Date: December 1, 1977
Location: Golden Carriage
Time: 12:00 Noon
Topic: "Data Processing Authority's Activities and Directions"
Speaker: Mr. Clint DeGabrielle, Director, Washington State Data Processing Authority
We are pleased to have Clint DeGabrielle, Director of the Data Processing Authority, as our profile of the month and as our guest speaker for the December meeting.
Clint DeGabrielle earned his degree in Electrical Engineering at Syracuse by attending night school for seven years. After four years with the Army Signal Corps, he returned to Philadelphia, where he was in charge of installation of a water distribution system. A General Electric computer monitored four hundred sensors for flow, pressure, and water level. If a rupture was sensed, valves surrounding the trouble spot would close automatically, both minimizing water loss and allowing speedy repair access. Communications were ring-structured, so a break inlines still allowed all other area monitoring to continue.
Mr. DeGabrielle spent 26 years with General Electric, beginning in Schenectady NY in 1939, and rising to become Regional Marketing Manager for thirteen states. At Cape Kennedy, he was involved in the checkout system for the manned space flight. At Huntsville, his region was in charge of systems testing space vehicles for stress analysis, and those determining orbital paths and insertion angles. This effort involved four hundred systems people. When G. E. made the decision to get out of the computer business, he was a part of the task force which worked out the transfer to Honeywell - which was the largest exchange of stock ever to take place in the United States.
For the following six years, he served as President of the Computing Services, Subsidiaries of Occidental Life Insurance Company of North Carolina. These included a nationwide timesharing company, a service bureau, a European operation consisting of five timesharing centers, and an Australian operation. An agent planning program which Clint implemented is now being used by agents carrying portable terminals into customers homes.
Clint joined the State of Washington as Executive Director of the Data Processing Authority in November, 1973. He is proud of the accomplishments of the Authority. He says the concept of the authority is unique in this country, and we are being visited by other states because we have; a progressive environment, do more things better, embrace new technology faster, and have a high level of community interest. Other achievements are vendor awareness of needs and economies of state-wide contracts. Washington State is providing Data Processing services not only at less cost as a percentage total income than other states, but also less than those in the commercial and industrial environment. While he enjoys his job and has confidence in his abilities, he says the past year and a half has been an uncomfortable time. Since mistakes or lack of performance are more frequently emphasized than achievements, he would like to re-state that conversion to Service Center III was accomplished 1% under its budget of 5.2 million.
Clint's real joy in life has been his family, his four grown children are successful and more importantly, have the ability to cope with and adjust to a changing world. He chuckles when he remembers that his wife Bette's family, (all in building and construction trades), felt that Marketing was a not-quite-respectable environment for her to marry into. He deeply appreciates the way Bette has weathered the problems of constantly moving, raising children while he was away on assignments, and made a good life for them both. Bette likes Olympia, with a thirteen year old daughter still at home, she finds she can be involved in church and community affairs without being engulfed. Since the longest period of time ever spent in one place before was four years, they are both enjoying having time to know friends.
Clint likes the outdoors, especially fishing, is an avid sports spectator, reads extensively; some fiction, but mostly works on the industry, socioeconomic, and political issues. He is following a pilot project in a village near Helsinki, Finland. Instead of building office space to be used during the day while workers homes were empty, and be unoccupied at night, a portion of the facility costs was used to provide office space and a terminal at the worker's residences. Side benefits are in transportation costs, and flexibility for the workers in choosing their own best hours.
Clint has no political goals, but he does have some for Data Processing. He believes we need to grow up a little, learn to work as professionals in a bureaucratic environment. We need to generate greater credibility in our services. We need to meet the challenge of increasing demands for services with limited staff. We need to maintain a training program for: Career improvement, insuring technical competence, and keeping up with the changing technology. We need to get the focus on consolidation into perspective. We need to utilize Distributive Processing capabilities intelligently. We need centers of technical expertise. We need to get away from programming- into - micro-code and firmware. We need to get away from piles of paper. Whew!
Congratulations are to be extended to two members of the State data processing community who were recently selected to join the Data Processing Authority.
Bob Paine, DSHS, and Jim Michal, Transportation, have been selected to fill two of three vacant Senior D.P. Coordinator positions with the D. P. A. The third candidate is from outside state government.
Jim Andersen, Ecology
'But you're out of your mind,'
They said with a shrug.
