FEDERAL PRODUCTIVITY MEASUREMENT PROGRAM AGENCY INSTRUCTION PACKAGE FISCAL YEAR 1982

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP85B01152R001001290010-6
• Release Decision: RIFPUB
• Original Classification: K
• Document Page Count: 26
• Document Creation Date: December 20, 2016
• Document Release Date: November 5, 2007
• Sequence Number: 10
• Content Type: REPORT

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This report has been cleared in accordance with FPMR 101-11.11 and
assigned interagency report control number 0169-DOL-AN.
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Table of Contents
II. Reporting Procedures
A. Key Dates
B. Project Mailing.Address
C. Contact for Technical Assistance
III. Data Reporting Instructions
A. Project Definitions
B. Criteria for Choosing Output Indicators
IV. Required Data Exhibits
V. Appendices
Appendix A: BLS Agency Analysts
Appendix B: Detailed'Criteria for Selecting
Output Indicators
Appendix C: Functional Category Definitions
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This data call represents a continuation of the permanent system
to collect and analyze productivity data for the Federal sector. Last
year 455 organizational units participated in the Federal productivity
program by submitting output and input data to the Bureau of Labor
Statistics (BLS). The data they provided covered 64 percent (1.8
million employee-years) of the civilian Executive branch.
For the purpose of this system, productivity is defined as the
efficiency with which an organization's resources are utilized to
produce final outputs. Specifically, productivity is expressed as the
ratio between the volume of goods or services produced (output) and
the quantities of labor resources consumed in its production
(employee-year inputs). This ratio is translated into an index with
FY 1977 data referenced at 100. Yearly changes in the ratio are
readily analyzed by comparing the current index with the base year,
reference index.
For an organization producing a single uniform product or
performing a single uniform service, the productivity index simply
measures the change over time of the ratio of units produced to total
direct and indirect employee-years expended to produce this output.
For organizations producing several types of products, a composite
output index must be constructed through the use of base-year unit
employee-year weights. The quantity of each product produced each
year is weighted (i.e., multipled) by the employee-years required to
produce one unit of output in the base year. Thus, products which
required more unit labor time to produce in the base-year are given
more importance or greater weight in the composite output measure.
These base-year weights are constructed by BLS from the detailed data
provided by each organization participating in this project. When
detailed data are unavailable, outputs are combined with estimated
weights using other information supplied by each organization. See
Appendix B for examples of weighting outputs.
Data for this submission can be extracted from existing
management information systems already in place within your agency or
department. An agency that has been reporting productivity data at
the agency level may also want productivity indexes on a more detailed
level, for example, a field office, program, or activity. These
productivity measures can be provided by BLS in addition to the
measures already generated in the system. If questions arise
concerning this data submission, BLS analysts are available to assist
each agency with technical details.
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Productivity data are to be reported on six separate documents
(Exhibits A through F). The following is a brief summary of exhibit
contents and due dates for submissions. More detailed information on
each exhibit can be found on pages 6 through 12.
Each organizational unit should submit its data package to the
agency principal who will forward it to BLS before the key dates
indicated.
A. Key Dates
July 15, 1983 Exhibit A - Name of Agency Productivity
Principal and list of agency organizations
submitting data to the system.
July 22, 1983 Exhibit B - Revision, expansion, or modifi-
cation of last year's submission of Exhibit B
which describes in narrative form all
organizations with the agency.
July 22, 1983 Exhibit C - List of output, employee-year
July 22,
1983
Oct. 31,
1983
Oct. 31,
1983
Oct. 31,
1983
and compensation data for each activity.
Exhibit D - Response to questions on data
submitted in Exhibit C concerning time
required to produce a unit of output,
responsiveness, quality of outputs, extent of
contracting, and extreme changes in outputs
and inputs.
Closing date for data revisions
Exhibit E - Narrative on factors contributing
to changes in productivity.
Exhibit F - Verification of data returned to
agency by BLS.
B. Project Mailing Address
Charles W. Ardolini
Office of Productivity and Technology
Bureau of Labor Statistics
Room S-4320 Frances Perkins Building
200 Constitution Avenue, N.W.
Washington, D.C. 20212 (or stop #167)
202-523-9156
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C. Contact for Technical Assistance
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Questions concerning this instruction package or technical
assistance regarding productivity measurement should be directed
to Charles W. Ardolini, Chief, Division of Industry Productivity
and Technology Studies (523-9244) or individual agency
specialists (See Appendix A).
