[General Services Administration 1978 Annual Report] [From the U.S. Government Publishing Office, www.gpo.gov] General Services Administration 1978 Annual Report B SAN DIEGO PUBLIC LIBRARY APR 19 <079 SC/EA/Ct ; . .-S' r C » Loan documents (left) and exhibits in presidential libraries (such as the replica of Lyndon Johnson’s White House office shown below) encourage public use of archival resources. The Archives sent forth historically precious objects in a national—and international—outreach. Chief among the loans was President Truman’s brief, hand-corrected, de facto recognition of Israel issued within minutes of Israel’s declaration of statehood. It was displayed in Israel on its 30th anniversary. For those with a serious amateur interest in history, NARS continued its associates program as national membership grew to 7,500. Special events for members included courses on genealogy as well as lectures by Pulitzer Prize-winner John Toland, columnist Robert Donovan, and David Eisenhower, grandson of President Eisenhower. In Washington, D.C., four free film series were offered the public: one on documentary footage of the Thirties, a 10-program series of Park Service films, one on ethnic Americans, and the enthusiastically received “Unknown War.” The last consisted of 10 showings of movies on the World War II Soviet-German conflict. In cooperation with the Truman Library, the Kansas City, Mo., regional archives showed a film series on 20th century social issues and one featuring films and sound recordings made during World War II. Office of the Federal Register, where Constitutional amendment votes are tallied. For an explanation of its role, see the opposite page. 28 Little known tasks of big impact Probably everyone already knows that this year two proposed Constitutional changes—the Equal Rights Amendment for women and an amendment extending voting representation in Congress to the District of Columbia—are under consideration by state legislatures across the country. But few people know that as legislatures ratify or reject proposals, the NARS Office of the Federal Register and the GSA Administrator keep count. If a state ratifies, it submits a certification to the GSA Administrator. The Administrator, in turn, places the certificate on public inspection at the Office of the Federal Register. When 38 states have ratified, the GSA Administrator certifies that the amendment is adopted as part of the United States Constitution and notifies the Federal Register and the U.S. Statutes at Large. Some government secrets won’t be so secret anymore because of the work of the Interagency Classification Review Committee, whose acting chairman since 1973 was the Archivist of the United States. This unpublicized group helped develop a new executive order and implementing directive for the President’s signature. The order, signed in the summer and effective in the late fall, structures greater openness in government through readier access to national security information. Specifically, it requires departments of the Executive Branch to reform their classification policies to include fewer documents and to declassify many now barred from the public. Late in the year, the Interagency Classification Review Committee went out of existence and its functions and some of its staff were transferred to be directly under the GSA Administrator as the Information Security Oversight Office. 29 The Automated Data and Telecommunications Service As the U.S. Government’s general manager of computer and telecommunications equipment and services, the Automated Data and Telecommunications Service (ADTS) is responsible for acquisition (by purchase and lease), utilization, retirement and sale of equipment; it also provides and coordinates computer and telecommunications services. To better fulfill these functions, ADTS reorganized itself in 1978 to reflect the convergence, intertwining and interdependence of the automated data processing and telecommunications industries. Together, they are at the heart of such innovative services as teleprocessing, where telecommunications networks—themselves supported by computer equipment—deliver computer services in flexible ways. ADTS now has an Office of Agency Services and Procurement for obtaining both automated data processing and telecommunications equipment and any services needed to meet customer requirements. Similarly, a new Office of Systems Engineering and Operations is expert on both systems. The Office of Policy and Planning monitors the technological advances of the data and telecommunications industries and incorporates them—where prac- Microwave aerials on a West Virginia mountaintop are a key link in a nationwide federal data transmission network managed and operated by ADTS personnel. The West Virginia station receives, stores, relays, reroutes, and monitors East Coast federal data traffic. tical—into strategies and long-range plans to meet the rising demands of the U.S. Government for rapid communications and data processing delivery. The primary objective of the new alignment is the reduction of costs through the application of new technology. The Federal Telecommunications System ADTS manages and operates the Federal Telecommunications System (FTS), a nationwide network providing business and emergency communications for federal agencies. The FTS is equipped for both voice and data transmissions and benefits from economies of consolidated administration and quantity leasing. Government offices participating in the FTS are able to make official calls 24 hours a day, 7 days a week, to any federal or commercial telephone in the 50 states and Puerto Rico. FTS service is also provided to district offices of members of congress and to state governments. FTS, initiated early in 1963 to consolidate systems and save money in operations, now incorporates over a million telephones and nearly nine million miles of circuitry. In 1978 almost 200 million long-distance calls were handled at an average cost of $0.89. A comparable commercial call would have cost $1.85. Thus, the federal government avoided over $190 million in telephone costs. FTS telephone operators. FTS also offers teleconferencing services permitting up to 28 geographically separated federal managers to consult each other simultaneously by voice. Open discussion among a diverse group is possible without incurring the time and costs of personal travel. Since the program began in 1974, its use has increased fivefold to about three hundred teleconferences a month. In an increasing number of locations, efficient and rapid telephone service can be rendered by automated systems. ADTS continues to study attended installations to determine when conversion to an unattended facility would be both efficient and cost effective. Of the 274 local full-service FTS systems, only 183 are operator attended. All the 144 systems providing only FTS intercity service are automatic. Although users of the FTS are more familiar with its voice transmission capabilities, many of the longdistance calls accommodated are data and facsimile transmissions. 31 New ways to save Growing competition in the telecommunications industry provides expanded opportunities for cost efficiencies. ADTS has an expanding program for the competitive procurement of telecommunications facilities and services, including telephone systems, which at one time were leased exclusively from the regulated communications utilities. Telephone systems procured competitively since 1975 are projected to result in life-cycle savings of almost $5 million. In 1978, to protect the interests of the federal government and the U.S. taxpayer, ADTS intervened in telephone rate cases before the Federal Communications Commission and state regulatory commissions all over the country. In cases resolved during the last year, telephone companies asked for rate hikes which would have cost the government nearly $16 million. The commissions involved, owing in part to the persuasiveness of ADTS’s intervention, granted an average of less than half the increases requested. These actions avoided $8 million in costs. Advanced Record System The government’s Advanced Record System (ARS) provides federal agency users with fast, efficient, computer-controlled message and data transmission services. With automatic interconnection with similar military and commercial networks, it permits economies of scale and prevents unnecessary proliferation of equipment and systems. In 1978 ARS traffic grew by 17 percent owing to increased use by the Veterans Administration, Social Security Administration, Department of Energy and other agencies. Increased use plus circuit reconfigurations reduced costs and, therefore, rates charged to users by approximately 9.1 percent. ADTS manager in North Carolina and contract service engineer inspect recently purchased telecommunications equipment. Below, technician in Romney, W. Va., explains some of the hardware in the ARS system. ARS was modified in several ways in 1978 to permit more efficient