FOURTH ANNUAL FEDERAL GOVERNMENT PAPERWORK MANAGEMENT AWARDS

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP84-00313R000100190002-9
• Release Decision: RIPPUB
• Original Classification: K
• Document Page Count: 62
• Document Creation Date: December 12, 2016
• Document Release Date: April 29, 2002
• Sequence Number: 2
• Publication Date: September 24, 1968
• Content Type: AG

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ASSOCIATION OF F;ECOIIDS EXECUTIVES
AND ADMINISTi ATORS
Fourth Annual
FEDERAL GOVERNMENT
PAPERWORK MANAGEMENT AWARDS
E
Awards Presentation Luncheon
WASHINGTON-HILTON HOTEL, Washington, D. C.
TUESDAY, SEPTEMBE.E 24, 1968 AT NOON
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The Association of Records Executives and Administrators
(AREA) is dedicated to advancement of paperwork manage-
ment through education, research, training, dissemination
of information, and encouragement and recognition of those
who achieve excellence in this field. In presenting these
awards, the Association of Records Executives and Admin-
istrators recognizes the significant accomplishments of 20
Government managers who have developed successful pro-
grams to reduce Federal Government paperwork costs.
These awards will honor outstanding achievements and
challenge others to reach even greater heights. I am pleased
to extend congratulations to each of those receiving this
coveted annual award.
Association of Records Executives
and Administrators
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Association of Records Executives
and Administrators
AWARDS PRESENTATION
HONORABLE WILLIAM d. DRIVER
Administrator of Veterans Affairs
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Robert A. Shiff, Chairman
President, NAREMCO Services, Inc.
New York City, N. Y.
Thomas Wilds
Executive Vice President
Documentation Services Inc.
New York City, N. Y.
Rodd Exelbert
Publisher-Editor
"Information & Records Management"
New York City, N. Y.
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Administrative Office of the
United States Courts
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"For outstanding leadership and professional
excellence in promoting effective paper-
work management in the Government
of the United States of America. "
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ASSOCIATION OF RECORDS EXECUTIVES
AND ADMINISTRATORS
GOVERNMENT PAPERWORK MANAGEMENT AWARDS
Francis E. Blalock
Fred C. Braun
Joseph P. Burke
Charles C. Carnes
Ernest C. Cook
Edward V. Garabedian
Jack L. Guthrie
Lawrence L. Hopper
Clement C. Jeck
John D. Kehoe
Charles F. McCullough
Mrs. Agatha L. M,.-rgenovich
Colonel John E. Moler
Miss Gladys Nauman
James W. Purvis
Colonel Donald R. Smith
Terrence Turner
Louis B. Williams
Donald M. Witter
Veterans Administration
Dept. of Health, Education and Welfare
Post Office Department
Department of the Treasury
Defense Supply Agency
Administrative Office of the U. S. Courts
Department of the Army
Department of Transportation
Department of the Interior
National Security Agency
Atomic Energy Commission
Interstate Commerce Commission
Department of the Air Force
Dept. of Housing & Urban Development
General Services Administration
Department of Defense
Department of Agriculture
Department of the Navy
National Aeronautics & Space Administration
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FRANCIS E. BLALOCK
Chief, Paperwork Management Division
Medical Administrative Service
Veterans Administration
Washington, D. C.
As Records Management Officer of the largest medical program
in the United-States, Mr. Blalock has succeeded in the major
reduction of paperwork by physicians and allied professional
personnel, enabling them to release valuable professional-time
for use in direct patient care.
The savings resulting from this program amount to approxi-
mately $1. 5 million annually. The overall program has reduced
the volume of records holdings to the barest minimum, reduced
floor space requirements for housing the records, and reduced
equipment requirements to a new low.
Five major projects have contributed chiefly to this accomplishment:
1. Standardization of Records Series: Total volume of opera-
tional records in hospitals reduced by approximately 25
per cent.
2. Mechanized Filing Euipment: A $600, 000 cost reduction
has resulted while realizing approximately a 45 per cent
reduction in floor space requirements and a reduction in
retrieval time of records from 5 to 10 minutes to less
than 1 minute per item required.
3. Mounting Electrocardiogram Tracings in Medical Records:
A new uniform system reduces preparation time for mount-
ing tracings from an everage of 15 minutes per tracing to
less than 1 minute each.
4. Disposal of Medical Records: Over 100, 000 linear feet
eliminated by installation of a new microfilm system. Sale
of paper from disposed records returned approximately
$130, 000 to the Veterans Administration.
5. Medical Records Maintenance: Social Security numbers used
as basic identifying number on all hospital patients. This
plus a new color coded terminal digit filing system results
in appreciable man-hour savings each month.
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FRED C. BRAUN
Chief, Paperwork Management Branch
Division of Management Systems
Food and Drug Administration
Department of Health, Education and Welfare
Washington, D. C.
Significant steps have been taken in the very recent past, largely
through the personal efforts of Mr. Braun, in establishing basic
management programs in the areas of directives, records, reports,
forms and correspondence. Through his leadership and personal
contribution, the effectiveness of the Paperwork Management
Branch has been advanced to a significantly higher level, qualita-
tively and quantitatively. He has improved the organization, staff-
ing and branch capability; has increased the scope of operation for
existing programs; and has initiated meaningful activity in pro-
grams where virtually none existed.
An administrative directive issuance system has been initiated,
improved and expanded to provide a uniform system for issuing
administrative instructions at the Agency level and within all
bureaus and offices.
Forms management has been advanced through (1) improved instruc-
tions, (2) decentralized Reports and Forms Management Officers,
(3) more systematic review of forms with resultant simplification,
combining and elimination of many forms.
The Reports Management Program provides effective management
control and is being expanded to cover all FDA reporting systems.
Direct contact with the Bureau of the Budget on clearance of public
use reports has resulted in faster and better service while saving
time and avoiding misunderstandings.
Delegations of authority are now spelled out clearly.
Records Liaison Officers have been designated for all major units
within the Agency.
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JOSEPH P. BURKE
Chief, Organization Standards Branch
Post Office Department
St. Louis, Missouri
Mr. Burke, as Director of the Postal Systems Division, St. Louis
Regional Office, has, among other duties, the responsibility for
paperwork management in the regional office and the more than
3, 400 post offices and other postal units in the region. For the past
four years he has been a driving force in the development and im-
plementation of a paperwork management program in his region and
in the conduct of paperwork cost reduction studies and projects.
Today the St. Louis region stands out as an example of the improve-
ments and substantial manhour savings that can be gained through
effective paperwork management. Mr. Burke's work has resulted
in standardizing work methods and paperwork procedures, and in
the preparation of a methods handbook recommended for use by
other postal regions and post offices. The directives system devel-
oped by Mr. Burke has been adopted for nation-wide use in regional
offices and post offices. In addition to implementing this program
and conducting the many paperwork cost reduction studies in his own
region, Mr. Burke visited other regions at their request, consulted
with their officials and lectured on the program.
The Local Procurement study, through the elimination of a Standard
Form and the installation of an imprest fund, is estimated to be sav-
ing more than $200, 000 annually, including a reduction in the number
of administrative reviews of procurement requests from six to one.
The installation of Directives Management reduced costs by over seven
man-years in the pilot post office and promises a corresponding re-
duction in other major post offices. Savings in the 70 largest post
offices should approximate more than 540 man-years when fully im-
plemented.
In one records cleanout campaign, Mr. Burke directed the disposition
of 6, 300 cubic feet of records, transferred 3, 200 to the Federal
Records Center, and recaptured 1, 230 square feet of office space in
the process.
He also discontinued 424 local forms and their related procedures
and the necessary work-hours formerly used to fill in, review, con-
solidate, and otherwise process these forms.
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CHARLES C. CARNES
Special Agent
U. S. Secret Service
Treasury Department
Washington, D. C.
In early 1961 Mr. Carnes became involved in activity relating to
the Organized Crime Program--sometimes referred to in the press
as "Operation Big Squeeze"--which he has handled personally,
with a minimum of clerical and stenographic assistance, in addition
to his multitudinous other duties.
The Secret Service, through the efforts of Mr. Carnes, has been
able to relate more information to the Organized Crime and
Racketeering Section, Department of Justice, than any other
Federal law enforcement agency. A precedent has been set by
Mr. Carnes which other agencies have begun to follow.
Since assuming the duties of his present position in 1960, Mr.
Carnes has made many changes and innovations in the overall
filing, indexing and related records management activities. These
innovations will facilitate the ready retrieval of records concerning
activities of Presidents and other items of significant value many
years in the future. He was commended for the manner in which
he prepared the Secret Service retention plan for records of endur-
ing value to the Nation in a letter dated July 8, 1965, from the
Deputy Archivist of the United States.
Mr. Carnes has been cited numerous times by the Director, as well
as other high ranking officials of the Secret Service, for his
diligent efforts in obtaining the greatest efficiency possible in
records management activities.