A. Project Definitions
1. Agency Principal: The primary contact between an agency (and
its organizational units) and the BLS project team (See appendix A).
The individual will be responsible for collecting each exhibit from
all organizations of the agency and submitting these exhibits by the
target dates indicated on page 2.
2. Agency: Departments and establishments of the Executive
branch (e.g., Department of Treasury or Veterans Administration).
3. Organizational Unit: An organization within an agency which
may be as small as a division or decision unit or as large as an
entire agency (e.g., Bureau of Labor Statistics, the Federal Aviation
Administration, or the personnel division within a department).
4. Outputs: The products and services produced by an
organizational unit. Final outputs are produced by the reporting
organization and consumed by outside orgranizations or individuals.
Intermediate outputs are produced and consumed by the reporting
organization and should only be included in the input side of the
final output.
5. Measurable Activities: The activities of an organizational
unit for which final outputs and their corresponding employee-year
inputs can be quantified.
6. Non-measurable Activities : The activities of an
organization for which final outputs cannot be adequately quantified.
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7. Employee-years: The measure of labor resources devoted to
producing the outputs of an organizational unit. An employee-year
includes regularly scheduled time, overtime, and leave time of all
full-time, part-time, and intermittent employees. One employee-year
equals 2080 paid hours (i.e., the equivalent of one individual paid
for 40 hours a week for 52 weeks).
(A) Employee-years associated with final measured outputs:
The total employee-years required to produce the final
outputs which the organization has been able to
quantify. Each employee-year figure should include not
only the direct employee years required to produce the
output, but also the indirect efforts without which the
output could not have been produced, e.g., clerical,
typing, supervisory, secretarial, and administrative
efforts. In the event that indirect time cannot be
allocated to specific final outputs, it should be
reported in the.category of "employee-years associated
with administration and support."
(B) Employee-years associated with final non-measured
outputs: The direct and indirect employee-years
required to produce final outputs which cannot be
quantified.
(C) Employee-years associated with administration and
support: The indirect employee-years required to
provide executive direction and other general services
such as, typing which cannot be allocated to the final
outputs of the organizational unit.
8. Compensation: Wages (personnel service costs) and fringe
dollar benefits (personnel benefits cost, e.g., life and health
insurance), including separation costs (i.e., severance pay and
terminal leave). The data should match those provided under 0MB
Circular A-11 (object classes 11 and 12).
B. Criteria for Choosing Output Indicators:
1. Each output measure should consist of units which are-
relatively homogeneous with respect to their labor
requirements. ?
2. Outputs generally should be repetitive. Ab n-repetitive
final outputs can be included in the data base but require
special treatment, i.e., estimates of base-year weights.
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3. Output indicators should directly reflect the workload of the
organizational unit.
4. Output measures should reflect changes in output quality.
5. Output measures should indicate only the amount of work done
during each fiscal year.
6. Output measures should reflect the final products and service
of an organization.
For more detailed instructions on methods of choosing output
indicators see Appendix B. Should any questions arise concerning
these criteria, contact your BLS team member :Listed in Appendix A
for assistance.
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IV. REQUIRED DATA EXHIBITS
1. Exhibit A: Due Date: July 15, 1983
This exhibit provides an overview of each agency and
identifies all agency organizational units (i.e., those which
have measurable activities and those which do not).
Exhibit A: List of agency organizational units for FY 82
Date submitted:
Name of agency:
Agency Principal:
Phone :
Mailing Address 1/:
Agency Alternate:
Phone:
Mailing Address 1/:
Name of Organization
1.
2.
1/ Include stop number
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2. Exhibit B: Date Due: July 22, 1983
Exhibit B provides a narrative description of each measured
organizational unit and its outputs within an agency. BLS is
returning to you the FY 81 Exhibit B data that you can revise,
expand, or otherwise modify. Blank forms are! also provided for
new organizations to be measured. The functional category to
which an organization has been assigned is included on the top of
each Exhibit B. Please verify this functional assignment (See
Appendix C for functional definitions).
Each organizatonal unit should submit one of the following:
Exhibit B-1: Description of organizational units with
measurable activities (for units already
in the data base). Please use the
computer printout provided for your
submission.
Exhibit B 2: Description of new organizational units
with measurable activities (for units not
in the data base). Please use blank
computer forms provided.
Note: If there are no changes to the BLS' computer printout returned
to you, please state so.