'The customer's happy
What's one little bug'
But he was determined.
The others went home.
He spread out the program,
Deserted, alone.
The cleaning men came. The
Whole room was cluttered
With memory dumps, punch cards,
'I'm close,' he muttered.
The mumbling got louder,
'Simple deductions,
I've got it, it's right, just
Change one instruction'
It still wasn't perfect
As year followed year
And strangers would comment,
'Is that guy still here'
He died at the console
Of hunger and thirst,
Next day he was buried
Face down, nine edge first.
And the last bug in sight,
An ant passing by,
Saluted his tombstone
And whispered, 'Nice try!'
Author Unknown
In early 1975, The Department of Motor Vehicles now The Department of Licensing, in conjunction with the Department of Social and Health Services, began planning for a larger computer system; and, by September 1975, a contract was awarded to Sperry Univac for an 1100/42 system a creating Service Center 3. The first equipment was installed
in January 1976, providing the two departments with the latest and most advanced system available; and, today, through a strenuous 2 ½ year efforts the new system has become a highly productive reality.
The new Sperry Univac 1100/42 System is a general purpose, high performance multiprocessor system. It incorporates the latest advances in computer design, system organization, and programming technology. The various components of the 1100/42 System are designed as separate logical units which provide maximum functional modularity. The multiprocessing capabilities are an integral part of the system; the command/arithmetic units can perform numerous, simultaneous tasks under control of a common executive system. The flexible modular structure enables a user to tailor a system to his individual requirements. Two key modular components that have greatly influenced DOL's system design are the Data Management System (DMS 1100), and the Transaction Interface Package (TIP 1100). DMS 1100 is an informative Data management system based upon the specifications of the CODASYL Data Base Task Group. It features the separation of data definition and manipulation which allows the data administrator to use a variety of techniques to perform optimization without impacting existing application programs. TIP 1100 is a modular extension to the 1100 operating system to support the specialized needs of a transaction processing environment.
The nucleus of DOL's data processing is the TIP 1100 System using DMS 1100 to describe its 21 million record data base. Access to this data base is via an intricate real-time network consisting of 140 terminals throughout the state. It is further enhanced by DOL's acquisition of intelligent Sperry Univac Universal Terminal System 400 terminals which allow DOL's communication network to be a modern state-of-the-art design.
The data processing responsibility of The Department of Licensing is divided into four major areas: Vehicles, Drivers, Professional Licensing, and Firearms and Permit Registration.
The largest of these is the Vehicles System. It contains 4. 5 million licensed vehicles resulting in its 13.5 million data base records and it processes an average of 7,000 transactions daily using 60 real-time terminals. The primary users of this system have direct access to the data base allowing on-line updates as well as inquiries on a 24 hour basis.
The second largest area of responsibility is the Drivers System. It contains information on 3.2 million licensed drivers resulting in its 6.4 million data base records and it has 61 on-line terminals supporting drivers licensing stations throughout the state. The driver licensing examiners, processing 120,000 license renewals per month, have the capability to inquire and update driver's records in real-time.
The last two major areas are Professional Licensing and Firearms Permit Registration. The Professional Licensing System supports the licensing of all professional people and businesses within the state. It provides access to one million records and utilizes 16 on-line terminals for inquiries and updates. The Firearms and Permit Registration System consists of 500,000 records which reflect the relationship between a firearm and its owner, a transfer from one owner to another, permits to carry guns, and applications to carry concealed weapons. Its on-line system processes an average of 1,500 permits and 1,250 transfers per week.
All of the previously mentioned information available through the different areas of DOL's data base, with the exception of Professional Licensing, has approximately 6,000 inquiries daily by law enforcement agencies. The use of this data base concept, in conjunction with the 1100/42 System, has allowed DOL to provide immediate access to the information necessary for law enforcement agencies throughout the state to better serve the public.
The use of the on-line systems is governed by a security system that is controlled by many factors. Without knowing the proper procedures, access to the data base is prohibited, thus maintaining data integrity.
The Sperry Univac 1100/42 System has supplied The Department of Licensing with the enhancements necessary to handle an ever increasing volume of data. As DOL's responsibilities and requirements change, the system's modular structure will allow for additional software and hardware expansion. The inclusion of the software packages like DMS 1100, into the system's design has advanced DOL' s data processing to a level of sophistication never before available to the agency.