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ERNEST C. COOK
Forms Management Officer
Defense Depot Ogden
Defense Supply Agency
Ogden, Utah
As the Forms Management Officer of the Defense Depot Ogden,
Mr. Cook has been outstanding in achieving high quality work and
effective cost reduction in the paperwork management field. Dur-
ing Fiscal Year 1968, a number of paperwork management achieve-
ments were realized, of which the following are considered notable:
1. By utilizing forms design and analysis techniques, he re-
designed a proposed computer form, resulting in anticipated
savings of $21, 936. 00 the first year.
2. By utilizing value analysis principles, he revised original
specifications in order to take advantage of less costly but
equally efficient material for manufacture of computer-pre-
pared stencil labels, resulting in anticipated savings of
$47, 030.40 the first year.
3. By reviewing existing labeling and marking procedures and
utilization of forms analysis techniques, he determined the
extent of duplication and recommended elimination of seven
different labels, resulting in consolidation to six different
media and anticipated savings of $31, 546.28 thefirst year.
4. By utilizing paperwork flow and management analysis techniques,
he reviewed existing procedures and policies on ordering
objectives for forms stock replenishment. He determined the
advisability of increasing the ordering objective from one to
three months and of using Economic Order Quantity principles
to achieve a projected reduction of 550 ordering requisitions
the first year for a savings of $4, 499. 00. Additional antici-
pated savings of $14, 076. 36 will result in the cost of printed
forms due to unit cost reduction by ordering larger amounts.
These four paperwork management achievements represent a total
anticipated saving of $119, 088. 04 the first year.
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EDWARD V. GARABEDIAN
Budget Officer
Administrative Office
United States Courts
Mr. Garabedian developed procedures relating to the collection and
disposition of fees paid by the public to clerks of United States Dis-
trict Courts for the execution of passport applications. As a result
thereof, the expense to applicants for passports has been reduced
in the aggregate by $50, 000 annually and applicants enjoy the con-
venience of having to draw only one check or money order instead of two.
The issuance of several hundred thousand receipts per year and the
maintenance of related financial records has been obviated. It is con-
servatively estimated that the Judiciary has been the beneficiary of a
savings of 10, 000 man hours of clerical effort without having caused
an increase in the time and effort expended by employees of the
Treasury and State Departments.
His efforts to arrange for an on-site examination of expenditure docu-
ments by the General Accounting Office made it possible to discontinue
the submission of duplicate paid vouchers to the Administrative Office,
resulting in a substantial reduction in the clerical effort involved with
respect to sorting and filing of such documents and a savings of file
space and supply costs.
Authorization for intra-circuit travel by the personal employees of
judges and annual allotments for travel by other court personnel, re-
duced the volume of requests for travel authorizations by 75 percent.
Revising the work flow with respect to vouchers submitted by court-
appointed attorneys for compensation and reimbursement of expenses
reduced by 50 percent the handling of over 20, 000 expenditure documents
per year. The savings of time and effort involved resulted in a reduc-
tion of approximately two weeks in the time lag between the receipt and
settlement of claims.
The adoption of a combination order form and financial affidavit of the
criminal defendant, on a single page, to be used by the Courts in lieu
of four separate forms (five pages) has reduced clerical time, print-
ing costs, shipping expenses, and storage space requirements.
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JACK L. GUTHRIE
Chief, Program Branch
Office Management Division
The Adjutant General's Office
Washington, D. C.
Mr. Guthrie has developed a highly effective program in the areas
of correspondence and mail management and in the files documenta-
tion and disposition system with an effect on a combined military
and civilian population of 3, 500, 000 and involving the management
of some 4, 000, 000 linear feet of files.
In the area of correspondence management, Mr. Guthrie has devel-
oped and supervised the extension Army-wide of a program whose
objective was the improvement in the quality of correspondence, the
reduction in the amount of time involved in the composition and dic-
tation of correspondence through the introduction of form and guide
letters, and an increase in productivity in the preparation of corres-
pondence through the adoption of the blockstyle format.
In the area of mail management, while Mr. Guthrie contributed
significantly to the overall program for the reduction of mail
processing costs, there were two outstanding examples of his
contribution in this area. These were the development and adop-
tion of the air mail command pouch system and the extension of
the Post Office Department ZIP Code System throughout the Army.
The former resulted in a most significant reduction in mail transit
time--especially to overseas commands--and greatly decreased
the need for the use of the electrical circuits.
While Mr. Guthrie made invaluable contributions in the simplifica-
tion of thefiles documentation system of the Army--through the
adoption and refinement of the Army Functional Files System--and
to a program for the protection of the Army's vital records, his
contributions and supervision of the program for improving commu-
nications with the Public has been of particular significance. This
program--in implementation of a Presidential directive--has con-
tributed significantly to improving the Army's relations with the
American people.
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LAWRENCE L, HOPPER
Management Analysis Division
Federal Aviation Agency, Central Region
Kansas City, Missouri
Based on NABS cost factors, Mr. Hopper's recent overhaul of the Central
Region's directives system has resulted in a savings over a two-year per-
iod of nearly $2 million.
Other significant values include the sizeable reduction in directives require-
ments and the effective training of a staff of 40 employees to become com-
pletely "user oriented" in developing directives. Through his leadership,
the more than 6, 000 Central Region employees have become "paperwork
conscious. " He has personally conducted training courses, arranged for
specialized courses through GSA, and equally important, has conducted a
systematic follow-up campaign to insure that items covered in the training
courses were put into operation.
In spite of continued expansion of activities in the Central Region during
the past six years, Mr. Hopper has succeeded not only in controlling the
total paperwork program, but in fact has made a sizeable reduction in paper-
work holdings.
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CLEMENT C. JECK
Chief, Division of Directives Management
Office of Management Research
Department of the Interior
Mr. Jeck has been responsible for a long list of significant achievements
in paperwork management for more than 22 years, whose combined
effects have resulted in man-hour savings in the hundreds of thousands
of hours and monetary savings totaling several million dollars. Several
noteworthy highlights only are listed.
A reports analysis program for Veterans Administration affected some
two million veterans and resulted in reduced costs per patient in addi-
tion to substantial time savings for all patients treated.
An "Encyclopedia for Business Forms" was developed and prepared for
training sales personnel. Results were so marked that an invitation was
given and accepted to render similar services for the Government.
The faster processing of price adjustments for the Office of Price Stabil-
ization beneficially affected thousands of businesses in the Middle West and
resulted in the lowest unit cost of handling cases in the nation.
A correspondence and forms procedures study for Internal Revenue Service
speeded up processing of tax returns, eliminated much internal paperwork,
and resulted in savings, if projected nationally on the basis of a sizeable
pilot project, of $5. 5 million annually.
Participated in studies for the Hoover Commission on Federal paperwork
management and received special commendation.
Engaged in special studies and projects for the Bureau of Indian Affairs,
the Passport Office, the U. S. Department of Agriculture, and several
other agencies, all of which resulted in constructive improvements,
reduced costs, and improved service to the public.
An overhaul of the reports required by the Department of the Interior
resulted in eliminating 18 per cent, simplifying 9 per cent, and scheduling
another 9 per cent for further improvement. The minimum savings to
the public is estimated to exceed $1. 5 million annually. A further review
produced additional savings through elimination of 1. 4 million reports
prepared by the public, resulting in an estimated 1. 1 million man hours
with a value calculated at $4. 2 million.
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JOHN D. KEHOE
Operations Analyst
National Security Agency
Fort George G. Meade, Maryland
In an important area of NSA operations, involving other Government
Agencies, commercial contractors and allied nations, a classical
problem existed where the increasing magnitude of operations and
material resulted in each participant designing internal procedures,
when in reality all could be standardized in methods and supporting
paperwork to accomplish a common purpose. It was Mr. Kehoe who
recognized this and mounted a coordinated effort to solve the problem
on a government-wide basis. Through his leadership- -with the sup-
port of the many Federal Agencies and Departments--he developed
one single, highly successful technique that has effected dramatic
improvements in paperwork management and in the complex of pro-
cedures and systems related to it. By his own efforts he has vastly
improved and simplified an essential process in the accounting of
vital materials essential to the Nation's and the Free World's se-
curity.
Monetary savings are difficult to assess since there has not been a
study of the multi-agency costs under the old method; however, these
known improvements have resulted from the effort since its imple-
mentation earlier this year:
1. Of the 1, 200, 000 sets used annually, many copies of each set
previously required thirteen and now require only six.
3. Front and back typing is eliminated through the design of a form
that includes all information on the face.
4. Fewer signatures are required.
5. Inter-agency transfers of material are simplified by eliminating
multi-procedures and related forms.
6. Computer-to-computer compatibility has been attained by stand-
ardization of format and information input-output requirements.