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3. Exhibit C: Due Date: July 22, 1983
Exhibit C: This exhibit provides quantitative data on the
outputs, employee-years, and personnel compensation for each
organizational unit having at least one output that can be
measured. Again, if any questions arise, please contact your
assigned BLS analyst for assistance (see Appendix A). Each
organizational unit should submit one of the following:
E xhibit C -L?:'0 rganizational units that submitted data
last year should use the attached Exhibit
C fora. Corrections to FY 1977-1981: data
nd or inclusion of new outputs should be
and/or-
submitted separately. Indicate whether
any data are estimated and submit the
final numbers as soon as they are
available. Any change in the method of
measuring an output should be reported on
both the old and the new basis. If a
reorganization has taken place, all data
for FY 1977 forward should be presented on
a consistent basis.
Please use the forms provides for your
data submission and return the originals
to BT.SR
Exhibit C}-2: Organizational units reporting data for
the first time should use the new blank
forms provided.
lb te: If photocopies are submitted, please be sure that the entire
form is reproduces. Include ID numbers on left and all compensation
numbers on right.
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4. Exhibit D: Due Date: July 22, 1983
Exhibit Dt This exhibit requires responses to a number of
questions concerning the data provided in. Exhibit C. These
responses will be used by the BLS project team in evaluating
the input and output data and interpreting results of overall
functional trends.
Exhibit D: Responses to questions
Date submitted :
Name of agency:
Name of organizational unit:
For each organizational unit with measurable activities
(i.e., organizational unit submitting Exhibit C), responses
to the following questions are required:
1. Show the typical low, high, and average labor time
required in FY 1982 to produce one unit of each measured
output. If actual data are not available, an educated
estimate is acceptable.
2. Indicate the average total time which elapses from the
time one unit of each measured output commences production to
the time it is considered completed. This includes
production time and any intervening slack time. If actual
time is not available, an educated estimate is acceptable.
3. Has the quality of any of the outputs changed during the
time period? If yes, describe, by output, the nature of the
change and when it occurred.
4. Has a contractor contributed to the production of any
reported output? If yes, explain the nature and extent of
the contractor's efforts.
5. Have there been extreme movements in the output or input
indicators from FY 1981 to FY 1982? If yes, explain the
nature and causes of such movements.
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5. Exhibit E: Due Date: October 31, 1983
Exhibit E provides documentation on the individual factors
directly or indirectly contributing to changes in
productivity indices which have been computed by BLS with the
data submitted on Exhibit C.
Each organizational unit is requested to provide information
on the causes of changes in these productivity indexes (shown
on BLS printouts returned to you), according to the following
format:
Please note that Exhibit E cannot be completed until the
productivity and related measures are returned by BLS7.
Date submitted:
Name of Agency:
Name of organizatinal unit:
1. Factors Causing a Change in Productivity
2. Productivity Outlook
Ocganization representatives should consult with others
within the organization, including representatives from line
management, personnel, budget and labor unions. Agencies
with unions having exclusive bargaining rights must consult
them on responses to this exhibit prior to submission.
1. Factors Causing a Change in Productivity
The causes for productivity increases and decreases for the
entire period (FY 1967-1982) should be discussed for each
organizational unit in order to explain the reasons for the
long-term productivity trend. Causes for-productivity-change.
during FY 1982 should be identified separately. The causes
of productivity change such as motivation, skill , technology,
work environment, procedural changes, and others should be
described. In some cases, measurement problems may affect
the productivity index (e.g., product mix). 1 )--scribe any
measurement problems that are reflected in the productivity
trends. It is most important that the causes of change be
identified as specifically as possible.
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It may be appropriate for an organizational unit to identify
obstacles to productivity improvement even though it
experienced a productivity increase. For, example, an
organization that increased productivity' 7 percent because of
a change in work procedures might have had a 10 percent
increase if a new computer system had been installed on
schedule. In that case, both factors should be discussed.
2. Productivity Outlook
a. Describe the productivity changes expected in FY 1983.
b. Describe the productivity trends expected in the next
several years.
c. Describe future actions planned by the organization which
are expected to improve productivity.
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6. Exhibit F: Due Date : October 31, 1983
Exhibit F: Verfication of FY 1982 data
returned to you by BLS
Date submitted:
Name of agency:
Name of organizational unit:
1. Are the basic data on output, employee-years, and
compensation correct as shown on the computer printout?
Data are correct as shown.
