FEDERAL GOVERNMENT PAPERWORK MANAGEMENT AWARDS BANQUET SHOREHAM HOTEL

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP72-00450R000100040014-3
• Release Decision: RIPPUB
• Original Classification: K
• Document Page Count: 31
• Document Creation Date: November 16, 2016
• Document Release Date: April 2, 1999
• Sequence Number: 14
• Publication Date: September 28, 1965
• Content Type: MISC

PApproved For Re4ease 3,000/04/14 :CIA-RDI?7~-Q0450R00010004b014~3
FApproved For:Release 200?/04/14 :CIA-RDP72-..004508000?.00040014-3
 Ap _ ~ ~ _ z ,~ ~ ~ ~_m~
 Pre-Dinner Music The United States Navy Band
Lt. Commander Anthony A. Mitchell, USN
Leader
Toastmaster Arnold Olsen
United States House of Representatives
Chairman of the House Subcommittee on
Postal Facilities and Modernization
Invocation Reverend Bernard Breskamp
Chaplain, House of .Representatives
Awards Presentation J. B. Poole
Norton Company o} Canada, Ztd.
International president
Administrative Management Society
Banquet Address John W. Macy, Jr.
Chairman, U.S. Civil Service Commission
"iY~e Honor Excellence"
 AWARDS RECIPIENTS
Sam C. Beckley
Veterans Administration
Edwin G. Callahan
Housing and Home Finance Agency
Marden D. Kimball
Department o f Agriculture
Thomas J. Pugliese
Atomic Energy Commission
Edward Rosse
Dept. of Health, Education and TVelfare
Donald J. Simon
Department of State
 The Administrative Management Society is a professional society of 15,000 administra-
tive managers organized into 176 Chapters in the United States, Canada and Jamaica,
W. I. It has indsvidual members throughout the Free World.
Its purposes are to promote improved management and administration in business,
government and other organizations through various educational processes.
The Society maintains World Headquarters in Willow Grove, Pennsylvania.
International President
J. B. POOLE
Norton Co. of Canada, Ltd.
Brantford, Ont., Canada
First Vice President
L. W. LYNETT
IBM Corporation
Armonk, New York
Vice President
L. R CHASE
Johnson & Johnson
Chicago, Illinois
OFFICERS
Vice President
R. W. BALL
Rochester Gas & Electric Corp.
Rochester, New York
Vice President
L. M. YOUELL
Westcoast Transmission Co. Ltd.
Vancouver, B.C., Canada
Chairman, Executive Committee
JAMES GREENWOOD
Mass. Murual Life insurance Co.
Springfield, Mass.
Executive Bisector
W. T. CAVANAUGH
Administrative Management Society
Willow Grove, Penna.
J. F. Cunningham
Fawcett Publications, Inc.
Greenwich, Conn.
LeRoss Parker
Stone & Webster Service Corp.
New York, New York
j. R. Bauman
Armstrong Cork Company
Lancaster, Pa.
T. C. Collins, Jr.
Southern Life Ins. Company
Greensboro, N. C.
N. A. Henry
Newman Steel Warehouse Ltd.
St. Catharines, Ont., Canada
John Jamieson
The Detroit Edison Company
Detroit, Michigan
G. K. Thomas
General Electric Company
Cincinnati, Ohio
J. M. Welch
Tennessee Eastman Co.
Kingsport, Tenn.
W. C. Dieden
Chicago Federal Savings & Loan Assn.
Chicago, Illinois
J. M. Sullivan
United Gas Corp.
Shreveport, La.
W. L. Conner
MFA Insurance Cos.
Columbia, Mo.
Devon W. Bangerter
Farmers Union Central Exchange, Inc.
$t. Paul, Minn.
J. S. Long
Northwest Narural Gas Co.
Portland, Ore.
Mrs. Bette Oxborrow
Western Girl, Inc.
San Francisco, Calif.
Mrs. Barbara T. Jones
Western Girl, Inc.
Long Beach, Calif.
H. W. Dean
Eastman Kodak Company
Rochester, New York
C. J. Bishop
Raybestos Div. of Raybestos-
Manhattan, Inc.
Bridgeport, Conn.
W. E. Lay, Jr.
Liberty Life Insurance Co.
Greenville, S. C.
V. D. Schceller
The Management Process Co.
Norwalk, Conn.
L. M. White
General Electric Co.
Birmingham, Ala.
~t C. E. Franke
Approved For Release 2000/04/14 :CIA-RDP72-004508000100040013=30nSantO Company
St. Louis, Mo.
 "For outstandvrcg leadership and pro f essionaL excellence in promoting
effective paper2voriz management in the government
o f the L7nited States o f America."
ADMINISTRATIVE MANAGEMENT SOCIETY
SPECIAL AWARDS BOARD
WALTER EMMERLING, Chairman
The Procter & Gamble Company
Cincinnati, Ohio
JAMES GREENWOOD
Massachusetts Mutual Life Ins. Co.
Springfield, Massachusetts
KENNETH S. WILLETT
North Central Airlines, Inc.
Minneapolis, Minnesota
 On behalf o f the Officers, Directors, Members and Staff o f the
Administrative Management Society, it is my pleasure to extend our
congratulations to the Nominees and Winners in the First AMS Federal
Government Paperwork Management Awards Program. It is our hope
and intention that this will become an annual event.