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CHARLES F. McCULLOUGH
Chief, Records Management Branch
Albuquerque Operations Office
U. S. Atomic Energy Commission
Mr. McCullough has developed and installed an orderly and effective pro-
gram for managing the records of AEC's Albuquerque Operations Office
(ALO) and its contractors. As Chief of the Records Management Branch
since 1962, he has demonstrated outstanding leadership in gaining accep-
tance and application of recommended practices for simplifying record-
keeping and streamlining paperwork.
Mr. McCullough has established well-defined records management programs
in each contractor organization and has obtained the necessary support
of Laboratory Directors and Plant Managers in making the programs effec-
tive. He has initiated a simplified classified document accountability
system which has reduced paperwork and accelerated communications with-
out jeopardizing security. Through his efforts several AEC and contractor
records centers have been closed and the records transferred to Federal
Records Centers. He has developed and applied effective techniques for
appraising the records management performance of contractors and decreased
costs in paperwork systems. Mr. McCullough has effectively controlled
the acquisition of filing equipment, accelerated records disposal, and
saved many clerical man-hours by eliminating unnecessary recordkeeping
and document processing.
He provides records management leadership for a government-contractor
complex of laboratories and industrial plants employing 30, 000 persons
with an annual expenditure of $500, 000, 000. ALO is an immensely com-
plicated organization with contracts and facilties extending throughout
the United States. Managing its records holdings of 156, 000 cubic feet
containing millions of classified documents of great sensitivity involves
a broad knowledge in the fields of weapons and research and development,
skill in contractor relationships, and a high degree of administrative
ability.
Under Mr. McCullough's leadership, ALO is disposing of more records than
it is generating; significant personnel reductions (from 39 to 21 in the last
ten years) have been made by the elimination of unnecessary and duplicate
recordkeeping and simplification of mail and document handling; records
centers have been closed and others are scheduled for closing; and filing
equipment procurement has been reduced to a minimum, These and other
actions have reduced paperwork costs by more than $1, 000, 000 annually.
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MRS. AGATHA L. MERGENOVICH
Assistant Chief
Section of Administrative Services
Interstate Commerce Commission
Since 1959 Mrs. Mergenovich has made a substantial contribution and
impact on reducing the paperwork burden for the Interstate Commerce
Commission. She has provided the necessary expertise, leadership,
guidance, and imaginative yet practical thinking which have produced
real results and proven cost savings for the Commission.
Mrs. Mergenovich has developed and installed a system for automating
copy preparation of Commission decisions which has produced recurring
annual savings in excess of $50, 000 through the reduction of printing
costs.
Her efforts in the area of records disposal programs resulted in the
destruction or transfer of more than 86, 000 cubic feet of records.
This released 375 file cabinets and over 6, 000 cubic feet of steel
shelving. In the area of paperwork reduction, she has achieved a
reduction of reports filed by carriers of more than 450, 000 annually
and the elimination of 22, 000 pages of data from annual reports to be
filed. This reduction enabled the Commission to discontinue the pre-
paration and printing of 110 publications and to substantially reduce
the number of pages in continuing publications.
Current efforts to reduce the number of pages, reports, and filings
to be made by carriers and case participants have resulted in savings
of more than 10, 600 man-hours per year with substantial reductions
in printing costs, and a reduction of more than 800, 000 pages of reports
and pleadings for the industry.
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COLONEL JOHN E. MOLER
Director, Personnel Data Systems
U. S. A. F. Military Personnel Center
Randolph Air Force Base, Texas
Department of the Air Force
Colonel Moler, through superior leadership and untiring effort, has
provided an improved personnel data system for management of ap-
proximately one million military personnel. Functional managers
worldwide now have available accurate and timely personnel data
for use in managing this force. By using mechanized data, the func-
tional manager limits paperwork to the essential minimum.
Through the use of mechanized procedures, paperwork has been sub-
stantially reduced in the Air Force personnel system. Examples of
paperwork savings are as follows:
1. The Airman Military Record was reduced by 50 percent from a
four page to a two page form for 800, 000 airmen, eliminating
the necessity for maintaining much of the personnel data man-
ually, and reducing the requirement for filing and for storage
space by half. A similar reduction was made of the data man-
ually maintained on the Officer Military Record.
2. A mechanized Leave Authorization Record eliminates leave orders,
provides the individual a leave authorization document, furnishes
a mechanized record of leave, and provides input for leave bal-
ancing, resulting in an accurate record of leave with the conse-
quent savings in Government funds.
3. A Mechanized Health and Immunization Record eliminates many
manual processes, numerous forms, and reduces workloads.
4. A series of base level products are automatically produced by
computers. Practically every aspect of Personnel Management
at base level is served with these automatic products which eli-
minate an extensive variety and great numbers of manually
prepared reports.
5. The traditional, manually prepared morning report has been
eliminated.
6. The entire series of officer summary reports has been discon-
tinued.
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MISS GLADYS NAUMAN
Chief, Records and Forms Management Branch
Department of Housing and Urban Development
During the past 18 months Miss Nauman was able to reduce records
holdings 16 per cent, which approximated 32, 000 cubic feet of filing
space and the actual release of 541 file cabinets. The savings in
equipment and floor space is estimated to be $300, 000.
She recommended and caused to be installed a unique open shelf
file system for forms in each regional office. The resulting savings
in equipment and floor space approximated $13,000.
She has established a Department-wide forms management program
to insure that all necessary forms and related procedures are devel-
oped and designed to promote an efficient program; eliminate unnec-
essary and duplicate forms, consolidate those serving a similar func-
tion and achieve economy in forms design, printing, storage and
distribution. At present this part of her program is not completed
and a firm estimate of savings has not yet been determined, but
savings in the thousands of dollars will be realized.
Miss Nauman's talents have also spilled over into the area of mail
management, which included a study of interdepartmental mail hand-
ling practices and remedies for improvement: an issuance directed to
insure full compliance with ZIP code requirements and a study with
recommendations to assure the expeditious handling of Congressional
and White House correspondence.
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JAMES W. PURVIS
Digital Computer Planning Specialist
Federal Supply Service
General Services Administration
Mr. Purvis has made a significant and unique contribution to the paper-
work management field. He designed, developed, implemented, and
directed a major computer oriented paperwork processing system
known as the Tariff Data File System as direct support to the "Kennedy
Round" international trade negotiations of the United States with other
nations. The paper workload to support these negotiations was stagger-
ing and could not have been accomplished with conventional paperwork
processing methods. The ADP system Mr. Purvis designed not only
met and exceeded all negotiation processing deadlines, but placed the
United States in a strong bargaining position in the world trade market.
Aggregate export dollar value advantages to the United States exceeded
$60 million in two areas alone. The system Mr. Purvis developed also
saved an estimated $2. 5 million in cost avoidance, by utilizing an ADP
approach in lieu of conventional paperwork processing methods.
Mr. Purvis has made substantial contributions to the paperwork manage-
ment area in Government while employed at both the U. S. Department
of Agriculture and at the General Services Administration. He repre-
sents a new breed in paperwork managers since he has successfully
married both the conventional paperwork management techniques with
dynamic computer concepts to produce imaginative innovations in the
paperwork management area in the interest of economy and efficiency.
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LIEUTENANT COLONEL DONALD R. SMITH, USAF
Military Secretary for the Plans and Policy
Directorate
Organization of the Joint Chiefs of Staff
Department of Defense
In 1965 Colonel Smith attacked the problem of disposing of highly
classified documents, numbering approximately 100, 000, which had
accumulated for more than 7 years. By the existing methods of de-
struction, over 4, 000 man-hours would have been required simply
to remove this backlog. At the same time, similar accountable docu-
ments were entering the system at the rate of 4, 000 per month.
The installation of an inexpensive improved system eliminated the
sizeable backlog in approximately two years. This not only removed
the requirement for an additional position, but allowed the transfer of
one existing position to another agency. The quantifiable direct saving
was $7, 500 per annum on a recurring basis. In addition, the oppor-
tunity for human error was virtually eliminated which became an in-
creasingly important consideration as the rate of accession of new
documents rose. Finally, the diversion of attention and effort from
destruction to researching services resulted in considerably more
efficient overall operation. Since its inception in 1965 the automated
destruction process has expanded to handle 50, 000 documents per year
and could readily accommodate a further increase of 50 percent
without additional personnel or equipment.
While this procedure exemplifies the methods introduced by Colonel
Smith for processing more than 300, 000 classified documents per
year, it is by no means unique. His total modernization effort is an
ongoing example of applying new techniques and procedures for
optimum effect.
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TERRENCE R. TURNER
Director, USDA Management Data Service Center
Department of Agriculture
New Orleans, Louisiana
Mr. Turner has pioneered and developed new techniques in the use of
magnetic computer tapes in lieu of paper documents. He has recog-
nized the value of microfilm as a means of eliminating paper records
and costly storage space. He has accomplished vast reductions in
paperwork not only within the Department of Agriculture, but also
with other Government agencies, such as the U. S. Civil Service
Commission, the Internal Revenue Service, Treasury Department
Disbursing Offices and Social Security Administration through his
maximum use of computer tape.