Otis Stelling, DBA, Dept of Licensing
James F. Ryan
James F. Ryan is presently Vice President for Business and Finance at the University of Washington, a position that he has held since October of 1974. Mr. Ryan joined the University of Washington in 1967, and has held the positions of Assistant Vice President for Business and Finance and Vice President for Planning and Budgeting.
Prior to joining the University, Mr. Ryan was employed by state government in Olympia from 1953 to 1967. From 1953 through 1960, he was Supervisor of Research at the State Tax Commission, including the additional responsibility of Executive Secretary of the Tax Advisory Council during the 1957-59 interim period. From 1960 until 1967, he served in the Central Budget Agency, successively filling the positions of Chief Budget Analyst, Acting Budget Director, and Budget Director.
Mr. Ryan was in the Navy during the Korean conflict from 1950 through 1953, as an engineering officer on a destroyer, and in a communications position in the Pacific Fleet Headquarters in Honolulu.
Mr. Ryan graduated from Marquette University-in 1950 with a B. S. degree an mathematics.
Arthur W. McConnell
Art McConnell is presently senior vice president and EDP Division manager for Seattle-First National Bank's statewide computer network. This network includes facilities in Spokane, Pasco, Wenatchee, Everett and Alaska, inter-coupled through data transmission to the main facility in Seattle.
Mr. McConnell is a graduate of Milwaukee School of Engineering with a B. S. in Electrical Engineering. After ten years of system engineering work he joined IBM briefly as a systems engineer assigned to Banking. He subsequently spent five years with Wells Fargo Bank and was in charge of their computer operations and systems development group. He has been with Seattle First national Bank for about three years. He is an active member of the EFTS committee of the Washington State Bankers Association, and has, been appointed by Governor Ray to act in charge of equipment acquisitions in the Data Processing Authority for the State of Washington.
The Director of Systems and Computing is responsible for all instructional, research and administrative computing on campus, though not all computing work is actually processed on Computer Center equipment since there are several small computers in academic departments. We also provide some services to local off-campus users: we rent timesharing ports for $150.00 monthly unlimited use or half that for less than three hours daily, for example. The equipment in the Computer Center consists of an IBM 360/50 with 512K characters of main storage for batch computing and three Interdata 7/32 computers each with between 256K and 512K characters of main storage supporting timesharing systems. The total disk storage on the four systems is approximately 900M characters, The Computer Center runs 24 hours per day Sunday midnight through 5 P.M. Saturday evening. The batch computer is used for academic computing day and evening shifts and for administrative data processing at night. The two largest timesharing systems are academic and are normally left running all hours. The third timesharing system supports on-line administrative applications, during normal office hours only.
The Computer Center employs the equivalent of twenty-six and one-half full-time permanent staff plus between twenty and twenty-five part time students. The permanent staff is divided into ten academic (4 operations, 4.5 programming, and 1.5 administrative) positions and sixteen and one-half administrative data processing (2 operations, 5.5 data entry, 2 scheduling, 5.5 programming, and 1.5 administrative) positions.
The two most prominent features of Western's academic computing are the heavy use of computer assisted instruction and the large-scale use of minicomputers for undergraduate computing. We have pioneered efforts to move computer assisted instruction to small computers using the language PILOT. Our present timesharing system is based around this language coupled with extended BASIC for free access student computing. We are now developing systems to run computer assisted instruction courses on microcomputers that are authored and tested on our timesharing system.
The Computer Center supports two other general purpose minicomputer systems housed within individual academic departments, one in Computer Science and one in Huxley College of Environmental Studies. Both are student operated for specific laboratories but available to some extent for more general use also.
The use of disk-file based report generator/file management software for administrative data processing is probably the most prominent feature of our administrative data processing. We adopted this approach almost ten years ago.
We tend to be the scroungers of higher education computing. Until we recently picked up the surplus DSHS 360/50, for example, we were running the State's oldest computer, an IBM 7090 we obtained surplus from the U.S. Navy six years ago.
At the time we bought our first Interdata 7/32 minicomputer for timesharing there was no software available for that model, so we wrote our own assembler, timesharing operating system and BASIC, PILOT, and FORTRAN language interpreters together with one for WPL, a subset of PL/I. Hughes Aircraft runs a copy of this software to help relieve the load on its Amdahl commuter in Los Angeles,
Approximately 150 faculty and 3,000 students use our facilities during the academic year. We have one of the largest, if not the largest, undergraduate Computer Science program in the State, Last year we processed 73,400 academic batch jobs and 149,300 academic timesharing sign-ons. The numbers are not strictly comparable, since each timesharing sign-on may include several jobs run, but these are likely to be short runs. We expect both numbers to grow by between ten and twenty-five percent this year.
