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Volume 9 No. 7 July 1979


August 2, 1979


John Blair
Deloitte, Haskins, & Sells

"Washington State Statewide Data Processing Review"
Golden Carriage

Speaker Introduction

Conducting a statewide review of Data Processing is a major undertaking. For the past few months, however, such a task has been just part of a day’s work for John Blair. As project manager for the recent study conducted by Deloitte, Haskins & Sells of Washington State’s Data Processing resources, John Blair supervised the interviewing procedure, the data analysis and the final report of findings.

The review process followed by De1oitte, Haskins & Sells is applicable to auditing a single division or a complex interagency system. At the August meeting, John Blair will discuss the major steps in this process and some of the potential complications. The Washington State study will be used where possible to exemplify the major points.

Personality Corner

Our profile for this month is of Mike Brackett. Mike is the newly elected President of the Association of Data Processing Managers. He is also the Data Processing Manager for the Department of Fisheries. In addition to data processing he also manages the Department’s Operation Research and Buyer Enforcement Sections.

Mike was born in Waynesboro, Pennsylvania which is in Pennsylvania Dutch territory. His family moved to the Lake Forest Park area of Seattle when he was six. He graduated from Roosevelt High School, which was a 25 mile bus ride from his home. At that time it was the closest high school.

Mike then went to the University of Washington where he received a Bachelor of Science in Forestry. Next, Mike joined the Army Medics where he was a medica1 lab technician. Aft r his time in the service, Mike returned to he University of Washington for his Master of Science in Forestry. From there he went to Washington State University for a Master of Science in Soils. By this time, Mike had spent nine years in co11ege.

He was interested in a teaching post in Forestry, but none were available at that time. Thus, Mike came to work for the State as a forest soils specialist for the Department of Natural Resources (DNR) To keep himself occupied, he did some scientific programming for the Department. Mike had first become acquainted with programming as a research assistant at the University of Washington. Since DNR had no scientific pro ramming staff at that time, Mike soon was moved into the Data Processing Section as a Programmer I. There he did all the scientific. programming which included such applications as: reduction of satellite data, simulation of harvest on the State’s land, and permanent plot analysis. He also worked with a large flat-bed plotter which helps translate aerial photos into soil, road and other maps.

Mike worked his way up through DNR data processing section to Assistant Manager. Then in December 1975, Mike became Data Processing Manager for the Department of Fisheries. In the last 3 1/2 years, Mike has reorganized the staff, directed system redevelopment to take advantage of current technology, and hardware. Fisheries now has a Prime 350 minicomputer for some local processing and for an interface to Service Center 1 and to the University of Washington Academic Center, Washington State University, and the Department of Transportation.

Mike has become quite involved with structured system design. It is a hobby and a second income which Mike wou1d like to eventually become full-time. Mike has worked closely with Ken Orr on this topic. Mike conducts classes in Structured System Design in various parts of the country and he enjoys the travel. He has also written a textbook which explains structured design, provides the practica1 details on how to use the concept. The book has not been published yet, but it is being used in several classes at Olympia Technical and Fort Steilacoom Community Colleges. Mike has begun work on another book which will provide more discussion of the concept, more cases, and a methodology.

One of Mike’s goals is to thoroughly develop structured design. He feels that it is approximately 90% complete now. He is refining the Warnier-Orr approach and is developing standard models which will enable a person to supply some basic data and the system will write the program code for the data specifications. He currently has four basic edit modulars, one of which was used to generate 1200 line of code for the edit.

In addition to the Structured System Design, Mike has several other hobbies and interests. He likes to ski, sail, hike and play soccer. Mike is also active in the Delphi Planning Organization where he is a board member and past president. He is also a volunteer firefighter for the Black Lake Fire District. He served a six year term as a commissioner of that District. He has been secretary for the Service Center 1 User Group and he has been active on various committees for development of DPA policies and guidelines.

Mike and his wife, Joann, have two sons--Marc, who is 7 and Sean, a Halloween baby, who is 1 1/2.


During the spring quarter (April - June 1979), the Data Processing Personnel Development Program offered 26 courses for a total of 416 participants from 30 state agencies, two state colleges and the Governor’s office. Jane Rushford served efficiently during this period as an assistant to the DPPD program.