use of existing facilities. For example, computers controlling long-line circuitry load shifts were reprogrammed to increase system capacity. This change enables accommodation of greater night traffic from the Social Security Administration, the largest user of ARS. 32 Federal Communications Centers Both FTS and ARS lines are used to make communications services available through GSA’s Federal Communication Centers (COMCENS), in which GSA-operated equipment is available to federal agencies whose communications requirements do not justify the financial commitment necessary for individual facilities. This year, 71 COMCENS in federal buildings in major cities processed approximately 200,000 facsimile pages, 100,000 Mailgram pages, 3,000 cablegrams, and 550,000 telegrams at approximately $5.7 million less than they would have cost commercially. Special telecommunications operations Local operator in the COMCENS system sends a message by teletype. ADTS also provides “secure” communications services to federal agencies. Engineering, installation and maintenance are provided by Electronic Service Centers located across the country. Since inception of the “secure” communications program in 1962, ADTS has installed some 7,000 pieces of secure and specialized communications equipment for 30 agencies. One of the major customers for “secure” communications is the Customs Service of the Department of the Treasury, which is responsible for preventing the entry of contraband materials into the United States. The Customs Service has a centralized computer facility that serves more than 1,000 data terminals. In 1978 ADTS helped the Customs Service to initiate a “concentrator” program to reroute interterminal traffic to certain master terminals and transmit it at higher speeds. When complete, the program will save approximately $400,000 per year in circuit and equipment costs and will facilitate expansion of Customs Service programs. The executive secure voice network-implemented as a pilot program in 1977—was declared operational in 1978. This network, serving both civil agencies and members of congress, is used to protect classified or sensitive voice telephone communications. Expansion of the network is planned. ADTS was the federal disaster communication coordinator for 32 presidentially declared disasters and emergencies in 1978. Most resulted from severe storms, blizzards and flooding, but they also included landslides and pollution from chemical wastes. Working with state and local governments as well as other federal agencies, ADTS provided instruments, circuits and installations for telephone, teletype, radio and other communications. Data processing resources As the government’s manager of automated data processing resources, ADTS reviews the requirements of federal agencies to determine how they can be met efficiently and economically. The possibilities are numerous and varied, including: arranging for two or more agencies to share existing computational facilities, matching requirements with equipment previously declared excess, procuring new or used computer equipment, contracting for data processing services, and delegating procurement authority to the agency in need of equipment or services. Procurements range from magnetic tapes or punch cards costing a few dollars to large-scale, fourthgeneration multiprocessors costing tens of millions. For some requirements equipment is purchased, for others it is leased. Balanced and flexible application of the alternatives and encouragement of competition in the marketplace 33 helped keep Federal data processing costs down in 1978. Buying equipment and services Major ADTS procurements during the year included computer and communications systems for the Veterans Administration and teleprocessing services for the Federal Trade Commission at a combined value of approximately $46 million. Normal commercial prices for the same systems and services would have been over $101 million. Savings to taxpayers over the life of the systems, therefore, will be over $55 million. In other negotiations ADTS executed contracts valued at $24 million to meet the government’s requirements for such items as computer memories. At commercial prices the same items would have cost approximately $72 million. Another $10 million was saved through contracts negotiated with companies dealing in used and plug-to-plug compatible computer equipment. These companies offer computer equipment for sale or lease — often at substantial savings. Since 1968 GSA has managed an Automated Data Processing Fund. This fund is used for special purchases when substantial economies can be achieved in the long run. For example, under the Opportunity Buy Program, ADTS in 1978 financed the purchase of almost $22 million in equipment for lease-back to seven government agencies. Over the planned systems life of this equipment, the government should realize savings of approximately $30 million. Commercial service contracts ADTS helps federal agencies purchase remote computer services from firms through its Teleprocessing Services Program. This pro- GSA electronics technician tests the performance of circuits in a recent ADTS procurement with the aid of special readout scopes and connections. vides two mechanisms for acquiring services: multiple award schedule contracts and basic agreements. Thirty-eight schedule contracts were awarded during the year against which agencies can place orders for identified teleprocessing services at specified costs. Through the discounts provided in these contracts, the government saved about $26 million last year. Basic agreements, which contain general terms and conditions related to the provision of services, were established with 92 contractors. To meet the needs of federal agencies across the country for support services, ADTS enters into contracts with commercial firms in areas where demand for these services is concentrated. Currently 11 systems analysis and programing contracts serve over 250 users. Savings through sharing An ADTS service of matching agencies whose computers are not fully utilized with agencies needing data processing services has saved the U.S. Government approximately $1.5 billion since the program began in 1972. This sharing technique has allowed agencies with only occasional computer demands to avoid purchasing equipment or paying large fees to commercial firms when they can obtain service within the government at lower cost. Sharing is arranged at exchanges in major cities. An agency advises an exchange that it needs a particular service, and the exchange reviews the major federal computer centers across the country to see if any can meet the requirement. When a suitable computer is found, the exchange helps in the arrangements between agencies. If computer resources are not available within the government, ADTS authorizes the requesting agency to obtain commercial services. In 1978 the sharing program saved $285 million in federal expenditures calculated as the difference between charges by federal computer centers and those that would have been asked by equivalent commercial sources. 34 Management information systems ADTS maintains a management information system on automated data equipment and at the close of 1977 added a communications management information system. The data equipment system consists of a perpetual inventory of automated data processing equipment in the U.S. Government by location, purchase price, manufacturer, systems, central processing units — and peripheral equipment. It also contains annual data on systems utilization, functional use, manpower — and costs. Currently the inventory has 12,084 computers and 237,157 peripheral machines with a purchase price value of approximately $5 billion. This year 590 retrievals were provided. The data equipment system also serves as the data source for the annual publications Automatic Data Processing Equipment inventory in the United States Government and its companion Automatic Data Processing Activities Summary in the United States Government. The communications management system is a similar inventory of circuits and equipment used by federal civil agencies for data, record and facsimile communications. It became operational in December 1977. For the first time communications resource data are available for evaluating the use of telecommunications facilities in the federal government and in determining future needs. New wiring for telephone circuits will allow unattended switchboards with assistance and information operators at central locations. The inventory currently itemizes 1,356 telecommunications systems with 23,817 circuitsand 37,409 pieces of equipment. Already more than 300 information retrievals have been provided to agencies and the public. 