The automated payroll, personnel, and financial analysis project
(MODE), for which he has been largely responsible, has saved to
date a total of $1,628, 500. Approximately $830, 000 of this amount
is attributable to the development, growth and maximum use of the
present computerized system over the cumbersome and expensive
manual operation. The balance of $798, 500 consists of additional
savings realized from new ideas, techniques and refinements accom-
plished under the leadership, guidance and efforts of Mr. Turner.
These amounts are first year savings and are expected to continue.
Mr. Turner has made important contributions to the success of a
Department-wide common services, computerized integrated payroll,
personnel, leave and financial reporting system. Through his efforts
the system has been recognized throughout the Federal Government
as a landmark approach to administrative operations.
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LOUIS B. WILLIAMS
Director, Material Technical Programs Staff
Naval Supply Systems Command
Department of the Navy
Washington, D. C.
The scope of Mr. Williams' accomplishments encompasses all eche-
lons of the Federal Supply System and its world-wide logistic opera-
tions. Among other things, he developed a plan to implement the
Progressive Refinement of Integrated Supply Management (PRISM)
which resulted in the publication of a single Navy Management Data
List. An extensive study is now under way to reduce this entire
system to a micro-form system, which will increase the savings
in time and money.
The Assistant Secretary of Defense (Installations and Logistics),
in full recognition of the problems that existed between the Military
Services and the Defense Supply Agency, requested that a study be
conducted of the Military Service/Defense Supply Agency interface.
This study was referred to as PRISM. PRISM contained many
recommendations dealing with supply management improvements.
One PRISM recommendation, which was adopted by the Defense
Supply Agency and the Military Services, required that the Military
Services prepare a single Management Data List (MDL) and that it
be prepared centrally by one service activity. In addition, the
Defense Supply Centers would plan to discontinue preparation of
their MLs (Management Lists) since these MLs overlapped and
duplicated the service prepared MLs.
The cancellation of Navy requirements for Defense Supply Center
MLs has resulted in savings of $65, 000 (cost to the Navy for printing
Navy's Defense Supply Center ML copies). Overall savings in manhours
and costs are extremely sizeable and reach into all Defense Agencies.
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DONALD M. WITTERS
Head, configuration management & Documentation Office
Goddard Space Flight Center
National Aeronautics and Space Administration
Mr. Witters, a Mechanical Systems Engineer on the Orbiting Astro-
nomical Observatory Project, developed and implemented a Compu-
terized File System to systematically process over 8, 000 documents
per year. He also developed and implemented the associated Action
Item and Parallel Information Systems for this major project.
At the same time, Mr. Witters developed and implemented Configura-
tion Management procedures for the identification, documentation
accounting, systematic technical evaluation, and approval of changes
to all end-items of hardware and computer programs (software) on
OAO. These procedures ensure that all applicable engineering
changes are reviewed in a systematic manner to determine their
validity and impact. The system provides that all affected parties
are cognizant of such changes and that they have a voice in the deci-
sion-making process. The system is designed to allow responsible
project performance, schedule impact, and cost analysis.
The Goddard Space Flight Center has imposed a similar Configuration
Management Policy and is currently recommending adaptation of
technical documentation consistent with the objectives developed for
OAO by Mr. Witters for all GSFC satellite projects.
The automated Technical Documentation and Configuration Manage-
ment Systems implemented on OAO have provided the in-depth manage-
ment visibility necessary to maintain a fixed launch schedule which
coordinates the efforts of many contractors, NASA and other Govern-
ment agencies. The rewards of these systems are subjective in that
they provide greater probability of mission success and prevent ex-
tremely large holding costs resulting from schedule delay in any area
which impacts the overall project schedule.
The measurable results in terms of the several thousands of dollars
associated with reduction of clerical personnel, fifty percent reduc-
tion of on-site records, file cabinets and he like, are insignificant
when compared with the prime objective of efficient and effective
management of a multimillion dollar scientific satellite project. The
automated Technical Documentation System and Configuration Manage-
ment System implemented on OAO have provided the in-depth management
visibility necessary to maintain a fixed launch schedule which coordi-
nates the efforts of many contractors, NASA and other Government
agencies. The holding costs resulting from schedule delay in any
area are subjective but astronomical.
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 STAT Approved For Release 2002/05/17 : CIA-RDP84-00313R000100190002-9
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 Approved For Release 20-02/05/17 CIA-RDP84-00313R000100190002-9
ADMINISTRATIVE MANAGEMENT SOCIETY
FEDERAL GOVERNMENT
PAPERWORK MANAGEMENT AWARDS
Awards Presentation Luncheon
SHOREHAM HOTEL, Washington, D. C.
TUESDAY, SEPTEMBER 26, 1967 AT NOON
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 Approved For Release 2002/05/17 : CIA-RDP84-00313R000100190002-9
For almost 50 years the Administrative Management Society
has, as its principle purpose, encouraged and provided con-
tinuing insight towards the development of more effective
management in business and government. In presenting these
awards the Administrative Management Society recognizes the
significant accomplishments of 16 government managers who
have developed successful programs to reduce Federal Govern-
ment paperwork costs. These awards will focus public atten-
tion on the degree and extent to which excellence exists among
government managers. I am pleased to extend congratulations
to each of those receiving the AMS Award.
R. W. BALL
International President
Administrative Management Society
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 Approved For Release 2002/05/17 : CIA-RDP84-00313R000100190002-9
PRESIDING
ROBERT W. BALL
International President
Administrative Management Society
AWARDS PRESENTATION
R. B. HODGES
Chairman, Awards Committee
Administrative Management Society
INTRODUCTION OF SPEAKER
THOMAS GIKAS
President, Washington Chapter
Administrative Management Society
PRINCIPAL ADDRESS
HONORABLE WILLIAM J. GREEN
Committee on Post Office and Civil Service
United States House of Representatives
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 Approved For Release 2002/05/17 : CIA-RDP84-00313R000100190002-9
Joseph A. Anderson
Department of the Air Force
Albert J. Francis
Department of the Treasury
Ralph G. McIntyre
Department of Agriculture
John G. Miller
Veterans Administration
Herbert L. Tash
National Aeronautics & Space Administration
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 The. Administrative Management Society is a professional society of 15,000 administra-
9 Chrasaln~di~~ is 3 11 s I rooug ou es 'ree or 3i~A ^I' -9
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
R. W. BALL
Rochester Gas & Electric Corp.
Rochester, New York
First Vice President
K. B. SMOYER
Micro Switch, Div. of Honeywell
Freeport, Illinois
Vice President-Treasurer
J. W. MYNETT
Gulf Insurance Co.,
Dallas, Texas
Vice President-Management Development
W. W. PECK
Metropolitan Life Ins. Co.
New York, New York
Vice-President-Society Administration
F. A. McDERMOTT
Career Service Auth.
Denver, Colorado
Chairman, Executive Committee
L. W. LYNETT
IBM Corporation
Armonk, New York
Executive Director
ROBERT C. WALTER
Administrative Management Society
Willow Grove, Pennsylvania
A. A. Holt
Carr Fastener Co., Div. United-Carr
Brookline, Mass.
C. R. Rudrauff
Provident Mutual Life Ins. Co. of Phila.
Stone Harbor, New Jersey
Mrs. Lorraine Werlla
Chas. G. Stott & Go., Inc.
Washington, D. C.
Norris Moses
Leach, Calkins & Scott
Richmond, Va.
M. H. Colby
Marine Midland Trust Co. of Central N.Y.
Syracuse, New York
D. J. Metzler
Bendix Products -Automotive Div.
Mishawaka, Indiana
W. D. Price, Jr.
Louisville Memorial Hospital
Louisville, Ky.
W. D. Kearney
Humko Prod. Div. Nat'l. Dairy Products
Memphis, Tenn.
R. B. Rew
State Bank of E. Moline
Bettendorf, Iowa
E. C. Lairson
Ernst & Ernst
Frank Stojak
Simpson-Sears, Ltd.
Regina, Sask.
R. L. Raines
Olympic Nat'l Life Ins. Co.
Seattle, Wash.
L. S. Selk
East Bay Water
Alameda, Calif.
A. W. Sargent
Calcot, Ltd.
Bakersfield, Calif.
R. D. Andersen
Horden Laboratories
Lincoln, Nebraska
F. G. Rodgers
Trust Co. of Georgia
Atlanta, Georgia
R. A. Ristau
State Dept. of Public Instr.
Madison, Wisconsin
D. R. Rager
Peat, Marwick, Mitchell & Co.
Los Angeles, Calif.
M. A. Harvey
General Foods Corp.
White Plains, New York
L. L. White
W. K. Kellogg Foundation
Houston, Texas Battle Creek, Michigan
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Ms. City Title Div. Chicago Title Ins. Co. Moore Business Forms, Inc.
Kansas City, Mo. Park Ridge, Illinois
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ADMINISTRATIVE MANAGEMENT SOCIETY
SPECIAL AWARDS BOARD
R. B. HODGES, Chairman
Weston, Mass.