FY 1979 has been a record breaking year for the Data Processing Personnel Development Program and spring quarter was no exception. As the following comparisons indicate, more DP courses were offered for more state employees than the same period of the preceding year.

  1978 1979 % of increase
Number of courses offered 13 26 100%
Number of participants 213 416 80%
Number of class hours 275 512 86%
Number of training hours 48097644 59%

* * * * * * * * AGENCY NEWS * * * * * * * *

Department of Transportation


With the dawn of the new year, an IBM 3032 computer was installed at the Department of Transportation This was the culmination of many months of staff effort in justifying and acquiring approval from the DPA to proceed with an RFP.

The new computer was necessary because the 360/65 capacity and capability had been exhausted. The 65 had served the DOT for over eight years and it had been enhanced far beyond what was originally possible.


During the latter part of 1977, the 360/65 computer began to "bog" down under the work load it was being asked to accomplish.

TSO was the major contributor to the work load growth. The original estimate of TSO capability on the 65 was a maximum of 20 concurrent users. The network had grown to about 100 terminals and 30 to 33 users were logged on at a time.

Response time had degraded to the point that users were waiting up to 30 seconds for trivial commands and several minutes for the more complex requests.

On top of the TSO work load, the 65 was attempting to support RJE, ATS, ADABAS, INTERCOM and a heavy overnight batch work load. It was not uncommon for overnight jobs to remain unprocessed after the third shift was completed.

To complicate the picture and add even more pressure on the work load, reliability was unsatisfactory. It was difficult to keep the 360/65 up; IBM had stopped supporting the software; and, our user community was beating on the doors for more processing time.

In short, the 65 had exceeded its time; it could not be enhanced further -- the only solution was a more powerful system. The IBM 3032 was selected as that system.


The installation went very well in spite of the fact that the 3032 was water cooled and the facilities had to be modified to circulate water through a chiller.

The big step seemed to be the migration from OS/MVT to MVS. Fortunately, it was one that had been taken several times and DOT was able to take advantage of past experiences.

The plan was for a parallel operation with a gradual phase over to the 3032.

The actual migration was carried out as planned:

1) The BATCH PRODUCTION WORK LOAD, first followed by the

2) ATS Network,

3) The ADABAS processing,

4) The RJE community,

5) TS0 users and, last but not least,

6) The INTERCO system.

The latter was by far the most complicated and was the only activity that was not completed on schedule.

The migration effort was accomplished with a very minor impact on the user community. The major changes were in the nature of techniques that were not supposed to be allowed under OS/MVT but were found to be possible. MVS was not as forgiving and those areas had to be cleaned up (actually this resulted in a more productive environment).


The 3032 has indeed been all it was advertised to be.

TSO usage has increased from 30 concurrent users to a maximum of 48. Response time is still good. The trivial commands are taking 1 to 3 seconds on the average. The more complex functions are averaging just less than a minute.

The ATS network has grown not only in number of users but functions such as moving documents to the high speed printer, previously an overnight function on the 65, are accomplished during the day with no impact on the other users.

The number of shifts have been decreased from 3 full shifts seven days a week to 2 1/2 shifts five days a week. This has been possible due to the decreased batch job run time on the 3032.

The uptime has increased from 95% on the 65 to over 99% on the 3032. There have only been two hardware hits causing the system to be unavailable. A variety of problems occurred as our staff made modifications to incorporate functions; these were due to changes between MVT and MVS which were unknown. The 3032 hardware and MVS software are very reliable and maintainable.

Maybe this is just the "honeymoon" and as the work load grows DOT will be confronted with the same problems as with the 65. However, the technology is such that many enhancements are available to the 3032 that will allow DOT to maintain its desired level of service with the 3032 over the next five years.

With the capacity management and forecasting this is possible. It is up to the staff to see that it is accomplished!

Don C. Brown
Department of Transportation

* * * * * * * * MORE AGENCY NEWS * * * * * * * *

By Dick Applestone

This article describes the evolution of public employment service, not only within the State of Washington, but world wide. Following this historical review this article further describes the role and events of data processing within the Washington State Employment Security Department. Organization, major systems and applications, goals and objectives and planning are also described below. Finally, a look at the future is projected in general terms as it relates to data processing and agency direction.


The first attempts to give job seekers assistance in finding employment occurred in Europe.