35 The Federal Preparedness Agency Civil emergency preparedness—the ability of the American people and economy to respond to a national crisis—received major attention from the Administration. An Executive reorganization, ordered in 1978 by the President, will be implemented early in 1979 to consolidate all federal civil emergency activities into the Federal Emergency Management Agency (FEMA). GSA’s Federal Preparedness Agency (FPA) will join FEMA, as will the Defense Civil Preparedness Agency (Department of Defense) and the Federal Disaster Assistance Administration (Department of Housing and Urban Development). FPA became a major organizational component of GSA in 1975 as the chief planner and coordinator of federal emergency preparedness for civilians. It has served a tripartite role: policy advisor to the President and the National Security Council; developer and coordinator of programs at the federal, state, and local levels to support national emergency preparedness; and coordinator and advisor in other national, regional, and local emergencies. Its concerns have ranged from the consequences of conventional and nuclear war to national strikes and from natural disasters like floods to manmade ones like radiation leakage. FPA has also been responsible for decisions on the acquisition and disposal of strategic and critical mate- Members of an FPA task force meet to plan modes of effective action in economic or other civil emergencies. rials in the national stockpile and assesment of manpower and material needs of key industries. Are we prepared? Many of FPA’s activities in the last year were geared to taking a hard look at how prepared we really are to meet a national defense emergency. With other federal agencies, FPA conducted major investigations of U.S. vulnerability to attack and national recovery problems. Some investigations were theoretical and were in the form of symposiums or study groups. Others were actual tests of U.S. civilian and military response capabilities in the event of war and were conducted in coordination with the Department of Defense and other groups. To assess in detail the expansion potential of U.S. industry under mobilization conditions, FPA continued to develop mathematical models. These models define how key industries are operating now, how long it would take them to gear up to support a war effort, what expanded outputs might be expected, and what potential material or labor shortages might hamper expansion. Industries receiving particular attention were those producing metal fasteners and machine tools. FPA is cooperating in a Treasury Department study—ordered by the President—to determine if domestic producers of metal fasteners (screws, nuts and bolts) are being hurt unfairly by imports. Further, recognizing that demand for machine tools (those vital pieces needed to change or expand factory production lines) would be the first to soar in a national defense emergency, FPA organized a program to place standby production orders with selected producers. In an emergency, the orders would be activated as soon as Congress appropriates funds. FPA also coordinated an effort among federal agencies to develop standard contracts for implementing such standby agreements. Mobilizing manpower An adequate supply of skilled labor and management is just as essential to an economy during a war effort as machines. Therefore, FPA coordinates a federal program encouraging civilian and military agencies to procure supplies in areas of high unemployment to foster continuing presence of a skilled labor force. This program received particular attention in 1978 as it forms an important part of the President’s urban policy. In cooperation with the interagency Surplus Manpower Committee, FPA helped establish procurement targets in labor surplus areas. It also supplied information and advice to government procurement officers on awarding contracts in labor surplus areas and to industry on bidding for them. FPA also administers, directs, and evaluates the National Defense 37 Puerto Rican and federal officials discuss allocations of resources in a meeting in San Juan. tests in 1978 of the Emergency Broadcast System as well as plan an updating of emergency broadcast procedures. FPA also conducted an internal communications test to see how quickly its three emergency operations teams could respond. Executive Reserve, a civilian group that can be called upon to staff new organizations and provide them leadership in a national emergency. Last year FPA sponsored a central readiness exercise for reservists and supported six regional exercises. To help state and local groups in developing emergency response plans and the manpower to make them work, FPA sent experts to New York, Virginia, and Puerto Rico during the year. In the last, existing plans were tested for speed and adequacy. Providing the raw materials An important part of national preparedness is to assure that a sufficient supply of the raw materials needed by industry will be available in a national emergency. Therefore, a major FPA responsibility has been to maintain the national stockpile of strategic and critical materials. An alternate approach to ensuring supplies is to deliberately lessen U.S. dependence on imports of critical materials. In 1978 FPA focussed on seeking a substitute for chromium (an essential ingredient of stainless steel) or its possible recovery through recycling. Currently, all U.S. supplies of chromium are imported from South Africa, Rhodesia, Turkey, and the Soviet Union. FPA also examined long-range strategies toward U.S. supplies of aluminum and titanium. New ex traction methods that could be applied to U.S. mineral deposits and to domestic recycling are being explored. At the direction of the President, FPA joined with the Domestic Policy staff, the Department of the Interior and other federal units in studying the need for a national policy on nonfuel minerals. Emergency communications Should a national emergency occur, communications networks would be the first technical facilities to go into operation. With the new National Telecommunications and Information Administration, FPA headquarters helped coordinate quarterly Stockpiled manganese ore. FPA regional offices planned for, and kept records of, adequate office space and communications facilities to continue federal operations in the event of a war or other grave emergency. Emergency health plans What is the ability of the medical profession and health care institutions to respond to mass civilian as well as military casualties in a national emergency? It will depend on the continuing manufacture and distribution of medical supplies, the coordination of military with civilian supply networks, and the state of education and training of personnel to provide medical and paramedical support. 38 FPA health subcommittee. To explore the adequacy of U.S. emergency health preparedness education and training, FPA coordinated a meeting of some 225 members of the medical and educational professions, government, and health organizations. It also developed plans—in cooperation with the Department of Health, Education, and Welfare—for civilian defense in the event of chemical or biological warfare. Facing peacetime emergencies Economic activity can suffer severe disruption in times of peace as well as in war—by strikes, crucial resource shortages, natural disasters, and accidents. The protracted strike by coal miners during the coldest part of the winter brought active FPA participation in an interagency task force—formed at the request of the President—to review the economic impact of the strike and try to soften its effects. FPA joined the other agencies in arranging for emergency coal shipments to hospitals, reviewing the needs of power plants, analyzing the effects of a continued strike on national security and defense as well as on coal-dependent industries, and establishing emergency centers in anticipation of human needs. With the Department of Transportation, FPA reviewed the possibility of using federal transportation facilities to move coal to hard-hit areas. When postal workers threatened to strike in the fall, FPA canvassed all federal agencies to determine the potential impact on their operations. In addition, FPA worked closely with the U.S. Postal Service to develop contingency plans for continued delivery of vital mail. Focus on energy As the final arbiter in energy and fuel priority disputes during peacetime, FPA acted in 1978 to secure a share of scarce supplies of insulation for civilian use. Without such action, supplies could have been channeled to military housing, offices, and recreational buildings. In light of increased interest in insulation as an energy saver, FPA also helped organize a special task force study on insulation availability and safety. Further, FPA participated in an Energy Department winter emergency task force to make priority decisions in advance in the event of electrical power, fuel, or other shortages. This produced a Winter Emergency Energy Planning Guide for the use of federal, state, and local officials. Should a fuel shortage develop, similar to that in the winter of 1973, gasoline rationing procedures could be implemented in 45-90 days under a plan worked out by