: National Institutes of Health (NIH)

Savings: $3,360,000.00

By using the on-line knowledge environment, we reduce or eliminate duplicate development

Project:  iEdison

Client: National Institutes of Health (NIH)

Savings: $230,451.00

By using a telecommuting project team rather than on-site personnel, TCG effectively reduced the overall cost of the project.

Project: Neuroimaging Informatics Tools & Resources Clearinghouse (NITRC)

Client: National Institutes of Health (NIH)

Savings: $115,622.00

By using a telecommuting project team rather than on-site personnel, TCG effectively reduced the overall cost of the project.

Project: All

Client: All

Savings: $119,448.00 

Based on National Association of Personnel Services data for professional placement we save taxpayers more than $13,000 for every full-time TCG employee who is working on site at a Federal agency. This savings figure is derived from our 9 full time employees hired between January 2000 and January 2009to work on various projects.

Project: Lean Six Grants Process

Client: United States Department of Agriculture (USDA)

Savings: $13,000,000.00

By conducting a Lean Six Sigma analysis of USDA's processes, the USDA's CIO calculated our savings to the agency at $13,000,000.00.

Project: National Database for Autism Research (NDAR)

Client Name: National Institutes of Health (NIH), National Institute of Mental Health

Savings: $523,200.00

Grantee reuse of subject data yields big cost savings.

Project: Lean Six Grants Process

Client: United States Department of Agriculture (USDA)

Savings: $39,000,000.00

Two years beyond the initial USDA CIO's calculation an additional $39,000,000.00 savings have accrued as a result of our Lean Six Sigma analysis of USDA's processes.

Project: Customs and Border Patrol Web Site Project

Client: Department of Homeland Security

Savings: $2,500,000.00

By reviewing the Web site for clarity, wording, and best practices, our Web design experts were able to halve the amount of time needed for visa applications to be completed and thus save money.

Project: Customs and Border Patrol Web Site Project

Client: Department of Homeland Security

Savings: $2,400,000.00

Our Web site redesign and rewording saved significant time for 20 million people per year from countries involved in the Visa Waiver program and are yielding big savings.