In Switzerland, in the Middle Ages, guilds posted information in roadside inns concerning employment opportunities. Throughout the next several centuries religious orders throughout Europe did placement work in connection with relief activities. The first known government effort to establish an unemployment insurance plan was in 1789 in Basel Town, Switzerland.

As far back as 1834, some government efforts have been made to set up public employment offices to which a job seeker could go without paying a fee. During the Depression of 1893, Seattle ran free public employment offices. The cities of Tacoma and Spokane soon followed Seattle s example. However, these offices closed soon after the Depression ended.

The next major development was a direct result of that fateful day in October, 1929, when the stock market crashed and stopped America’s economic life blood. Banks closed; shanty towns emerged; millions drifted around the country seeking employment. By 1933, one-third of the labor force was out of work.

Pressures for a public employment service came from ma y sectors of the population. It seemed that only a Federal system could muster enough resources to launch such an enterprise. Despite these great pressures and the very strong influence of veterans’ organizations, Congress voted only token appropriations from time to time.

In the Spring of 1933, however, a bill was finally introduced that served as the foundation for the public employment service system. The Wagner-Peyser Bill passed without dissent on June 1, 1933, and was signed by President Roosevelt on June 6.

The Act called for a Federal-State system of employment office and set up standards for its operation. The Act placed the primary responsibility on each state for job placement and job development.

To administer the Wagner-Peyser Act in 1933, the Federal Government inaugurated the National Reemployment Service (NRS) which opened offices in central locations throughout the State of Washington and every other state. Since acceptance of the Wagner-Peyser Act, the State of Washington has affiliated with the United States Employment and Training Administration. The NRS was the forerunner of the Washington State Employment Security Department as we know it today.

The roller coaster effect of unemployment in the Depression years was such that legislators and economists became aware that a broad program was needed for the economic security of the people. This conviction became a law in August 14, 1935, when Congress passed the Social Security Act. The payment of Unemployment Insurance Benefits was to be made through local offices whose chief responsibilities were to determine eligibility and disburse benefits.

The purpose of Unemployment Insurance (UI) was to provide workers with income protection when they lost their jobs though no fault of their own. One key feature of the employment security program was to assist Ul claimants to find new jobs.

The Social Security Act was drawn up in such a way as to compel each state government to set up a UI program. For this reason there is not a common UI program in effect across the country. Aside from meeting certain basic requirements, each state legislature passed legislation for a UI program designed to reflect its own labor market conditions and work ethics.

This resulted in wide variation in the program from state to state. This "grass roots" foundation has proven to be one of the great strengths of the Employment Security System.

The 25th session of the State of Washington Legislature passed an Unemployment Compensation Law which was signed by the Governor on March 16, 1937 and became effective, retroactively, to January 1, 1937. However, before benefits could be paid, money had to be collected from a payroll tax on employers. The tax was collected for two years (1937-1938) prior to the paying of the first benefits in January, 1939.

In 1937, the NRS moved out and the Washington State Employment Service (WSES) took over, after the state-enabling legislation had been passed.

Between 1937 and 1939, employment service and unemployment compensation was administered in this state by the State Department of Social Security, the forerunner to the current Department of Social and Health Services. However, the 1939 Legislative Session created a separate state Department of Unemployment Compensation and Placement, meaning that both activities were placed under one head.

On January 1, 1942, WSES personnel were transferred to the United States Employment Service payroll, to become Federal Employees or a "loan" basis during the emergency caused by World War II. As Part of the war effort, WSLS was called upon to expand the scope of its operations include control over most employers’ hiring practices. This experience was not adaptable to post-war needs.

After World War II, many organizational changes had to be made to meet the needs of the increasing number of returning veterans. Veterans employment representatives were assigned to each local office to help veterans with readjustment problems. Selected staff were trained to cope with the special problems of placing the rehabilitating disabled persons. Specially trained employment counselors were added to the staff. For the first time aptitude testing was used to help individuals make suitable occupational choices.

In 1946, the WSES was returned to state jurisdiction and the 1947 Legislature renamed the agency to the current name, "State Employment Security Department"

Within the last two decades, society’s priorities have changed drastically. Federal legislation to meet those needs brought about changing priorities and new programs for the Employment Security Department.

