ent inquiries on a mass production basis. That division also handles the fast reference type inquiries from Members, those that can be answered from standard reference books and almanacs. This is an enlargement of a reference unit we already had. We have found it very successful. At the present time it is absorbing more than 75 percent of all the constituent inquiries that we receive and it is handling them in a very rapid and efficient fashion, answering more than 80 percent within the first 2 days of their receipt. In addition the division handles newspaper searches, requests for material from the Congressional Record, and inquiries that relate to tabulations which can be prepared by people at a lower grade level.

SPACE FOR NEW EMPLOYEES

Mr. ANDREWS. Will you have adequate office space for 46 additional employees?

Mr. JAYSON. Our hope is that with the Library obtaining more rental space this year this will release certain space from the other departments of the Library and we would be able to absorb the space in that way. Space would be extremely tight.

Mr. ANDREWS. You do not plan to rent any space that would require moving your people out of the Library!

Mr. JAYSON. Our service requires that we stay close to Congress. Mr. ANDREWS. Where is the Legislative Reference Service now located in the Library?

Mr. JAYSON. It is spread out in the main building and in the annex and even that dispersion has an adverse effect on our staff.

Mr. ANDREWS. If you are granted funds for 46 additional employees, will your new employees move into the Library or move out to rented space?

Mr. JAYSON. It would be our hope that they would move into the Library. We would, of course, have to crowd the people in; we crowd them in corners now.

Mr. ANDREWS. Do they get in each other's way?

Mr. JAYSON. Not to the extent that it affects the workload adversely. Conditions are not ideal.

Mr. ANDREWS. Sometimes you crowd them so much it is hard for them to concentrate on their work?

Mr. JAYSON. We have not reached that point.

INCREASES REQUESTED

Mr. ANDREWS. You are requesting $42,481 for in grade increases and other increases, is that correct?

Mr. JAYSON. Yes, sir.

Mr. ANDREWS. And you show a decrease in pay above stated annual rate of $10,726, is that correct?

Mr. JAYSON. Yes, because there is one less working day in 1968. Mr. ANDREWS. This $42,481 request is mandatory, is that correct? Mr. JAYSON. Yes, and it also involves the promotion program which we have in the service. We have a career promotion program for our professionals which requires that every professional's work be re viewed once a year, and if it is determined that the man is perform ing at a level above his grade, he gets a promotion.

Mr. ANDREWS. A big item of increase is for the 46 new positions at a cost of $378,045. All of that is for personal services including contribution to retirement, contribution to life insurance, contribution to health insurance, and so on?

Mr. JAYSON. Yes, sir.

Mr. ANDREWS. Your net increase requested is $409,800?
Mr. JAYSON. That is right.

NUMBER OF POSITIONS IN LRS

Mr. ANDREWS. What is the number of positions currently authorized?

Mr. JAYSON. We have 258 permanent budgeted positions. We have also been given for some years an additional $25,000, originally intended to provide us with temporary help in peak periods at the beginning of the year. The $25,000, it was believed, would cover the equivalent of five positions. Actually, with the increase in entering grades and in salaries this is not true any longer, but this would make 258 plus five.

Mr. ANDREWS. 263. Do you have 263 on the payroll now?

Mr. JAYSON. If you include the temporaries we would have more.

NUMBER OF EMPLOYEES ON ROLLS

Mr. ANDREWS. How many people do you actually have on your payroll as of today?

Mr. JAYSON. The last figure I have is as of the 9th of April when we had 301 employees.

Mr. ROSSITER. Eleven part time.

Mr. ANDREWs. In addition to the 301?

Mr. ROSSITER. No, included in the 301.

Mr. ANDREWS. But as of April 9 you had 301 on the payroll?

Mr. JAYSON. That is correct.

Mr. ANDREWS. How many of those were temporary?

Mr. JAYSON. I would say 43. I do not have the vacancies on that April date but as of yesterday 14 permanent positions were vacant. Mr. ANDREWS. What grades?

Mr. JAYSON. These will run from Senior Specialist level, grade 17, down. Incidentally, this is one of the ways we can pick up temporary help. For example, Dr. George Galloway, a Senior Specialist, retired in December and while we are recruiting for a successor, his salary is paying for perhaps three or more temporaries at the moment.

Mr. ANDREWS. You had 301 on your payroll as of April 9, and you have 258 authorized?

