by HUD to permit this community-involved effort toward physical and social renaissance to get started. If I might say, Mr. Chairman, these are positive indicators of a kind of recovery that is going to continue and will certainly be substantial in the kind of economic recovery which we all would like to see in our city. MANAGEMENT ACCOMPLISHMENTS The District government is constantly striving to reduce unnecessary costs, increase effectiveness and efficiency and provide better service in meeting the needs of the residents and visitors of the District of Columbia. During the past year, our efforts have emphasized the improvement of the delivery of Government services. We have also devoted much effort to improving the collection, retention and distribution of management information. While we are constantly striv ing to reduce costs, it is not always possible to quantify in dollar terms the real effects of management improvements. We are beginning to feel the impact of improved automated systems and updating of District and agency-wide accounting systems. The various types of projects undertaken and successfully completed by the departments and agencies range from fairly simple records disposal programs to innovative pilot projects and sophisticated program studies. The development of a program budget for 1971 will, I am sure, be a landmark in the District's management history. Although this is only a beginning in the development of our program-budgeting system, we are confident that the concepts which we have adopted will eventually result in helping us achieve maximum effectiveness at the lowest cost for the District's programs. I have available for you, Mr. Chairman, a rather comprehensive list of the various projects which have been underway throughout this year. I would like to submit this list for the record. Mr. NATCHER. Without objection, it is so ordered. (The list follows:) The goals of the management improvement program for Fiscal Year 1970 have been to reduce unnecessary costs, to increase effectiveness and efficiency, and to better service the demands and needs of the residents of the District of Columbia. These goals have been, and still are being, pursued centrally through the Office of Budget and Executive Management and at a decentralized level through the efforts extended by the various District of Columbia departments and agencies. The greatest management improvement effort during the 1970 Fiscal Year was within the area of the delivery of governmental services. When this emphasis is combined with those projects designed to increase the responsiveness of District agencies, 'over three-fifths of the representative cross-section of management improvement entries discussed below clearly indicate the Commissioner's desire to relate governmental operations closely with the community's needs and wishes. Another important thrust can be determined by the number of management improvement projects conceived to improve the collection, retention, and subsequent distribution of information. Roughly three in ten entries reflect the concern of District leaders over the improvement of data systems as an important element in the improvement of general governmental services and for use as a sound basis in the decision making process. Monetary savings, although directly representing about one in eight reported management improvement projects, can be indirectly found under such subject headings as deliverance of better controls, elimination of duplication, space savings, and better utilization of personnel resources. These five classifications (see Appendix) would raise the cost-conscious related projects to over half of the cross-section. Dollar savings in terms of absolute figures are not always possible, or realistic, until the total impact of an improvement can be adequately assessed. Ι OFFICE OF BUDGET AND EXECUTIVE MANAGEMENT During the 1970 Fiscal Year, the Office of Budget and Executive Management has concentrated upon the reorganization of operating functions, the implementation of automated systems, and the review and updating of ! District and agency-wide accounting systems. These management improvement thrusts were aimed primarily at bettering and facilitating the day-to-day delivery of services within the basic resources available to the District cf Columbia. The major projects and programs developed, implemented, or conceived during the 1970 Fiscal Year were: Organization and Management Planning (1) Reorganization of Sanitary Services: A greater degree of flexibility and concentration of effort were planned by more closely defining the major sanitary functional areas and recasting them on a geographic basis. Benefits: This restructuring will create a truly viable and responsive operation which will take into account both city-wide and individual community needs. (2) Consolidation of Hacker and Hacker Related Services: The multi-faceted Benefits: The consolidation will bring about a reduction of time and frustration for the clientele service; increased supervision and coordination of the various services rendered, including increased flexibility of personnel through cross-training; and, the release of six police officers for enforcement related duties. (3) Restructuring of the Police and Fire Clinic: The medical services rendered through the Police and Fire Clinic were examined through organizational, facility, and statistical patterns. The survey included the design of a new facility and a complete revamping of administrative and operating rules and regulations. Benefits: An improved medical service for the uniformed personnel will result in the availability of a healthier and better public safety force. Personnel changes recommended will result in the return of five Firemen and one Park Policeman to their respective departments. (4) Commissioner's Reorganization: The Division also assisted in the drafting of organizational orders and in the restructuring of the District Government under direction of the Commissioner and his staff. This redesigning of functional and operational components reflected the Commissioner's desire to deliver more services in a logical and effective manner to District residents. Benefits: These improvements will bring about a more responsive District Government better able to meet the wants and needs of the residents of the District of Columbia. (5) Bonding of Licensees System Revamped: A survey of the systems flow of paperwork and responsibilities concerning bonding requirements for a number of District licenses were surveyed with an eye toward reducing time and elimination of duplication of efforts. Benefits: A savings of up to two weeks of time for processing is forecast, thus increasing service to the public and reducing internal control operations to a minimum. Duplication of effort among agencies is projected to reduce clerical effort with a resultant increase of manhours available for other duties. (6) Fire Department Management Survey: A comprehensive study of the management, organizational, and special problem areas of the Fire Department are in the initial stages of investigation. The administrative portion will be completed during FY 1970 with the remainder of the survey extending well into FY 1970 with the remainder of the survey extending well into FY 1971. Benefits: The survey is expected to bring about the release of from four to ten uniformed men for fire-fighting oriented duties; an increase in flexibility of the utilization of manpower, finances and facilities to accomplish the department's mission within the limit of the resources currently available; and, an increase in the District resident's protection through more imaginative and comprehensive programs. (7) Coroner's Office Management Survey: A comprehensive study of the management, organization, and programs of the Coroner's Office are in the initial stages of preparation. Benefits: The survey is expected to increase services within the availability of resources currently available; and, further, to provide a base for future plans designed to revamp this District service. (8) Surveyor's Office Organization and Management Survey: A comprehensive study of the management, organization, and programs of the Surveyor's Office. Such a study would include an extensive look at the records keeping and storage systems with emphasis upon conversion to an automated retrieval system of some type. Benefits: The survey is expected to increase services to the public, give greater protection of basic documents, and provide more effective utilization of manpower, Systems Development and Computer Services (9) (10) Establishment of a Systems Development and Computer Services Division: Benefits: An increased assistance provided for operating units by a concentration of highly qualified technical personnel will greatly increase the output and effectiveness of the decentralized operations to be found at the departmental and agency level. Development of the INMATE Record System: A new Criminal Justice system called INMATE dealing with records, including a parole sub-system, was developed in FY 1970. A data collection network feeding from the institution through the central offices of Corrections and a subsequent processing via a direct link with the SHARE Computer Center has greatly increased the flexibility of the District's record keeping system. Benefits: The new information system has provided the District correctional and protective agencies with timely and accurate data which has greatly increased their contribution to the "war on crime." (11) The WALES Systems Expended: The Metropolitan Police Department has expanded the Washington Arca Law Enforcement Systems (WALES) through contract effort and the initiation of extensive training of in-house staff to operate and maintain the system within the SHARE Computer Center framework. (12) Benefits: This improvement has given the District a greater flexibility of manpower resources and a wider selection of in-put into an already established crime-fighting system. DMV Conversion of Records from Manual to Automation: The Division assisted the Department of Motor Vehicles in the design phases of a program to place driver records, vehicle records, and inspection records on an advanced technological basis which would allow for immediate access. It would be similar to the WALES system used by the Police. Benefits: By providing rapid, accurate data and serving as a base for |