The Civil Rights Act, the Economic Opportunity Act, and other federal legislation spotlighted the problems of minority groups and the poor. With the passage of the Manpower Development and Training Act (1962), the Department became involved in many programs aimed at improving the employabi1ity of the economically disadvantaged, the chronically hardcore unemployed, and youth. Training and retraining programs were emphasized--Job Corps, Concentrated Employment Program (CEP), Neighborhood Youth Corps (NYC), Job Opportunities in the Business Sectors (JOJ3s), and the Work Incentive Program (WIN) are only a few of the programs in which the Department has participated.

During the period of high unemployment of the early 1970's, the Department faced new challenges. With Washington’s unemployment running as high as 10%, the Department operated special UT programs to handle the situation.

With these added UI programs, Washington set a new payout record of $357.3 million in 1975, nearly a million dollars per day.

In 1973, as a result of the passage of the Comprehensive Employment and Training Act (CETA), the Department took on new responsibilities, provided a variety of employment related services for CETA in all offices

Also in 1973, a federal court order (Judge Richey) required each state agency to assure that migrant and seasonal farm workers receive services "qualitative1y equivalent" an "qualitatively proportionate’to those provided to non-farm workers. This ruling necessitated some redirection of effort in predominant agricultural areas.

Due to present economic conditions, the priority for the Department has returned to placing individuals in jobs. Because of this priority, a great deal of effort is being made in the area of employer relations,

Through the years of its existence, the Washington State Employment Security Department has demonstrated a great deal of versatility in adjusting to the changing complexities of the State’s economy and labor market.


Now lets turn our at attention to data processing at the Employment Security Department. The history of data processing in Employment Security has been a history of struggle. Data Processing first started at Employment Security with the installation of EAM equipment in 1940. At that time, Washington State had the only Employment Security EAM shop west of the Mississippi. This EAM equipment supported UI Benefits and Tax Systems.

This mode of mechanization continued for twenty years. In 1960, ES installed an IBM 401 computer. A partial UI conversion was done from EAM to Autocoder. At this time the Washington Employment Security Agency was still considered a leader in data processing among Employment Security Agencies throughout the country.

During the early 1960’s, ES continued to convert many of the EAM processes to the 1401 computer. In 1965, the agency put together a comprehensive computer study. However, repeated RFP efforts by the agency were all rejected by the Data Processing Administrative Council (DPAC). DPAC was the predecessor to the current Data Processing Authority, and was administered through OFM. The inability of ES to update its computing capabilities led to a slow deterioration of data processing within ES.

The Employment Security Department began using outside resources in 1973 in order to meet data processing workload requirements. Initially utilizing the IBM 360/30 at SPI, the agency was utilizing 9 different computers in 7 different locations by 1971 and 12 different computers in 8 different locations during 1972. In 1972, an agency request for more data processing funds was rejected by the Federal Department of Labor and a federal/state conf1ict over computer ownership emerged. The WDPSC suspended processing of Employment Security jobs in January of 1973 due to the lack funding. Some of the systems were converted to the IBM 360/30 computer which Employment Security Department had installed in 1969. Other systems were simply not run.

The agency was able to partially restart some of the processing at the WDPSC in April of 1973 through a reduction of several hundred Employment Security staff.

In February 1977, Employment Security Department acquired an IBM 360/40 which was intended to replace the in-house 360/30. The 360/40 was not installed because it did not have a 1401 emulator, and practically all the 360/30 job were running in 1401 emulation mode. Although all 1401 processes have since been converted to COBOL, the 360/140 continued to be warehoused with the decision to migrate the total Employment Security Agency workload to the WDPLC. The Department of Labor has been notified that the 360/L40 is surplus to the agency needs and the equipment is currently being disposed of.

During 1978? several significant data processing activities occurred in the agency. First, all 1401 programs were converted to COBOL~ Some of these are currently running on the 360/30 in-house and some at the WDPSC. Second, a UI Tax System redesign was completed. This redesign related to tax reporting. Tax reporting backlog was a serious problem. By changing the computer processes, and by modifying the flow of tax reports through the Tax Branch, the tax reporting backlog was drastically reduced and tax reporting is now being done in a more efficient and controlled manner. Third, a UI Benefits redesign was cornp1eted. Benefits Automated System (BA ) is a mu1ti-phased project. Phase 1 was an upgrade of systems from AUTOCODER to COBOL and combined systems processing on two computers to one. This phase combined three processes (Initial Claims, Benefit Payments and Strike File) into one. System benefits include; single warrant, soft warrant, better local office visibility and control, an internal audit trail, and creates a file structure for easy upgrade to next phases.