J. C. HODGES
International Equipment Co., Ltd.
St. Laurent, Montreal, Quebec
F. A. SCHULTZ
The Unity Mutual Life Ins. Co.
Syracuse, New York
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 Approved For Release 2002/05/17 : CIA-RDP84-00313R000100190002-9
For outstanding leadership and professional excellence in promoting
effective paperwork management in the government
of the United States of America."
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 Approved For Release 2002/05/17 : CIA-RDP84-00313R000100190002-9
ADMINISTRATIVE MANAGEMENT SOCIETY
GOVERNMENT PAPERWORK MANAGEMENT AWARDS
NOMINEE
Joseph A. Anderson
William P. Barnhart
Ralph V. Button
Captain Forrest H. Doucette
Robert L. Evelsizor
Albert J. Francis
Joseph M. Glynn
Mrs. Maxine B. Hayes
Mrs. Mary M. Hines
Victor Kovanich
Ralph G. McIntyre
Charles E. Middleton, Jr.
John G. Miller
Seymour J. Pomrenze
Herbert L. Tash
Neil C. Tulloch
NOMINATING AGENCY
Department of the Air Force
Department of Commerce
Atomic Energy Commission
Department of the Navy
Defense Supply Agency
Treasury Department
Department of Housing and Urban Development
Department of Health, Education and Welfare
National Security Agency
Agency for International Development
Department of Agriculture
Department of Labor
Veterans Administration
Department of the Army
National Aeronautics and Space Administration
Selective Service System
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JOSEPH A. ANDERSON
Manager, Air Force Technical Order System
Department of the Air Force
Washington, D. C.
Mr. Anderson is mana*er of the Air Force Technical Order System
which provides the instructions for operating, maintaining, repairing and
modifying all aircraft, missiles, communications and electronic systems, and
supporting equipment used by the United States Air Force. The wide variety
of weapon systems and equipment in the Air Force inventory, coupled with
the ever-increasing technical complexity of the hardware, poses a monu-
mental challenge to the Air Force to provide adequate, timely, brief,
understandable, yet comprehensive instructions to operate and maintain the
equipment properly.
Mr. Anderson's improvements in the system enabled more than 300,000
maintenance personnel in the Air Force to receive timely and effective sup-
port for operational missions. He has directed programs to assure that
technical specifications require essential data preparation and that duplica-
tion is avoided. He has directed programs providing for the joint utilization
of technical data between the services, thereby avoiding duplicate costs. A
computer file has been established to affect the cross-servicing arrange-
ments. In addition, distribution of technical orders have been converted to
a computer controlled system. Using activities receive only those publica-
tions essential to performing their mission. Air Force technical orders are
produced in loose-leaf form to facilitate constant technological changes thus
providing the user with current information in the most usable form.
Under Mr. Anderson's direction improved packaging of technical infor-
mation to coincide with tasks and skills of the users and with levels of
maintenance provides maintenance specialists with data tailored to their
needs. Less printing is required, with attendant savings in printing costs.
Where feasible, computers and other machine methods have been employed
to accomplish tasks faster, more efficiently, and more economically. Audited
savings of $17,637,500 have been realized during fiscal years '64, '65 and
'66 as a result of Mr. Anderson's efforts.
His efforts have achieved better paperwork management and elimina-
tion of paper documents. Mr. Anderson is constantly engaged in analyzing
or testing new techniques for data presentation and dissemination. He has
contributed immeasurably to the highly effective operational performance
of the billions of dollars worth of material on which the capability of the
United States Air Force is built.
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WILLIAM P. BARNHART
Assistant chief, insurance Claims Branch
Maritime Administration
Department of Commerce
Washington, D. C.
As Assistant Chief, Insurance Claims Branch, Maritime Administration,
Mr. Barnhart has reviewed and consolidated voluminous marine insurance
claims records, accumulated from World War II and the Korean conflict,
thus providing timely handling of insurance claims, and more efficient utili-
zation of space. The improved internal channeling of claims matters has
had a salutary effect on seamen claimants; has provided prompt informative
data to numerous congressional offices; and has contributed in terms of
efficiency and cost reduction to the operations of insurance brokers and
Government agencies frequently involved in marine insurance. He also
devised several forms and developed a series of form letters, the use of
which has resulted in reduced correspondence costs in the Maritime Admin-
istration and other Government agencies.
Mr. Barnhart recently completed the compilation of source material
involving decisions, interpretations, and clarifications of rulings of the for-
mer Maritime War Emergency Board. This compilation has been bound
and placed in the National Archives for permanent retention. The rulings
of the Maritime War Emergency Board are of great importance since they
are incorporated in the current agreements of the seamen's unions engaged
in the Viet Nam conflict. At Mr. Barnhart's instigation, Certificates of Pre-
sumptive Death, issued by the Maritime War Emergency Board covering
the presumed death of seamen lost aboard vessels during World War II,
were accumulated and centrally filed in the Division of Insurance. As a
result, requests now being received from the public for settlement of estates,
verification of death for pension purposes, clearance of land titles, etc., are
expeditiously processed with resulting good public relations. Mr. Barnhart
has recently recommended to the Department of Justice and the Coast
Guard use of a form letter which would streamline procedures for attorneys
representing the United States in litigation brought by seamen.
Mr. Barnhart's continuing efforts toward better paperwork manage-
ment have resulted in inestimable savings in professional, stenographic and
clerical man hours and have contributed immeasurably to good public
relations.
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RALPH V. BUTTON
Records Officer
Atomic Energy Commission
Richland Operations Office
Richland, Washington
As Records Officer, Mr. Button has achieved an effective records man-
agement program when at times he was presented numerous complex and
frequently unique problems. During 1965 and 1966 the performance of
the AEC programs at Richland, Washington was changed from a single to
a multi-contractor operation. Seven new cost-type contractors were engaged
to operate the plutonium production and research and development facili-
ties formerly operated by one large scale contractor. This action had a pro-
found impact upon the records management program. Mr. Button applied
himself to the situation and within the two year period that the Hanford
Plant was changing from single to multi-contractor operation, a records
manager was appointed for each contractor; orientation and training were
given; local standards, procedures and policy guides were developed as were
inventory records and disposal schedules. Vital records were identified and
protected on a current basis. Under his leadership the total Richland Records
Program proceeded efficiently and effectively, enabling the Hanford Plant to
maintain its position of leadership in the records management field concur-
rently with effecting the transition.
Mr. Button was largely responsible for promoting the establishment
of sound records program and the personal training of the staff and clerical
employees. In addition, Mr. Button coordinated and promoted a recent
AEC Clean-Out Campaign for the Richland AEC office and its contractors.
This program helped reduce records in active office files by 221/z% and in
making available 143 filing cabinets for re-location to other areas. Mr.
Button vigorously promoted the utilization of microfilm aperture cards for
handling and use of engineering drawings. This program was later adopted
for use throughout the AEC. His continuing records management appraisals
of contractor and AEC performance resulted in a steady improvement in
the quality of the Hanford Records Program. His study of the central filing
system in use by the Richland AEC office led to its elimination, thus saving
money and time through reduction of duplicate files and costs.
Mr. Button has demonstrated every quality of leadership, good judg-
ment, dedication and perseverance that produced both tangible and intang-
ible results. The calibre of AEC and contractor performance in the records
management field at the Hanford Plant has saved the government many
dollars and facilitated efficient operations. These achievements are largely the
results of Mr. Button's personal efforts.
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FORREST H. DOUCETTE
Director, Fleet Coordination Division
Naval supply systems Command
Washington, D. C.
For a number of years, the supply and accounting procedures in use
by ships have not provided an effective means of recording and transmitting
supply and financial data on a standardized basis to the Type Commander
and the Fleet Commander. Efforts to develop a means of accumulating
this essential data and eventually reducing the accounting and reporting
workload requirements in ships resulted in the creation of the Afloat Con-
sumption, Cost and Effectiveness Surveillance System (ACCESS) by Captain
F. H. Doucette.
ACCESS is unique in that it is the first computerized information
gathering system designed by the Fleet to meet current needs. In summary,
ACCESS is designed to provide all essential supply and financial manage-
ment information required by the Type Commander for improving decision
rules effecting supply readiness, funding, and shipboard inventory control.
Need for the information provided by ACCESS has existed for many years.
ACCESS, as created by Captain Doucette, provides an economical means to
collect and summarize this data.
The principal benefits of ACCESS derive from the specific uses that the
Fleet is making of ACCESS: The wide range of data available in the
ACCESS data bank has virtually eliminated the need for crash studies in
the supply and financial area; ACCESS has obviated the need for extensive
files of reports and other back-up data; detailed ledgers and files used to
record budget information manually have been eliminated as a result of
ACCESS; a great deal of unnecessary correspondence and paperwork is
avoided; the Quarterly Supply Status Report, previously prepared manually,
was mechanized resulting in a further reduction in shipboard paperwork.