Our largest administrative application area is student information, followed by general accounting, personnel-payroll, library circulation, testing, and others. Last year administrative data processing accounted for approximately half the CPU use of the main batch equipment with a total of 16,100 jobs. There were also 5,700 sign-ons to on-line systems. Both numbers will increase slightly this year.
Melvin Davidson, WWU
There are no technical solutions to management problems, however, there are management solutions to technical problems.
It is generally agreed the human brain is far superior to even the largest computer system around. That is: the brain can think and reason; the computer can't. The computer, however, wins hands down when it comes to retrieving stored information.
Our relatively inefficient recall processes are normally sufficient to meet routine demands. However, some of us are notorious for forgetting things like people's names, our social security number and where we were last night. To compensate, we document critical information on calendars, handy scraps of paper and in filing cabinets.
In the management arena of getting things done through others, we are often caught in a dilemma having the information we need but are unable to recall it within the constraints of cost and time. This memory lag is due primarily to the fact that we receive management knowledge and experience in random order and in small quantities over a long period of time. Since there are no clearly defined "addresses" on which to append these bits and pieces of information, we tend to lose them in our subconscious minds.
We can learn to apply more of our management knowledge and experience in "real-time" by improving recall techniques. One approach is the use of visual symbols or "models." Each model represents a set of management concepts. This is the basis for a course called "Model-Netics" which canis models in action. The "language" contains 151 different word and word diagram models.
I will be describing a different model in the next 11 issues of this newsletter. As a start, I thought the following example would help to explain a model and, at the same time, be of some use to you.
Definition: The Interview Pentagon is a five part guide for conducting job interviews.
The five elements are:
By touching on these five items, it is possible to gather information needed for making employee selection decisions. Also, the interview pentagon can steer you away from unfair pre-employment inquiries as defined by the Washington State Human Rights Commission. For a copy of the booklet "Pre-employment Inquiries and Screening" contact the Washington Human Rights Commission - Evergreen Plaza Bldg., Olympia.
Mike Pennachi, DOL
Dr. Hollister is the Director of the Washington State Department of Retirement Systems, a post to which he was appointed by Governor Ray on January 12, 1977.
He was raised in Detroit, Michigan. At 17, ha became the Assistant Paymaster of the Edison Institute, an educational corporation of Henry Ford. At 19, he enlisted in the Army and within the year he was a Lieutenant commanding a company. During the next 27 years he advanced to the grade of Colonel. During this period he participated in the Aleutian Campaign, and the Korean War. Me had a vast variety of logistical, transportation, and comptroller assignments.
Included in his decorations are the Bronze Star and the Legion of Merit. He completed his B.S. degree in night school at Northwestern University, an M.B.A. degree at Babson College and
holds a doctorate from the University of Utah.
He is currently on leave of absence from the University of Puget Sound where he holds the post of Associate Professor in the School of Business and Public Administration.
Dr. Hollister is married and resides in Tacoma. He and his wife have eight grown children.
In a way, I'm sorry to see Pat Mailey accept his new position with OFM. After all, OFM's gain is our loss. Pat has done an excellent job of developing a training program for data processing personnel. Our training program is a model for other states to follow.
I guess the most outstanding characteristic that Pat brought to the job was his enthusiasm. There was never any question in my mind that Pat liked what he was doing and that he was always giving his very best effort. The Interagency Training Division will be hard pressed to find someone to fill his shoes.
Pat, we will always consider you a member of the data processing community. You'll always be welcome at any Association meeting. I know I say this for everyone: Thanks, Pat, for a job well done!
Jim Andersen, Ecology
Last month your editor's proclaimed "it takes courage to keep silent" -- throwing my own advice and caution to the wind, let's also assume managers should occasionally speak out.
'Tis the season to be thankful. We have our family, our friends, and even our health (we ain't dead yet!) to be thankful for. But as managers, are have a responsibility to be more than just thankful for ourselves, we must care about others, all those intense, active people we work with every day of the week.