Noted below are major Information Processing applications within Employment Security.



The Washington State Employment Security Department has become increasingly aware of the need for increased automation to assist the agency in providing the services within its responsibility. While the agency has attempted to automate specific activities or increase the level of automation in certain areas, there has been a disconcerting tendency for these efforts of automation to be uncoordinated and often result in significant incompatibility between systems development activities.

During 1975-76 at the request and encouragement of the Employment and Training Administration, U.S. Department of Labor, the agency prepared and submitted a plan and proposal for an Employment Security Automation Plan (ESAP) which included the automation goals and objectives identified by ETA. As required by ETA, the ESAP Proposal provided significant planning detail in terms of the specific characteristics and procedures involved in the automated systems operations Although the specific automated systems proposed were not strictly a re ult of an internal assessment of the agency automation needs, the agency was reasonably comfortable with the types of automate syst m activity which would result.

Although the agency ESAP Proposal was acceptable and fundable to the the required use of a State Data Processing Service Center and the resulting cost and lack of control of the computer resource could not be resolved to a manageable degree by the agency as required by the cost recovery/cost absorption mandates associated with ESAP funding.

Even though ESAP could not be implemented due to lack of ETA approval and funding, the agency recognized the need to develop a long-range automation plan to provide direction, coordination and continuity for current and future data processing system development activity. In order for such a plan to be of significant value to the agency it must incorporate the various operational, administrative, and management information needs and requirements within the agency. The plan must also identify the specific areas in which automation could provide the greatest benefits.

In attempting to develop an adequate automation plan, it was decided that the agency would utilize the "I formation System Planning Methodology" originated within the IBM Corporation. This methodology provides for structured top-down planning to assist the agency in establishing an Information Systems Plan to satisfy its near and long-range information needs. The Information System P1anning (ISP) methodology identifies four phases of automation planning: Recognition, Identification, Definition and Implementation.

The Recognition phase involved the agency becoming aware of a need for a long-range information/automation plan and exploring the IBM planning model. This included a week long presentation of the planning methodology to agency executive management in San Jose, California, and culminated in a decision to appoint and impanel an identification phase task force to address the next phase.

The Identification Phase was addressed by a six member task force made up of upper 1eve1 management who, working over an eight week period, identified major agency information and automation needs, problems and desired enhancements. Because of the emphasis on developing an automation plan based on agency operational and management information needs, the ESAP proposal was not included in the task force considerations. The product of the task force was a report describing the problems identified and making specific recommendations for further agency activity. This report was presented to agency executive management for their consideration and decision.

During its deliberation of the ISP Identification Phase Report, agency executive nana9ement recognized certain similarities between the ISP Report and the ESAP Proposal. In order to avoid the possibility of inadvertently having two automation plans, and to utilize the effort expended in the preparation of the ESP Proposal, it was decided that an additional task force should be impaneled before entering the definition phase of the IBM p1anning model in order to reconcile the two documents an prepare a sin le automation plan with associated recommendations. There was also some feeling that this reconciliation would assist in keeping the agency automation plan compatible with ETA automat on goals and objectives, thereby increasing the possibility of receiving some degree of federal financial and technical assistance in implementing the agency automation plan.

The agency ISP Report was issued the end of February, 1979. The follow-on task force activity of reconciling the ISP Report and ESAP Proposal was completed at the end of Jane, 1979. This report is currently being distributed to the agency’s executive management for review and decisions.

In order to insure that information planning was not a one time, or at best, periodic activity, the agency has initiated an Information Review Board (IRB). The Information Review Board consists of six agency Assistant Commissioners and one full time staff me er. The purpose of the IRB is to provide a structured and orderly process for directing the broad major activities of Information Processing in support of the agency mission and goal and objectives within agency budget constraints. The primary objectives of the IRB are as follows:

1. Make recommendations on major systems development or modification.

2. Make recommendations on major information processing equipment acquisitions.

3. Make recommendations on major information processing technical and/or architectural direction.

4. Insure information processing planning relates to agency planning and goals and objectives.

5. Insure information processing priorities and funding agree.

The duties and responsibilities of the IRB are as follows:

1. Review, recommend and monitor major systems development or modification projects and information processing acquisitions and activities.

