Lapas attēli

Mr. BALDERSON. Thank you, Mr. Chairman. [The information follows:)

Historically, the responsibility of the Disbursing Office is to monitor expenditures on an appropriation account basis. The staff is required to track the expenditures for committees of the Senate which are funded by the annual funding resolutions, and which are paid from expenses of inquiries and investigations. Additionally, the Disbursing Office tracks certain items within the apportionment schedule for miscellaneous items. These items are tracked because of the dollar limitations required by law or resolution or for budgetary purposes. The following is a schedule of the expenditures of these items for fiscal years 1981 and 1982.


AS OF MARCH 31, 1982

Fiscal year

Fiscal year




Employees compensation fund reimbursement.
Civil service retirement fund reemployed annuitants ..
Commission on Art and Antiquities ......
Committee on Rules and Administration-calendars ...
Senators' official office expense accounts ..
Reception of Foreign dignitaries.
Foreign travel-Members and employees
Federal employees' compensation account.
Conference for the majority and conference for the


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Figures as of April 30, 1982.

The Disbursing Office is in the process of implementing a total financial manage ment system for the Senate which will encompass all aspects of the Disbursing Office. One of the functions to be included in the system will be the capability to monitor or track all expenditures made from moneys available to the Senate.

At the present time, the Office of the Sergeant at Arms has its own accounting office which keeps the necessary accounting records to track its expenditures from the apportionment schedule.

The Office of the Secretary also maintains records for its expenditures from the apportionment schedule.





Senator MATTINGLY. Now we have before us Hon. Howard S. Liebengood, Sergeant at Arms and Doorkeeper. If you would like, Mr. Liebengood, you may go ahead and give your report.

Mr. LIEBENGOOD. Thank you, Mr. Chairman. I have with me at the table Phil Larsen, my administrative assistant and budget officer.

I previously submitted a statement to the subcommittee which I would like to read from in part.


Senator MATTINGLY. Your pepared statement will be inserted in the record. Continue with your statement. [The statement follows:)



Mr. Chairman and Members of the Subcomunittee, I am pleased to today

report on the fiscal status of the Sergeant at Arms jurisdiction and

scek your authorization and approval relative to funding for fiscal year 1983. I very much appreciate the past cooperation of this

Comunittcc and its staff, both as Sergeant at Arms and as a member of the

Senate Management Board.

Last year, in testifying before this Subcomittec, I addressed the

1982 budget in the context of our commitment to provide the United States

Senate with the best possible services in the most cost effective manner.

Throughout this past year, we have diligently pursued innovations commen

surate with that comitment. Accomplishments in that respect are notc

worthy and significant to understanding the challenges present in fiscal

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A 1982 budget reduction of 11% ($6 million) that was both requested


and realized.

A reduction in Accounting Office personnel from 14 to 9, accomplished by streamlining internal procedures and paperwork flow.

A Senate Placement Office was established in November, 1981. This


small staff of 4 has interviewed 2,276 applicants through March of this

year and filled 37% of all "job orders" received from Senate offices.

A reorganization of the Service Department lines of authority and accountability that ha enabled hard working staff to effectively. achieve newsletter production at a current annualized rate of 219.3 million newsletters per year, a productivity increase of 126% from calendar year 1980. All this accomplished by a staff of 14 fewer people than

available in 1980.

An implementation by the Service Department of third class bulk

sort for newsletters, which has resulted in a savings to the Senate in

franking costs of $17.4 million in fiscal years 1981 and 1982, and a

projected additional savings of $20.6 million in FY 83.

A new Service Department in-house maintenance program that has accom

plished savings for fiscal year 1982 of approximately $70,000.

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Another Service Department innovation utilizing a post card format for town meeting notices, with anticipated savings of $552,000 for

fiscal year 1982.

A Senate Post Office reorganization that has enabled a staff, reduced

in size by 34% (from 79 to 52) to efficiently process 12.5% more mail

than in 1980.

An ongoing Capitol Police manpower utilization review that has effected

a reduction of 68 manyears of duty assignments.


Using the saine number of personnel available in fiscal year 1980, the

Recording Studio has increased revolving fund revenues by 40% over the

prior year, while providing a range of new expanded services to the Senate.

The Senate Computer Center initiated a program to replace less efficient


and more expensive equipment with newer equipment at an estimated saving

of $106,000 for fiscal year 1982.

The Computer Center was able to alleviate computer capacity problems

by obtaining larger computers surplused by another government agency. This increased capacity will be provided at a cost savings of $445,000, as. compared to equivalent purchases on the open market.

By converting certain types of equipment from lease to purchase, the

Computer Center will achieve savings of $2,600,000 during fiscal years

1982 and 1983,

Mr. Chairman, I would especially like to compliment my Deputy, Larry

Smith, my Administrative Assistant and budget specialist, Phil Larsen, and

the various Department Heads, who working together constantly to effect

economy and efficiency will achieve a projected cost savings to the United States Senate over the period of January 1981 through fiscal year 1983 of approximately $12.9 million (as outlined in Attachment A).

While the Scrgcant at Arms jurisdiction takes a great measure of

pride in the fulfillment of its service and cost reduction goals for

1982, I must advise that maintaining the service status quo for fiscal 1983 will considerably outstrip currently available resources. Therefore,

I am requesting an increase in the FY 83 salaries budget in the amount of

$3,163,000 and expenses in the amount of $5,250,000 and small increases in other appropriations, for a total budget of $59,081,700 (See Attachment B). This total represents an 18.2% increase in the Sergeant at Arms budget for

fiscal 1983.

There is no mystery surrounding the reasons mandating such an increase. Put simply, the high cost of managing Senate services is dictated by the following:

1. Inflation: 3.9% of our requested budget increase is

attributable to inflation alone.

2. Uncontrollable rate increases:

for example, the rates

for local telephone services have increased 42% since last June

and long distance service has increased 61% since last July.

3. Demand for services: the current demand for authorized

services simply exceeds our present production capacity in certain


The table at Attachment C identifies the respective increases attributable

to these respective causative factors.

Please note that for FY 83,

eight of our twelve jurisdictions are relatively untouched by the cost

escalators noted above.

I would like to address individually the four remaining areas of

acute budgetary concern for FY 83, beginning with the Capitol Police.

U.S. Capitol Police--The demand for quality security services is

obvious, constant, and relatively self-explanatory. The effectiveness
of the U.S. Capitol Police is graphically illustrated by the Capitol llill

Crime Map at Attachment D.

I commend Chief Powell and the Capitol Police

on maintaining an excellent level of security.

For FY 83, the demand for increased police services will escalate with the occupation of the Hart Building. Forty-seven additional police

officers at a cost of $869,000 will be required for FY 83 to the

essential expanded security coverage.

This increase in the overall size of the U.S. Capitol Police force

will only be temporary. As the annex buildings are vacated and razed,

current police manpower requirements can be reduced by 51 positions. Until this occurs, however, the 47 position increase is both mandatory and essential.

Telecommunications --Telephone services available to the United States

Senate are presently held hostage to dramatic rate increases, occurring with alarming frcquency. For FY 83, we are requesting an increase in

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