the Department of Energy and FPA. These would include printing and distributing ration coupons, staffing local ration boards, and redemption of coupons by banks and savings and loan associations. Natural, manmade disasters Weather once again brought FPA coordination and communications capabilities into play in 1978. Communications systems supported relief and recovery efforts during flooding in Nebraska, Indiana, California, and Arizona and heavy snows in New England and the Midwest. FPA continued its support of the Emergency Water Interagency Planning Group. It placed special emphasis on developing contingency plans in the event of another drought in California in 1978. The financial aspects of a natural disaster received particular attention during the past year. Under the Earthquake Hazards Reduction Act of 1977, an interagency task force with FPA support addressed the problem of home mortgages and insurance in quake-prone areas. Cooperative agreements are needed to spread responsibilities among various banks and insurance companies to avoid bankruptcy by any one firm. FPA staff also developed a plan to provide payments for relocating households during emergencies. For countering manmade disasters, FPA continued to lead an interagency team in planning for responses to radiological emergencies resulting from accidental leakage, explosion or terrorist attack. The team has helped 48 states to develop response plans and has reviewed the plans of 17 of them. Other staff provided input for the Environmental Protection Agency’s proposed standards for transporters of hazardous wastes, which provide guidelines to follow if containers leak during shipment. 39 Regional Operations If an organization is only as good as its component parts, one measure of the effectiveness of GSA’s selftransformation in 1978 will be the performance of its 10 regional operations in 1979. Here, the policies and decisions that originate at headquarters will be translated into realities—buildings, supplies, and services for federal workers and, consequently, jobs for the people who produce them. For some fresh ideas at the top, eight of the 10 regions got new administrators, including the first woman (Region 7) and the first blacks (Regions 4 and 9) to hold this position. By education and experience, they bring a wide range of expertise—in law, telecommunications, real estate, government, and administration—to GSA regional operations. While each region’s priorities and approach to its mission were shaped by its unique geography, climate, and economic base, making government work for the people in visible and tangible ways was a common goal. It materialized in such varied forms as aid to flood victims in Nebraska; renovation of historic buildings in the downtown areas of several major cities; special programs to encourage small, minority, and women-owned businesses to bid for government contracts; and direct-dial telephone Living mannequin displays western Indian costume on the steps of the U.S. Custom House in New York City. For more information, see Region 2 text on page 43. service from Honolulu on the Hawaiian island of Oahu to the other islands. The special achievements and events of each region for the year are outlined in the following pages. Nashville has the first railroad station in the country to undergo restoration for mixed federal, commercial, and cultural use. 41 CONNECTICUT 3 I'WSMCHUETK NEW H4MPWIRE $ RHODE ISIAND^ Region 1 ’s regular services to federal and local agencies were interrupted when the worst blizzard in a hundred years hit New England in early February. The February blizzard—the second largest Presidentially declared disaster for the area—caused property damage and personal suffering in four New England states and closed Boston to all but emergency traffic for over a week. GSA was quick to respond. Its personnel obtained, furnished, and staffed six emergency offices; installed over 250 telephone lines; and rushed 261 vehicles to the scene, 85 of which were GSA owned. The excess personal property division supplied state governments with five ambulances and 43 cargo trucks. Many GSA employees were on the job continuously up to 60 hours manning command posts, switchboards, and motor pools and rendering other services to the community. After emergency operations, priorities were constructing new federal buildings, renovating older ones for federal office space, and helping local businessmen and employees in federal installations. Two new federal buildings were completed and dedicated during the year—one in New Haven, Conn., and the other in Pittsfield, Mass. Both incorporate special energyconservation features. In New When blizzard winds and waves caused severe damage to coastal homes, GSA supported State and local emergency operations. Haven a diesel-engine electric generator powers some of the building equipment and the waste heat goes to offices during the winter months. In summer, ground water rather than city supplies are used for air conditioning. Meanwhile, Congress approved four new projects-a federal building for Boston, Mass., one for Providence, R.I., a courthouse for Springfield, Mass., and a border station for Fort Kent, Maine. Existing structures were also used to the utmost. Seven major repair and alteration projects on GSA-owned buildings were initiated, as part of the GSA historic preservation program, on structures eligible for the National Register of Historic Places. Design and construction have been closely coordinated with both state and local preservationists. One older building, the U.S. Post Office in Hartford, Conn., was transferred to GSA for renovation for use by federal workers. Congress has approved the funding, and work should begin early next year. PBS staff began a survey and study of the U.S. Post Office in Manchester, N.H., to ascertain if it, too, can be renovated and put to new federal use. A newer building, designed and constructed under GSA supervision, the Norris Cotton Federal Building in Manchester, N.H., received honorable mention in the Administrative Management monthly magazine’s “Office of the Year’’ competition. This recognition was for its use of solar energy as well as its other money- and energy-saving office environment systems. These include special lighting and open office layouts. Region 1 headquarters building is the first in GSA to have a federal interagency day care center. It was begun by women of the Boston Federal Executive Board and encouraged by a GSA regional administrator and a PBS regional commissioner. The PBS space management and building manage- 42 new jcrscy PUERTO RICO MIRGIH ISL4DDS ment offices helped the center group find space under the Cooperative Use Act and shaped it into a quality child care facility. The center includes a carpeted and tiled play area, multiple storage spaces, a nursery, office space for teachers, a stage with a playhouse underneath, an indoor sliding board, a room for quiet play and reading, and a waterproof area for water play and painting projects. The nonprofit center receives federal and state grants and loans. Small businesses were encouraged to compete for government contracts and given aid in doing so. For example, a $432,000 contract for automated data processing support services went to a small business through the combined efforts of FSS and ADTS staffs and the Small Business Administration. The Federal Protective Service gave Region 2 continued to emphasize public service in 1978 through the provision of cultural, educational, and economic opportunities and by cuts in federal property and telephone expenses. The U.S. Custom House on Bowling Green, said to be on the spot where Peter Minuit bought Manhattan Island from the Indians, was an appropriate setting for “Echoes of the Drums,” a massive exhibit of art and artifacts from among the more than four million pieces collected by the Museum of the American Indian, Heye Foundation. Featuring costumes, headdresses, masks, beadwork, and gold jewelry, Two views of the Beaux-Arts facade of the U.S. Custom House in lower Manhattan due for restoration under GSA supervision. expert advice to the architect designing the John F. Kennedy Library building for NARS. The problem was to protect documents and mementos of the late President without bulky, obtrusive security installations. The solution was a system of closed-circuit television cameras, security sensors, and interpersonnel two-way radios monitored from a control center. 