• Multiple functional units-Computation is shared between functional units designed to work in parallel within the same processor.

Pipelining-Parts of one computation overlap parts of the previous computation when they use different hardware

resources.

• Concurrentization—A single job is programmed to run on multiple processors in parallel.

The cost of circuitry has inhibited, until recently, the use of more parallelism in computer architectures. But with the cost of hardware components undergoing dramatic reductions, parallelism has become a viable solution to the problem of speeding up computer systems. Since the ultimate limitations to how fast a computer can be run are controlled by the natural laws of physics, parallelism may be the only way to increase the speeds of computers.

USGS Activities in Parallel
Processing

The USGS has begun several projects to explore the potential benefits

of parallel processing in the earth sciences. For example, a project is underway in which fundamental earth-science algorithms such as fluid flow through porous media and development of evenly spaced data grids from randomly dispersed satellite data of the Earth's surface are being examined in a generic parallel processing architecture. Much already has been published about the mathematical algorithms that are used in sequential processing of earth-science data. The new USGS project is examining methods and techniques that enable scientists to apply the algorithms to general parallel processing platforms. In this way, a knowledge base will be established that will form the kernel for future parallel processing efforts in the USGS.

As industry continues to incorporate this kind of architecture, more and more so-called general-purpose computers can be expected to take on the advanced characteristics of leading edge platforms that use parallel processing. Thus, knowledge about how these architectures can be used most effectively in earth-science research will be necessary.

Support

Mission

The Administrative Division pro

T

vides administrative direction and coordination in support of the scientific and technical programs of the U.S. Geological Survey. This support includes policy guidance and program direction and provides leadership and authority for various administrative management and technical support functions, including personnel, manpower utilization, finance, administrative management systems, management analysis, records management, procurement and contract negotiation, property and facilities management, motor vehicle management, security, and safety. The Division also manages the development, maintenance, and operation of the financial management system for the entire Department of the Interior. These functions are carried out at the National Center in Reston, Va., and through Regional Management Offices in Denver, Colo., and Menlo Park, Calif.

Highlights

Credit Card Sales and Bankcards for Small Purchase Procurement

By Charlotte H. Goodson,
Wendy R. Hassibe,' and
Betty B. Brodes

As part of a continuing effort to use technology advances in automation in the areas of financial management, the U.S. Geological Survey is testing two unique programs for the use of bankcards and credit cards. These innovative initiatives include credit card sales to the general public for USGS products and the use of bankcards by Federal employees for small purchase procurements.

Credit Card Sales

The USGS offers a multitude of cartographic products and book reports for sale at 19 offices throughout the United States. These products include aerial photographs, topographic maps, mineral and energy resource maps, satellite images, selected separate sheets for the National Atlas, scientific reports, and many other products of interest to the general public and specialized users. The USGS began using credit cards for sales during fiscal year 1989 with the idea of improving service to its many customers.

Because the USGS had been considering the use of bank-cards for several years, the bureau was ready when the Treasury Department offered support in

The John Wesley Powell Federal

Building, Reston, Va. (Photo

graph by Dave Usher.)

...credit card sales have resulted in a six-percent increase in revenue.

providing governmentwide contracts for credit card services from financial institutions. The USGS evaluated four financial institutions before selecting the Mellon Bank to provide Visa and MasterCard sales and then worked together in implementing procedures to track the financial data from the point of sale to inclusion on internal and external financial reports. Not only has the credit card option improved customer service and been a great convenience to the public, credit card sales have resulted in a sixpercent increase in revenue.

The Use of Bankcards for Small Purchase Transactions

The Federal Government uses simplified, or small purchase procedures for the procurement of goods and services totaling $25,000 or less. At the USGS, the majority of these small purchases are accomplished by written purchase orders, authorized cash transactions, and orders placed against agreements negotiated with small businesses.

To streamline small purchase procedures, the USGS initiated a pilot bankcard project in fiscal year 1989 utilizing the Department of Commerce Bankcard system. For the pilot program, approximately 90 bankcards were issued to personnel in the Southeast Region District Offices of the Water Resources Division. The use of bankcards for official purchases is expected to provide purchasing and project personnel with an efficient and cost-effective procurement method. Bankcards may be used for over-the-counter and telephone order transactions in much the same way as personal credit cards. Merchants accepting the card for Government purchases collect payment from the Federal Government through channels established by the credit card company and the parent bank.

Cardholders are authorized to use bankcards within the limits stated in their Delegation of BankCard Authority and consistent with all applicable procurement regulations. Transactions are reviewed and approved by an approving official and are subject to review by the Office of Procurement and Contracts, the Office of Financial Management, or other reviewing authorities.

In fiscal year 1990, bureauwide implementation of the bankcard program is anticipated under the Federal Supply Schedule contract awarded by the General Services Administration to Rocky Mountain Bankcard Systems, Inc.

Business and Economic Development Program

By Betty B. Brodes

The U.S. Congress has enacted several programs that utilize the federal procurement process to directly assist small and small, disadvantaged businesses in obtaining awards of federal contracts. The USGS supports these programs through its efforts to achieve the Business and Economic Development Program (BEDP) goals that are established annually in conjunction with the Department of the Interior.