2. Assign priorities as necessary.

3. Obtain fund approval as necessary.

4. Approve the Information Processing Five-Year Plan.


Goal I: In order to maintain a high level of employment, the goals of the staff of the Employment Security Department are:

1. To find employment for workers.

2. To provide opportunities for job related eduction and training.

3. To provide employers with workers.

Goal II: In order to provide an unemployment insurance program, the goals of the staff of the Employment Security Department are:

1. To compensate eligible workers in a timely and fair manner and

2. To maintain a tax program that maximizes income through the identification of all liable employers and the efficient collection of taxes when due.

Goal III: In order to service local, regional, and state-wide manpower needs, the goals of the staff of the Employment Security Department are:

1. To develop in all staff, a keen awareness of the needs and feelings of the public served, both the employing and client communities

2. To collect, analyze and disseminate employment, unemployment, and labor market information to assist in achieving economic stability and growth, and to meet the informational needs of labor, management, and the public.

3. To administer the agency and its programs in a responsive, consistent, and intelligent manner.

4. To solidify the image of Employment Security as an agency of government to serve all citizens of the State of Washington in the manpower field.


In order to support the goals and objectives of the agency as well as those information processes and systems which are being identified through the various agency planning and review activities, the Information Processing Division of Employment Security currently has initiated the following projects.

1. Identify, quantify, and analyze teleprocessing monitor requirements and select and implement the most appropriate teleprocessing monitor.

2. Within budget constraints migrate all 360/30 in-house processing to the WDPSC.

3. Review requirements for utilizing distributive data processing, and develop and implement a plan based on these requirements.

4. Develop and implement an agency Management Information System (MIS)

5. Analyze and update word processing at Employment Security.

6. Analyze the u a and requirements for mini-computers supporting specialized functions at Employment Security.

7. Develop and implement an overall data processing architectural plan for Employment Security.

8. Seek out, evaluate, and as appropriate, transfer in systems from the Department of Labor and other state Employment Security Agencies.

The future for Information Processing development at Employment Security will place heavy emphasis on the utilization of teleprocessing capability in the desire to get more capability out into the local offices and provide better support for the staff who interface with individuals and employers. This will enable us to become no a responcive to their needs and requirements.

I hope that this article has given you some insight of not only data processing at Employment Security, but also visibility on the activities and objectives of the Employment Security Department.

Association Minutes - July, 1979

The July meeting of the ADPM was called to order by Chairman Mike Brackett. There were two guests introduced, Bob Fahnstock and Darrell Dudley, both from Service Center No. 1.

Mr. Ray Dinsmore, of the Energy Commission, was introduced as our guest speaker by Mary Jo Lavin. The Energy Office and the world-wide energy situation and the State of Washington and its fuel allocations were the topics. Ray indicated there is no foreseeable end to the crisis we are experiencing like the 73-74 crisis.

The Energy Office was established in 1976 by Legislation under Governor Evans • The current director, appointed by Governor Ray, is the fourth since its inception.

The objectives of the Energy Commission are broken don into nine categories:

  1. A central repository of all energy data and information. It is entirely a manual system and it is in dire need of being automated.
  2. Analyze the data and the information.
  3. Responsibility for implementation of Federal programs to the State of Washington. Most funds for the Energy Commission are derived from the Federal government. The Federal Department of Energy is a new agency also, being created in December, 1977.
    1. State Energy conservation plan that includes buildings.
    2. Industrial processes which means the inside of the buildings.
    3. Transportation. Car pools, van pool, mass transit, etc.
  4. Assist State and local agencies in developing and implementing energy programs.
  5. Develop energy contingency plans.
  6. Develop regulations to implement the energy programs that are granted from the Federal government.
  7. Represent all State interests to the Federal Government and make clear how we implement the plans.
  8. Periodic reports to the Governor.
  9. Adopt rules to carry out the above-mentioned items.

A number of Federal programs are in existence within the State of Washington. One is: energy efficient buildings. The Energy Commission personnel investigate internal building efficiencies, e.g. talked to the persons and have them describe BTU’s used, floor space, etc. Alternatives are recommended, new window panes, tuning the boilers, etc., to receive optimal energy usage.

