SUPPORT BULLETIN FOR INFORMATION OF HEADQUARTERS AND FIELD PERSONNEL

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP78-04724A000700010001-7
• Release Decision: RIPPUB
• Original Classification: C
• Document Page Count: 21
• Document Creation Date: December 9, 2016
• Document Release Date: March 19, 2001
• Sequence Number: 1
• Publication Date: April 1, 1965
• Content Type: BULL

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SUPPORT BULLETIN
FOR INFORMATION
OF HEAD
QUARTERS
AND FIELD PERSONNEL
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PURPOSE
The Support Bulletin, published periodically, is designed to keep head-
quarters and field personnel informed on admainistrative, personnel, and
support matters. The Support Bulletin is not directive in nature but
rather attempts to present items which, in general, are of interest to all
personnel and, in particular, of interest to those employees occupying
various support positions. Suggestions and constructive criticism from
both headquarters and field personnel are encouraged.
NOTE: -This bulletin is for information only. It does not con-
stitute authority for action and is in no way a substitute
for regulatory material.
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TABLE OF CONTENTS
Page
New Employee Services at Headquarters . . . . . . . . . . . . . 1
A Decade of Experience in Language Training . . . . . . . . . . 2
Suggestion Awards Program . . . . . . . . . . . . . . . . . . 5
How To Be Easy To Supervise . . . . . . . . . . . . . . . . . . 7
University Associates Program . . . . . . . . . . . . . . . . . 8
Employees' Property Losses-New Claims Policy . . . . . . . . . 9
The President and the File Cabinets . . . . . . . . . . . . . . . 10
Annual Insurance Meeting . . . . . . . . . . . . . . . . . . . 11
Some Concepts of Coordination for Middle Managers . . . . . . . 12
Antimalarial Drugs . . . . . . . . . . . . . . . . . . . . . . 13
Sell Your Ideas . . . . . . . . . . . . . . . . . . . . . . . . 13
Excess Foreign Currencies . . . . . . . . . . . . . . . . . . . 14
Your Breath Could Save a Life . . . . . . . . . . . . . . . . . 15
Miscellany . . . . . . . . . . . . . . . . . . . . . . . . . . . 15
Medical Consultation . . . . . . . . . . . . . . . . . . . . . . 16
Government by Cussing . . . . . . . . . . . . . . . . . . . . 16
The New Insurance Law . . . . . . . . . . . . . . . . . . . . 16
$ave Dollar$ . . . . . . . . . . . . . . . . . . . . . . . . . 16
Who Has the File? . . . . . . . . . . . . . . . . . . . . . . . 17
Office of Logistics Mail-Order Supply System . . . . . . . . . . 17
INIPMUENTIAU i
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NEW EMPLOYEE SERVICES AT
HEADQUARTERS
In the last six months several new employee
services of general interest have been intro-
duced in the Headquarters Building.
PHYSICAL FITNESS ROOM
A Physical Fitness Room has been opened in
the basement offering opportunity for em-
ployees to take part in individual exercise and
conditioning programs. While space is lim-
ited, the room offers many facilities of a full-
sized gymnasium. The room contains two
rowing machines, wall weights, punching
bags, striking bag, climbing rope, bicycle ex-
erciser, medicine balls, other types of physical
conditioning equipment, and an unusual
"Universal Gym." The "Universal Gym" al-
lows four individuals to, engage in various
kinds of weight lifting atone time and avoids
the maintenance and handling problems of
the normal bar bells. A long corridor near
the Physical Fitness Room has been converted
to a running track for anyone who wants to
include this type of exercise in his condition-
ing program. The Physical Fitness Room can
accommodate 24 people at the various sta-
tions while another eleven can, at the same
time, use the running track or work out with
medicine balls and on mats.
The room is open 22 hours a day, seven days
a week, and operates eight hours a day under
the supervision of a qualified physical fitness
director. At first the room was available only
to male employees at a charge of 35 cents for
each visit to cover the use of the room and a
shower. Persons receiving medical therapy
or physical conditioning related to official duty
or standby TDY requirements are allowed to
make appointments to guarantee availability
of the facilities at times convenient for them.
Our experience since the room was opened
has permitted a reduction of the service
charge to 25 cents per visit (or $6.25 for un-
limited use during any three-month period)
and we have plans to make the room available
to female employees one day each week.
BARBER SHOP
In response to many requests, a six-chair
barber shop with a shoeshine stand was re-
cently opened at a convenient location on the
ground floor in the Headquarters Building.
Barber service is available by appointment to
all employees at prices comparable to service
in local area shops.
EMPLOYEE ACTIVITY ASSOCIATION
In a previous bulletin, we described the
growth of the Employee Activity Association
(EAA). Heretofore, employees have been able
to participate in the various recreation, social,
and cultural activities and to purchase tickets
and merchandise without any EAA charge for
dues. The sales activity was particularly
active in 1964 and proved that a large number
of employees welcomed the convenience of
ticket and merchandise sales as well as the
savings when discounts were available. How-
ever, the sales service and other activities can
only continue to be offered if EAA develops
sources of income by which it can become self-
sustaining. For this reason, the EAA con-
ducted a membership drive starting on 15
March 1965.
There are three membership categories:
a. Annual Membership-$2.00.
b. Patron-$10.00. This gives the mem-
ber prepaid dues for six years, a sav-
ings of $2.00.
c. Sponsor-$25.00. The Sponsor will be
a member of the Association at no
further cost for the duration of Or-
ganization employment.
Membership dues are expected to provide capi-
tal that can be used to develop sources of
income that might allow the Association to
expand its program, to increase its service, and
eventually to become self-sustaining. It is
hoped that many employees will become Spon-
sors or Patrons because they share our
view about the importance of this activity.
Through clubs such as the Bridge Club, the
Garden Club, the Chorale, the Chess Club, the
Archeology Club, the Ski Club, and the various
athletic and other activities, employees have
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been provided a means by which they can
enjoy social, cultural, and athletic participa-
tion.
The experimental sales service which made
it possible for employees to buy tickets to the
World's Fair, Senators' baseball and Redskin
football games, Canter Barron, and similar
local events has proved to be of particular
value because of the convenience and time
savings involved.
A DECADE OF EXPERIENCE IN
LANGUAGE TRAINING
INTRODUCTION
The Language Services Division was or-
ganized in late 1951 with a staff of four
professional and two clerical personnel. By
1 March 1952, a few internal part-time lan-
guage classes had begun but the bulk of our
language training was still being accom-
plished externally in universities or other
Government departments.