43 the exhibit attracted 77,200 visitors and provided 6,400 guided tours during its two-and-a-half month run. GSA was a co-sponsor, under its ‘Living Buildings’ program, with the Custom House Institute, the New York Landmarks Conservancy, and the Museum. The Custom House, a New York Landmark listed in the National Register of Historic Places, will get an extensive facelift—including restoration of its Beaux-Arts architectural features—with passage of a funding bill by Congress. Home of the U.S. Customs Service until 1973, the building was partly refurbished by GSA and some 80 other public and private groups for New York City’s Bicentennial celebrations. The fully restored building will continue to be used for public activities while providing office space for federal agencies. In another contribution to the arts, a concrete and mosaic sculpture by Edward Smyth—consisting of stylized trees standing in a 20-foot diameter pool—was installed in the courtyard of the Federal Building and U.S. Courthouse in Charlotte Amalie, U.S. Virgin Islands, under the agency’s art-in-architecture program. To increase the minority share of GSA contract dollars, Region 2 staff participated in a Minority Business Opportunity Fair with the New York Federal Executive Board. Over 1,500 participants registered, of which 600 received individual counseling or workshop assistance from regional personnel. Region 2 helped taxpayers by selling 20 no-longer-needed federal properties in 1978, enriching the U.S. Treasury by $4.8 million and eliminating security and maintenance expenses. Two New York City sales were the U.S. Army Reserve Center on 42nd Street and the Induction Center on Whitehall Street where thousands of draftees were processed during World War II and the Korean and Vietnam wars. The former will be renovated for a discotheque and other commercial uses and the latter for apartments and an athletic club. Transfers of property within the federal government included 2,372 acres in Puerto Rico conveyed to the Department of the Interior for protection of endangered species and to the Commonwealth for airports, parks, and recreation. A project that will provide continual savings over the years began two years ago when Region 2 faced mounting phone bills—partly unnecessary—for federal employees calling other federal agencies on commercial lines. A computer was programed to monitor commercial calls and identify those that should have been placed over the GSA Federal Telecommunications System. Offices were notified of the computer analysis, and $325,000 has been saved to date. Region 2 services to other agencies in 1978 included conducting silver and gold sales. Five sales of sweeps-gold and silver scraps recovered from crucibles, firebricks, dust, and sludge—returned over $916,000 to the Bureau of the Mint. Three sales of silver—recovered from spent X-ray film—brought over $4 million for the Veteran’s Administration. Under a NARS program to assist state and local governments in developing records management programs, New York staff intensively trained officials from several Puerto Rico agencies, including Puerto Rico’s General Services Administration. The latter, in turn, will provide technical support to other commonwealth agencies. 44 3 D€L4WdR€ •3 § 5E M/1RYMMD s E PCHNSYIAWNW § MIRGIHW o WC9T MIRGINW Region 3 strove in 1978 to improve its internal operations while continuing to serve the federal community in or near the nation’s capital. Its task was formidable as GSA and the Federal Bureau of Investigation—continuing efforts from previous years—uncovered evidence of massive abuse of the FSS self-service store system and of PBS maintenance contracts by certain regional personnel and local businesses. Day-to-day responsibilities included providing office supplies, transportation, communications, and records-keeping services to approximately 342,000 federal employees plus the management of 380 government-owned buildings and about 900 leased facilities for offices. The Washington Center also safeguarded over 30,000 bid documents and monitored bid openings that resulted in contract awards. For example, in conjunction with the Office of Stockpile Disposal, they coordinated eight sales of surplus gold from the U.S. Treasury. In these, over 5 million ounces went to buyers from the United States, West Germany, Switzerland, Great Britain, and other countries. In another service to the public, Region 3 Federal Information Centers answered over 500,000 questions from citizens on where and how to find federal services, forms, and publications. The ADTS staff offered management and consulting services to federal agencies interested in improving their automated data processing systems. During the year they upgraded data storage and retrieval in nearly 60 projects and provided expert advice to agencies buying or leasing new equipment and services. The ADTS Electronics Services Branch didn’t only advise. For example, it designed and engineered, for the U.S. Customs Service, a unit allowing one printer to be shared by two video display terminals and thus saving the ex- The first step toward improvement was an interchange of executives to stimulate fresh views. Program changes quickly followed with the emphasis on streamlining procedures and tightening quality control. To stimulate competition for contracts, the Region 3 Washington Business Service Center, in cooperation with local groups, held special counseling sessions and seminars in Washington, D.C., Philadelphia and Pittsburgh, Pa., Norfolk, Va., and Baltimore, Md. The aim was to explain the procedures and opportunities for bidding to minority firms and small businesses. Nearly 42,000 persons—one-fourth of all those counseled at Business Centers across the nation during the year—were served. Rosalynn Carter, Joan Mondale, and Administrator Jay Solomon of General Services attend ceremony starting restoration of the Old Post Office in Washington, D.C. Left, the First Lady at the podium; right, a flight of celebration balloons. 45 penditure of a printer for each. Customs will receive 19 units for an initial cost avoidance of $200,000 plus $237,000 in avoided operation and maintenance costs over 8 years. The newly organized Region 3 Federal Property Resources Service sold and donated both real estate and such federally surplus items as office furniture and used cars and trucks. Local governments were often the beneficiaries. For example, an old hospital building at the Revolutionary War site of Fort Mifflin in Philadelphia, Pa., was conveyed to the City to be restored and opened to the public as a historic monument. A major portion of the former Fort Holabird went to Baltimore, Md., for development as an industrial park while a smaller area was devoted to public recreation. Just before the close of the year, GSA deeded the 1930’s neoclassical Federal Building and U.S. Courthouse to Baltimore as a historic monument and for city use. PBS personnel oversaw a .rather special contract in coordination with the Department of Energy. They managed the funding, scheduling, contracting, and installation of solar collectors to heat water for the west wing of the White House. Variety is the key word for Region 4 activities during 1978. While agency architects planned the restoration of Nashville’s historic Union Station, employees at the GSA motor pool at Cape Kennedy prepared support service for the space shuttle program and others helped the City of Biloxi, Miss., obtain free the world’s highest and longest skylift. At the same time, millions of dollars’ worth of federal land was sold commercially or transferred to state and local governments for public uses, and records-keeping and data processing services to federal agencies were improved for savings in time and money. It was a feather in the Cape Kennedy motor pool’s cap to be chosen by NASA over private contractors to move sensitive and expensive space shuttle vehicles and hardware around the facility and cross country. In 1978, GSA drivers transported the one-of-a-kind Micro Scanning Beam Landing System instrumentation van to Cape Kennedy from the Johnson Space Center in Houston and in 1979 will move it to Edwards Air Force Base in California, where the manned Orbiter shuttle crafts will make their first six landings. The highly sensitive computerized equipment in the van is used to check out the ground radar system to help ensure safe, accurate landings. The Cape Kennedy motor pool also now has four railroad engineers (trained at the Southern Railroad school in McDonough, Ga.) opera ting NASA’s new railroad. Rolling stock consists of two 1,000-horsepower switching locomotives; two spacer cars, which separate the locomotives from the equipment being moved; and an office/tool car remodeled from a former presidential communications car that traveled with Presidents Truman and Eisenhower. In support of the President’s urban policy, GSA began rehabilitation of Nashville’s Union Station-donated to the government by the Louisville and Nashville Railroad— as the first of perhaps a dozen railroad stations it plans to restore for federal offices and commercial and cultural activities. The Senate approved $7.1 million for the project, and an architectural-engineer contract was awarded in December. GSA hopes to complete work on the Richardson-Romanesque-style building with arched, stained-glass skylight and elaborate plaster moldings in time for Nashville’s bicentennial celebrations in 1980. Other stations in the region being considered for restoration are in Montgomery, Ala., and Macon, Ga. Fulfilling