By creating ACCESS he has established a Fleet-wide Management In-
formation System. Captain Doucette's hard work, together with his original
and imaginative thinking, were the principal factors responsible for the
creation of ACCESS. He was responsible for the success of ACCESS, starting
with its conceptions continuing through its development state, and finally
resulting in its Fleet-wide implementation. Through ACCESS, Captain
Doucette demonstrated how a successful manager can control paperwork to
cause an organization to become more efficient.
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 Approved For Releasek?bOB0005 1? : CIA-RP84-00313R000100190002-9 EVELSIZOR
Chief, Hose, Piping & Fittings Branch
Defense Construction Supply Center
Columbus, Ohio
In his present position, Mr. Evelsizor was responsible for the mechani-
cal processing of Military Supply Standards. Prior to the installation of the
process, preparation of Military Supply Standards were made by manual
sorting and comparison of technical and supply management data contained
on record study cards, copying lists and typing to obtain missing data and
typing of the actual document. It has been estimated that four hours per
item were expended in research, sorting and copying to produce the final
product.
Mr. Evelsizor successfully inaugurated an automated method using the
computer and EAM equipment. A program was written for the computer
to produce tailored machine listings to assist in the search for missing data
on any segment or class to be studied. A method was devised to code tech-
nical characteristics for easy entry onto a standard 80 column keypunch
guide. General purpose EAM cards are then punched from the guide, and
machine sorted on comparable technical characteristics to produce small
family groups of like items by name, style, material, size and all other
salient details of description and use. An accounting machine print-out
permits an Equipment Specialist to review these small groups and make
standardization decisions directly from the run. Standard items are clearly
defined; "gold plated", special purpose, and sub-standard items are readily
recognized and classified accordingly. The "hard copy" is then reduced to
8 x 101/2 inch size, printed, and distributed to all interested Department of
Defense activities for concurrence in standardization decisions.
Mechanical processing of Military Supply Standards provides a uniform
format, assures inclusion of pertinent characteristics in studies to facilitate
review by the military services and in final published standards. EAM
listings in clear legible format eliminate the hand-written studies, lists and
indexes, and reduces greatly or eliminates errors which occurred in manual
methods and typing. Productivity has increased four times in some Federal
Supply Class studies and overall productivity is expected to be at least
double. Mr. Evelsizor's efforts have resulted in a savings of $3.70 per line
processed for a total savings of $114,700 for FY 1967. Because of benefits
and economies gained, other agencies throughout the Department of Defense
are adopting similar methods.
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 Approved For Release 200,R 7I III LB IgO9J13R000100190002-9
Assistant Director, Division of Inspection and Control
Bureau of Customs
Washington, D. C.
As Assistant Director, Division of Inspection and Control, Bureau of
Customs, Mr. Francis was one of a special committee in the Treasury De-
partment established in June 1966 to eliminate all unnecessary red tape
paperwork inhibiting our import and export program. Simultaneously, Mr.
Francis was appointed chairman of a special work group in the Bureau of
Customs. This group reviewed and analyzed 536 official customs forms, in-
cluding 181 forms on which information is furnished directly by the public.
Eighty-nine forms, 11 of which are forms completed by the public,
have been officially eliminated. Final implementation of various projects
will result in the elimination of an additional 167 forms, 74 of which
are completed by the public. This entire project will result in a reduction
of 1,324,000 pieces of paper each year within the Bureau of Customs and
566,000 pieces of paper prepared by the importing and exporting public.
This will provide an overall estimated annual recurring cost avoidance to
the Bureau of Customs of approximately S341,000 and an additional annual
recurring savings to the public of appoximately $138,000.
The Customs work group headed by Mr. Francis also assisted the nine
Customs regions in eliminating over half of the local forms designed for
use only within their regions. This effort resulted in the elimination of
approximately one million pieces of paper at an estimated cost avoidance
of opproximately $100,000.
Mr. Francis' work group, under the sponsorship of the Treasury De-
partment sponsored a contest for employees of the Bureau of Customs,
stressing the importance of immediately reducing unnecessary red tape paper-
work. Cash awards totaling $8300 were distributed to 33 winners, based
on an anticipated cost avoidance to Customs of approximately $198,000.
The efforts of Mr. Francis, his outstanding leadership and professional
excellence in promoting effective management of paperwork represents a
major benefit to the Bureau of Customs, The Treasury Department, the
Federal Government, and the importing and exporting public.
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JOSEPH M. GLYNN
Chief, General Services Branch, Region 11
Department of Housing and Urban Development
Philadelphia, Pa.
Mr. Glynn came to Region II of the Department of Housing and Urban
Development in June 1963. Since his transfer, the entire operation and
physical inventory of the General Services Branch has been streamlined for
a more efficient and effective job throughout the Regional Office. New sys-
tems have been initiated and new equipment installed in a continuing pro-
cess of improvement and modernization. After setting up a high-level policy
committee for the purpose of promoting excellence in paperwork manage-
ment, he devised and conducted a series of training sessions for secretaries,
stenographers and typists. This actually is the "key" group in matters of
records control, and a group according to Mr. Glynn overlooked in most
agencies. In rechanneling the flow of paperwork in the Regional Office,
Mr. Glynn eliminated stop-gaps which previously clogged the system,
created backlogs, slowed processing and delayed action.
Mr. Glynn's efforts have produced sharp cutbacks in the volume of
paperwork. Incoming, outgoing, and inter-office communications cover a
less circuitous route, and the production and multiple-retention of file copies
has been drastically reduced. In addition retooling for printing and dupli-
cation by modern methods has completely eliminated manual reproduction
of correspondence and other documentation. Significant savings in time,
labor and space have been effected to produce continuing and increasing
benefits on a daily basis.
Mr. Glynn has made a great number of major contributions to paper-
work management in the Department of Housing and Urban Development.
His modernization of methods, procedures and equipment have raised the
overall level of efficiency in the Regional Office to a significant degree. His
methods have resulted in an operational savings of approximately $200,000
annually plus substantial savings which are going to result automatically
from major improvements in methods and operations.
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MRS. MAXINE B. HAYES
Chief, Management Analysis Services
National Communicable Disease Center
Washington, D. C.
As Chief, Management Analysis Services, Mrs. Hayes provides the en-
tire Center with a broad spectrum of management analysis services. Her
responsibility includes organization and methods; policies and procedures;
delegations of authority; records, issuance, distribution, correspondence,
forms and committee management; and the security program for the
Center.
Mrs. Hayes has demonstrated considerable professional administrative
competence in finding new ways to reduce paperwork and lower operating
costs at the National Communicable Disease Center.
Many of the diversified management programs centered in her office
(organization and methods; policy and procedures; delegations of authority;
security program; and records, issuance, distribution, correspondence, forms
and committee management) have been developed and implemented under
Mrs. Hayes' guidance. Such broad management programs have been carried
out in a highly successful manner in spite of many unusual difficulties; i.e.,
complexities within the NCDC operation, widespread dispersal of personnel
and programs, and the spectacular growth of the Center during the past
seven years. In all of the management areas under her direction, she has
met the challenge of keeping paperwork down to a manageable minimum.
Mrs. Hayes, through her outstanding leadership in records manage-
ment, has been able to reduce the Center's records holdings by approxi-
mately 6,000 cubic feet, notwithstanding the fact that the number of file
stations doubled and official records and reference files were almost tripled
with the spectacular growth of NCDC.
Realizing that paperwork management and proper maintenance of
records required continuing education, Mrs. Hayes developed and imple.
mented training courses which have trained approximately 500 employees
in the creation, maintenance, and disposition of NCDC records.
Emanating from recommendations made by Mrs. Hayes and a study
which followed a 1965 fire which destroyed and water damaged 34 cubic
feet of valuable research records, the Center undertook its first microfilming
project designed to provide security for research records. Undoubtedly, this
has paved the way for greater application of this technique. Her proficiency
has resulted not only in better administrative services to the entire Center,
but also is an assurance that, to the extent possible, valuable research
records are protected from natural disaster.
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MRS. MARY M. HINES
Chief, Paperwork Management Branch
National Security Agency
Fort George G. Meade, Maryland
Mrs. Hines has served as Chief, Paperwork Management Branch since
1961, and in this capacity has effectively directed the formulation and
operation of a fully integrated paperwork management system encompass-
ing forms, reports, files, filing equipment, records disposition and vital
records. Under her guidance, positive measures were taken for a more
dynamic approach to paperwork management through program promotion
and the application of advanced interrelated management concepts and
techniques.
One of the more recent accomplishments in her overall program was
the development of the Agency's four functionally oriented Records Dis-
position Schedules to replace twenty-two organizationally oriented sched-
ules. The primary objectives of the new schedules were to eliminate dual
record retention within and outside the Agency, to accelerate records dis-
position, to recognize tapes as records, and to provide a basis for an inte-
grated data-processing system for the periodic reevaluation of record hold-
ings. During the first year of their use, the new schedules brought about
an 18 percent increase in records retirement, and today over 51 percent of
NSA record holdings are in off-site, inexpensive center space, rather than in
prime office areas.