By the summer Of 1955 problems of cost,
security, and control of subject matter made
it apparent that external facilities could only
partially satisfy our training needs so we
began developing our own resources to satisfy
requirements which could not be met else-
where. Plans were; also made at that time
to include area training in our curriculum
and the school was accordingly reorganized
as the Language and Area School.
DEVELOPMENT OF DAYTIME
INSTRUCTION, 1954-64
CLASS INSTRUCTION
In 1954 the language teaching faculty con-
sisted of five staff instructors giving part-
time instruction principally in French, Ger-
man, Italian, Spanid h, and Russian. To sup-
plement these efforts, the school was able to
obtain various indivviduals on part-time de-
tail from other parts of the Organization to
offer classes in Persian, Japanese, Chinese,
and other languages. Full-time students
were being sent -to various external facilities.
In 1955 in response to continuing requests,
we decided to attack the problem of giving
full-time instruction internally. The first
full-time classes in Russian began in late
September 1955. The success of this venture
led to further expansion in early 1956; full-
time classes were begun in French (March
1956) and German (October 1956). Since
then, -full-time training has been a very im-
portant part of our curriculum, and full-time
courses have been taught in 16 languages
to 380 students.
One of the main features of our full-time
classes is a stay of three -to five days at an
out-of-town site where use of the language
being taught is compulsory on a 24-hour
basis.
Although full-time students represent only
about 10 percent of directed training and 5
percent of the total training effort, full-time
courses represent much of the best training
which has been done in the Organization.
Individuals so trained have contributed many
years of successful overseas service. Out of
these courses have also grown the materials
and the instructor-training support for the
part-time training activities of the school.
The largest percentage of Organization
training has been done in part-time classes.
Most of these classes are designed to teach
spoken language proficiency, as well as ability
to read and write, but a few specialized
classes each year have taught primarily read-
ing and translation skills. Specialized classes
have consistently made up 10-20 percent of
our teaching load. In approximately ten
years, the school has trained more than 5,000
students in part-time classes during duty
hours.
By relying heavily on a highly professional
group of contract instructors, the number of
staff instructors has been kept to a minimum.
The staff plans and coordinates instruction,
develops materials, and trains and develops
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contract instructors. The daytime program
has also provided the means for supporting
the Voluntary and Tutorial Programs in
terms of materials and instructor training.
In addition, tapes and texts have been made
available to support language training activi-
ties in the field. Hundreds of man-hours
per year are devoted to this activity. Our
present faculty numbers nine staff instruc-
tors, and eighteen full-time and four part-
time contract instructors.
TUTORIAL INSTRUCTION
In January 1960 we began to supplement
our normal training facilities by setting up a
roster of language tutors who would be ready
to give tutorial instruction in as many lan-
guages as possible on short notice to students
who could not be fitted into regular classes.
The Tutorial Program grew rapidly as the
Organization began to rely heavily on this
type of instruction. Soon 85 to 100 students
were receiving tutorial training. The avail-
ability of a large cadre of native speakers soon
became well known throughout the Organiza-
tion and their services were frequently re-
quested for other activities. The peak was
reached in April 1963 when the cost of tutorial
training for one month amounted to $8,225.
This level was sustained until August 1963
when a number of tutorials were combined
into small classes and regular Spanish and
French classes were scheduled to begin on
the first of each month. Thus, without any
reduction in service, the number of tutorials
for FY 1964 dropped 100 below the number
for the preceding year. The cost of the pro-
gram has leveled off at approximately $4,500
per month.
About 800 students have received tutorial
training since the beginning of the program.
A total of 100 tutors have given instruction
in 26 languages.
There is little doubt that the advent of tu-
torial training has increased the flexibility
and capabilities of the school. At present
instruction can be given in a total of 49 lan-
guages.
THE LANGUAGE DEVELOPMENT
PROGRAM, 1957-63
THE LANGUAGE AWARDS PROGRAM
The Language Development Program with
its central feature, the Language Awards
Program, began 4 February 1957.
Awards were to be paid under the program
not for preexisting skill but for the expendi-
ture of effort in acquiring and maintaining
language proficiency. Major emphasis was
placed on off-duty acquisition of language
competence. . During the six years in which
the Awards Program was in force, approxi-
mately $765,500 was paid out in awards.
Nearly ndividuals participated. Nearly
away were paid for acquisition of
new skills and over awards were paid
fpreviously acquired.
for maintenance of s ilk' is
The Language Development Program con-
tributed materially to the development of
language proficiency in the Organization.
Maximum enrollments in language programs
were registered in those years (FY '58 and '59)
in which the most money was paid out in
awards. Opportunities offered under the
Language Development Program for volun-
tary study of foreign languages almost dou-
bled the total number of people enrolled in
language training. Because of its voluntary
nature, however, the program did not satisfy
the need to carefully select and train indi-
viduals in the less popular but critically
needed languages.
VOLUNTARY LANGUAGE TRAINING
PROGRAM (1957- )
The Voluntary Language Training Program
was organized in May 1957 to provide lan-
guage training opportunities to Organization
personnel who were not available for classes
during normal duty hours. Instructors for
this program were recruited from among Or-
ganization personnel who were already well
qualified in foreign languages. The program
offered regular part-time classes with a fixed
schedule and curriculum.
First classes began on 20 May 1957 with
170 students in 20 classes in seven languages.
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By the sixth trimester in the winter of 1959,
there were 61 classes in 16 languages with
an enrollment of 372. The highest enroll-
ment occurred in the fall-winter semester of
1959-60 with 430 students.
During the 16 trimesters of the Voluntary
Language Training Program, 2,700 individual
students have enrolled in 583 classes in 20
languages. About 112 percent of these stu-
dents have completed a sequence of courses,
have taken a proficiency test, and almost all
have registered an immediately useful level
of proficiency. App*oximately 25 percent drop
out of the program] with unsatisfactory per-
formance or attendance. The remaining 63
percent drop out of the program before finish-
ing a complete sequence of courses, but after
achieving a significant start in the language.
Our present records and follow-up system
are not equal to th~ task of keeping track of
all of these peopl . A significant number
either go into more lintensive training, depart
PCS for overseas a$id show up later with a
useful _proficiency in the language or may
later reappear to cofltinue where they left off.
There is reason to believe that as many as half
of these people do eventually achieve fully
usable proficiencies.' The remainder have at
least a start in the language which would cut
down on the lead time necessary to train them
to full proficiency it the occasion arose.
The Voluntary Language Training Program
is still in effect today. Classes in the more
common languages, which were discontinued
for a time, have been reinstated. All basic
level classes use the same texts as the day-
time classes so that transfer from one pro-
gram to the other -is conveniently possible.