GSA’s federal responsibilities for the reutilization, transfer, or sale of excess and surplus federal real estate, Region 4 property experts during fiscal 1978 found new federal uses for property worth $4 million and conveyed property valued at about $6 million to state and local governments for public education, health, and recreation. Seven properties that originally 46 Main entrance arches (top) and the interior and vaulting of the waiting room (left) of the Nashville station. Below, locomotives for NASA and for operation by GSA are pushed to Cape Kennedy grounds by commercial engine. cost $20 million were conveyed for public airports, including 1,790 acres of the former Craig Air Force Base in Selma, Ala. Commercial sales of surplus property netted $4.7 million. The largest single sale—for $3.3 million—was a former naval airfield in Albany, Ga., where a new brewery will provide jobs for 1,500 people. The year’s most interesting sale of property other than real estate was of 420-foot-high, 6,000-ton mobile structure once used to service NASA missiles. The buyer paid $30,000 for the scrap value of the metal in the structure and saved the government an additional $1.3 million by dismantling and removing it from the Kennedy Space Center. Perhaps the most colorful donation of surplus property was of a Swiss-made skylift—the world’s longest and highest—to Biloxi, Miss., for transporting tourists across the Mississippi Sound to uninhabited Deer Island, where they can enjoy its unspoiled setting. The U.S. National Park Service had acquired the skylift by purchasing the land under it along the Blue Ridge Parkway for park expansion. The Atlanta-based RAMUS (Remote Access Multi-User System) data channels continued to operate at full capacity in 1978. Revenues from the system—which supplies cost-saving, time-shared computer services to more than 1,500 federal users in 49 states—rose to over $900,000. In Huntsville, Ala., the Interagency Data System Facility provided 558,000 man-hours of technical support to 14 departments and agencies at 40 locations across the nation. This was up from the 1977 level of 490,000. 47 Region 5 administrator (left) and regional commissioner for ADTS (far right) examine new blue-pages phone book. President Carter’s plan to “bring government closer to the people” got a big boost in Region 5 during 1978. Chicago became the first major city to incorporate a special government agency locator-the blue pages—into its phone book and the first city outside Washington to offer Dial-a-Reg, a free telephone service providing a recorded summary of documents to be published in the next day’s Federal Register. The public was not the only beneficiary of Region 5 support. Regional experts in telecommunications, procurement, and records-keeping helped meet the needs of federal sister agencies—and often saved money at the same time. GSA engineers determined the number of leased long-distance telephone lines the Census Bureau needs for its upcoming Census of Agriculture to be conducted from Jeffersonville, Ind.—and supervised their addition to the Jeffersonville telephone system. Some 200,000 farmers throughout the country will be called. Procurement specialists saved the U.S. Public Health Service 17.5 percent on the purchase of 58 spirometers (lung-testing machines) and arranged their delivery to federal health units across the country. These machines test whether federal workers exposed to dust environments are being protected according to Occupational Safety and Health Administration requirements. Regional NARS and the Chicago Records Center continued to help agencies streamline their records-keeping. The Center consolidated over 125,000 cubic feet of documents from six Social Security Administration centers around the country and will save the Administration $3.4 million during the first year of an extensive referencing and filing project. Massive Depart ment of Defense records were transferred from a DOD facility in Columbus to the nearby federal records center in Dayton for further savings. The region saved itself some money in 1978 by procuring new telecommunications equipment and services through competitive bidding rather than from the local utility company. To encourage more firms to compete for government business, Region 5 personnel counseled some 600 potential suppliers during the International Automotive Service Industries Show, attended by over 30,000 manufacturers, wholesalers, and dealers. A further 700 were counseled at the National Hardware Show, where a GSA booth exhibited the types of hand tools and hardware that the government purchases and provided potential bidders with literature and bidders’ mailing lists. 48 I0W4 = | E S MISSOURI £ Revitalizing downtown areas received strong support in Region 6 through ‘Living Buildings’activities and two renovations (one under way and one proposed). Other highlights included special attention to small and minority businesses, coordinating response to a Presidentially declared disaster, new efficiencies in transportation and supply distribution, and expansion of a presidential library. Federal buildings in the region housed 113 community and citizens’ activities under the GSA ‘Living Buildings’ program. In May, 10 events on federal Sun Day educated the public about solar and other renewable energy sources. For example, a solar collector was displayed on the lawn of the Des Moines, Iowa, federal building. One Missouri landmark—the Old Post Office in St. Louis—is slated for restoration to provide federal office space, restaurants, and shops. Another—the Union Station in Kansas City—is under consideration. Both are listed in the National Register of Historic Places. Congress has authorized nearly $15 million for rehabilitating and adapting the Old Post Office, designed by Alfred Mullet in the French Second Empire style and completed in 1884. A design contract was awarded in May and construction is scheduled to begin in the fall of 1979. Space should be ready for some 650 federal employees from 24 offices in about 2 years. Meanwhile, by December GSA had restored the slate roof. To encourage minority business to bid for government work, regional staff cooperated in a Minority Business Awareness Week. Sessions explained federal bidding procedures, use of bidding forms, and how to be notified of business opportunities. A joint project with local chambers of commerce is ensuring that more small businesses are made aware of government construction projects. In response to the Presidentially declared flood disaster in Omaha, Nebr., in March, the region quickly located 20,100 square feet of office space for disaster assistance agencies and provided office supplies and equipment, 36 vehicles, and 57 leased communications lines. It also arranged for printing and distribution of pamphlets on federal disaster assistance. With the double aim of effecting savings and discouraging the misuse of government vehicle credit cards, regional FSS personnel developed a computerized program to monitor card use for purchasing gas, oil, and tires. The program is now being used by GSA nationwide. Architect’s plan (left) for central light well in the Old Post Office, St. Louis, Mo., and the building exterior (right). Work began on a $2.75-million expansion of the Harry S. Truman Presidential Library in Independence, Mo., and planning began for installing a solar-powered hot water system in a Kansas City, Mo., federal building. The regional Federal Protective Service (FPS) expanded its role to include securing medical help for people stricken on federal property. The FPS control center calls the nearest ambulance service and immediately dispatches an officer to provide first aid or cardiopulmonary resuscitation. Responding officers have already saved two lives. Regional ADTS staff launched the first GSA interagency training program leading to formal certification for repair of crytographic equipment. More than 70 people-including communications personnel from the White House, FBI, State Department and the U.S. Air Force—attended one of the nine 2-week courses during 1978. 