I wish also to extend our appreciation to the President o f the
United States for the orststanding leadership he has provided through
the War on Waste. Also we thank the many officials o f the Federal
Government whose wholehearted interest and cooperation have
made this a most success f zzl professional endeavor. These include,
among many others, Chairman Macy o f the Civil Service Commission,
Congressman Olsen, the Heads o f the Nominating Agencies, the
Personnel Officers and other Officers o f the Agencies, and also the
Officials o f the National Archives and Records Service o f the General
Services Administration.
The tremendous emphasis in government and business in recent
years concerning the need for improved paperwork management is
sufficient evidence o f the growing importance o f these things to success-
ful and economical government and busi~zess operations. I f, through
these awards, AMS can f oczzs on those whose professional management
achievements have been oz~tstanding, and i~z so doing inspire others
to similar achievements in both the government and business sectors,
then our professional purpose zuill have been achieved.
Finally, I wish to thank the Chairman and members o f the Special
Awards Board convened by AMS to make the difficult professional
judgements essential to a success f ul awards program.
J. B. Poole,
International President
Administrative Management Society
 PAGE
NOMINEE
NOMINATING AGENCY
6
Linne' Ahlberg
Federal Aviation Agency
7
Sam C. Beckley
Veterans Administration
8
Edwin G. Callahan
Housing & Home Finance Agency
9
bars. Velma DeBusk
Natl. Aeronautics & Space Admin.
10
Hugo Duhn
Dept. of the Interior
11
Miss Mary Hamilton
Dept. of the Army
12
William J. Hopkins
The White House
13
Leonard W. Johnson
Civil Service Commission
14
Capt. Edward R. Joshua
Dept. of the Navy
15
Marden D. Kimball
Dept. of Agriculture
16
Mrs. Agatha L. Mergenovich
Interstate Commerce Commission
17
Thomas E. Murphy
Dept. of Cammerre
18
John S. Peters
General Services Admin.
19
Thomas J. Pugliese
Atomic Energy Commission
20
Edward Rosse
Dept. of Health, Education and Welfare
21
Maj. Floyd H. Russell
Dept. of the Air Force
22
John J. Shurman
Agency for International Development
23
Donald J. Simon
Department of State
24
Mrs. Ruth Smith
Fed. Home Loan Bank Board
25
Natl. Security Agency STATINTL
26
Neil C. Tulloch
Selective Service System
27
Maj. Robert B. Weathers
Defense Supply Agency
 LINNE' AHLBERG
Chief, Budget Division
Southwest Region
Federal Aviation Agency
Ft. Worth, Texas
In his present position, Mr. Ahlberg developed a simplified reporting
procedure in the budget process for the Southwest Region of the Federal
Aviation Agency. Approval has been given by Washington to utilize the
simplified process in two of the last three Quarterly Reviews of Operations
Appropriations. Based on the initial success of the procedure in the South-
west Region, the FAA has issued a directive which, in effect is testing a
modified version of this simplified reporting system on an Agency-wide basis.
During the use of this procedure, the Southwest Region has demon-
strated to the'Office of Budget in Washington that the Operations Appropria-
ion Quarterly Review can be simplified and that it will eliminate the
necessity of submitting over 4,000 pages of original material annually. Even
though greatly reduced in volume, the streamlined report will furnish the
essential and significant data required in the Washington review process.'
The simplified procedure places great responsibility on the field units for
the accuracy and reliability of detailed computations previously submitted
to and reviewed by the Washington office staff.
Mr. Ahlberg's contribution, if completely adopted, will encompass the
budget process Agency-wide. The Federal Aviation Agency Office of Budget
receives the Operations Appropriation Quarterly Review from seven regions
plus the Aeronautical Center and the National Aviation Facilities Experi-
mental Center. The effects of a simplified reporting system as proposed by
Mr. Ahlberg will range from the vast reduction in paperwork down to a
greater decentralization to the field units within the several regions and
two centers. These effects in turn reduce manhours involved in the typing
handling, printing, mailing, reviewing, and filing of the paperwork. Ulti-
mately, the Agency-wide adoption of this simplified procedure will result in
monetary savings of approximately X25,000 annually, plus increased in-
tangible benefits.
 SAM C. BECKLEY
Director
Paperwork Management Service
Veterans Administration
Washington, D. C.
Mr. Beckley, as Direttor of the Paperwork Management Service in the
Veterans Administration, has complete responsibility for the agency-level
paperwork programs involving administrative issues, records maintenance,
forms, filing systems, correspondence, and mail management. Since 1958, he
has been a driving force in the efforts of the VA to improve paperwork
management. Largely as a result of his achievements, this agency has an out-
standing program in paperwork areas such as: Directives Control, Directives
Improvement, Methods and Procedures for Improving Paperwork Activities,
and Records Management.
The Veterans Administration is a gigantic and complicated organization
involving the administration of benefits affecting over 40% of the U.S. popula-
tion; expenditures of over seven billion dollars annually; over 250 hospitals
and other installations; and 170 thousand employees. Directives necessary in
the management of such an organization are voluminous, complex, and sub-
ject to constant revision due to changes in law, new technology, and other
reasons. Thousands of directives aze issued annually to meet instructional and
informational needs within the VA, and the complex problems in continuing
informational exchanges between the VA and other agencies such as the
Social Security Administration, Post Office Depaztment, and the Defense De-
partment. As a result of Mr. Beckley's guidance the VA now has a highly
efficient and effective directives system which provides both uniformity and
flexibility.