FOREIGN LANGUAGE PROFICIENCY TESTING
As the Organization became more experi-
enced, language proficiency was increasingly
recognized as an irhportant element in the
selection and assignment of personnel. The
Organization had no reliable inventory of its
foreign language aksets; self-evaluations on
employment applications had proved to be of
little value. Some new standard for evaluat-
ing language competence was needed.
Although some experimental proficiency
testing had been done in 1955, with the com-
ing of the language awards program in 1957,
it suddenly became imperative that methods
be promptly devised to conduct large numbers
of standardized proficiency tests. We were
surprised to find so little guidance available
in the testing field. There were no reliable
oral tests to be had anywhere and the only
written test available suffered from many
inadequacies.
In conjunction with a university consultant
some general testing principles were devel-
oped and prototype tests were composed in
German and French. These first tests even-
tually formed the basis for the objective tests
in 34 languages and were the first serious
attempts to judge accurately the abilities of
individuals in speaking, reading, writing, pro-
nouncing, and understanding foreign lan-
guages. Although deficiencies have subse-
quently been found in these early tests, they
remain -as milestones in the early develop-
ment of the foreign language field.
Testing began in 1957 and increased con-
tinually until the height of the Language
Awards Program was reached in 1959 and
1960. After that the number of candidates
declined in proportion to the reductions in
monetary awards.
Although over 10,000 tests in all have been
administered by the testing section, the Lan-
guage Qualification Register still remains
one of the darkest corners of the Lan-
guage Development Program. Of the thou-
sands of claimed proficiencies only about 35
to 40 percent have been verified by tests.
Although regulations require periodic testing
of proficiency, it has proved impracticable to
administer tests overseas. Even compliance
at headquarters has not been uniformly good.
THE -FUTURE OF LANGUAGE TRAINING
METHODS
The coming of the oral-aural approach to
language-training and the use of the language
laboratory have given great impetus to for-
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eign language study. The present oral-aural
method promises useful results, but it still
requires inordinate amounts of time. The
language laboratory is the first step in the
automation of many aspects of language
training. Present materials used in the lab,
though considerably refined by comparison
with those of ten years ago, are still relatively
crude. Experimentation in learning theory
which has been in progress for some years
shows the way to more refined and more fully
automated methods of teaching which give
promise of allowing the individual to progress
at his own rate and much more thoroughly
than was previously believed possible.
Although initial claims by proponents of
programmed instruction have proved to be
exaggerated, the principles of programmed
teaching are already well established. The
working out of specific techniques for teach-
ing specific skills and the development of the
necessary means of exploiting the principles
will undoubtedly be a longer process. Be
that as it may, the prospect of significant
breakthroughs in this area are extremely
bright in the coming ten years. The cost of
these breakthroughs will be very high and
it is important that developments be followed
closely and examined critically at every step
of the way. The best hope of being able to
accomplish this without premature commit-
ment and profligate waste of resources ap-
pears to lie in interagency cooperation so that
access can be had to tested new developments
at a minimum cost to each organization.
LANGUAGE TRAINING POLICY
Short of the brave new world of automated
teaching described above, the Organization
can only guarantee its linguistic future by
forecasting its requirements with sufficient
accuracy that present skills can be most effec-
tively used and necessary additional numbers
of selected personnel can be trained to meet
prospective deficits. The successful execution
of such planning will require the combined
efforts of the Office of Training, the Office of
Personnel, and the operating components.
SUGGESTION AWARDS PROGRAM
PRESENTATION OF NATIONAL AWARDS
FOR ECONOMY ACHIEVEMENTS
At an unprecedented meeting of 3,800 top-
level Cabinet and Government officers at Con-
stitution Hall on December 4, 1964, the Presi-
dent of the United States presented special
awards to thirty Federal employees as out-
standing cost-cutters. This ceremony marked
the tenth anniversary of the Government Em-
ployees Incentive Awards Act and climaxed a
year-long program sponsored by the Civil
Service Commission to mobilize an accelerated
employee effort to produce suggestions and on-
job achievements that would cut costs or in-
crease productivity.
Earlier, President Johnson had called on
Federal employees to seek ways to reduce costs,
increase productivity, and conserve man-
hours when he said: "The Federal employee
is in an excellent position to seek out and to
find ways to transact the public business more
economically. It is my intention that when
better, less costly ways are found, they be
promptly implemented and that their authors
be suitably recognized."
Thirty winners of these special awards re-
ceived Economy Achievement plaques bearing
President Johnson's signature. In addition to
the awards' recipients and members of their
families, members of the Cabinet, heads of
independent agencies, and a cross section of
management officials from all Federal depart-
ments and agencies participated in the presen-
tations. The contributions of the thirty
awardees are representative of the response
of Federal workers to the, President's challenge
and account for an estimated first-year sav-
ings of $85,000,000. The individual contribu-
tions ranged from savings of $40,000,000 a
year by an Air Force contract administrative
official to a $52,000 cost reduction by a Post
Office foreman. Winners of the national
awards were selected from among more than
150 nominees of Federal agencies. Selections
were made for three types of contributions:
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cost reduction achievements by employees,
successful encouragement of employee econ-
omy contributions by supervisors, and cost
improvement actions by program manage-
ment officers.
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The President's inspiring address included
many quotable remarks, to wit :
"I have said I believe in the tight fist and
the open mind-a tight fist with money and
an open mind to the needs of America. I
want us to keep up with the times, but keep
our feet on the ground. I want that same
state of mind to prevail in every department
and in every bureau of this Government.
"I expect to find it at every level of re-
sponsibility, from cabinet members down to
the newest and the' youngest recruit. I want
every supervisor to remember that your ex-
ample is really what determines the attitudes
of the men and the women who work with you.
You are the officers of the line who lead the
way and bear the, burden and the respon-
sibility. A man wi]l sometimes think that be-
cause his rank is modest, he is insignificant
in the great scheme of things. But I have
read what Nehru skid as he worked with his
colleagues and -the British Ambassador on
plans for a free India:
`You know, we are small men and un`im-
portant. But the cause in which we work
is great-and, some of that greatness
touches each of us.'
"We are going to put `thrift' back into: the
dictionary. As President, I can and I will
make the major decision on holding total
spending to the rock bottom. But most of
the opportunities to increase efficiency and to
find less costly ways to do business occur in
the work that you do every day. And here is
where I just must look to you and rely on
you, because no one person can do this.
"I want you to think of your bureau or your
unit as though it were your own little private
business. Would you have as many employees
on your personal payroll? Would you be will-
ing to write them checks every two weeks, the
same amount that you are writing them with
Uncle Sam's name signed? If they were work-
ing for you, would they be producing more?
Could you make a profit with the practices
that you are following? Where would you
start to cut expenses if you didn't?