The following changes should be made:
2. Do the employee-year productivity indexes appear to be
representative of productivity trends within the
organizational element?
Indexes are representative.
Other comments.
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APPENDIX A
Bureau of Labor Statistics Agency Analysts
Edwin Adelman
Army Corps of Engineers
Civil Aeronautics Board
Environmental Protection Agency
Export - Import Bank
Farm Credit Administration
D: partment of Interior
International Communications Agency
International D: velopment Cooperation Agency
Department of Justice
Library of Congress
National Science Foundation
National Transportation Safety Board
Postal Service
Railroad Retirement Board
Department of State
Department of Transportation
U.S. Soilders' Airmen's Home
Department of Education
Department of Energy
Federal Deposit Insurance Corporation
Federal Mediation and Conciliation Service
Federal Trade Commission
General Services Administration
Department of Health ail Human Services
Department of Housing and Urban Development
Department of Labor
National Aeronautics and Space Administration
National Credit Union Administration
National labor Relations Board
Nuclear Regulatory Commission
Securities and Exchange Commission
Tennessee Valley Authority
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Arthur Young
American Battle Monuments Commission
Arms Control and Disarmament Agency
Department of Commerce
Commodity Futures Trading Corporation
Department of Defense
Federal Communications Commission
Federal(Labor Relations Authority
Federal Maritime Commission
General Accountiig Office
Government Printing Office
International Trade Commission
Merit Systems Protection Board
Occupational Safety ani Health Review Commission
Panama Canal Company
Office of Personnel Management
United States Courts
Veterans Administration
G ary B urdette
ACTION
Da partment of Ag riculture
Commission on Civil Rights
Consumer Product Safety Commission
Federal Election Commission
Federal Ibme than Bank Board
Interstate Commerce Commission
National Foundation on the Arts
National Foundation of the Humanities
Small Business Administration
Department of the Treasury
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Criteria for Selecting Output Indicators
1. Each output measure should consist of units which are
relatively homogeneous with respect to their labor requirements.
If the output units represented by one output indicator are not
homogeneous and if over a period of time the proportion changes
between those units that are more labor intensive and those that
are less labor intensive (i.e., product mix), the resulting
output measure may be seriously distorted. Special efforts
should be made to separate outputs which are known to have widely
varying labor requirements into two or more output line items.
Example:
An organizational unit produces two types
of reports:
Base-Year
Actual Number
Weighted Number
Output
Output Weight of Reports
of Reports
Type A
20
FY 1
8
FY 2
12
FY 1
80
FY 2
120
Type B
1
12
6
12
6
Total
20
18
92
126
If only the total number of reports produced is submitted, the
output measure would show a decline of-10 percent.--However, if----
each type of report is quantified and appropriately weighted into
a composite, the output measure would show an increase of 37
percent.
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2. Outputs generally should be repetitive. Outputs which are
produced on a regular basis are generally most amenable to
meaningful quantification. Such outputs might be: (1) those
which are produced on a regular schedule (e.g., periodic audits
or periodic publications, (2) those which are produced in
response to frequent requests (e.g., investigations concerning
health and safety laws), or (21) those which are produced on a
regular, although not a scheduled basis (e.g.,, a series of
bulletins on methods of farming or a series of bulletins on wage
patterns for different areas). Non-repetitive final outputs can
be included in the data base but require special treatment, i.e.,
estimates of base-year weights. Your BLS team member should be
contacted in these situations.
3. Output indicators should directly reflect the workloads of
the organizational unit. When workload data are unavailable,
proxy output indicators may be! useful. However, such proxy
measures should not be used as output indicators unless the
workload of the Federal employee depends on and remains
proportinal to the workloads represented by the proxy.
Example: An organizational unit develops job training
programs for veterans, awards contracts to private
organizations to run. the programs, and monitors the
work performed under these contracts. Outputs such as
the number of monitoring visits, number of technical
inquiries answered and number of contracts administered
by type of program might be appropriate as indicators
of the work performed by the Federal'. organization.
However, the number of veterans trained or the number
of employee-years of training delivered would probably
be less desirable as indicators of Federal workloads,
since the efforts expended by the Federal workers may
not change appreciably whether 100 or 500 people are
trained in a given program.
Example: A personnel office provides a variety of
services to employees and potential employees, e.g.,
promotions processed, classification actions, and
inquiries answered. Because these services are
utilized in varying degrees by employees and the
relative proportion of these services is likely to
change over time, a proxy indicator such as the number
of employees served would not appropriately measure the
actual services provided.