In addition to the establishment and administration of the directives
system, Mr. Beckley has achieved ouutanding results in the area of records
management. There has been a reduction in total agency record holdings,
even though the agency adds 100,000 cubic feet of records annually; and a
vigorous program to improve filing practices and modernize filing equipment
is being conducted.
The impact of Mr. Beckley's achievements has been noticeable at all
levels in this vast organization. Improvement of paperwork procedures is
now a normal day to day activity in all the many hospitals and other VA
installations. This accomplishment is attributable to a large extent to Mr.
Beckley's work in producing slides, training films, and a variety of instruc-
tional handbooks used in training all the VA supervisors and most non-
supervisory employees to improve paperwork methods and procedures.
 EDWIN G. CALLAHAN
Assistant Commissioner
Federal Housing Administration
Housing & Home Finance Agency
Washington, D. C.
Mr. Callahan has had a distinguished administrative career of thirty-
one years with the Federal Housing Administration, steadily progressing to
his present position as Executive Officer in the Commissioner's Office. Dur-
ing these yeazs, he has continued to make highly important and enduring
contributions to the effectiveness and efficiency of the Agency. His close
identity with the development of the Agency's diversified programs has
enabled him to achieve signal success in developing and revising procedures
for improving FHA services to mortgagors, mortgagees and the general
public.
Mr. Callahan developed the Greensboro experiment which has ripened
into the present FHA conversion commitment procedure. The success of the
Greensboro plan has been dramatic in terms of improved processing. As an
example, the week the plan was placed into effect the FHA national produc-,
tion record for processing conversion commitments was 4,077 cases of which
67% were processed in from one to seven days. As of June 3, 1965 the FHA
weekly processing record was 9,324 cases with approximately 95% being
processed within three days. This constituted a major contribution in im-
proving the Agency's service to the public, the housing industry, and repre-
sents the realization of along-standing FHA goal.
More recently, Mr. Callahan initiated and developed the Hartford
Experimental Plan. He was the principal force in motivating the FHA
employees who participated in this revolutionary experiment in management
improvement which was inaugurated in the Hartford, Connecticut Insuring
Office in September 1964. The plan was so successful in Hartford and
offered such promise that it has been extended nationwide.
Under the Greensboro and Hanford Plans the saving of considerable
time is achieved by reducing and combining the various application, pro-
cessing and commitment forms, arranging them so that the lending institu-
tion, in the process of filling out the application, records necessary identifying
information on the processing and commitment forms. Much transcription,
typing, and clerical work has thus been eliminated while reserving to FHA
the judgments .and decisions that are necessary.
Ia addition to the obvious public advantages in such improvements in
FHA procedures these improvements have resulted in dollaz savings to the
FHA and to vazious other agencies involved, both public and private,
measured in millions of dollars and hundreds of man years of effort.
 MRS. VELMA DeBUSK
Paperwork Management Officer
National Aeronautics and Space Administration
Manned Spacecraft Center
Houston, Texas
Mrs. DeBusk's more than twenty years of Federal Administrative
experience qualified her for assignment to the newly created Manned Space-
craft Center at Houston, Texas, in May 1963. At the present time, with a
workload averaging 12,000 items per day, 30 persons are assigned to Mrs.
DeBusk's activity, performing not only the mail handling function, but also
the functions of records management, forms management, reports control,
teletype distribution, and publications and forms distribution service.
The scope of Mrs. DeBusk's accomplishments is best illustrated by an
example o~ her records management ~ In the disposition of the Project
Mercury records, she was called upon to assemble all records accumulated
and to set up a task force capable of processing the. records for permanent
retention and possible use in more advanced space programs. She planned,
initiated, and supervised a program of classification, coding, and recording
of all files accumulated during the project. This task involved material of
such highly technical nature that administrative personnel cannot normally
be expected to direct such .an effort. Mrs. DeBusk, because of her administra-
tive training and. research and development background, was able to ac-
complish the task in an exemplary manner.
Mrs. DeBusk's paperwork management has expanded from a case
incident study, to an operating functional organization and finally to an
agency prototype. The disposition of Project Gemini and Project Apollo
records will be modeled after Mrs. DeBusk's system for Project Mercury and
these records will have continuing national significance for a scientific and
historical purposes.
The contributions made by Mrs. DeBusk to the nation's space program
are without parallel among Manned Spacecraft Center non-technical em-
ployees at a comparable level. Her value to the MSC can be measured not
only in dollars, but also in terms of sound paperwork management pro-
cedures implemented at the highest Center levels.
 HUGO DUHN
Records Officer
Bureau of Reclamation
Department of the Interior
Washington, D. C.
Mr. Duhn, a veteran of over 35 years service with the .Bureau of Re-
clamation, is~primarily responsible for the establishment of the Bureau-wide
me*hod of records identification, maintenance, and ultimate disposition. The
records engendered and accrued from such Bureau of Reclamation field
project activities as dam construction, recreation area development, and
hydroelectric facilities creation were, and are, highly technical in nature,
voluminous and of a complexity not ordinarily encountered under the normal
range of subject standards. Most of such records, due to their particular
historical value, possessed an above-average long-term retention need.
Relying upon his previous experience in the records management field,
Mr. Duhn knew first-hand the problems and needs facing files users at every
level. Under his diligent guidance in resolving such problems, there quickly
emerged a highly effective method of filing that, over the years, has met the
Bureau's needs most admirably.