"Today we observe the tenth year of the In-
centive Awards Program. We honor the Gov-
ernment employees who have been diligent in
seeking ways to reduce costs, and diligent in
increasing efficiency. This Program has
achieved much. In a single year it produced
118,500 employee suggestions which were
adopted. Its potential is vast."
Two components in our Organization seized
the opportunity to pass along this inspira-
tional message to their supervisors at large
supervisory meetings when they presented re-
cently won suggestion award checks to their
own people. These individual meetings were
even more impressive than the Constitution
Hall ceremony because there was an element
of personal appreciation and rapport present.
In the Organization we have been able to
award the Presidential Citation certificate
signed by Mr. Johnson to four organizational
units which achieved. significant managerial
economies. Two individuals whose cost-cut-
ting suggestions saved more than $10,000 in
the first year of adoption also received these
citations.
It is interesting to know that since the In-
centive Awards Act was passed, more than a
million-Federal workers have contributed well
over a billion dollars in savings to the Gov-
ernment through their adopted suggestions
and extra efforts on the job to increase effi-
ciency, economy, and productivity in Govern-
ment operations. President Johnson said:
"I want your help. I want every supervisor,
I want every employee to continually ask
himself two questions: What is it costing
to do this work? Is there a way to do it as
well or better that would cost less?"
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HOW TO BE EASY TO SUPERVISE
Hundreds of articles and books have been
written on the subject of "How to be a Good
Supervisor" and dozens of courses are sched-
uled internally and externally for improving
leadership but relatively little attention has
been given to good "followership." If you
have never been a supervisor, it might sur-
prise you to learn how difficult the job can be
at times. Here are some ideas that will make
your supervisor's job easier and improve your
relationship with him.
ACCEPT CRITICISM GRACIOUSLY
Criticism must be made at times by every
conscientious supervisor. Criticism is often
as difficult for a supervisor to give as for an
employee to accept; help by accepting it gra-
ciously without elaborate alibis. Ordinarily
the less you attempt to defend yourself the
better, unless you are sure the criticism is
based on wrong information or lack of facts.
DON'T BE HYPERSENSITIVE
Everyone has his bad days when he is apt
to be somewhat difficult unless he watches
himself. Putting this rule in a positive way-
be easy to handle without getting your feel-
ings hurt.
Don't forget that you're not the only one
who has personal and job problems. Your
supervisor has them, too, and if on occasion
he is curt officially or less than cordial per-
sonally don't let it worry you. If you are
hypersensitive, you can see slights to yourself
and favoritism to others that really do not
exist.
LET YOUR SUPERVISOR KNOW WHERE YOU
ARE AND WHAT YOU ARE DOING
Few things are more embarrassing to a
supervisor than to have his superior inquire
about one of his employees and not be able
to tell the boss where the employee is and
what he is doing. It is not always necessary
to keep your supervisor informed on a per-
sonal basis but as a minimum you should let
the office secretary or a coworker know where
you are going and when you plan to return.
Depending on your secretary to cover up for
your failure to inform someone of your
whereabouts can often lead to embarrassing
situations.
LET YOUR SUPERVISOR KNOW WHAT
YOU'VE ACCOMPLISHED
This can be done orally or by informal,
written progress reports and may even include
a small element of "blowing your own horn,"
providing you don't overdo it. Remember
that your supervisor is judged largely on what
you and your associates accomplish. Fur-
thermore, in these times of tight budgets and
lower ceilings he needs all the facts he can
get concerning deadlines and goals met and
special tasks accomplished in order to evalu-
ate your job, his own, and the needs of the
component.
RESPECT YOUR SUPERVISOR'S TIME
Don't bother your supervisor with details
which you can handle yourself, even though
he may be able to handle them more easily
than you can. This does not mean that you
shouldn't avail yourself of the opportunity to
draw on his greater experience and back-
ground or to consult him when policy matters
may be involved.
DON'T GO OVER YOUR SUPERVISOR'S HEAD
This rule doesn't mean that contacts up-
ward must always follow the chain of com-
mand but these contacts, both personal and
written, should never be for the purpose of
trying to get your supervisor's decisions over-
ruled or trying to impress the boss with your
own superior knowledge, ability, or accom-
plishments. Waiting until your supervisor is
on annual leave or TDY to bring up "pet
ideas" is another way to lessen your ability
to be easy to supervise.
KEEP YOUR SUPERVISORS COORDINATED
In addition to one's immediate supervisor,
most of us have other supervisors, staff or
higher line officials, who at times give us
orders or request information. Keeping all
of your supervisors coordinated is sometimes
difficult but always important.
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BE LOYAL
If you -can't conscientiously give your im-
mediate supervisor' and other officials above
him a plug at tii jes, perhaps you're in the
wrong organization. As a minimum make
it a practice not to criticize them. A certain
amount of grousing and griping about the
boss is natural, but keep it "in the family."
When outsiders criticize your supervisor or
his boss, you don't 1add to their opinion of you
by joining them. n fact, loyalty is a quality
that is almost universally respected, and when
you can't honestly defend your supervisor on
a particular issue, at least you will be -re-
spected for saying nothing.
BE -FLEXIBLE AND 'COOPERATIVE
Don't buck changes. Realize that there are
very few procedures that can't be improved
even though they may have worked satisfac-
torily for years. Flexibility is particularly
necessary when you have a new supervisor.
-RESPECT YOUR SUPERVISOR'S CONFIDENCE
When your supervisor permits you to see or
hear privileged information, respect his con-
fidence. If, on occasion, he expresses a per-
sonal opinion not entirely in line with the
organization position, keep it to yourself
without his having to say, "Don't quote me."
LEARN FROM YOUR SUPERVISOR'S METHODS
When you write papers for your supervisor's
signature, you will have less papers returned
or rewritten if you study his style of writing.
Usually you will find that the higher the
supervisor's position, the more apt he is to
use the first person, active verbs, and con-
crete, specific words. Don't try to impress
others by using large and unusual words.
Remember that you're part of a productive
team, all of whom are working for the same
goal; so cooperatJe enthusiastically, both with
your associates i .nd your supervisor.
Your supervisor was probably picked as
much for his character and integrity as his
knowledge. If ou have these same charac-
teristics, you wijl not only be easy to super-
vise but will have a better chance of becoming
a supervisor yourself.
UNIVERSITY ASSOCIATES PROGRAM
In the early 1950's the Organization ap-
pointed a panel of cleared academicians as
consultants to advise and assist the Directors
of Personnel and Training in identifying and
recruiting college graduates. Known today as
university associates, many of the original
members still are serving. This program not
only has produced considerable career talent
for the Organization but provides timely
campus relations, advice, and special support
that was not foreseen when the program was
established.