During the past year, Mrs. Hines was instrumental in devising an ex-
panded and expandable ADP system of forms management called FOMICS,
(Forms Management Inventory Control System). Built into the innovated
system are certain integrated processing features that will assure a complete,
comprehensive analysis of Agency forms. The new mechanized system will
provide paperwork and supply managers with a single, authoritative source
of information on the volume and types of approved forms, as well as their
consumption rates and production costs. This should prove to be one of
the most important management information tools developed for the purpose
in the Agency.
In 1966 as a result of the various paperwork management innovations
instituted by Mrs. Hines, total cost reductions amounted to approximately
$310,000- representing a 2t to 1 return on investment.
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VICTOR KOVANICH
Program Arrangement Officer
Agency For International Development
Washington, D. C.
Mr. Kovanich has served as Program Arrangement Officer since De-
cember 1966. As an additional responsibility he served as AID Records
Management Liaison Officer. Under a reorganization program, the Office
of International Training became responsible for directing and coordinating
the Participant Training Program. Four regional branches were created so
that each would develop programs in all fields of training for participants
from the world region it served. Consequently, Mr. Kovanich's duties as
Records Liaison Officer required him to insure the complete rearrangement
of Participant Training Files and Records to achieve the objectives of AID
Records Maintenance and Classification System.
By developing and implementing a paperwork cost reduction and
records management improvement program in the Office of International
Training, Mr. Kovanich has reduced by 678 cubic feet the amount of records
and equipment used. An efficient and uniform file system has been installed
and is being maintained on a current basis. Under his guidance and in-
struction, files and records with the Office of International Training were
surveyed, disposal schedules established and filing methods simplified and
systematized. Savings of over 8250,000 were realized through filing cabinets
and office space made available for reuse through records destruction or
transfer to Federal Records Centers.
Mr. Kovanich achieved within the Office of International Training sub-
stantial savings in costs, man-hours, and equipment and greatly facilitated
the management of the entire Participant Training Program.
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RALPH G. McINTYRE
Chief, Property and Supply Management Division
Department of Agriculture
Washington, D. C.
As Chief, Property and Supply Management Division, Mr. McIntyre
has pioneered program development within the Department of Agriculture.
Mr. McIntyre's contributions to management improvement range over the
whole field of paperwork management. His contributions are government-
wide in significance. They were achieved through his unique ability to dis-
cern management areas in need of attention and to determine which areas
offer the greatest potential for savings of money, time, man-power, or
equipment.
Mr. McIntyre initiated studies on the comparative costs of servicing office
machines under service contracts and on a per-call basis. By initiating a
policy of servicing all office machines on a per-call basis with a few excep-
tions, savings of over $250,000 annually resulted. Projected savings for the
government will amount to several million dollars.
Photocopy paper negotiated for under GSA contracts ranged widely
in price. Mr. McIntyre showed that all these papers were essentially the
same and directed that only the lowest cost paper be used in Agriculture.
Savings to USDA exceed $60,000 annually-savings to the U. S. Govern-
ment are estimated by the using agencies at Sl million plus.
Mr. McIntyre made arrangements with military bases that had excess
government equipment in storage to make use of this material. The result
was an increase in the amount of excess government property put into use
by the Department-an increase of $19 million worth over the past 3 years.
This doubled USDA use of such property. Mr. McIntyre instituted a system
of central control in ordering office machines. Result-maximum discounts
even on orders for a single machine with savings of over $129,000 annually.
Mr. McIntyre's achievements have attracted not only Government-wide
attention but have generated many inquiries from private industry express-
ing keen interest in his cost-saving ideas for office management. The pro-
grams Mr. McIntyre has initiated will realize a substantial long-term savings
to both Government and private industry. His achievements are of national
significance.
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CHARLES E. MIDDLETON, JR.
Management Analyst
Office of Administration & Management
Department of Labor
Washington, D. C.
Mr. Middleton, a Management Analyst in the Office of Administration
and Management of the Labor Department, has the assignment of develop-
ing and implementing a records management program within the Admin-
istration. Starting in June 1965, Mr. Middleton independently began the
development of a comprehensive system for the control of records accumu-
lated by the Labor-Management Services Administration. Since the bulk of
total record holdings consisted of reports which are filed periodically by
segments of the public, and related correspondence, the emphasis of the
system was placed primarily upon the systematic management of records
accumulations. The broad goal of his task was to isolate and preserve for
the varied governmental and public users those documents which reflect
most adequately the work and products of the LMSA, and to achieve this
in an economical, effective manner.
Using a basic premise that an effective paperwork management pro-
gram is one that integrates the various facets of the whole operation, i.e.,
identification, location, maintenance, retention and disposal, and assigns re-
sponsibilities for each, Mr. Middleton guaranteed complete coverage of the
full scope of the problem. This produced an end product which is mean-
ingful, useful to all, and considered optimum in terms of economy and
efficiency as well as effectiveness. Mr. Middleton studied the relationship
between the records of each office and its functions, its role with regard to
other internal and external organizations, and the policies that governed
operations. He categorized and described the records within the functional
context of the using office. Finally, he established record retention standards.
These standards reflect the diverse and extensive efforts which Mr. Middleton
made.
As a result of Mr. Middleton's efforts, there is now system, procedure
and order where none had existed before. As a result, tangible savings in
excess of $4,700 have been realized. The system ensures the selection of
equipment better suited to operating needs. Appreciable savings in office
space also have resulted from the transfer of over 1400 cubic feet of Agency
records to a Federal Records Center and the destruction of more than 3300
cubic feet of documents since July 1965. Standardized paperwork pro-
cedures have been developed for all field activities of the Administration.
This includes the adoption of uniform instructions that transcend major
organizational lines.
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JOHN G. MILLER
Director, Contact and Administrative Service
Veterans Administration
Washington, D. C.
Mr. John G. Miller, Director, Contact and Administrative Service, has
overall responsibility for the Department of Veterans Benefits records man-
agement program - one of the largest in the Government. One of the
larger segments of the department's records holdings is the veteran's claims
folder. As of July 1, 1964, there were 19-million claims folders occupying
500-thousand feet of prime office space in 57 VA regional offices. The
annual rental value was $2-million.
Early in 1964 Mr. Miller organized a group to study the problem at
hand. Under his outstanding leadership, a revolutionary plan was developed
which involved the separation of these records into active and inactive
segments-the inactive segment to be moved to warehouse-type centralized
location. The unique part of the centralized concept was the organization
of a processing unit which would take certain non-adjudicatory action at
this location without returning the folder to a regional office. It was de-
veloped that under his concept that there not only would be a 50 percent
space savings, but service to the veteran would improve, plus increased
productivity in records processing in regional offices.
The project was approved and the first phase-the separation of
records in 53 VA regional offices-was completed in May 1965. This
phase validated early study projections. It also accomplished two objectives:
First, it allowed the transfer of the inactive segment to less-costly space;
secondly, it increased manpower utilization in the active segment.
The second phase of Mr. Miller's plan became a reality with the estab-
lishment of the Records Processing Center at St. Louis, Missouri, on a "test"
basis on March 21, 1966. Three-million less-active records were relocated at
the Center during the test phase. Every projection was met or exceeded and
the test successfully concluded on September 21, 1966. The Records Pro-
cessing Center was made a permanent installation as of that date.
As of the end of the 2nd Quarter, FY 67, 5.2-million folders (38.8%)
had been relocated. Eighty-thousand square feet of space had been released
for better use; rental value per year-$342,000. In addition to space
savings, procedural refinements and increased productivity in regional offices
resulted in a savings of $254,540 during FY '66 and $127,000 during FY
'67. Actual total savings at mid-point of the folder relocation phase -
$723,540. Savings in space will accrue as the relocation project progresses
and are projected as follows: End of 4th Quarter, FY '67 - 45,000 addi-
tional square feet of space will be released at a rental value of $214,000-
with full activation of the Center during the 4th Quarter, FY '68. Thirteen-
million folders will have been relocated for a grand total of 210-thousand
square feet of space released at a rental value of $887,179 per year.
Mr. Miller's contribution to paperwork management through his out-
standing leadership has resulted in better service to veterans and their de-
pendents, improved manpower utilization in records handling and space
savings. Mr. Miller's contribution has Government-wide impact and is
nationally significant in scope, and should be an inspiration to others in the
paperwork management field.
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SEYMOUR J. POMRENZE
Chief, Systems Branch, Office Management Division
Department of the Army
Washington, D. C.
As Chief of the Office Management Division's Systems Branch, The
Army Adjutant General's Office, Mr. Pomrenze has responsibility for the
agency-wide training program in paperwork management.