A single gunge of Mr. Duhn's guidance of the Bureau's records program
is evidenced by the fact that not one 4- or 5-drawer standard filing cabinet
has been purchased for the Washington Office during the past 18 years. In
addition to this self-imposed moratorium, during this time over 150 file
cabineu have been emptied and rurned in as surplus. Mainly, this economy
has been accomplished by the judicious use of existing equipment and by a
stringently controlled and effectively monitored paperwork program at all
levels.
Mr. Duhn is acknowledged to be the Father of the "block system"
method of records retirement, and oa numerous occasions, he has been
called upon to project good records management practices to individuals
and groups, both foreign and domestic. His most recent accomplishment has
been to compile a filing handbook for use at Job Corps Camps.
Mr. Duhn recognized the Bureau's need for an effective records program
and commendably met these needs. He perceived the attributes of paperwork
management yeazs before this important managerial function had gained the
recognition it now comtnaads.
 MISS MARY HAMILTON
Records Administrator
Office of the Judge Advocate General
Department of the Army
Washington, D. C.
Since her appointment as Records Administrator in 1955, Miss Hamilton
has gained recognition for accomplishments in mail management, correspon-
dence management and other areas of paperwork management She is
pazticulazly noted for her achievements in records maintenance and
disposition.
Several studies have been conducted by Miss Hamilton to develop
disposition standards for voluminous holdings of legal records related to
such fields of law as patents, militazy justice, procurement, claims and
litigation. The srudies made to formulate disposition standards for coutts-
martial records and the claims against and in favor of the United States,
which are processed by the Department of the Army, are representative of
the managerial and analytical approach Miss Hamilton applies to all pro-
blems, and reflett her expertise in records management.
Miss Hamilton .successfully carried out a project to convert courts-
martial records of trial from file cabinets to shelf-filing equipment. This was
one of the first shelf file installations in the Pentagon Building and served
as a model for use of this type equipment.
As a result of the records management program initiated by Miss
Hamilton, approximately 13,232 file drawers, or more than 50% of the
records holdings of the Office of The Judge Advocate General, have been
disposed of by retirement, transfer or destruction. There has been a cor-
responding reduction in files equipment and floor space required for record-
keeping purposes. Upon transfer of the courts-martial records from file
cabinets to shelf filing, a 50% saving in floor space requirements was made
and 130 file cabinets turned in for reissue.
Additional studies conducted by Miss Hamilton of records maintenance
procedures have resulted in substantial savings in man-hours and equipment
by eliminating duplicate records, decentralizing files to operating offices
where practical, devising filing arrangements which facilitate maintenance,
decentralization and disposition of the records, and accelerating files
operations.
 WILLIAM J. HOPKINS
Executive Clerk of the white House Office
The White House
Washington, D. G
Mr. Hopkins has rendered outstanding service to five Presidents in the
effective organization and supervision of the work of the White House Office.
He has been responsible for the exceptionally efficient and responsible handl-
ing of the countless numbers of important official papers, letters, and other
communications flowing to and from the White House Office and the
Fresident. This has included responsibility for the receipt, analysis and
preparation of replies to a large volume of correspondence received from
officials, organized groups, and the general public on highly controversial
matters of national and international interest.
By his effective and impartial administration of the White House Office,
he has been of outstanding service to Presidents and to the people of the
United States. Mr. Hopkins has furnished continuity in White House opera-
rions and procedures during changes of administration, while adapting these
processes to the differing desires of White House occupants. His review of
official mail, and the sound advice and counsel he has given in its prepara-
tion has assured conformance with legal requirements, established policy,
and precedence.
The superior maintenance of appropriate channels of communication
with the Congress, the Bureau of the Budget, and the vazious departmenu
and agencies of the executive branch in the handling of all legislation,
treaties, executive orders and proclamations, and other official documents
has been the responsibility of Mr. Hopkins. His contributions to the orderly
conduct of the most important governmental matters have extended far
beyond the White House through the advice and counsel sought by officials
throughout the executive, legislative and judicial branches.
The result of Mr. Hopkins' outstanding performance of the responsi-
bilities of his office has been the uniformly correct, efficient, and economical
handling of the official work of the highest office of the land. The manner
in which he has cazried out his responsibilities has gained the respect and
acclaim of Presidents and Government leaders in all branches.
 LEONARD W. JOHNSON
Chief, Management Analysis Section
U. S. Civil Service Commission
Washington, D. C.
As Chief of the Civil Service Commission's Management Analysis Sec-
tion, Mr. Johnson has relentlessly pursued a program of promoting more
effective paperwork management in all Commission activities. This program
has had, and continues to have, a most significant impact on the entire Federal
establishment and the business community which becomes involved in the
personnel practices of the Federal Government. The program encompasses
staff management of the two and one half million Official Personnel folders
maintained on the Federal employees, over nine million application forms
completed each year by prospective employees, five and one half million
forms used in the examining and recruiting program and over fifty thousand
forms used each year in internal Commission activities.
Mr. Johnson supervises a small staff of management analysts .who are
responsible for this sizable paperwork management program.. Under Mr.
Johnson's personal leadership and direction, his staff exercises their re-
sponsibilities through the conduct of surveys, forms control, reports control,
and correspondence control. These management techniques are all geared
towards attacking and managing as effectively as possible the mountainous
paperwork which is associated with Federal personnel management.