At the outset of each school year the uni-
versity associates are brought to headquarters
for a two-day conference. They receive gen-
eral briefings on updating functional changes
and developments within the Organization
and its working community and specific brief-
ings as to continuing or new emphases in our
projected personnel requirements. Returning
to their campuses armed with current advice
about our personnel needs and standards, the
associates -counsel would-be student applicants
throughout the year (without compensation)
from the entire spectrum of academic dis-
ciplines. They also serve to remove any doubt
department chairmen or faculty may harbor
about the professional environment we can
offer the well-trained graduate who has the
skills we are seeking.
In each associate, therefore, we have a cur-
rently briefed, in-place, year-round asset at
the institution concerned-and, moreover, an
influential spokesman whose word counts for
more than our own in "selling" the Organi-
zation.
This assumes, of course, that the effective
associate is indeed sold on the professional
merit and challenge of our activity to the
extent of freely encouraging the better student
to seek his career with us. Fortunately, we have
found this to be the case without exception.
We attribute this largely to the fact that over
-the years we have encouraged the university
associates to continue to meet and discuss as-
signments with their alumni who are working
in various components of the Organization.
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Further, the orientation briefings by senior
Organization officials during each year's an-
nual conference have exposed the associates to
an extensive roster of experts whose personal
stature has placed the Organization's profes-
sional posture on a very high plane by aca-
demic or any standards. It was the asso-
ciates who first suggested to the Organization
that it "transfer a measure of its professional
image" to the academic community through
public appearances before select faculty audi-
ences. The associates' persistent urging of the
wisdom of such a move paved the ground over
which the Organization's highly successful
"100 Universities Program" has traveled these
past two years, reaching 3,000 college and uni-
versity professors, department chairmen, and
administrative officials in off-the-record din-
ner briefings and discussion periods at some
200 institutions of higher learning.
Likewise, our university associates per-
suaded the Organization to undertake the
printing and distribution of a recruitment
brochure that would do competitive justice to
the quality of candidate we were seeking to
attract. We believe our present brochure ful-
fills this recommendation.
Collectively, the associates have been a con-
stant source of stimulation and encourage-
ment to our recruitment and training efforts,
in addition to giving Organization officials a
continuous reading of the sense of develop-
ments in the all-important academic com-
munity.
Individually, their contributions have been
uniquely important. They have gone out of
their way to represent the Organization's in-
terests whenever it was asked of them, "open-
ing doors" formerly closed to us, providing
entree for Organization components other
than the Offices of Personnel or Training,
"smoothing feathers" when circumstances re-
quired., and generally standing ready to prove
their loyalty to any of our missions or obj ec-
tives. Their only complaint has centered in
not being given more to do. Obviously, then,
we value this consultant relationship highly
and have come to think of our university
associates as part of the family.
In addition to the formal mechanism of uni-
versity associates, we maintain clearances on
a number of other professors at other univer-
sities, whom we are privileged to brief in some
detail about our specific use of special skills.
Organization employees are invited to rec-
ommend professors whom we might add to
this list. 25X1A
The university associates institutional mem-
The individual members include six deans
of students; a vice president and executive
dean; a dean of college; secretary of univer-
sity; provost; business manager; director of
financial aid; dean for public services; two
professors of philosophy; two professors of
history; chairman of a history department;
chairman of an economics department; asso-
ciate dean of the college of literature, science,
and the arts; professor of government; direc-
tor of summer school of arts, sciences, and
education; three directors of placement; two
professors of political science; and one pro-
fessor of speech. Four of the associates are
former Organization officials.
EMPLOYEES' PROPERTY LOSSES
NEW CLAIMS POLICY
Public Law 88-558, effective 31 August 1964,
gives the Organization authority to settle and
pay claims for loss of, or damage to, em-
ployees' personal property. Claims may be
paid up to $6,500 when loss or damage is in-
cident to service. Organization regulations
have been revised to prescribe policy guidance
and requirements for submission of such
claims.
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THE PRESIDENT AND THE FILE CABINETS
Congressman Olson of Montana put the
problem of Federal paperwork before the
House of -Representatives in the following
terms:
"Mr. Speaker, some of us who have been
laboring in the vineyard of Government rec-
ords, reports, statistics, forms, and other
paperwork were very pleased last week when
President Johnson ordered the General Serv-
ices Administration to cut down on purchases
of file cabinets. According to the Washington
Post of January 15 :last, this move could re-
sult in a savings of $5 million a year to the
Government and we, .pplaud this action.
"But, Mr. Speaker; to cut down on the num-
ber of file cabinets is to lock the barn door
after the horse has been stolen. The records
to be filed are already on our hands-25 mil-
lion cubic feet of them and if you do not store
them in file cabinets; you bundle them up and
store them in Government buildings at a cost
of $2 per square foot, on the average. As a
matter of fact, the Government's records
holdings are at an' all time high and the
story about being buried in our own detritus
may be more than apocryphal.
"Mr. Speaker, as many of my colleagues
know, last year our Subcommittee on Census
and Government Statistics went into this mat-
ter of reports, forms, questionnaires, statistics,
records, and all the rest. We made studies
and investigations, held hearings in several
cities, and took testimony from over 100 wit-
nesses from public and private life, including
a number of my colleagues here in the House.
Last fall, in the closing days of the 88th
Congress, we published some 800 pages of
hearings testimony tinder the title "The Fed-
eral Paperwork Jungle." To those of my col-
leagues who have not examined this hearings
testimony, let me urge you to do so.
ONE BILLION REPORTS
"Our subcommittee will soon release its re-
port on the `Federal Paperwork Jungle.' The
report will show that new Federal records are
now being created at the rate of 4.5 billion a
year and this, again, is the highest rate in
history. It will show that the Federal agen-
cies now require over 1 billion reports a year
from industry, business, and the public or
some 5 reports for every man, woman, and
child in the United States. It will show that
one Federal agency, alone, the Internal Reve-
nue Service, accounts for about one-half of all
Federal reports or some 500 million forms a
year, if we include the new reporting systems
on dividends, rents, and interest authorized
by Congress in -the Federal Revenue Act of
1962. The other big Federal agencies in this
paperwork game are: the Social Security Ad-
ministration with over 300 million reports a
year; the Bureau of Customs, 36 million; the
Veterans' Administration, 33 million; the
Census Bureau, 18 million; and the Bureau
of Employment Security, 12.5 million.