49 new Mexico Region 7 is the first in GSA to have a woman as administrator. Promoted from within the ranks and an expert on electronics and telecommunications, she set the pace in serving federal agencies and the community with modern computer and communications technologies. Other strides were made in providing housing for federal agencies either by new construction or renovating existing structures to preserve a bit of history and still meet the need for office space. Some federal property was conveyed to local communities for recreational facilities and parks and for urban development. ADTS, which provides over 39,000 telephones and switchboard systems to federal workers in 45 cities in Region 7, also assisted agencies in acquiring special or additional equipment and services. Over 30,000 hours of data processing professional service were supplied. For example, technical personnel helped the U.S. Geological Survey develop a computer system for listing the nation’s energy resources. They also aided the National Center for Toxicological Research in obtaining 620 minicomputers and other federal groups in developing an air-flight scheduling system and ordering over a million dollars’ worth of teleprocessing equipment and services. To serve Indian groups across the nation, ADTS specialists developed contracts for computer systems for managing an $800 million trust fund for 225 Indian tribes and for Multicolored Sky Ribbons, obtained through the GSA art-in-architecture program, supplements the architectural design of the second floor stairwell in the Murrah Building. keeping track of the titles to land owned by American Indians. The two Business Service Centers in Fort Worth and Houston served business persons in tried and new ways in 1978. They participated in six congressional-federal procurement conferences, held workshops in 24 cities, and counseled 13,513 people during the first six months of the year, of which approximately 20 percent were women and 33 percent were minorities. To encourage and aid women’s competition for GSA business opportunities, the Region 7 Centers planned and coordinated the first GSA business conference for women. It was held in Dallas and over 500 people attended. Speakers included Sarah McClendon, White House reporter, Sarah Weddington, Special Assistant to the President, and Rep. Jim Mattox. Three new buildings were completed and opened—the Alfred Murrah Federal Office Building in Oklahoma City, Okla.; the Marfa, Tex., border patrol sector headquarters; and the Federal Youth Center at Bastrop, Tex. The latter two are the first regional construction projects to incorporate solar-energy systems. The four Marfa buildings use solar energy for at least 40 percent of all air conditioning, 60 percent of heating, and 95 percent hot water requirements. The Youth Center’s approximately 23,000 square feet of solar collectors should provide about 97 percent of hot water needs, about 46 percent of heating, and 9 percent of air conditioning. The Murrah building is the first federal office building to include "an environment of art” in original building plans. The architecture was specially designed to provide a setting for multiple artworks, many by artists of the southwest, in a variety of styles and forms. Joan Mondale spoke at the art dedication in June. Many older buildings are pieces of art in themselves, and GSA, along with local preservationists, is restoring some for use as offices, shops, and museums. One such restoration project is the Custom House in New Orleans, La., which 50 will provide a new courtroom and offices. In mid-December the boilerroom at the old Custom House, Post Office, and Courthouse in Galveston, Tex., exploded, tore out the east wall, and caused about $250,000 of damages to the interior. GSA has begun to repair this structure that served as the first federal courthouse in Texas when it was completed in 1861 and has already withstood floods, fires, a Civil War cannonball ripping through its walls, and several changes in its design and construction plans over the last 117 years. The red-brick, two-story building was previously renovated by GSA in 1967. Region 8 directed its efforts toward improving housing for federal employees—constructing new workspace where needed—and working to solve community problems. They also arranged for the preservation of several early buildings for their historic value. Making the region’s buildings accessible and safe for every federal worker was one goal. Renovation projects for accessibility by the handicapped began in three buildings in the Denver Federal Center, two in downtown Denver, and one each in Salt Lake City, Utah, and Pierre, S. Dak. Alterations include adding elevators in two- and three-story structures, lowering drinking fountains and controls for elevators, enlarging entrance-ways to buildings and restrooms, expanding the use of signage to include directions to these newly adapted facilities, and posting raised or depressed lettering in elevators to show floor numbers. Planning is underway to modify over 40 buildings in 1979. Another goal is helping house federal workers in just the facilities they need. To do this for the U.S. Bureau of Mines, GSA is serving as the project manager—under an interagency agreement—for constructing a new research facility for the Bureau. Designs and plans have been approved, construction contracts have been let, and the target for completion is late next year. GSA also has the responsibility of selling buildings that are not to the government’s financial advantage to maintain. Often these are older Denver “air awareness” balloon. buildings. At the same time, it has a commitment to preserving architecture of historic or artistic value. Region 8 PBS staff found a way to fulfill both directives. The Old Post Office in Ogden, Utah, was sold with the provision that the exterior would never be changed. The Post Office in Devils Lake, N. Dak., constructed in 1908 and listed on the National Register of Historic Places, will be renovated by the Lake Region Heritage Center as a museum and art center. The Old Federal Office Building, Courthouse and Post Office of Helena, Mont., was donated to the city and county for use as office space. Just as historic sites generate a feeling of community, so do certain annual activities. The Yellowstone National Park auction of personal property—supervised by FSS staff—has become such an event for the public, GSA, and the Park Service. This year over 600 people attended and paid more than $100,000 for 99 different types of goods ranging from horses to snowmobiles. Another GSA co-sponsored activity, “Clean Air Awareness Day,” drew 51 in excess of 2,000 people to the Denver Federal Center. (Air pollution-smog in particular—is a growing problem for Denver because of its location along the Rocky Mountains, which causes peculiar air circulation problems, and because of an increased number of cars and volume of car exhaust emissions.) To enlist public support and action for community controls, GSA, the Environmental Protection Agency, and the state transportation department featured exhibits on vanpooling, bicycling, and other alternatives to one-person-per-car driving. The exhibit highlight was testing federal employees’ automobiles for emissions. Test results were accompanied by helpful suggestions on improving car performance while cutting emissions. Knowing proper car care is a GSA specialty, and a dependable vehicle comes in handy in times of emergency. FSS, which is responsible for such transportation, acted immediately when disaster struck in N. Dak. The Bismarck motor pool provided 31 vehicles to help relieve victims affected by the flooding along the Little Missouri River and by snow across a 10-county area in the southwest corner of the State. As federal activities increased in the new Commonwealth of the Northern Mariana Islands, GSA gave support in housing, supplies, communications and transportation. For example, Saipan, the capital city of the Northern Marianas, was recently connected to the executive secure voice network to aid the negotiations leading toward full U.S. commonwealth status of the islands. In Hawaii, the first direct-dial telephone service from Honolulu to all the other islands was installed. An annual cost avoidance of $15,600 is expected. ADTS also opened a center in Honolulu to provide engineering, installation, and maintenance of secure communications systems for the U.S. Customs Service, the Treasury Enforcement Communications System, and the Drug Enforcement Administration. Saving lives and helping people was the watchword for GSA workers when the President declared the Northern Marianas and parts of Laguna Beach, California, disaster areas. Office space, furniture, supplies, telephones, transportation and general administrative support were needed immediately. After the Laguna Beach disaster, where a landslide destroyed and damaged many homes, GSA provided storage space for salvaged household goods in the nearby Laguna Niguel federal building. To safeguard the health of federal workers, GSA makes periodic tests to determine employee exposure to certain chemicals and minerals now known to be harmful. Two that are being continually monitored are the toxic polychlorinated biphenals (PCBs) used in coolants in electric transformers and the asbestos fibers built into the fireproofing of 52 of the 212 federally owned buildings in the region. The Federal Protective Service staff in the region also stressed physical safety. It offered complete training sessions on emergency first aid, personal precautions against theft and assault, and how to handle bomb threats in public buildings. A special program for women told them both how to avoid an assault and how to cope with one if necessary. Regional operations included a time for the arts as well as tangible services. A ceremony at the Santa Rosa, Calif., federal building dedicated a colorful, natural-fiber sculpture that—according to the artist, Lenore Tawney—was inspired by the disastrous California drought of the mid-seventies. The piece was created under the GSA art-in-architecture program for the high-ceiling, glass-enclosed lobby of the building. Region 9 received the GSA Administrator’s ‘Living Buildings’ award for quality and quantity for its exceptional participation in this program which opens federal buildings to the community for concerts, exhibits, and meetings. In just the last half of 1978, regional buildings 52 accommodated more than 292 cultural, educational and recreational activities. They included a ballet, an Australian ceramics and pottery display, workshops for inventors, a concert by a female barbershop quartet, and regularly scheduled public tours, conducted by senior citizens, of the Honolulu federal building and its art pieces. Under the 'Living Buildings’ program, the mime “Rainbow” performs at the San Francisco federal building. Above, a dance on the federal plaza; left, a play in the lobby with audience participation. 