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Mr. JONAS. Did you check with the services to find out if facilities are available that would be suitable?

Mr. MOHR. No, we have not.

Mr. CASPER. There are certain advantages to having this academy at Quantico because it is a relatively short distance from our headquarters. We would like to have some of the training given here at our headquarters building.

Mr. JONAS. It is not as close as Bolling or Belvoir, if you are just thinking about accessible to Washington. We can put you closer than Quantico. Did you think about Bolling?

There is a lot of land out there.

Mr. MoнR. There is a lot of land out there and I understand a lot of people want it.

Mr. JONAS. You might put your bid in. What is the advantage of having it down at Quantico? The range?

Mr. MOHR. The ranges would be probably the most important factor.

Mr. JONAS. You could not build a range at Bolling.

Mr. MOHR. No, you could not.

Mr. MINSHALL. These ranges are not so expensive that they could not be constructed someplace else.

Mr. MOHR. That is right, but they are pretty expensive.

Mr. MINSHALL. You have a pistol, submachine and rifle range.

Mr. MOHR. As the photograph shows, we have a rifle range on the first range. That is a 200 yard range. The next three are practical pistol course ranges. They are essentially designed for the firing of a pistol, although you can adapt them to various other types of shooting.

Then beyond that you will notice there are two other ranges. One is an electronic range. The other is a Hogan's Alley type of range. Then beyond that are the skeet ranges.

TIMING OF BUDGET REQUEST

Mr. JONAS. I would like to put another comment on the record. I do not question the importance of training police or law enforcement officers. There is not anything that concerns me more on the domestic front than what seems to be a pretty rapid decline in law and order. I am certainly in favor of doing what we can to solve that problem. But this situation did not suddenly develop within the last 30 days. We hardly have your regular bill signed into law. Why didn't you ask for this in your regular bill?

Mr. GRIFFIN. This requirement was not made of GSA at the time. of the development of the regular 1966 budget.

Mr. JONAS. Why didn't the Bureau of Investigation bring it in? Did you make any effort to get it in the regular bill?

Mr. MOHR. We submitted our regular bill and were up here testifying in March.

It was subsequent to our appearance up here that the President indicated his strong desire to get this program underway.

Mr. JONAS. You made no effort to get it approved by the Bureau of the Budget in the regular bill.

Mr. MOHR. No, we did not because it was subsequent to our submission up here.

Mr. JONAS. This sort of thing worries the committee because we are supposed to be dealing only with emergency situations that develop between regular bills. You are preparing your 1967 budget right now, are you not?

Mr. GRIFFIN. Yes.

Mr. JONAS. What is there about this that makes it important that we approve a $14 million appropriation here for a brandnew academy in a supplemental bill right between two regular bills? One has the ink hardly dry on it and you are now preparing your submission for the next year's budget.

Mr. GRIFFIN. The timing, as Mr. Mohr points out, is an administration decision that this would not wait for the year or more until the next annual submission and final action. The decision was made by the Bureau of the Budget as a result of the President's earnest message in connection with the need for improved police training to submit it as part of the supplemental.

Mr. MOHR. This also ties in with the Attorney General's program which he has announced in connection with his chairmanship of the President's Commission on Crime.

Mr. JONAS. That is all I have.

Mr. EVINS. Are there any further questions, gentlemen? We have two more items here.

Mr. MOHR. May we be excused, sir?

Mr. EVINS. You may.

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Mr. EVINS. The next item is $450,000 for automatic data processing coordination. Mr. Reporter, insert pages 8 through 13 of the justification in the record at this point.

(The material follows:)

SALARIES AND EXPENSES, AUTOMATIC DATA PROCESSING COORDINATION

APPROPRIATION LANGUAGE

"For necessary expenses of carrying out Government-wide automatic data processing activities within the jurisdiction of the General Services Administration, $450,000."

GENERAL STATEMENT

"This proposed appropriation is required to finance activities of the General Services Administration relating to the selection, acquisition, and utilization of Government automatic data processing equipment and related resources. The sharing exchange program which will make productive use of the thousands of hours of idle computer time, coupled with improved contracting and procurement, can reduce the Government's annual $3 billion ADP bill." (Quoted from House document.)

This program stems from the recent report to the President of March 4, 1965, on improved management of ADP in the Federal Government, made in response to a request of the House Post Office and Civil Service Committee. After approval of the President, the Bureau of the Budget assigned certain cost reduction efforts to GSA under Circular A-71 of March 6, 1965. A previous assignment of responsibilities to establish computer sharing exchanges had been given to GSA under Circular A-27 of June 15, 1964.

The total Federal expenditure in this area exceeds $3 billion annually. While some progress has been made in the management of this yearly outlay, much remains to be done. The Presidential study identifies areas for improvement. To accomplish these improvements, GSA must:

1. Support the Federal Government standardization efforts and incorporate these standards in its procurement efforts.

2. Plan, organize, develop, and operate Federal sharing exchanges designed to facilitate ADP resource-sharing and other economy measures on a Government-wide basis.