DISBELIEF
"Although the members of our subcommit-
tee had received many, many complaints from
business, industry, and the public about the
number and complexity of reports required
and requested by the Federal agencies, we
were genuinely shocked when we learned
about the paperwork requirements inflicted
upon the public by the Federal agencies. In
order to verify our findings, we requested the
Government Printing Office to check our fig-
ures. The Public Printer keeps careful rec-
ords of printing orders and requisitions placed
by the agencies nand here is what he reported :
In fiscal year 1964, the Government Printing
Office printed 2.3 billion public-use forms for
the - Federal agencies, or some 12 -forms for
every man, woman, and child in the United
States. Now, this figure, of course, includes
copies, duplicates, unused forms, and all that,
but it does not include internal use forms or
other materials which do not go out to the
public.
RESPONSIBILITY
"Mr. Speaker, 10 years ago the Second
Hoover Commission found that `reporting -to
the Government is excessively expensive: and
burdensome,' and in 1956, President Eisen-
hower directed the Bureau of the Budget to
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take actions necessary to reduce the unneces-
sary reporting burden on industry and the
public. Our subcommittee report will show
that now, some 10 years later, the situation is
far worse than it was 10 years ago in spite of
Presidential directives, Hoover Commission
Congressional investigation, and so forth.
One Federal department has today 262 more
reports than it had when the Hoover Commis-
sion reported in 1955. Last year one Federal
regulatory agency came out with a question-
naire which will cost each company a mini-
mum of $85,000 to complete. One firm told
us that it will cost them $250,000 'to: supply
the information. Some small business people
told us that Federal and State reporting re-
quirements are driving them out of business.
In fact, our report will show that Government
reports cost small businessmen some $2 bil-
lion every year.
"Our subcommittee has made a careful
study of this paperwork mess and our findings
and recommendations will be released soon.
There is no question but that both the execu-
tive branch and Congress must share the
blame in this proliferation of Federal reports
and paperwork. We found that Federal ad-
ministrators often are unaware of the volume
of paperwork their assistants are foisting
upon the public. We found also that the Fed-
eral Reports Act, which Congress passed dur-
ing World War II, is not being effectively
administered by the Bureau of the Budget.
In Congress, as we well know, we have per-
mitted archaic and outmoded legislation re-
quiring all kinds of ancient reports to remain
on the books year after year and we grind
out new legislation, each Congress calling for
all kinds of new reporting systems even
though they duplicate existing ones.
"Mr. Speaker, time does not permit me to
go on today, but to return to the President
and the file cabinets, we all fully support his
efforts to cut out waste and inefficiency every-
where, and I, for one, want to do: everything
I can to strengthen his hand. Millions of
dollars in costs to the Government and to the
public can be saved by cutting out excessive
and unnecessary Federal reports.
"But, believe me, it will take the best efforts
of Congress and the executive branch to cut
down on excessive and needless Federal
paperwork. `Old forms never die, nor do they
fade away. They outlast their author, their
recipient and, in most cases, their purposes.' "
ANNUAL INSURANCE MEETING
The Association conducted its Annual Meet-
ing on 27 January 1965. The officers pre-
sented an informative review of changes made
in our insurance programs over the last year
as well as important changes and improve-
ments to be made in the coming year. The
Association conducts 14 insurance programs
which provide life, health, travel, dental,
parents' health, and income replacement in-
surance coverage for Organization personnel.
The total face value of life insurance in force
is $113,243,375 distributed among three plans
as follows:
UBLIC ............... $84,451,500
WAEPA ............... 24,599,375
Contract Personnel .... 4,192,500
The officers and board will soon be study-
ing various proposals by which to add a re-
tirement feature to the current UBLIC plan.
It is hoped that in the coming months it
will be possible to develop a feature of UBLIC
insurance which will allow a UBLIC policy-
holder to carry a portion of his UBLIC cover-
age into retirement. With the addition of
such a feature, the UBLIC program would
remove the only serious deficiency in its cur-
rent coverage.
Plans for a new open period for PAMA
and DENTA were announced at the Annual
Meeting. Regular announcements concern-
ing these open periods will be published
within the next several months. Also, the
current hospitalization plan for contract per-
sonnel is being reviewed in the hope that this
policy can be amended to include the recent
improvements made in the Association Bene-
fit Plan. If effected, there will be a similar
rate increase.
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SOME CONCEPTS OF COORDINATION
FOR MIDDLE MANAGERS
Coordination is the orderly arrangement of
group effort to provide unity of action for a
common purpose.
As applied to the Organization it means
taking into account; the responsibilities and
the capabilities of all those involved in any
particular decision or operation.
It uses practically every management tool,
but basically it requires good communication
and cooperation.
WHY IT IS IMPORTANT TO
MIDDLE MANAGERS;
Top management; must find and develop
executives for the zpper echelons with the
broad view-knowledge of the Organization,
its objectives as a whole and all its interlock-
ing parts, and with a sincere spirit of co-
operation.
Middle managers are the key people in
achieving coordination. They are affected by
and affect the thrde-way movement of co-
ordinative forces-downward, upward and
sideways-transmitting orders, decisions, and
guidance downward; taking problems, ideas,
difficulties, and suggestions upward; and co-
operating laterally with colleagues.
WHAT IT APPLIES TO
Coordination extends all the way from
policy-making and planning through execu-
tion to control.
SOME TIPS FOR IMPROVING COORDINATION
1. Find out what the responsibilities and
capabilities are of others involved directly or
indirectly in your decisions, operations, or pro-
duction and let your subordinates know too,
so you can both use the knowledge in the co-
ordinating process.
2. Budget your time so that you can get out
of your office and visit your subordinates and
colleagues with whoin you have working rela-
tions.
3. Get to know your colleagues personally
and well so that you can keep coordination
informal most of the time.
4. Talk to the fellow. A great deal can be
accomplished if we just remember that simple
formula. Often it has to be face to face to
really find out "what's biting him." If you
can't get together, use the phone.
5. Be sufficiently flexible so that you can
yield on detail without compromising on prin-
ciple. However, this doesn't mean it's neces-
sary to coordinate to the point of the least
common denominator of agreement. Dissent,
if not overdone, can be valuable.
6. Get coordination in the early stages.
When positions are all set and in writing, it's
hard to get the other fellow going in your
direction and still give him a chance to save
face.
7. Deal whenever possible with those who
have the authority to act. Coordination is
for providing unity of action. If you find that
an "Indian" who can't act is delaying a deci-
sion, an operation, or production, don't be
afraid to go to his boss or the one who can
act or get your boss to do it.
8. Don't forget that while "chiefs" may have
the responsibility for action, frequently the
"Indians" have specialized knowledge and
capabilities of which you should take advan-
tage.
9. Look at each step in the coordination
process from the broad view and the other
fellow's responsibilities. You may find that
what you thought was unproductive delay was
really a necessary step in the overall process.