Mr. JAYSON. 258 permanent budgeted positions, yes, sir, plus funds for the equivalent of five additional positions.

Mr. ANDREWS. And you are requesting 46 additional employees? Mr. JAYSON. Yes, which would give us 304 total.

Mr. ANDREWS. So that if these new positions are granted you will have a total of 304 authorized permanent positions?

Mr. JAYSON. That is right.

Mr. ANDREWS. At the present time, including temporary employees, you have a total on the payroll of 301?

Mr. JAYSON. Yes, sir.

Mr. ANDREWS. If these 46 new permanent positions are granted will it be necessary for you to continue to use temporary employees on the payroll?

Mr. JAYSON. I believe we would.

Mr. ANDREWS. You would have to?

Mr. JAYSON. Yes, because there is a turnover every year and we never have a constant staff of 258 or 304. In addition, we can never staff on a permanent basis for these peak periods. What we generally do is bring in temporaries in January or February and sign them up until June 30, at which point we terminate their positions.

Mr. ANDREWS. Will you put in the record for 1965 and 1966 the number of people on your payroll on the first of each month, and that will show the employment during the peak period as well as the rest of the year.

Mr. JAYSON. Yes, sir.

(The information follows:)

Total number of employees, including permanent and temporary, by month, fiscal 1965 through Apr. 1, 1967

1 Includes 5 positions from funds appropriated for the full-time equivalent of 5 temporary positions.

Mr. ANDREWS. You told us last year you were planning to have a total of 300 permanent employees on your payroll.

Mr. JAYSON. Yes, I said we needed a minimum of 300, Mr. Andrews.

Mr. ANDREWS. We gave you 35 additional last year to bring you up

to 258.

Mr. JAYSON. Yes, sir.

Mr. ANDREWS. To get back to my question, if we give you 46 new positions you will have 304 permanent positions?

Mr. JAYSON. Yes, sir.

Mr. ANDREWS. At the present time you have 301 employees?

Mr. JAYSON. We have 301 people on hand, yes, sir.

Mr. ANDREWS. 258 of whom are permanent budgeted positions. That is 43 temporaries on the payroll now?

Mr. JAYSON. Approximately.

Mr. ANDREWS. And you tell us if we give you these extra 46, giving you a total of 304 permanent authorized positions, you will continue to use temporary employees?

Mr. JAYSON. I would say on the basis of our experience over the past 7 years as demonstrated by this chart, 304 positions will not carry

us for a workload such as we had on March 1, 1967, and the backlog that we have.

Mr. ANDREWS. How would you propose to get these temporary employees?

Mr. JAYSON. Through our savings.

Mr. ANDREWS. Through your savings?

Dr. MUMFORD. Vacancies, Mr. Chairman.

Mr. JAYSON. For example, a man retires at the end of March and his position may not be filled for 5 or 6 weeks. Multiply this several times during the year and we can bring in, on a temporary basis, typists and other temporaries for our peak periods. Our authorization last year for 35 additional employees came fairly late, and I believe we told the committee we would use the savings to bring on temporaries.

NEED FOR ADDITIONAL POSITIONS

Mr. ANDREWS. Explain the new positions.

Mr. JAYSON. The justification across the board, of course, is based on the extent of the backlog and the arrearages we have. Moreover, there have been complaints during recent years that the quality of the work has gone down. This is because we simply do not have the manpower to devote sufficient time to the inquiries. In addition, we are sending out articles and other material rather than reports because we do not have the manpower.

There have been typing backlogs. Our translating unit has had backlogs. Our messengers have bogged down since the opening of the Rayburn Building because of more real estate that they have to cover in making their deliveries.

The specifics are set out beginning at page 152 of the justifications. We indicate there that our Reference Division has been doing a splendid job handling constituent inquiries which seems to justify the concept of that division, and five of the new positions requested would be added to this division. Our Science Policy Research Division, which has filled an enormous need by the Congress for assistance in science-related areas, has had a workload that has far exceeded any of our estimates. Scientists are difficult to recruit and they are costly. We are asking this year for an Assistant Division Chief at grade 17, one Science Specialist at grade 15, four analysts and research assistants at grades 7 to 13, and one typist at grade 4. Our American Law Division, which has been swamped with inquiries in connection with urgent and controversial fields like civil rights, constitutional amendments, election returns and other situations, has to be beefed up.