Through the paperwork simplification efforts of Mr. Johnson, the
Commission has experienced tangible dollar savings. Simplification of the
paperwork processes has taken place through forms standardization, elimina-
tion of unnecessary forms, simplification of forms, and stringent controls
over the identification of personnel papers as official records for file retention
purposes. The Commission eliminated 1,211 forms in the calendar yeaz
1964, and other improvements in paperwork management resulted in eli-
minating work at the agency level, improving internal Civil Service Com-
mission operations, and reducing clerical effort. In addition to operational
savings to agencies, Mr. Johnson's efforts has meant saving of time by
agencies and Civil Service Commission office throughout the country.
 CAPTAIN EDWARD R. JOSHUA
Conrma~ding O,~icer
U. S. Naval Suggly Depot
Yokosuka, Japan
In May, 1964, the Secretary of the Navy announced the establishment of
a project aimed at improving combat readiness through the reduction of
paperwork In the announcement of this project, known as Selective Cur-
tailment of Reports and Paperwork (SCRAP), the Secretary recognized that
the paperwork burden consumes valuable time and effort of fleet personnel
at the expense of training, readiness, maintenance, and professionalism de-
velopment. Furthermore, the burden adversely affects morale and retention
and its sheer bulk and complexity nullifies administrative efficiency. Costs
are increased and the net effect is a serious threat to combat readiness.
Captain Joshua assumed leadership in the promotion of project SCRAP
at the Naval Supply Depot, Yokosuka, and as a result of his efforts consider-
able savings were realized in the reports and forms phase of this project.
To carry out the objectives of project SCRAP, Captain Joshua appointed
a Review Board to coordinate a review of all reports and forms prepared by
NSD Yokosuka personnel and to make recommendations for their elimina-
tion of improvement. A total of 563 reports and forms were reviewed and
of this number, 67 were eliminated and 37 simplified. Simplification resulted
from reduction in frequency of submissions and/or elimination of unneces-
sary details.
The 563 reports and forms reviewed included all types. Everything
from the minor internal office reports to reports required by all echelons at
the Washington, D. C. level. To complete this review in 21/2 months re-
quired the fullest cooperation of all supervisors.
The elimination and/or simplification of 18% of all reports and forms
generated savings of 15,395 man-hours which can now be devoted to more
essential tasks at NSD Yokosuka.
Captain Joshua's accomplishments in project SCRAP and resulting
commendatory letters from the Chief of the Bureau of Supplies and Ac-
counts and Vice Admiral Taira Tsusuki of the Japanese Maritime Self
Defense Force have provided motivation for other Commands to emulate
the success of NSD Yokosuka.
 Director, Administrative Services Division
Agriculrural Stabilization and Conservation Service
U. S. Department of Agriculture
Washington, D. C.
As Director, Administrative Services Division, Mr. Kimball is directly
responsible for formulating and administering the Agricultural Stabilization
and Conservation Service and Commodity Credit Corporation Management
Programs-a tremendous management responsibility since these organizations
have the largest records making and holding services within the Department
of Agriculture. Holdings as of June 30, 1964 amounted to 455,800 cubic
feet, located in ~ Washington and some 3,000 offices throughout the Country.
Under his ouutanding leadership the Service has developed. one of the
most sophisticated paperwork management programs in the Federal Govern-
ment. Through his professional experience in program promotion he has
gained the full support of Top Management and the cooperation and par-
ticipation of all employees in the various program activities.
The program is comprehensive in scope and cohesive in operation.
It covers all phases and areas of specialization in the management of direc-
tives, reports, forms, communications, files, and records disposition attivities
from date of creation to final storage or destruttion.
The total impatt and magnitude of his accomplishments is probably
best summarized by the fact that the National Archives and Records Service
in a recent report recommended to the Secretary of Agriculture: "The
records program of the Agriculrural Stabilization and Conservation Service
is sufficiently advanced that other Services with the Department should be
urged to use the same techniques and methods in managing their records".
Mr. Kimball's accomplishments have resulted not only in improved
administrative services, but in the savings of millions of dollazs in
administrative costs.
 MRS. AGATHA L. MERGENOVICH
Cbief, Paperwork Management Brancb
Interstate Commerce Commission
Washington, D. C.
11~rs. Mergenovich came to the Commission is 1957 and has headed up
the Paperwork Management Branch since its creation in 1959. Over the past
few years, she has built an effective paperwork management program within
the Commission and achieved an outstanding record of accomplishments.
Working largely on her own, Mrs. Mergenovich, has developed and
installed a system for automating copy prepazation of Commission decisions
which provides for the printing and distribution of pamphlet copies to sub-
scribers at the time of initial release. Copy is later used to produce the
bound volumes of decisions, thus eliminating typesetting. This system of copy
prepazation has reduced the effort and time involved in the preparation of
decisions for printing and has produced a direct savings of more than
$50,000 annually to the Commission through the reduction of its printing
cosu.
In 1959, Mrs. Mergenovich was instrumental is pointing out the need
for a top level sta$ committee to review Commission reporting requirements
imposed upon the transportation industry under its jurisdiction. Since the
inception of the Commission's Reduction of Paperwork Burden Committee
in that yeaz, she has served as its secretary and has contributed substantially
to iu efforts which have produced gratifying results. In this respect, caztiers
under IGC jurisdiction have been relieved from filing more than 450,000
reports annually, and more than 22,000 pages of data have been eliminated
from annual reports that continue to be filed. As a result of this reduction
in data collected, the Commission has discontinued the preparation and
printing of 110 publications and has reduced another major statistical
publication by some 90 pages.
The contributions to effective paperwork management within the
Commission made by Mrs. Mergenovich has been an inspiration to others
specializing in this field.