10. Get facts on the number of cases and
delays involved where you are convinced some
step isn't contributing to the coordination
process. It's difficult, but even well-estab-
lished procedures can be changed if you can
show proof they aren't working.
11. Set deadlines for both your subordinates
and those outside your component having co-
responsibility for completing coordinated ac?
tion.
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12. Keep your bosses coordinated. If your
boss's boss or one of his staff gives you a job,
let your boss in on it as soon as possible.
13. Don't coordinate broad policies and
plans at the same time as the methods and
procedures for carrying them out. You can
bog down all action in disagreeing over details.
Get approval from the top echelon on the
broad issues. and work out the details later at
lower echelons.
14. Get a clear definition from your boss as
to the lines dividing your responsibility from
his own and that of his staff and find out just
what authority goes with your responsibility.
Also determine the dividing lines between your
responsibility and authority and that of your
colleagues. Do the same for your subordi-
nates.
15. Be a good listener. Coordination is pri-
marily a matter of communication and one of
the best but least used means is good listening.
16. Don't overuse security as an excuse for
not coordinating or failure to get coordination.
Where there is a will for coordination, it will
be rare indeed where a way cannot be found
to effect coordination and still follow the dic-
tates of sound security.
ANTIMALARIAL DRUGS
All employees and dependents traveling
TDY or PCS should be aware of the danger
of malaria. Malaria exists worldwide in the
general area between 40 degrees south and 40
degrees north of the equator. In more prac-
tical terms this means all areas of travel or
assignment within the Western Hemisphere,
the Near East, the Far East and Africa, except
Hawaii, Australia and New Zealand.
Before traveling to any of these areas, em-
ployees and dependents should seek specific
medical advice regarding use of malaria sup-
pressives in the particular area of travel or
assignment. Drugs used for the suppression
of malaria should be taken for approximately
two weeks prior to travel into a malaria area.
SELL YOUR IDEAS
"I had the same idea a year ago." Ever
catch yourself saying that when some new
plan or procedure was put into effect in your
organization?
Chances are you have. But you only
thought of it. You didn't sell it.
The man who sells the idea gets the credit
for it and the personal satisfaction of seeing
his idea in use. He gains recognition-and
probably a cash award-for his ability to
think constructively.
All right. You've thought up an idea. It's
just the kind that management has been
saying it really wants-a new way of doing
our job better and at lower cost. Next time
your supervisor comes around to see you about
something, you mention it to him casually.
You wait. Nothing happens. So you begin
to grumble!
"What's the matter with this outfit any-
way? Don't they know a good idea when
they hear it? Do you have to spell it out
for them?"
The answer is "sure." You have to spell
it out for them.
Any management official is a busy man.
In the course of an average day a lot of
ideas are tossed at him. Many require a
decision. For every decision he makes, he
has to get and evaluate all the possible solu-
tions to the problem. He does that all day
long.
So out of all these ideas, you expect him
to jump at your idea that you just mentioned
casually? Do you expect him to understand
all its workings and details? Do you expect
him to drop everything else demanding his
attention and concentrate on just your idea?
You've got to sell your idea:
1. Think it through. Don't dash off and
try to sell a "good idea" before you've worked
it out. Give it some time to jell. Ask your-
self: Why do we need this new method?
Will it work? Is it practical? What will be
the effect on other organizational segments?
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Will it only shift a 'orkload to others? Will
it save more money than it costs to install?
Can it be -tested? If you can test the idea,
try it out; iron out the "bugs."
2. Plan your approach. Think about the
person who is likely to evaluate your idea.
Put yourself in his place. What is likely to
get his attention, arouse his interest, get his
approval? Think about the questions he
might ask. How will it work? How much
will it cost? Save? Then try to have the
answers.
3. Write it down. Put your idea and the
answers to the questions you've raised on a
suggestion blank. . Be brief but thorough.
Make sure it can be understood quickly by
the people who will consider it. Be care-
ful you don't oversell. Overselling may
boomerang when thb idea doesn't turn out to
be the cure-all you claim. Be sure to point
out any shortcomings. If you don't, some-
body else will, and; it may "kill" the idea
altogether.
4. Turn it in. It's a good practice to talk
your suggestion over with your supervisor
before turning it in. He may know about
proposed changes, procedures, and processes
which you do not. Also, the old saying,
"Two heads are better than one," is good
advice in this case.; After you turn in your
suggestion, give it time to be fully considered.
Don't try to force a quick sale. If your idea
is sound and convincingly presented, it will
usually stand up.
5..Don't give up. What if your suggestion
isn't adopted? That's the time-to show your
continued interest. Don't give up thinking
and presenting suggestions for reducing costs,
conserving man-hours, and saving supplies
and materials. Even expert idea men-no
matter the field-don't hit the bull's-eye with
every suggestion. But their averages do im-
prove with experience, and by taking care to
sell their ideas properly, they can hit much
more frequently.
Remember, you can get recognition and
cash awards for worthwhile suggestions.
You can help improve Government operations.
Join the many other Federal employees who
are making a special point to submit ideas
for improvement.
EXCESS -FOREIGN CURRENCIES
The Treasury Department has determined
that the supply of U.S.-owned local currencies
in the following countries is considered excess
to normal requirements for fiscal year 1965:
Burma (Kyat) Poland (Zloty)
India (Rupee) United Arab Republic
Israel (Pound) (Egypt) (Pound)
Pakistan (Rupee) Yugoslavia (Dinar)
Travelers are encouraged to minimize use
of U.S. dollars for travel, per diem, and per-
sonal expenses in these excess currency
countries. When circumstances permit, U.S.
dollar travel advances and personal funds
necessary for use in such countries should
be converted to U.S.-owned local currency
through the accommodation exchange service
provided by the Disbursing Officer at -the
American Embassy or the cashiers at U.S.
Consulates.
Embassy Disbursing Officers and cashiers
at Consulates located in these countries are
authorized -to exchange U.S.-owned local cur-
rency for U.S. currency, Treasury checks,
personal checks, travelers checks, or other
negotiable instruments drawn in U.S. dollars.
A passport or other adequate identification
must be shown when requesting accommoda-
tion exchange.
U.S.-owned local currency purchased by
accommodation exchange is provided at the
most favorable rate legally available in such
countries. Under no circumstances should
any traveler representing the U.S. Govern-
ment become involved in black market trans-
actions. Government per diem rates in for-
eign countries are based on the official rate
of exchange used by the U.S. Disbursing
Officer.
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ELLTIAL :.
YOUR BREATH COULD SAVE A LIFE
ARTIFICIAL RESPIRATION
(Reprinted, by permission, from the American Red Cross
pamphlet, "Emergency Family Handbook")
Mouth-to-mouth resuscitation is the most
effective method of artificial respiration to
revive an individual of any age who has
stopped breathing.