The Energy Extension Service is another Federal program designed to make the public aware of the energy crisis; it is accomplished through the use of workshops. The small energy user in the State of Washington uses ‘40% of the total energy consumption. It is imperative that the small energy user, you and me, conserve! The State of Washington is involved in a pilot program.

The major user of energy in any home is the hot water heater. Solar heating of hot water is the very best but it is the most expensive to implement. Probably you would not save the cost of implementation over a lifetime of electricity or natural gas bills. Another method for energy is the possibility of using tree slash: 40 to 60% of the tree is left in the woods. It is unclear as to whether the wood that goes back into the earth is productive in growing new trees. Wind energy is another source of possible replacement energy. It can be used very successfully for charging batteries. Moses Lake has a 1,000 kilowatt ability for energy through a windmill. Garbage recycled is still another possible source of power.

The overall world situation is that we, in the United States, are using an excess amount of energy. The main usage is petroleum. 46% is for oil; 28% is natural gas. Transportation, commercial and residential are divided equally in their usage. The consumption for the United States in 1973 was 12 million barrels as opposed to 14 million in 1979. Another factor in our crisis is: In 1973 the reduced number of refineries in the United States. Our refineries were producing 9 million barrels a day and in 1979 they are producing only 8 million barrels a day.

Other countries have not increased in their fuel consumption; they have either remained the same or have acutally reduced their consumption. Our gasoline increase alone was 15%. Our unleaded consumption went from 0 in ‘73 to 2 million barrels a day in 1979. In the transportation area, 47% of the consumption was for autos. This is a critical area and one that needs to be attacked, 22% went for trucks

The State of Washington has set aside a program where gas allocations are controlled with the usage tax. Diesel users, as of the new legislation, must now have a permit. Requests for special allocations exceed the set aside available.

Rule 9 was a Federal Government Policy governing agricultural activities; it insured 100% allocation of needed fuel. Independent truckers complained; and, the Federal Government cancelled the rule.

The five people in the local energy office handle the special allocations. These five people must determine whether or not the persons are eligible to receive extra allocations of fuel. In July, they processed 2300 requests.

The bottom line is "We must change our life styles". Hopefully, we will do this on a voluntary basis and it will not become a mandatory.

Jim Michael reported briefly on the Data Processing Authority meeting held July 11th. Service Center l’s new rates were approved. Also, Service Center 1 audit was still under discussion. The security function formally headed by Bob Payne, will continue.

Patti Palmer requested assistance for the Newsletter for the month of August. She will be out of the office and needs some one to put the newsletter together. Of an audience of 2,500 people, no one responded!

Dick Applestone reported on personnel liaison. Julia Larson Graham was unavailable to meet to discuss with the Systems and Programming titles. She has, however, mailed a packet out to all members of the Management Association that describes the implementation schedule for Manager’s series.

Paul Newman made a recommendation that we recommend to Julia that this not be brought to the Personnel Board on September 1 as planned because of the October 1 salary implementation for Data Processing personnel. Persons outside DP have expressed some criticism as to the salary implementation; and Paul would like to prevent interference with implementation. The motion was so moved by Don Dahl and seconded by Bobbie Geovannini.

Chairman Mike Brackett discussed the 79-81 Budget; it was approved.

Patti Palmer discussed alternative places to hold the meeting. The Conestoga menu and cost were presented. A discussion was held concerning the Conestoga’s tolerance of our attendance. A questionnaire will be included in a future newsletter.

The meeting was adjourned by Mike Brackett.

Association of Data Processing Managers
Meeting Agenda

Golden Carriage
August 1979
12:00 Noon

1. Introduction of Guests

2. Presentation of Guest Speaker John Blair

3. Treasurer’s Report

4. DPA Announcements

5. Old Business

Personnel Liaison Committee - Cliff Cotey
Dept. of Personnel Monthly Report - Julia Larson-Graham
Job Matrix - Dick Applestone
Informational System Forum - Joe Coogan

7. Correspondence

8. Comments from Members

9. Adjourn

John Blair will address the external review process: how planned; how implemented; how concluded.

Reminder: Please send your notification of attendance to Patti Palmer, Mail Stop KF-01.