 THOMAS E. MURPHY
Director, Statistical Operations and Analysis Sta$
Business and Defense Services Administration
Department of Commerce
Washington, D. C.
In 1952, when the National Production Authority was discontinued,
and the Business and Defense Services Administration took its place, NPA's
entire statistical coordination and review staff was abolished. Practically all
of its personnel were "reduced in force" or transferred to other functions.
This clean sweep left a void which soon became obvious. Mr. Murphy was
asked, in addition to his duties as an industry analyst, to serve as the
"Forms Clearance Office" of the newly created agency. Without benefit of
precedent or modus operandi, he single-handedly established and developed
an effective paperwork management program in the area of public use
statistical forms.
Since Mr. Murphy's accomplishments pertain primazily to public use
statistical forms, it affects almost all segments of American industry. Its
primary non-government impact is on the manufacturing rnmpanies and
their plants which produce items required for a strong U. S. defense posture.
This includes companies engaged in producing basic controlled materials
such as copper, steel, aluminum, nickel, etc., as well as producers of com-
plicated machinery, electronic equipment, instruments, etc.
Since 1952, this azea of responsibility has continued to assume increas-
ingly greater importance as has the agency's increased responsibilities and
effectiveness not only in the mobilization and defense areas but also in the
area of business services and international trade.
The only way to measure the results of Mr. Murphy's outstanding
success in paperwork management is to point out that with practically no
staff (one professional during the last four years, only) he initiated and
managed, and continues to manage, the complete statistical paperwork
program of the Business and Defense Services Administration.
Due to the success of his efforts, the Business and Defense Services
Administration now has a well balanced and carefully planned program
of industrial statistics collected from American Industry designed to serve
its mobilization and regulatory functions.
 JOHN S. PETERS
Director, Rate and Routissg Service Division
Transportation and Communications Service
General Services Administration
Washiagtoa, D. C.
As director, Rate and Routing Service Division, since 1962, Mr.
Peters designed and negotiated with the shipping industry a system of rates
suitable for computers, greatly reducing the time and effort formerly required
to apply rate and routing data. Through use of a new technique for
establishing acceptable rates (on an "all freight commodity" base) between
shipping points, and provision for certain percentage adjustments to establish
rates and charges for economies in larger shipments, a practical system was
possible. The simplified system eliminates a very lazge pazt of the cost of
paperwork involved in Government and industry when documenting ship-
ments, payments and audits.
Combining initiative with imagination and experience, he made mathe-
matical applications and compared results with existing practices which in-
volved highly complex and time consuming detail work. Mr. Peters then
designed a system far freight rate calculation and application to develop
freight charges which, if found to be acceptable to the carrier industry,
would enable the expansion and use of GSA's computers.
Specifically, Mr. Peters' system of utilizing computers for determining
rates ?and charges takes the place of the hundreds of thousands of manual
actions, required of technicians, tariff filing personnel, comptometer operators,
accountants and auditors.
The simplification and complete automation of bills of lading to also
include rates and charges results in a major reduction of employee work-
load expected to result in intangible savings of at least $1 million over a
period of time. This technique not only simplifies the complex tariff system,
but makes adjustments from the maximum class rate system to a specific
commodity rate system. The difference between these two types of rates
results in ?additional reportable savings of approximately $1 million annually.
 THOMAS J. PUGLIESE
Chief, Records Manage~neszt Branch
U. S. Atomic Energy Commission
Washington, D. C.
As a result of Mr. Pugliese's administrative management efforts not only
the Atomic Energy Commission headquarters and field offices but most of
AEC's major cost-type contractors have established effective records manage-
ment programs. The 136,000 employees of an industrial, reseazch and de-
velopment complex expending Government funds at the rate of 2.7 billion
dollars in this fiscal year are benefiting from the elimination of unnecessary
paperwork in records management, in records keeping, the efficient mail
handling and correspondence preparation and the ready access to necessary
information provided through the system . Mr. Fugliese developed. More
than thirty large industrial contractor concerns have adopted the AEC
Records Management Program and applied it to paperwork generated under
their Government contract. Several large universities follow the program in
conducting atomic energy research and development work. Also effected by
the AEC Records Management Program are several thousand individuals,
concerns, and organizations licensed by AEC under its regulatory program, as
Mr. Pugliese reviews and where possible streamlines all forms and all the
other reporting and record keeping required of these licensees.
Mr. Pugliese has also contributed to developing the standards adopted
by the Department of Defense, NASA and AEC for the compatible microfiche
used to reproduce and disseminate reseazch and development reports. Mr.
Pugliese overcame seemingly insurmountable problems in establishing these
contractor records development and disposal standazds.
The far reaching records management program so intimatelq affecting
communication among those engaged in atomic energy work has had
enormous tangible and intangible benefits. The sensible paperwork systems,
the tight management of documents, forms and files; and the progressive
encouragement of such new techniques as electronic data processing and
miniaturization have contributed to efficient administration throughout the
atomic energy complex. As a result of Mr. Pugliese's contributions to date,
such benefits will undoubtedly continue to accelerate.
 EDWARD ROSSE
Su~iervisory Management Analyst
Social Security Administration
Department of Health, Educatioa and Welfare
Baltimore, Maryland
Ia his present position, Mr. Rosse developed broad program objectives
and plans, and coordinates the activities of a group of management analysts
in the analysis, srudy and development of methods and procedures relating
to several major functions of the Division of Accounting Operations of the
Social Security Administration.