If there is foreign matter visible in the
mouth, wipe it out quickly with your fingers
or a cloth wrapped around your fingers.
1. Tilt the head back so the chin is pointing
upward. Pull or push the jaw into a jutting-
out position. These maneuvers should relieve
obstruction of the airway by moving the base
of the tongue away from the back of the
throat.
2. Open your mouth wide and place it
tightly over the victim's mouth. At the same
time pinch the victim's nostrils shut or close
the nostrils with your cheek, or close the vic-
tim's mouth and place your mouth over the
nose. Blow into the victim's mouth or nose.
(Air may be blown through the victim's
teeth, even though they may be clenched.)
The first blowing efforts should determine
whether or not obstruction exists.
3. Remove your mouth, turn your head to
the side, and listen for the return rush of air
that indicates air exchange. Repeat the blow-
ing effort. For an adult, blow vigorously at
the rate of 12 breaths per minute. For a
child, take relatively shallow breaths appro-
priate for the child's size at the rate of about
20 per minute.
4. If you are not getting air exchange, re-
check the head and jaw position. If you still
do not get air exchange, quickly turn the vic-
tim on his side and administer several sharp
blows between the shoulder blades in the hope
of dislodging foreign matter. Again sweep
your fingers through the victim's mouth to
remove foreign matter.
Those who do not wish to come in contact
with the person may hold a cloth over the vic-
tim's mouth or nose and breathe through it.
The cloth does not greatly affect the exchange
of air.
MISCELLANY . . .
A penny saved is a penny taxed.
? ? ?
By forgetting ourselves, we do things that
are remembered.
Just because everybody agrees with you
doesn't mean you are particularly smart.
You are probably the boss.
Jean Cocteau says he believes in luck.
"How otherwise can we explain the success
of people we detest."
Some people are still willing to do an honest
day's work, but they want a week's pay for it.
The only person who listens to both sides
of a family argument is the lady next door.
The prospect of having a lady for our Presi-
dent doesn't worry us so much. What does is
having a man for First Lady.
After you've heard two eye witness accounts
of an accident you begin to worry about
history.
It's a sure sign that you've been around
for awhile when the kids tell about their
history lessons and you can remember when
it happened.
If the ability to work hard is not a talent,
it's the best possible substitute for it.
By the time a man finds those greener
pastures, he can't climb the fence.
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SB-28
MEDICAL CONSULTATION
Additional opportunities for medical con-
sultation are now being offered under the
Preventive Medical Program. Officials visit-
ing headquarters on TDY are encouraged to
contact the Office of Medical Services for an
appointment for consultation or examination.
The Office of Medical Services particularly
invites calls from those who have not had a
physical examination within the past 1.80
days. These consultations or examinations
are not intended to replace the medical evalu-
-ations normally made upon completion of
overseas tours.
GOVERNMENT BY CUSSING
(Reprinted from the Civil Service Journal)
Daily, and always quietly, they (Federal
workers) see to it that your neighbor pays his
taxes just as you do; predict your weather;
control your airliner in traffic; compel quality
in Federal expressway construction; conserve
your soil; control forest fires; inspect your
foods and drugs; arrest your predators; plan
your dams; fight for your country; and take
your abuse.
But this isn't all bad. The suspiciousness
with which individuals scrutinize Government
activity is a healthy part of the American
check and balance. Ours still is an impulse
not of gimme, but of git. The Federal em-
ployee knows it better than most citizens.
The good ones aceept, as part of their jobs,
the expectation that they will have the pa-
tience of Job, the wisdom of Solomon, the hide
of a rhino and the long-suffering integrity to
act always as firmly as -they should, though
seldom as fully as they could. And they ac-
cept the fact that nobody will notice their un-
reciprocated tact,prappreciate it.
THE NEW INSURANCE LAW
President Johnson has signed into law an
Act of Congress allowing disabled veterans to
buy National Service Life Insurance within
one year after May 1, 1965 (the effective date
of the law). Generally, it is for those who do
not have any GI life insurance or who have
less than $10,000 of such life insurance, and
who served after October 7, 1940 and before
January 1, 1957.
Three groups- -are involved : (1) veterans
with service-connected disabilities who meet
standards of good health; (2) veterans whose
service-connected disabilities alone do not per-
mit them to meet standards of good health;
and (3) veterans whose non-service-connected
disabilities prevent them from buying com-
mercial insurance.
It is not necessary to write the Veterans
Administration at this time as full details and
application forms will be sent before May 1.
$AVE DOLLAR$
SHIP THAT EXCESS BAGGAGE AS
ACCOMPANIED AIR FREIGHT!
Pan American Airways, Trans World Air-
lines, and Northwest Airlines now have a
policy for shipping excess baggage in limited
amounts at air freight rates, usually accom-
panying the passenger on the same plane.
This policy can save us dollars if used by
travelers for the 22 pounds of excess baggage
allowable under our regulations when travel-
ing economy class.
When a traveler presents his baggage at
the time of departure and he has an excess
above 44 pounds (allowance for economy class
traveler), he should request that this excess
be shipped with him as air freight. As an
example, if the 22 pounds of excess baggage is
shipped as air-freight, the savings from Wash-
ington to Germany would be $13.83. Similar
savings would accrue if used by personnel
returning from overseas.
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SB-28 - IAL
WHO HAS THE FILE?
Do you have a problem controlling your
official files? One component of the Organi-
zation licked this problem by using a new
charge-out system which was the result of
an employee's suggestion.
The system consists of the use of standard
Remington Rand charge-out boards to show
the date charged and the identity of the in-
dividual to whom the removed file has been
charged. In addition, colored celluloid flags,
a different color for each fourth month, are
inserted in a protruding tab on the charge-
out boards. For example, green can indicate
a charge-out during the month of July; red
an August charge-out, etc.
At the end of each month charge-outs that
have been on the shelves for over ninety days
are checked to determine the reason for the
delinquency and to arrange for the return of
the files if active interest in them has termi-
nated. By using the colored tabs it was un-
necessary for this particular component to
check approximately ten thousand charge-out
boards each month to determine which were
the relatively few overdue files.
This system has applicability in any large
file holding where strict accountability re-
quires the return of files within a specified
period of time. Implementation costs are
minimal. Since the same color tabs are re-
used every fourth month only four different
colors are required.
OFFICE OF LOGISTICS MAIL-ORDER
SUPPLY SYSTEM
25x1A
mop handles, paint, hand tools, and paper.
Before requisitions are sent to the 25:1A
find out if the
items being requested are available from other
local Government organizations or the local
economy. Both dollars and valuable time
can often be saved.
25x1A
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