53 10 GSA’s mission of providing technical support and facilities to fellow federal agencies takes special forms in Region 10. Because of rugged topography and great distances between urban and governmental centers, transportation and communications are especially important—and so is the neighborly helping hand. For example, Portland, Oreg., under an Intergovernmental Cooperative Agreement, had the benefit of the expertise of NARS records management experts. They designed and developed a new, streamlined system of records filing, storage, and disposal for 23 city bureaus and staff offices. They also wrote detailed handbooks for the system’s future smooth operation. To help more than 500 Northwest businesswomen compete for contracts to supply goods and services to the federal government, the regional Business Service Center in Seattle, Wash., organized a two-day businesswomen’s conference. The Center—in conjunction with community organizations—offered expertise to women beginning businesses and experienced businesswomen seeking to expand their profits. Speakers and workshop leaders were mainly local women, including a commercial bank vice-president, a procurement specialist for the City of Seattle, the owner of a clothing shop, and the head of the state accountant’s organization. Indian awareness week at regional headquarters in Auburn, Wash., brought literature (below) and personal instruction from Indian employees of GSA (left) in crafts, dances, and cooking. Arranging transport of firefighting tools and gear to rugged, remote areas and managing its procurement, maintenance, and return were the special contributions of FSS personnel working with the Interagency Fire Center in Boise, Idaho. They masterminded over 30 truckloads and five air shipments to Washington, Oregon, and Alaska in Region Wand to northern California in Region 9. To meet Alaskan communications and data-processing needs, Region 10 established twin centers in Anchorage. One provides maintenance of secure communications equipment for such organizations as the U.S. Customs Service and the Treasury Department. The other offers a full range of data-processing servicesand will espe- cially assist The Alaska Railroad (U.S. Department of Transportation), the Bureau of Land Management, and the U.S. Public Health Service. The data center alone is expected to save nearly $2 million of federal expenditure in its first five years of operation. Dramatic help was provided by the regional personnel who handle the dispersement of surplus federal items to state and local governments. When a fire occurred in a small power plant in Barrow, Alaska, they located a suitable military surplus electrical generator and arranged for its release and air transport the same day to this northernmost community in the United States. 54 Comparison of Selected Operations 1968 (Actual) 1978 (Actual) The Public Buildings Service Square footage of space in GS/4 inventory (except outside parking) . . 208,600,000 230,300,000 Government-owned space 160,400,000 138,400,000 Leased space 48,200,000 91,900,000 Number of occupan ts of buildings 680,215 856,816 Number of teases 7,259 6,977 Construction completions $251,200,000 $34,600,000 Repair and alteration workload performed $87,140,000 $212,700,000 Repair and alteration backlog, end of year $380, 700,000 $1,094,100,000 The Federal Supply Service Total procurement $2,054,330,000 $3,409,600,000 Government-wide purchases by means of Federal Supply schedules . . $1,178,900,000 $2,012,100,000 Number of supply distribution points 69 93 Stores stock sales $512,900,000 $830, 700,000 Nonstore sates $211,131,000 $553,300,000 Interagency motor pools in operation 99 100 Mileage of interagency motor pools 552,376,000 942,773,000 Vehicles in interagency motor pools in use, end of year 49,125 84,642 Motor pool sales $51,375,000 $150,800,000 The Federal Property Resources Service Transfers of personal property to other federal agencies and donations (acquisition cost) $934,600,000 $1,350,000,000 Persona! property rehabilitation (replacement cost) $127,737,000 $895,000,000 Strategic and Critical Materials in uncommitted inventory, end of year (market value) $6,379,874,000 $9,400,000,000 Strategic and Critical Materials sales commitments $145,015,354 $70,000,000 The National Archives and Records Service Records centers (number) 14 15 Inventory at year end (cubic feet) 9,526,000 14,567,788 Inquiries handled 6,236,886 21,880,471 The Automated Data and Telecommunications Service Federal Telecommunications Fund sales $97,748,000 $377,236,000 Intercity FTS calls 56,465,000 197,457,950 Automated Data Processing Fund sales $13,515,000 $72,421,000 Automated data processing leases negotiated 3 54 Federal Information Centers Number of inquiries 247,121 8,000,000 Agencywide End of year employment, full-time permanent 37,445 35,129 1979 (Estimate) 229,800,000 137,100,000 92,700,000 874,000 7,100 $316,200,000 $22,700,000 $1,028,400,000 $3,600,000,000 $2,197,400,000 88 $867,200,000 $550,300,000 100 1,021,000,000 88, 700 $169,100,000 $1,600,000,000 $895,000,000 $10,000,000,000 $30,000,000 15 15,041,000 22,781,000 $414,177,000 214,000,000 $124,415,000 42 8,400,000 34,615 55 Administrator Office of Acquisition Policy Staff: Socioeconomic ------- Divisions: Federal Procurement Regulations Acquisition Policy Planning and Acquisition Review Contract Clearance ------- Congressional Affairs Special Communications Staff _______ Areas: Information Special Projects Public Affairs ------- Business Service Centers Federal Information Centers Consumer Information Centers Planning, Policy, and Evaluation _______ Information Security Oversight ------- Board of Contract Appeals Office of Inspector General Staffs: Administrative Agency Complaints Inspections Offices: Audits Investigations 56 _______________________________________ Office of Controller-Administration Staffs: Executive Equal Opportunity Program and Policy Planning Offices reporting to the deputy controller: Budget Finance Organization and Management Systems Other offices: Data Systems Administrative Services Personnel Office of General Counsel Divisions: Regulatory Law Procurement Administration and Records Transportation Audit Public Buildings Automated Data and Telecommunications Stockpile Disposal and Preparedness Labor Law Claims and Litigation Ten Regional Operations with Headquarters Cities 1 Boston 2 New York 3 Washington, D.C. 4 Atlanta 5 Chicago 6 Kansas City 7 Fort Worth 8 Denver 9 San Francisco 10 Auburn The General Services Administration ORGANIZATION CHART The Public Buildings Service Staffs: Procurement Policy Review Management Review Executive Offices: Buildings Management Construction Management Federal Protective Service Management Space Management The National Archives and Records Service Staffs: National Historical Publications and Records Commission Interagency Classification Review Executive Offices: Educational Programs The Federal Register The National Archives Presidential Libraries Federal Records Centers Records Management The Federal Supply Service Staffs: Socioeconomic Policy Management Planning and Program Analysis Executive Offices: Customer Service and Support Procurement Standards and Quality Control Supply Distribution Transportation and Public Utilities Centers: Furniture Tools Automotive The Automated Data and Telecommunications Service Staff: Executive Offices: Policy and Planning Agency Services and Procurement Systems Engineering and Operations The Federal Property Resources Service Staffs: Program Support Special Projects Offices: Personal Property Disposal Property Management Real Property Stockpile Disposal The Federal Preparedness Agency Staffs: Policy and Program Coordination and Evaluation Executive Offices: Continuity of Government Operations National Resources Preparedness Systems Evaluation and Operations Support General Services Administration Washington, D.C. 20405 SAN DIEGO PUBLIC UBRARY 3 1336 05725 9096