NATIONAL ARCHIVES AND RECORDS ADMINISTRATION

2005 Performance and Accountability Report

**Table of Contents**

**Part 1 Management's Discussion and Analysis**

A Message from the Archivist of the United States 1

Introduction 4

*How to Use This Report* 4

About NARA 4

*Our Vision* 5

*Our Mission* 5

*Our Strategic Goals* 5

*Our Organizational Structure* 6

> NARA's Challenges and Management's Actions to\
> Address These Challenges 8

Performance Highlights 14

*Spotlight on Education* 14

*Spotlight on Partnerships* 19

*Performance Overview* 25

Financial Highlights 33

*Sources of Funds* 33

*Uses of Funds by Function* 34

*Audit Results* 35

*Financial Statement Highlights* 35

*Debt Management* 38

*Erroneous Payments Management* 38

Systems, Controls, and Legal Compliance 39

*Financial Managers' Financial Integrity Act* 39

*Federal Information Security Management Act* 40

*Federal Financial Management Improvement Act* 40

*Prompt Payment Act* 41

*Inspector General Act* 41

Facilities 42

Copies of This Report 44

Other Web Pages of Interest 44

**Part 2 Performance Section**

Measuring and Reporting Our Performance 45

FY 2005 Performance by Strategic Goal 46

*Strategic Goal 1: Records Management* 46

*Strategic Goal 2: Electronic Records* 53

*Strategic Goal 3: Access* 62

*Strategic Goal 4: Space and Preservation* 75

*Strategic Goal 5: Infrastructure* 80

FY 2005 Program Evaluations 87

*Strategic Goal 1: Records Management* 87

*Strategic Goal 2: Electronic Records* 87

*Strategic Goal 3: Access* 87

*Strategic Goal 4: Space and Preservation* 88

*Strategic Goal 5: Infrastructure* 89

*Multi-Goal Evaluations* 90

Status of NARA Records Management Initiatives 92

Federal Records Management Evaluations 96

*Office of the Secretary of Defense* 96

*Department of Treasury, Office of the CIO* 96

*Internal Revenue Service* 97

> *Department of Agriculture Forest Service, Department of the*
>
> *Interior, Bureau of Indian Affairs / Bureau of Land Management /*
>
> *U.S. Fish and Wildlife Service / National Park Service* 97
>
> *Federal Bureau of Investigation* 97

Performance Assessment Rating Tool (PART) Summary 98

*Records Services Program* 98

*Electronic Records Services Program* 99

Definitions 100

**Part 3 Financial Section**

A Message from the Chief Financial Officer 103

Auditor's Reports 105

*Inspector General's Summary* 105

*Independent Auditor's Report* 106

*Management Response to Auditor's Reports* 126

Financial Statements and Additional Information 129

*Limitations of the Financial Statements* 129

*Principal Statements* 130

*Required Supplementary Stewardship Information* 155

*Required Supplementary Information* 157

**Appendixes**

A Inspector General's Assessment of Management Challenges\
Facing NARA 165

B Federal Managers' Financial Integrity Act Report 171

C Progress on 2004 Audit Recommendations 180

# [Part 1]{.smallcaps} MANAGEMENT'S DISCUSSION AND ANALYSIS {#part-1-managements-discussion-and-analysis .AR-Part-Title}

# A Message from the Archivist of the United States {#a-message-from-the-archivist-of-the-united-states .AR-2004-Head-1-Char}

![](media/image1.jpeg){width="1.270138888888889in"
height="1.6243055555555554in"}

The National Archives and Records Administration (NARA) is our nation's
record keeper. Our daily work is that of preserving and providing access
to the records of our Government, whether those records are the
Declaration of Independence, service records of military veterans, or
documentation on homeland security issues that will make our country
safer.

Throughout the history of our democracy, these records have been
first-hand witnesses to the events that have shaped our country. They
have documented the rights and entitlements of our citizens, and they
have held our Government officials accountable to the people.

NARA's mission is vital to continuity of Government, homeland security,
public trust, and national morale.

-   We provide legal authority to many of the actions of the President
    and executive agencies through publication in the *Federal
    Register*, regardless of weather, terrorist attacks, or other
    emergency that may close other Federal operations.

-   We are leading the Federal Government in developing the new
    technology that will enable the Government to share electronic
    information across space and time, reducing the risk that critical
    intelligence will be lost in obsolete hardware and software.

-   We act as First Preservers in times of emergency, assisting Federal,
    state, and local governments in saving their critical records,
    especially those that docu­ment the rights and entitlements of
    citizens.