The keeping of appropriate records for 160 million people covered
by the old-age, survivors, and disability insurance provisions of the Social
Security Act involves an enormous volume of paper. In the development
of an Administration program for the use of microphotography as a dynamic
tool of record keeping, Mr. Rosse's knowledge and ingenuity have led him
to pioneer many innovations and improvements in the microfilm systems
field, which have been adopted in other government agencies and in private
industry. Mr. Rosse as a result of these many accomplishments, is a
recognized national authority on microphotography and its administrative
uses.
As a result of his constant refinement of established microfilm record
keeping and reference systems, his continuing search for more efficient micro-
filming equipment, and his close liaison with manufacturers in the develop-
ment of materials and equipment needed by the Social Security Administra-
tion but not available on the market' Mr. Rosse's talents have saved the
Administration many millions of dollars over the years of his employment.
While many organizations have microfilmed large volume records having
relatively low rates of reference (primarily to conserve floor space otherwise
needed for paper files), Mr. Rosse has never been content with such a
limited objective. Under his leadership microfilm systems have become
dynamic, permitting periodic updating as required, and with the capacity for
an estimated 100 million references a year. These systems are designed for
expansion indefinitely into future years as the Administration's require-
ments may dictate.
 MAJOR FLOYD H. RUSSELL
Personnel Systems Analyst
Department of the Air Force
Washington, D. C.
The morning report in various forms has been in use throughout the
military establishment since the days of the Revolutionary Waz. Many im-
provements have been made on the content and form since 1951, but the
approach and concepts had changed little.
Prior to September 1964, six copies of Part I of the Aiz Force morning
report and three copies of Part II were prepazed 365 days of the year by
3,920 reporting units. This totals, 12,977,200 pages prepared annually.
In April, 1964, Major Russell undertook the task to reduce and hope-
fully eliminate the largest single manually prepared report in existence
within the Air Force. Each reporting unit submitted a report each day
whether a change affected the unit or not. Through random sampling, it
was discovered that more than half of these reports were the "no change"
type. Specifically, 57% of Part I and 39% of Pazt II were the "no change"
type.
Through the expert analysis and relentless efforts of Major Russell,
the Air Force eliminated all "no change" morning reports effective September
1964. This was accomplished Air Force-wide and without creating any other
paper.
Through the elimination of "no change" morning reports, the Air
Force has realized annual paper savings of 6,154,272 pages and an estimated
w1,538,568.00 savings annually on the printing, storage, distribution and
preparation of the reports.
Major Russell is now spearheading the program for the elimination of
the morning report in its entirety.
 Jo~nv J. sxux~rr
Cbief, Communications and Records Management Brunch
Agency for International Development
Washington, D. C.
When the Agency for International Development was established in
1961, one agency was created by the merger of the International Cooperation
Administration and the Development Loan Fund, each of which had
separate records systems. One of the first management problems under this
combined organization was to develop a uniform records system and detailed
procedures for effective overall records management. Mr. Shurman was
given this assignment. Mr. Shurman went about his task with professional-
ism, determination, persuasiveness and confidence and developed a highly
effective records management program.
The records management program has been installed in the Agency's
Washington Headquarters of 2,960 employees, and in each of 75 sepazate
missions throughout the world involving 12,000 employees. The uniqueness
of this program is reflected in the business relationships of the Agency. The
Agency accomplishes much of its program through contracts and agreements
with private industry for materials and construction projects, with universi-
ties for training and technical assistance, and with many other government
departments and agencies covering every conceivable type of economic
assistance throughout the free world. Because of the far-flung operations of
the Agency and the resulting dependence on papers to accomplish its business,
records management plays a key role in providing information when and
where it is needed to carry out U. S. objectives in this $3 billion annual
program.
Under Mr. Shurman's leadership, AID's records management program
has achieved a savings of $525,921 which is $323,153 more than antidpated.
This includes savings in man hours, equipment, space, and maintenance.
By objectively analyzing the need for certain documents and existing
variations in paperwork procedures, Mr. Shurman recommended changes
that produced savings and permitted doing other essential work without
increases in manpower, space, and equipment.
 DONALD J. SIMON
Chief, Division of Records Management
Department of State
Washington, D. C.
Mr. Simon's career in the Department of State is a vivid demonstration
of superior administrative management ability. During the past few years
he has completely modernized the mail and files operations of the U. S.
Department of State into a vigorous records management program for his
department and its Foreign Service. Under his leadership many innovations
in records management have been instituted which contribute to the
efficiency of these operations throughout his Department and the world.
The major results of his efforts are having a profoundly affirmative effett
on Foreign Service and Civil Service Officers and providing them with fast,
efficient communication service and well organized paperwork and records
management for decision-making purposes.
The Department of State records management program is unique since
it not only involves normal paperwork functions, but also includes analyzing
and determining action and information distribution for alI written com-
munications to and from overseas posts for all Federal agencies involved in
foreign affairs. The annual volume, for example, of copies distributed of
"airgrams" only, exceeds 11 million. Indexing procedures for the Central
Foreign Policy File of the Department of State were automated through
microfilm techniques. Using the microfilm process, production was increased
100% resulting in the reduction of the number of employees needed to
produce index cards on electric typewriters. To preserve the integrity of the
Central File, a system of providing end-users with a quick copy of a docu-
ment rather than the original was instituted. A similar system was developed
for the. thousands of documents needed by the historical researchers for
writing the histories of foreign relations. This system developed by Mr.