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4. Output measures should reflect changes in output quality.
For purposes of productivity measurement, changes in output
quality refer to changes in the basic characteristics of the
output which reflect an altered production process with different
base-period labor requirements, e.g., adding a step in processing
a grant. Changes in output characteristics which affect the
value of the output to the user but which do not reflect an
altered production process or different base-period labor
requirements do not require special treatment. For example, the
substitution of synthetic fibers for rubber in the manufacture of
tires would not be considered a quality change even though the
life of the tire may be extended, assuming that the labor
requirements did not change. While such changes are certainly an
important consideration for the program manager, they do not fall
within the definition of output quality when measuring labor
productivity.
If productivity indexes are derived from output measures
which have not been adjusted for changes in output quality, they
will reflect both "real" changes in efficiency and "apparent"
changes resulting simply from alterations in the basic
characteristics of the output. Thus, when quantifying outputs,
it is necessary to identify changes in output quality and to
adjust for these changes to obtain a meaningful indication of
productivity. Such adjustments may take two forms:
(A) Identify when the change in output quality occurred, create
a new output category, and estimate the time it would have taken
to produce this output in the base year. 1/
1/ Various techniques are available for estimating base-year
weights. Your BLS team member should be contacted for
assistance.
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Example: In FY 3 an organizational unit increased the quality of Type
B reports by including several new sections and tables. This change
could be reported as follows:
Base-Year Number of Reports
Output Output-Weight Produced
FY1 FY2 FY3
Type A 2 (calculated) 5 7 8
Type B (old) 2 (calculated) 7 8 -
Type B (new) 1.5 (estimated) - - 6
(B) Identify the specific areas of changes in a given output,
quantify these areas separately, and estimate the incremental time it
would have taken to produce these changes in the base year.
Example 1: Using the data from the previous example, an alternate
method of reporting could be:
Output
Base-Year
Output-Weight
Number of Reports
Produced
FY 1 FY 2 FY 3
Type A
2 (calculated)
5
7
8
Type B
(old)
1 (calculated)
7
8
6
Type B
(new)
0.5 (estimated)
-
-
6
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Example 2: An organizational unit has been conducting increasingly
thorough inspections of food processing plants. Initially, it had
only sampled the products of the plants. In FY 2, it also began
inspecting equipment at some of these plants. This change could be
reported as:
Output
Base-Year Number of
Output-Weight Inspections Made
FY 1 FY 2 FY 3
Plants 0.044
Inspected (calculated) 500 510 520
Equipment 0.001 -- 200 400
Inspected (estimated)
5. Output measures should indicate the amount of work done during
each fiscal year. If outputs with a cycle time extending beyond one
year are quantified only in the year completed, the resulting output
index is likely to be erratic and meaningless. For example, if 5
years are required to build a ship, it would be improper to report the
production of one ship in the fifth year and zero production (i.e., no
work performed) in the first through fourth years. There are two ways
to handle these situations:
(A) Establish the total base-year labor requirements for one
unit of output and quantify the percentage of an output that
has been completed in each year. (Note: This solution
applies not only to completed outputs but also to outputs
which were initiated during a recent period and which will be
completed in some future period. In the case of unfinished
outputs, estimate the portion completed during the current
time period. These estimates should be revised as additional
information becomes available.)
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Example: If a report took two years to complete and if work
began at the start of FY 1 and was completed at the end of FY
2, then 1/2 unit of output would be credited to FY 1 and 1/2
unit to FY 2-assuming that the effort expended in each year
was approximately equal. If the work began in mid-FY 1, then
FY 1 would be credited with 1/4 report completed, FY 2 with
1/2 report, and FY 3 with 1/4 report.
(B) Identify the major steps required to complete the output and
count the number of steps completed each year rather than the final
output.
Example: An organization studies the nation's industries and
produces three major documents, each of which takes from two
to three years to complete. The first document reports on
technology in each industry, the second reports on sales and
profit trends in each industry, and the third reports on the
wages and occupational requirements in each industry. This
organization may decide to use as its output indicator the
number of industry chapters completed (by type of
publication) rather than the number of documents completed.