Mr. Pomrenze has developed a highly effective training program in the
traditional areas of paperwork management, reaching a combined military
and civilian population of nearly 3,500,000 and involving the management
of some 4,000,000 linear feet of records. This exemplary performance of
duty has been enhanced, moreover, by the unique contribution he has made
in devising and adopting new training techniques and methods and in
extending the scope of paperwork management training into new areas of
concern
A basic problem was to reach all levels of responsibility - from top
level executives to the clerks-wherever located-from the Pentagon to
a company headquarters in Viet Nam-at a feasible cost. His solution was
to devise methods which would make use of the existing training structure,
the Army Service School complex, for both resident and extension course
instruction in paperwork management subjects. Thus over 35,000 persons
have been exposed to orientation and training annually, since the systematic
establishment of the Army Records Management Training Program at the
Army Service Schools.
He made additional on-site training available by developing the use
of television recordings as a training medium. A well-prepared, carefully-
rehearsed presentation was recorded by the relatively-inexpensive video sys-
tem. These recordings could then be converted to motion picture film for
normal projection. This made available a high quality training product that
could be presented without the services of a professional trainer and with-
out the preparation needed for live training. The cost of the training thereby
was substantially reduced and the quality ensured. Training could be sched-
uled at the convenience of the commander - a very important consideration
in all military training programs. More training could be accomplished
because of the flexibility resulting from independence from outside training
resources.
Mr. Pomrenze was responsible for the effective writing training pro-
gram in the Army. This program was cited in 1966 as outstanding by the
Task Force created to implement President Johnson's program for improving
communications with and services for the public. The fact that the Army
had a massive training program under way in areas the President wanted
emphasized, reflected the foresight and imagination that have marked Mr.
Pomrenze's career of government service.
Mr. Pomernze has planned and carried out a far-reaching, dynamic
paperwork management training program that has gained wide recognition.
This is attested to by the enrollment of over 10,000 military and civilian
personnel annually in the Army Records Management Extension Course
developed under his guidance; by the indoctrination of over 150,000 Army
Career Officers in the meaning and significance of records management; by
training over 350,000 people in effective written communications; by raising
the professional level of over 600 key Federal Records Managers; and by
the invitations to him to speak on records management from other govern-
ment agencies, from private institutions and professional organizations, and
from foreign governments.
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HERBERT L. TASH
Apollo Data Manager
Manned Spacecraft Center
National Aeronautics and Space Administration
Houston, Texas
Mr. Tash, Apollo Data Manager for the NASA and Spacecraft Center,
has provided the Center with an efficient, accurate data management system
for the Apollo program, and as a consequence, has contributed to the im-
provement of paperwork management. Prior to his assignment as Apollo
Data Manager, management data and launch data were being printed using
computers and regulation printing equipment. This method took up to
seven days to print launch data reports for engineering evaluation. Mr.
Tash established a microfilming system which made the launch data avail-
able within four hours. Data cost on many programs has been shown to
run as high as 40 percent of the total program cost. Effective data manage-
ment, such as that implemented by Mr. Tash, reduces the cost to 10-15
percent.
Through Mr. Tash's establishing of a central engineering data bank
where all required data from contractors is fed into a central information
system, data handling time has been decreased by 20% and has greatly
improved utilization of such data.
The results of Mr. Task's accomplishments can best be defined by
expressing their resultant dollar savings and intangible benefits. A reduc-
tion of $3,266,721 was accomplished by actually defining data requirements
and then eliminating those not required. An additional savings of $500,000
was realized in reproduction, shipping, postage and distribution. Data
management improvements, such as equipment modification, centralization
of operations, changes in reproduction, elimination of reports and contract
reviews have saved approximately $455,000 during the seven month period
ending March 31, 1967.
Mr. Tash's survey on an automatic updating service for engineering
drawings resulted in the elimination of 3,075 line item drawings and sup-
porting documents, saving $72,000 a year. A time and motion study by
Mr. Tash resulted in a savings of $43,500 yearly in wages, and new pro-
cedures and catalogs introduced by Mr. Tash saved the government an-
other $16,000 a year. During the past 14 months, Mr. Tash's activities in
data management has resulted in a dollar reduction of $3,356,071 which
has been validated in the NASA cost reduction program.
Mr. Tash has implemented a paperwork management system that fur-
nishes the proper information to the right people within an optimum time
frame at a cost savings to the government. Regarded as an expert in his
field, Mr. Tash has found new ways of improving documentation and
microfilming procedures.
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NEIL C. TULLOCH
Management Analyst
Selective Service System
Washington, D. C.
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 area since that date.
In establishing the Office of Selective Service Records in 1947, Mr. Tulloch
designed the procedures, wrote the regulations, and was responsible for
their implementation in the establishment and operation of 54 Selective
Service Federal Records 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.
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.
Mr. Tulloch was instrumental in establishing a forms program and
a Selective Service form manual. Use of this manual in each of the 4,000
local boards is estimated to have made unnecessary a total of three million
inquiries. Additionally, Mr. Tulloch designed a reporting form and plan
under which Federal and State institutions report to State Directors of
Selective Service the names and other information of male persons confined
in and released from such institutions. These reporting procedures will
save the local board and agents of the Federal Bureau of Investigation
incalculable amounts of search time and reduces correspondence.
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.
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SIXTH ANN-UAL AWARDS
CEREMONY
ADM ISTRATIV E
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ADMINISTRATIVE
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The National Anthem . . . . . .
Accoe
Opening Remarks . . . . . . . . . . . MR. EMMETT D. ECHOLS
Director of Personnel
Presentation of Length of Service Certificates
and Address . . . . . . . . . . . . . . MR. RICHARD HELMS
Director of Central Intelligence
Introduction of the Vice-President . . . . . MR. RicHARD HELMS
Director of Central Intelligence
Remarks . . . . . . . . THE HONORABLE HUBERT H. HUMPHREY
Vice-President of the United States
STATINT1
Music . . . . . . . . . . . . . . . . . .
Floral Arrangements . . . . . . . FOUR SEASONS GARDEN CLUB
ADMINISTRATIVE
INTERNAL USE ONLY
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STATINTL
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ADMINISTRATIVE
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HONOR AWARDS
Awarded
During Year Ending September 1966
DISTINGUISHED INTELLIGENCE MEDAL . . . . . . . . . 9
INTELLIGENCE STAR . . . . . . . . . . . . . . . . . . 9
INTELLIGENCE MEDAL OF MERIT . . . . . . . . . . . . 36
CERTIFICATE OF MERIT WITH DISTINCTION . . . . . . . 52
CERTIFICATE OF MERIT . . . . . . . . . . . . . . . . . 32
SUGGESTION AND INVENTION AWARDS
Awarded
During Year Ending September 1966
One hundred and five persons were awarded certificates and cash
amounting to $13,417.00.
ADMINISTRATIVE
INTERNAL USE ONLY
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ADMINISTRATIVE
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PUBLIC SERVICE AWARDS
NATIONAL CIVIL SERVICE LEAGUE CAREER SERVICE AWARD
NOMINEE FOR 1966
Dr. R. Jack Smith, now Deputy Director of Intelligence, was
nominated as the Agency's candidate for the 1966 Career Service
Award granted by the National Civil Service League. The League
grants awards each year to ten career employees who exemplify in
an outstanding manner efficiency, character, service, and achieve-
ment. In making the nomination, the Director said of Dr. Smith :
"I welcome the opportunity of nominating Dr. R. Jack
Smith, the Director of Current Intelligence in the Central
Intelligence Agency, for the 1966 Career Service Award.
Dr. Smith's fine performance in the demanding and exact-
ing profession of intelligence production and reporting
ranks him as one of the top intelligence analysts in our
country and an outstanding expert on foreign affairs. The
quality and quantity of intelligence produced under Dr.
Smith's direction, particularly during the Cuban crisis and
the increasing involvement of the United States in Vietnam,
has won wide acclaim in the United States intelligence com-
munity. I believe his professional competence and lead-
ership and his contributions to our national security merit
public recognition."
ADMINISTRATIVE
INTERNAL USE ONLY
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Dr. Albert D. Wheelon, Deputy Director for Science & Technology,
was nominated by the Agency as its candidate for the Arthur S.
Flemming Award sponsored by the Junior Chamber of Commerce
of Washington, D. C.
These awards are granted to young men in the Federal service for
their outstanding work or major accomplishments in executive,
administrative, scientific, and technical fields.
In nominating Dr. Wheelon, the Director stated:
"Dr. Wheelon, a brilliant and imaginative research scien-
tist, has had a key role in the development and direction of
the Agency's scientific research and technological pro-
grams. He has an outstanding record of academic prep-
aration, professional competence and scientific leadership
in the intelligence community of the United States. He has
provided leadership, both as a scientist and as an admin-
istrator, in the management of complex scientific programs
during a period when the development of scientific and
technological capabilities has been of critical importance
to the security of our nation. I believe his oustanding con-
tributions to the scientific intelligence efforts of the United
States and to the field of science merit public recognition."
ADMINISTRATIVE
INTERNAL USE ONLY
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