Simon utilizes microfilm and electrostatic printing processes.
Similaz professional contributions have been made by Mr. Simon to the
State Department's world-wide record keeping system, its programs for
training in records management, its file system review, and its space age
communications program. Mr. Simon's accomplishments have not been con-
fined to the Department of State's world-wide Foreign Affairs Program.
The development and implementation of the uniform file system has inter-
agency impact in that the system has been adopted in whole or in part by
the Commerce Department of the United States Information Agency, and at
the present time is being coordinated with the Agency for International
Development.
 MRS. RUTH C. SMITH
Supervisor, Files and Docket Section
Federal Home Loan Bank Boazd
Washington, D. C.
As supervisor of the Files and Docket Section, Mrs. Smith conceived,
developed and finalized a plan for the organization of the Docket files. These
files are fundamental to the mission of the Federal Home Loan Bank Boazd.
After considerable study of the Dockeu and the requirements of the using
depaztments, Mrs. Smith devised a plan that made the Dockets more manage-
able and the material in them easier to locate.
The Federal Home Loan Bank Board is required to maintain a Docket
on each Federally-chartered Federal savings and loan association and State
association which is either insured by the Federal Savings and Loan Insurance
Corporation or a member of the Federal Home Loan Bank System. Some of
these Dockets are quite voluminous and fill several file drawers. Under
Mrs. Smith's plan, the Dockets aze each divided into vazious sections, each
section labeled and containing the paper pertaining to the subjett. In this
way, the person requiring information could order the specific section and in
a very few moments locate the necessary information whereas before it
sometimes required hours of review.
In March, 1965, Mrs. Smith participated in a special management study
being conducted in one of the offices of the Board. Mrs. Smith's assignment
was to make an inspection of the files of that office and develop recom-
mendations for improvement. After a careful and exhaustive analysis, Mrs.
Smith developed a recommended file system including numerous improve-
ments in filing methods. Her recommendations were adopted by the office
and are now in the process of being implemented.
Mrs. Smith's accomplishments are agency-wide in scope. Every office
and division of the Federal Home Loan Sank Board has benefited by her
efforts. Indirectly, the Savings and Loan Industry has benefited from her
efforts because the reorganization of the Docket files and the streamlining of
other agency files has resulted in better service to approximately 5,000
member and insured savings and loan associations.
 NEIL C. TULLOCH
Management Analyst
Selective Service System
Washington, D. G
Mr. Tulloch joined the Selective Service System in 1942 as a statistician,
entered the field of paperwork management as a member of the Staff of the
Archives Division in 1945, and has been active in that azea since that date.
In establishing the Office of Selective Service Records in 1947, 1VIr. Tulloch
designed the procedures, wrote the regulations, and was responsible for
their implementation in the establishment and operation of 54 Selective
Service Federal Record Depots. This was accomplished in an atmosphere
without precedent in the field of paperwork management, long in advance
of records centers presently in operation in private industry, and in the
Federal and State governments. These procedures are still in effect, and Mr.
Tulloch continues in their management:
Mr. Tulloch initiated records retention schedules ,identifying the perm-
anent records of the Selective Service System and authorizing the destruc-
tion of records of a temporary nature. As a result of these schedules and
the records disposal program, the purchase of additional file cabinets has
been deferred or made unnecessary and the service has recovered an
estimated 35,000 cubic feet of floor space for other utilization.
When the Selective Service Act of 1948 was enacted, Mr. Tulloch was
instrumental in establishing a forms program which later ittcluded the
maintenance of a Selective Service Form Manual describing in detail, the
purpose, preparation, distribution and destruction of each form prescribed
by National Headquarters. Since 95 percent of the paperwork of the
Selective Service System is transacted on forms, this medium offers a degree
of management control which is felt at all levels of agency administration.
The presence of this manual in each of the 4,000 local boards is estimated
to have. made unnecessary a total of 3 million inquiries.
Mr. Tulloch is responsible for the implementation of numerous other
paperwork management programs within the System which have resulted in
savings to the Federal Government of approximately $10 million.
 MAJOR ROBERT B. WEATHERS
7irector, Administrative Services
Defense Subsistence Supply Center
Defense Supply Agency
Chicago, Illinois
As Director of Administrative Services since 1962, Major Weathers has
developed and implemented the first effective Management of Paperwork
and Program of Paperwork Control in the Defense Subsistence Supply
Center's Chicago Headquarters and ten regional headquarters located through-
out the United States. Exercising outstanding leadership and managerial
ability, he instituted administrative controls and innovations in p;ocedures
to achieve a more expeditious processing of essential paperwork as well as
greater economies and operating efficiency.
Major Weathers is directly responsible for the establishment of cen-
tralized control of DSSC field printing requirements. He also exercised the
first managerial control of Command forms in an aggressive effort to reduce
or up-date and standardize old forms as well as provide necessary form
information. As a result of the forms control program, the total numer of
forms decreased by 15% during a period of greatly increasing workload
throughout the Comiuand. A reports evaluation program conducted under
his direction resulted with the elimination of 24 varied publications with
attendant economies. DSSC has also experienced economies in the Graphic
Arts function and the area of communications.
Over and above these tangible savings, the entire .area of paperwork
management for the Defense Subsistence Center has been considerably
improved.
The abilities exhibited by Major Weathers while on duty in this
Command has resulted in his nomination and selection as the Executive
Officer of the Defense Documation Center upon the deactivation of the
Defense Subsistence Supply Center.