The first step toward real caring is understanding; we all know what problems we and our employees face at work, but who can say they understand what these pressures do to us after work? No one knows all the effects, but one sometimes dangerous effect is something called escapism. An "Escape" is something we use or do to keep our minds busy when we might otherwise go crazy from the multitude of pressures on us. Some common "Escapes" that we should perhaps be more aware of are: Hard drugs; overzealous religious fervor; excessive eating; compulsive smoking; obsessions with violence, or danger; and overindulgence in alcohol. Of these escapes, one far outdistances the others in actual danger to all those things we have to be thankful for. See if you can guess which:
For Sale: A powerful, mind-altering drug. Causes mood swings and uncontrolled behavior. Creates sensory and motor disturbances. Is physically and psychologically addictive. Available at drugstores, supermarkets, and other retail establishments.
The drug described is Alcohol.
More than a hundred million people in the U. S. drink alcohol.
When the drinking begins to interfere with the drinkers health, personal relationships, or economic stability, the drinker is an alcoholic. It is ironic that something which starts out as an escape from problem's can ultimately cause more problems than it ever buries.
Some of the early warning signals of alcoholism are:
Who can became an alcoholic? No one is immune, but the statistics show us that some are more susceptible than others, Men are more likely to become alcoholics than women. The more highly educated are more likely to drink. The higher income bracket breeds a higher percentage of alcoholics, consequently alcoholism is most highly prevalent among professionals, Two out of three ain't bad, how do you score?
A few will equate this to the once a year sermon heard at your church -- don't just pass it off as a joke: it is presented with a deep concern for our fellow man. Read on!
On the personal level there are characteristics which can indicate a proneness to addiction:
Alcohol is a danger to both the drinker, and those the drinker comes in contact with. Excessive use of alcohol weakens the heart and inhibits the normal functioning of the liver. The resultant increase in the cholesterol level can result in coronary artery disease.
That means heart attack, paralysis, and even death. Beyond the personal danger, more statistics shove the appalling side-affects: Losses of nine billion dollars in productivity are attributed to alcohol each year. More than 40% of all arrests are alcohol related, with 64% of all homicides associated with alcohol. On the highways drunken drivers account for the deaths of 28,030 people every year. That's not just another meaningless number, that's easily the population of a small town!
But the danger doesn't just stop there. Children of alcoholics become so involved in coping with their parent's alcoholism that they have no time to develop hobbies and interests, and almost invariably become alcoholics themselves in later years.
With the holidays approaching, psychologists recommend that you keep the following guidelines in mind:
Now that you've been through all the statistics and my do's and don'ts, let's assume that the rules are for the other guy. Then let's look at that human element of management: that says "I'm my brother's keeper," that each wants to do and be his best, that each has influences affecting his life, and that we really care about the causes as well as the effects of drinking. Last, but not least, leadership means setting a good example. Remember -- an ounce of prevention is worth a fifth of cure.
Hope you had a Happy Thanksgiving
A committee has been created to review the Bylaws of our Association, The members are:
The function of the committee is to review the ADPM Bylaws and to recommend changes to the members of our Association. Any required changes to the Bylaws must be approved by a two-thirds affirmative vote of the total voting membership.
Bob Paine has agreed to Chair the committee. The chairman will act as a facilitator and will not have a vote in any changes that are considered.
Jim Andersen, Ecology
We wish to thank the following managers foe their participation in the review and finalization of the ADP Standard for Emergency Backup and Recovery Planning.
Jim Andersen, Ecology
If you ask most people exactly what the primary function of a manager or supervisor is, they would probably say it is to give orders and see that they are obeyed.
Modern industrial psychologists, however, would instantly reject such a definition on the grounds that it compels instead of impels people to do their best. The modern leader's primary function is not "giving orders." Rather, it is leading people to make decisions on their own by creating a climate in which self-motivation is allowed to grow and prosper.
In one textile mill, for example, productivity had fallen to an all time low. The employees were women working on a piece rate. Even though it was to their economic advantage to turn out more pieces, they were not doing so.
The manager of this particular plant was of the old school compelling type who tired to force the women to produce more. The result had been low morale and lethargy on the part of the women.
Finally, the home office dispatched an industrial psychologist to the mill to find out what was wrong. The trouble was instantly diagnosed as faulty leadership. The problem then was how to prove this to the manager in such a way that he could be impelled, not compelled, to change his ways.