The USGS was selected to receive the Department of the Interior's Unit Award for Excellence of Service during fiscal year 1989. This award is presented annually by the Secretary of the Interior to a bureau or office that either meets or exceeds each of its business and economic development program goals. The USGS not only met, but exceeded its fiscal year 1989 small business, minority business, women-oriented business, and labor surplus area set-aside program goals. These annual goals represent a percentage of the total procurement dollars and are based on historical data and advance procurement plans. The success was a result of continuing positive efforts on the part

of contracting and project personnel to identify new opportunities for BEDP participation in USGS programs.

In a related accomplishment, for the second consecutive year, a USGS nominee was selected to receive the Department's Minority Entrepreneur of the Year Award. Secretary Lujan presented this year's award to Miracle Cleaning Services, Inc., in recognition of excellence of performance in janitorial and trash. removal services at the National Center. Miracle Cleaning Services was chosen from other small, disadvantaged businesses who have provided outstanding service to Interior offices and bureaus.

As another example of efforts to expand small business procurement, a cooperative effort between Business and Economic Development Specialists and USGS personnel in all Water Resources Division District Offices has resulted in increased representation in small and small, disadvantaged business conferences that are sponsored by congressional delegations, civic organizations, and other government agencies. This outreach activity provides information about USGS programs to the small and minorityowned business community and identifies these firms as potential suppliers of USGS activities.

Administrative Automation

By Eliot J. Christian

People, funds, facilities, and equipment all are needed to carry out the scientific research and technical programs of the USGS. The administrative management of these resources throughout the USGS is a cooperative effort in financial management, personnel services, facilities management, property management, safety and improvement efforts, and administrative systems management. Automation is becoming an increasingly critical factor in accomplishing the management of resources within applicable laws and regulations-at the lowest possible cost.

Automation efforts have been proceeding on two levels: A Strategic Initiative aimed at large scale automated applications affecting whole organizations, and an Office Automation Initiative aimed at enhancing the productivity of individuals.

Strategic Initiative

Enhancing administrative processing through automation is a major focus of efforts to help USGS managers to manage resources efficiently. Four strategic goals with respect to administrative automation are currently being pursued:

Automated administrative systems should be easily accessible to all who need them.

• An electronic flow of information should replace paper processing wherever possible.

• Administrative procedures should be streamlined and standardized.

A high level of integration among administrative systems should exist.

Automated Administrative Systems Should be Accessible. The intent is to design administrative Automated Data Processing (ADP) applications that are both effective and easy to use, especially with an eye toward encouraging use of efficient, USGS-wide systems rather than redundant, independent systems. While working toward a full range of automation support for administrative process

ing, it is recognized that no one set of centrally maintained systems can serve all the needs of all the users at all detail levels needed. Given that a measure of local administrative processing is appropriate and desirable, a major challenge is to design centralized processes so that they either can stand alone or can complement a range of distributed processes. Toward that end, administrative information databases are being placed in a central repository that is readily accessible to all users. The USGS is also pursuing (1) standard telecommunications interfaces that will make it easier to share information and (2) increased software compatibility among the various administrative systems. By so doing, a foundation is being laid for integrating more fully the various USGS automated applications that can share common databases.

An Electronic Flow of Information Should Replace Paper Processing Wherever Possible. One aspect of administrative processing that has already been a prime candidate for increased efficiency is the handling of information that is represented on paper. Since it is often the case that much of this information is eventually transformed into a machinereadable form, one goal is to move that data entry function as close as possible to the source of the information. Replacing the paper flow of information with electronic information at the earliest point in an automated system is a less costly way to move information, and it also can help to reduce data being entered more than once and improve the reliability of the data.

The first step is to identify the information being moved and the paths by which it flows. In classic system analysis style, a given set of work processes is broken down to reveal where information may be needlessly generated or handled inefficiently, and from this analysis a new set of processes is designed. However, a problem with this approach occurs when work areas are handled separately. If a system is defined too narrowly at the outset, a specific work area may be improved internally, but it will not be apparent how that island of automation can be connected to others or how the approach used could be applied in other areas. As a consequence, opportunities for improving the flow of information

can be missed entirely. Recognizing the need for a broad and unified approach, efforts are underway to comprehensively analyze internal administrative procedures and to produce a model of administrative information processing.

Administrative Procedures Should be Streamlined and Standardized. Streamlining and standardizing procedures are keyed to meeting the USGS's needs for administrative services with a minimum of burden. As part of this effort, an ongoing review of administrative systems is in use throughout the Bureau to identify opportunities for streamlining operations and eliminating duplication. One recent review in this program focused on personnel systems and generated several specific recommendations that are now being pursued. The paperless processing in the USGS of Requests for Personnel Action (Standard Form 52) is an outgrowth of this effort.

At a basic level, the challenge to streamline and standardize administrative procedures demands that information requirements first be reduced to their barest essentials. Efforts are underway to develop an administrative information processing model that will help to identify what information must be delivered by the users served and what information can be made available to those users.

Administrative Systems Should be Highly Integrated. Without a high level of integration among administrative systems, users can be burdened with