Mr. ANDREWS. Will you place in the record a breakdown of the divisions to which those new 46 people will be assigned if your request is approved?

Dr. MUMFORD. They are in the justifications on pages 152 through

156.

Mr. ANDREWS. Let us insert pages 152 through 156 in the record at, this point.

(The pages follow :)

RESEARCH DIVISION

During the past fiscal year, the Service established a new reference division with two primary objectives: first, to handle most of the constituent inquiries

referred to the Service, routing them away from the subject specialist divisions so that the professional staffs in those divisions would be free to concentrate on the substantive and legislatively oriented assignments, and second, to handle on an immediate or prompt basis the general reference type inquiries received from Members and Committees. Since the division has a number of reference librarians on its staff it also has been assigned the responsibility of operating the Congressional Reading Room. During the first six months of fiscal 1967, the new division with a staff of 22 budgeted positions handled a total of 25,467 inquiries (7,586 Member, 17,881 constituent). Of this total, more than 11,000 were answered on the same day they were received, and over 8,500 others were answered by the second day. To meet the current workload and to continue the development of this new concept for handling constituent and reference inquiries, five of the new positions requested would be added to this division (4 reference assistants and librarians at GS-5 to 9, and 1 GS-4 typist).

The demands upon the recently established Science Policy Research Division have greatly exceeded staff resources. Established to strengthen Congressional science advisory services, the division has been confronted with a pace of assignments and a diversity of issues that went far beyond anticipated demands. During fiscal 1966, the division handled 1,185 science-related inquiries received from 57 different Senators and 168 Members of the House. Assistance was provided 33 Committees and Subcommittees of the two Houses. It undertook numerous major studies, some of which have been published by the Congress. Illustrative are: House Report No. 1219, "The National Science Foundation: A General Review of its First Fifteen Years"-a 286-page report prepared for the House Science and Astronautics Committee; Senate Document No. 90, "Policy Planning for Aeronautical R&D,"-a 279-page report for the Senate Aeronautical and Space Sciences Committee; Senate Report No. 1139, "Weather Modification and Control"-a 181-page report released by the Senate Committee on Commerce; and "Notes on Conversion to the Metric System"-a Committee Print released by the House Science and Astronautics Committee. Seven of the requested positions would be added to this division (one assistant division chief at GS-17, 1 science specialist at GS-15, 4 analysts and research assistants at GS-7 to GS-13, and 1 typist at GS-4).

The American Law Division has been hard pressed to meet Congressional demands for assistance in highly controversial subjects during the past several years. Issues of very substantial complexity, importance, and urgency-such as civil rights, legislative apportionment, criminal law and judicial procedure have required that teams of attorneys be set up to devote almost full time to meet these research demands, to the sacrifice of quality work in other areas. At the same time, requests for major studies involving substantial investments of staff time have had to be met. Among them are: the 566-page report on "Congress and the Monopoly Problem, History of Congressional Action in the Antitrust Field, 1890-1966," published as a House Document by the Select Committee on Small Business; "Election Law Guidebook 1966, Summary of Federal and State Laws Regulating the Nomination and Election of United States Senators," a 166page report released as Senate Document No. 91 by the Committee on Rules and Administration. Beginning with the 90th Congress, the division, whose responsi bility includes the preparation of the Digest of Public General Bills and Resolu tions, has modified and expanded the content of the Digest so as to enhance its value to the Congress. This will require more time and staff effort throughout each session. Four of the new positions are requested for the American Law Division (2 attorneys, GS-9 and 11; 1 digester, GS-7; and 1 typist, GS-4).

The Education and Public Welfare Division has had a continual increase in workloads as a direct consequence of the growth of legislation and federal expenditures in the fields of health, education and welfare. Five new positions would be added to this division (3 analysts, GS-7 to 9; 1 reference assistant, GS-5; and 1 stenographer, GS-5).

During calendar 1966, the Service provided 3,665 translations, an increase of 15 percent over 1965, 62 percent over 1964. Arrearages in translating requests have been very heavy. Until now, the translating unit has functioned without a foreign language specialist supervisor. One translator (GS-12) with multilingual competence would be added to work both as translator and as supervisor of the unit.

The other 24 positions requested would be distributed throughout the rest of the Service to meet the current workload and to preserve and improve the standards of research quality. These include 11 researchers at junior and intermediate levels (economists, analysts in American government, foreign affairs, national