Its output submission thus might be:
Number of Chapters
Output
Completed
FY 1 FY 2
FY 3
Chapters on Industry
27
31
28
Technology
Chapters on Industry
45
41
42
Sales and Profits
Chapters on Industry
17
23
30
Wages and Occupational
Requirements
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6. Output measures should reflect the final products and services of
an organization. Ideally, a productivity index should relate final
outputs to their associated direct and indirect input(s). Therefore,
the output data submitted by each organizational unit should be final
from the perspective of the organization providing the information
(i.e., the outputs that are consumed outside of the reporting
organization). Employee-years associated with intermediate outputs
(i.e., outputs produced and then consumed by the reporting
organization) should be allocated to the final outputs that are
produced, or when not possible, should be included with other
administration and support employee-years.
Example: A library purchases books and periodicals, catalogs
these materials and lends them to individuals and other
institutions. The outputs associated with lending activities
(i.e., number of books and. periodicals lent) are final to the
library and should be quantified. However, activities are
intermediate and should not be quantified; the employee-years
associated with these activities should be considered support
employee-years.
Example: When an output is produced from the joint efforts
of regional and headquarters personnel, it should be counted
only once. For example, if the regional offices collect data
which are used by headquarters to construct statistical
series, the number of each type of statistical series
produced should be the output measure, and the weights for
combining the different types of statistical series should
reflect employee-years expended in the base year by the
regional offices as well as headquarters.
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Definitions of Functional Categories
1. Audit of Operations: Organizations responsible for reviewing,
evaluating, and analyzing Federal programs and operations.
2. Buildings and Grounds: Organizations responsible for the
construction, maintenance, repair, alteration, services, and
security of Federal buildings, installations, or grounds.
3. Communications: Organizations responsible for processing
messages and performing telecommunications services.
4. Education and Training: Organizations responsible for providing
general or specialized education or training.
5. Electric Power Production and Distribution: Organizations
responsible for generating, transmitting or selling electricity.
6. Equipment Maintenance: Organizations responsible for the
maintenance and repair of motor vehicles and equipment and the
calibration of instruments.
7. Finance and Accounting: Organizations responsible for
maintaining accounting records, processing payroll vouchers and
invoices, and related activities.
8. General Support Services: Organizations performing overall
administrative and supportive activities including automatic data
processing, internal mail delivery, graphics, and planning.
9. Information Services: Organizations responsible for preparing or
distributing statistical, scientific, technical or other
information.
10. Legal and Judicial Activities: Organizations responsible for
instituting proceedings in a court or administrative tribunal or
rendering decisions in a Judicial capacity.
11. Library Services: Organizations responsible for providing
research and reference services for Federal agencies, Congress,
or the public.
12. Loans and Grants: Organizations responsible for issuing research
grants, making awards, offering various types of loans, and
borrowing funds from the public.
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13. Medical Services: Organizations responsible for operating health
care facilities and providing medical, hospital, dental, or
nursing services for disease prevention or treatment.
14. Military Base Services: Military organizations responsible for
providing commissary, laundry, dry cleaning, or food services.
15. Natural Resources and Environmental Management: Organizations
responsible for developing or overseeing programs which effect
natural resources or the environment.
16. Personnel Investigations: Organizations responsible for
conducting personnel security checks or criminal investigations
of Federal employees.
17. Personnel Management: Organizations responsible for providing
personnel services including recruitment, position
classification, employee development, and EEO counseling.
18. Postal Service: Organizations responsible for delivering mail
and providing related services including mail insurance and
special delivery.
19. Printing and Duplication: Organizations responsible for printing
or reproducing reports, manuals, circulars, or other documents.
20. Procurement: Organizations responsible for purchasing supplies,
equipment, or services.
21. Records Management: Organizations responsible for maintaining,
classifying, storing, or searching records.
22. Regulation - Compliance and Enforcement: Organizations engaged
in activities to ensure compliance with established rules and
regulations.
23. Regulation - Rulemaking and Licensing: Organizations responsible
for issuing licenses, permits, or other authorizations in
government controlled activities.
24. Social Services and Benefits: Organizations responsible for the
payment of benefits or claims, or for improving the welfare of
the public or a special group.
25. Specialized Manufacturing: Organizations involved in the
production of physical outputs such as helium, munitions,
chemicals, and currency.
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26-.Supply and Inventory Control: Organizations responsible for
distributing supplies and equipment and for the management of
inventories.
27. Traffic Management: Organizations responsible for arranging for
the movement of people or cargo.
28. Transportation: Organizations responsible for moving or
assisting in the movement of people or cargo.
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