3. Provide guides and methodology for agencies in the selection and acquisition process and in the area of actual contractual performances.

4. Prepare Government-wide inventory reports that will be useful in longrange planning as well as in the solution of current management problems. 5. Provide economic and technical guidelines for the replacement of equipment and related resources.

6. Insure that telecommunications networks of the Federal Government are designed to accommodate data transmission between computers.

7. Provide policies, guidelines, and evaluations to assist the executive agencies in the area of computer and computer resources maintenance.

8. Provide more timely Federal supply schedules containing better terms and conditions and to develop these schedules in a more usable form.

9. Provide leadership in the Government-wide effort to insure effective and economical use of excess equipment, including the modification of procurement practices to require such utilization.

The requested funds will effectively launch these efforts.

An immediate point of attack is to achieve major cost reductions by gaining maximum utilization of the 2,188 computers presently in place in the Federal Government. While computers are designed to operate three shifts per day, the Government's utilization falls far below this. Indicative of the magnitude

of the problem and the potential savings is the fact that during fiscal year 1965, an average of 640,000 hours of computer time was unused monthly. Some of the more complex sophisticated systems have monthly rentals of $80,000 to $100,000. With this appropriation, as one cost reduction possibility, we hope to save the Government a major part of the $23 million spent for machine time on commercial computers by more fully utilizing the unused time on Government computers.

A small staff has been assembled in GSA to develop and plan an approach to achieving the full range of potential improvement in Government-wide ADP management outlined in the Presidential report. However, additional specific resources are required to attain the savings potential and management improvement identified in the Presidential report.

The responsibilities assigned to GSA for Government-wide ADP management have been structured into five major project areas. These areas and the required resources are as follows:

1. Technical assistance area: Requirement, 6 full-time positions and
2 consultants for 6 months__
Includes such projects as:

(a) Developing and providing to agencies comparative information on the characteristcs and performance of ADP equipment and software.

(b) Assessing manufacturers' technological developments and providing status to agencies for program planning purposes.

(c) Developing performance standards for delivery schedule adherence, program support, maintenance performance, accuracy of proposals, product reliability, etc., for ADP equipment and software suppliers.

(d) Assisting agencies in the application and monitoring of performance standards.

2. ADP sharing exchange and service area: Requirements, 14 fulltime positions____

Includes such projects as:

(a) Implementing and operating ADP sharing exchanges for the 2.188 Government computers and 1,100 punched card equipment installations.

(b) Improving the development and application of critical source data automation techniques.

(c) Examining the possibility of performing magnetic tape cleaning services on a centralized regional or national basis to effectively utilize the Government's $42,000,000 inventory of tape. This practice is not now generally followed. If effective, substantial new procurement would be avoided.

(d) Examining current methods of charging for ADP work and developing a uniform rate structure for ADP services.

3. Contracting and procurement area: Requirements, 3 full-time positions and 8 consultants for 6 months____

Includes such projects as:

(a) Ascertaining the extent to which "quantity discounts" on ADP equipment are available and determining if and how they may be used on a broader scale.

(b) Examining the application of copyright laws and regulations to computer programs and the attendant rights and responsibilities of the Government.

(c) Examining manufacturers' pricing structures to determine if and how training, programing aids, and maintenance cost factors can be stated separately from rentals and purchase prices.

(d) Examining the relative merits of competitive bidding versus negotiated ADP contracts.

53-537-65—7

$76, 600

127, 800

104, 300

The General Accounting Office in a recent report stated "savings of approximately $100,000,000 a year" are possible through selective procurement of ADP equipment.

4. ADP management system area: Requirements, 4 full-time positions_ Includes such projects as:

(a) Developing and implementing a Government-wide ADP management information system. Proper analysis of ADP program status, trends, and performance will enhance prompt and effective management decisions and save substantial dollar amounts. (b) Developing criteria and procedures for equipment selection, common programs and applications, and coding systems.

5. Maintenance, replacement, and disposal area: Requirements, 3 fulltime positions and 6 consultants for 6 months--

Includes such projects as:

(a) Examining practices and policies of the Government in maintaining ADP equipment including an assessment of inhouseouthouse practices and of manufacturers' experience in conducting a maintenance program should result in improvements which will save a substantial part of the Government's annual expenditure of $16,000,000 for maintenance.

(b) Identifying and examining economic and technical factors concerning the replacement of ADP equipment. Life probability, requirement probability, obsolescence probability, and compatability are among the factors to be examined. Significant savings should accrue if new procurement can be avoided by extended use of onhand equipment.

(c) Examining and improving ADPE reutilization, holding, and disposal procedures.

$54,000

87,300

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ACTIVITY DATA SHEET, SALARIES AND EXPENSES, AUTOMATIC DATA PROCESSING

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