does not ever reach the top curve, there are certain times during the day when letter sorters, because of their capacities, are not used to process low volumes of mail, although we might have them available within the facility. This again represents the volume to be machine handled.

VOLUME OF PARCEL POST

HANDLED BY MECHANIZATION

DISTRIBUTION PARCEL SORTING SYSTEMS

Here we have an example of what we are going to do in the area of parcel post mechanization where we are having parcel post sorting systems installed. The top curve represents the total volume as projected during the next 5 years, capable of being machine handled, the bottom curve being the goal of the program that we are currently planning to satisfy.

VOLUME OF NON-PREFERENTIAL SACK MAIL HANDLED BY MECHANIZATION

DISTRIBUTION SACK SORTING SYSTEMS

This is the nonpreferential sack mail which is handled by mechanization. The top curve is the total volume and the bottom curve a goal which we are striving toward.

Now, personnel requirements in support of this program are developed by each participating bureau, and the people who are involved in this are the Bureau of Operations, Bureau of Transportation, Bureau of Facilities, Bureau of Research and Engineering, and the regional counterparts of these organizations.

Manpower availability in any one of these five organizations establishes the rate of project development. This further explains, I believe, what some of your points were yesterday on the manpower problem in the various organizations.

As an example, the Bureau of Operations has not received any additional personnel in their planning organization in the last 3 years. The Bureau of Transportation has not increased their personnel level in the area of planning project development in the last 3 years. It is my understanding that the Bureau of Facilities has only increased

their personnel 15 percent since 1961 in the planning area. The only reason that they have been able to continue to satisfy the requirements of the program is because of the heavy use of their regional personnel. Research and Engineering has received some positions but not sufficient to maintain the program level. We have been able to maintain this program level, however, by contracting packages of the design out, and having the projects maintained on schedule in this manner. The regional people; we have not been able to obtain any regional counterparts of personnel in the last 2 years.

Now, all of these particular organizations at the present time are just about up to their maximum workload, and any increase in workload is going to start resulting in some program lag.

Just briefly, the funding requirements again are jointly developed by all participating bureaus. The Bureau of Operations defines the program, we cost the program, we provide the program cost elements to the Bureau of Facilities and they, in turn, establish the appropriations.

To explain to you something about our workload: We have here a chart which represents three things; one, the starts which we have experienced in the Bureau. This includes the new construction, cost of mechanization, modification jobs, and so forth, represented in dollars. We try to weigh our workload by dollar value of projects. This cylinder through the center here, this pipeline, indicates the volume of work which we have in-house during each of the fiscal years. The bottom line here, these cylinders, represent what is coming out of the pipeline. I think it is quite apparent here that although we start many jobs here in the area of 1968 and 1969, this volume of work or the completions are not actually recognized until we get downstream.

Design, which is quite heavy through the period of 1969 and 1970, tapers off and is equal to the construction workload in 1972, 1973. and 1974.

Here again, this only represents known work today. Normally, each year more known work or emergency type efforts arise which change these levels of requirements for personnel.

Now, at this point, if there are no questions, I believe Mr. Hyzer will continue. Mr. Hyzer.

Mr. HYZER. I would like to carry on Mr. Harris' extension of Mr. O'Marra's remarks of yesterday.

Construction engineering is responsible for the design of buildings and mechanization, both new facilities and modifications, modernization of old facilities. We also supervise the construction to assure compliance with our contract requirements.

Mr. WILSON. I wonder if you could tell us where Facilities ends and you start, or where you start and end, and Facilities start.

Mr. HYZER. Mr. Chairman, it doesn't work that way. There is no starting and ending, really, in the procedure. We have certain functional responsibilities, but throughout the process all the bureaus are involved.

I guess, briefly, the Bureau of Operations establishes the requirements, they are responsible for operating the mail and post offices. So we must work very closely with the Bureau of Operations throughout the whole procedure.

The Bureau of Transportation moves the mail between post offices, so they are very interested in our dock facilities, truck terminals, location of facilities for transportation networks, and so forth. Mr. O'Marra is Chairman of the Major Facilities Review Committee that coordinates and funds the whole program. They handle the real estate activity, procure the sites. The Procurement Division procures contracts for mechanization. The Realty Division is the contracting agency on our architect-engineer design contracts and construction contracts, whether they be on a leased facility or postal public building.

The Maintenance Division, of course, is interested because they maintain the facilities after they are in operation.

Now, various other bureaus are also involved to a lesser degree; but the coordination responsibility is in the Bureau of Research and Engineering-Construction Engineering, in that we work with the other bureaus during the planning and development phase. We have the technical responsibility for the design-working with the other bureaus on both buildings and mechanization-and then during the construction phase we monitor the contractors or the lessor to assure we get what we ask for.

I think that covers, in a nutshell, the interchange or coordination.
Mr. WILSON. You were going to proceed on something else.
Mr. HYZER. I just covered our responsibilities.

Now we are looking toward the future. We have a tremendous program but we must somehow build, install better machines in better buildings, quicker and at less cost. Our goals for the future are really to do this to the best of our ability, and we are doing it in four areas. In design we are doing it by better management internally and better coordination with the other bureaus, principally through Mr. O'Marra's Major Facilities Review Committee. We are using computers to a much greater extent, particularly in our design of process machinery systems. We are using models as an engineering tool and also as a training device. We are making greater use of architectengineer firms in the design of buildings, and now in the mechanization area, of process machinery.

Dr. Packer has been prodding us toward greater professionalism in our design, to consider the total environment, the esthetics, the working conditions and to provide flexibility, so that we can change as new requirements are established.

In the construction field we have a problem, particularly in coordination of the building construction and mechanization installation under separate contracts. We hope to combine these contracts at least on a trial basis. We are using the critical path method as a means of control. We have an Installation Liaison Division which works with the local postmaster and his operating and maintenance people to provide a better transition between the manual handling in the old post office and the mechanization of the new post office.

In the technology area we are working in four areas. I have a new Assistant Director for Construction Technology. We have a small Research Division that has been working for almost 2 years now building up a program not on basic research, which is accomplished in research and development, but trying to handle our day-to-day con