and Dolores Snow. I am pleased to state that these difficult losses were handled with a greater effort on the part of all employees in our immediate office and that we have continued to operate efficiently for the House of Representatives.

Secondly, although neither the House nor the Clerk's Office were mentioned in the report on this year's appropriations bill (House Report 96-1098) regarding productivity, we have taken note of the comments and gave attention to the information provided in the hearings on the bill. Productivity

is very important in the management of our various offices and our employees. I could cite several areas of increased workload and especially busy periods during the past year wherein we have provided services without increased employees.

We intend to monitor this whole subject very carefully this year

in the hopes of avoiding increased personnel costs.

Thirdly, I am pleased to report that we have been able to effect savings or receive revenues in several areas during the past year. We expect further improvements this year. As examples: our Official Reporters to Committees reported a net savings of $37,037 through the coverage of committee field hearings with House reporters rather than commercial reporters, and report $61,405 in revenues for the sale of transcripts; in the Finance Office, we have continued in the development of a comprehensive automated financial management system that provides greater efficiency in the many functions of that office, including the printing of large segments of the Clerk's Quarterly Report from computer magnetic tape; in the Property Supply Service we are continuing to refinish large numbers of desks and other furniture items, and to construct rostrums and special pieces for committees and other offices; in the Records and Registration Office, revenues of $20,614 were received from the sale of

video and audio tapes of House Floor proceedings, as produced by our House Studio- TV personnel; in the Office Equipment Service, we estimate savings of $176,195 in typewriter repairs and another $144,511 in providing stencil services to Members when these are compared to commercial costs; and in the Office Supply Service, the ten percent service charge that is added to any nonofficial purchase amounted to $107,862 in revenues that help pay the cost of that department's operations. These may seem small in comparison to the total congressional budget, but they are important and will be expanded in the future.

Mr. Chairman, the several offices under the Clerk have compiled annual reports for the past year's activities that reflect extremely well on our work, particularly in the areas of initiative, productivity, economy and We have had some problems, but we have every determination to

efficiency.

have a good year in 1981.

Any of the information in these reports is available for your review, and I shall submit one document in a quantity sufficient for each of your Subcommittee Members and staff to review. This is a summary by the Clerk's Legal Counsel, Stanley M. Brand, of certain cases affecting the House and its Members, committees, officers and employees during the past year.

The attached chart and summaries indicate our structure, employees,

and vacancies.

PAYMENT TURNAROUND TIME

Mr. FAZIO. First let me thank you and your staff people who have borne up under the strains that have been placed on the office last year. I thank Mr. Brand for his legal opus. Anyway at this point do other Members of the committee have any questions? I would be happy to yield.

Mr. TRAXLER. Is there any way in which you can fast track reimbursements?

Mr. COLLEY. We have made improvements in our whole operation with the improvement of the Financial Management System but I would like to ask John Lawler to explain the problem to you and comment on it any way he wishes. It is an area we are constantly trying to improve upon.

Mr. LAWLER. First we might open by saying we encourage the use of credit cards since we have been able to reduce the check turn around time with the computer. This removes any sort of financing or carrying of your official operations by your own personal credit card. During 1980 we had one of the fastest turnaround check times in the Federal Government with many statistically running just between five and seven business days. I am proud of that particular record. With regard to credit cards we have a policy if we receive the credit card billing within 15 days of the due date, thus splitting the difference in the 30-day billing cycle and if the payment was delayed we would take care of paying the finance charge. During the course of the year we did not have many that didn't make the ordinary billing cycle until during the month of December, and then most recently in January. We believe that we are on track on having the next credit card cycle taken care of, that is with your next billing cycle. It slipped to just beyond 15 days in the last two months. It was attributed to a series of system difficulties with the computer that caused certain delays in the actual processing of the vouchers since the checks are produced by computer. But as far as the audit operations in the Office of Finance, in the Office of the Clerk and Committee on House Administration, those remain fairly smooth. We constantly track vouchers and test it statistically to see where the amount of time is being spent at different points along the route. Again I believe that the system problems are corrected in your next cycle and we think you will see an amazing improvement.

If some of these reimbursements have been notably late-and we are talking about six months ago-then of course I am more concerned. I think it has been just in the last particular two billing periods.

Mr. MURTHA. I found in my office where the problem was. Once we got the vouchers to you we got them right back. We had a problem in my office. They were not sending them in because it was my money and not their money so they were not sending them in, but now when they get a voucher they send it in the same day and we get it back in just I suppose ten days, but what is the average time it takes?

Mr. LAWLER. Average turnaround time was five to seven business days prior to December. If a voucher was sent from your office on Monday statistically you would have the check back the following Monday. That is taking into consideration the interoffice mail