What the psychologist did was to set up two groups of women for an experiment. The manager was to try two different ways to get these women to produce more. Compulsion was to be used on the first group, impulsion on the second. The manager then would see for himself which method worked and which didn't.
The first group was told that time studies showed that they should be turning out more work. Pressure was put on them to make them work faster or lose their jobs. It was also pointed out to them that they would make more money. The result was disaster. Productivity dropped even lower. As the manager put an more and more pressure, some women quit, others were on the verge of emotional breakdowns. Not a single one increased her earnings.
The second group was handled differently by the manager, following the suggestions of the psychologist. First, the women were brought together in a meeting. They were told the problem, and asked what they thought the problem might be, and were invited to discuss the situation and see if they could come up with some solutions,
After several such discussions, the women decided that they could increase production. They even set up goals which they would try to meet each week. The women were never told by the manager how to increase production; he left it entirely up to them.
Morale soared as the women took pride in coming up with ways to work faster and waste less time. Since they weren't being compelled to work more efficiently, there was no resentment against the manager or the company. They were doing it because they had made the decisions, the ideas were theirs, and each had agreed in front of the others that they could do more.
The result was that production increased 20% in the first month. Even more important, the manager had learned a lesson in leadership. He immediately tried the same tactics with the first group, and its productivity soon matched that of the second.
By using the impelling instead of the compelling method of leadership, everybody in this mill benefitted. The women were happier at their work and were making more money. A potentially good manager had been saved from being fired, the home office was delighted with the increase in profits, and the psychologist more than earned the fee he was paid for solving the problem.
The meeting was called to order at 12:30 by Chairman Jim Andersen, There were 29 members and guests present.
Pat Mailey introduced the guest speaker, Dr. Tim Brown. He is the Chief of the Office of Research for DSHS. He gave us some insight into how computers have been used in a number of their research programs including mental health and developmental disabilities.
Jim Andersen then opened the business portion of the meeting with the Treasurer's report. The October balance was $36.27 and $3.14 was spent for November's guest speaker's lunch. This leaves a balance of $33.13.
George Pickett gave the DPA announcements. He also mentioned that about half of the updated agency data processing plans have been received. He urged those who hadn't submitted their update to please do so since he will be reporting to the DPA on December 7 on the status of the plans.
Dick Applestone reported for the Job Matrix Committee that there has been a meeting scheduled with the Department of Personnel to discuss the Job Matrix.
Don Brown stated that the Computer Report Audit Committee is inactive until agency data is received. The DPA is implementing the process according to the committee's schedule.
Jim Andersen them thanked John Aikin and the other members of the Emergency Backup Planning Committee for a job well done,
Cliff Cotey reported for the personnel Liaison Committee. First, he thanked Pat Mailey for his efforts in establishing and maintaining an excellent data processing training program and stated that the Association would miss him. Cliff indicated that Diane Willett was planning to fill Pat's position and that she welcomed any recommendations from the Association. She would prefer someone from within the state data processing community.
She also plans to establish an advisory committee for the data processing training program. This committee would review the funding, the plan, the execution against plan and coordination of agency planning in this area. Don Smith is currently serving as the Association's representative on this committee. He is also the chairman of the Association's training committee.
John Aikin mentioned the discussions between TESC (Evergreen State College) and the Department of Personnel concerning the possibility that TESC could provide some of the necessary training for academic credit.
The Chairman moved on to new business. He announced that the By-laws committee was being formed. The chairman of this committee would be from a neutral agency, such as DPA and would be non-voting member. The committee would consist of three representatives of large agencies (DSHS, Transportation and Service Center #1) and three representatives of small agencies (Retirement, Revenue, and Utilities and Transportation). The committee is to review the Association's By-Laws and to recommend any appropriate change.
The next item on the agenda was suggested input from the Association in response to the LBC's audit of the DPA. A committee of the Association consisting of John Aikin, Don Brown, Jim Andersen, Bobbi Giovannini and Bill Lundberg drafted a letter for the Association's consideration. After considerable discussion, a motion was made by Don Dahl to send the letter as written to the LBC. The action passed. In addition to the letter, the members felt that it was necessary to find a means to provide continuing input to the LBC on matters pertaining to data processing. The By-Laws committee is also to consider this in their review.
The Association also requested the DPA to send a finalized version of the LBC recommendations to its members.
The meeting was adjourned.