-   We serve a broad base of customers through a series of education,
    outreach, and partnership initiatives, contributing to civic
    literacy in America.

-   We protect the plans, drawings, maps, and photographs of Federal
    facilities worldwide.

-   We preserve and provide access to the military service records of 56
    million veterans of our armed forces, ensuring that they and their
    families receive the benefits they have earned by defending our
    country.

-   We protect and display the founding documents of our country---the
    Declaration of Independence, the Constitution, and the Bill of
    Rights---which more than a million people a year come to see because
    these Charters of Freedom are the heart of the democracy we cherish.

Never before has NARA played a more essential role in our Government,
and we recognize that the stakes are higher for our success.

That is why I am pleased to present the National Archives and Records
Administration's Performance and Accountability Report for FY 2005.
Thanks to support from our stakeholders and partners and the efforts of
our exceptional staff, we made significant progress on each of the goals
of our Strategic Plan and our two preexisting material weaknesses. Our
Strategic Plan focuses us on five goals---improving records manage­ment,
meeting electronic records challenges, expanding opportunities for
access, meeting storage and preservation needs of growing quantities of
records, and strategi­cally managing our resources. Our progress in these
areas is detailed throughout this report, but I must highlight one
special achievement here.

On September 8, 2005, NARA announced the award of the development
contract for the revolu­tion­ary system that will preserve and provide
access to electronic records across space and time, the Electronic
Records Archives. The goal of this system is to make Federal Government
electronic records available virtually anytime, anywhere, to anyone with
Internet access.

Let me share an example of how critical this system will be. The
personnel files for Americans serving in our armed forces in Iraq,
Afghanistan, and around the world are in digital formats. Our service
members depend on these records not only for their careers in the
military, but subsequently to obtain veteran's benefits, jobs, and
insurance. But today no one can guarantee to Americans serving in our
armed forces that these electronic records can be preserved for as long
as needed. The Electronic Records Archives will enable the U.S.
Government to honor its commitment to veterans; it will enable us to
maintain their digital military personnel files intact and authentic.

I encourage you to read the rest of this report to discover other
strides we have made in helping Federal agencies address records
management problems, making it easier for our customers to find and
order copies of records, preserving at-risk records for future
generations, streamlining the Government's rulemaking process, and much
more.

We also have made strides in ensuring that our resources are well
managed with the proper oversight. It is my informed judgment that there
is reasonable assurance that NARA\'s management controls are achieving
their intended objectives and that the program and financial data
contained in this report are valid and reliable. This assessment is
based on management control evaluations and other written evaluations
conducted in NARA's offices and staff organizations and senior
management\'s knowledge gained from the daily operations of NARA
programs and systems. I also have relied upon the advice of NARA's
Office of the Inspector General concerning this statement of assurance.

Pursuant to Section 4 of the Integrity Act, the financial subsystems of
NARA generally conform to the objectives detailed in OMB Circular A-127,
revised. Although three systems (Order Fulfillment Accounting System;
Trust Fund--Gift Fund Financial Review, Analysis, and Reporting System;
and Records Center Revolving Fund financial management systems) are not
in complete conformance because they fail to meet the financial
management system requirements, the nonconformances are not deemed
material.

NARA, through its management control evaluation process, identified two
material weaknesses in previous fiscal years---computer security in FY
2000 and collections security in FY 2001. We were able to eliminate the
material weakness for computer security this year and make substantial
progress on the collections security weakness, although work continues
in that area. A new material weakness in preservation of records points
to our recognition that we must continuously improve the processes we
have in place to identify and preserve our at-risk records while at the
same time look for new and creative solutions to address the chronic
problem. The actions we will take to address this problem are outlined
later in this report.

There is much more yet to be done, but I believe that our stakeholders
and the public can be proud of their National Archives and Records
Administration, which every day is protecting, preserving, and making
available the essential documentation of our Government.

![](media/image2.jpeg){width="1.6770833333333333in"
height="0.43680555555555556in"}

Allen Weinstein

Archivist of the United States

November 15, 2005

# Introduction {#introduction .AR-2004-Head-1-Char}

This Performance and Accountability Report represents the culmination of
the National Archives and Records Administration's (NARA) program and
financial management processes, which began with strategic and program
planning, continued through the formulation and justification of NARA's
budget to the President and Congress and through budget execution, and
ended with this report on our program performance and use of the
resources entrusted to us. This report was prepared pursuant to the
require­ments of the Chief Financial Officers Act, as amended by the
Reports Consolida­tion Act of 2000, and covers activities from October 1,
2004, through September 30, 2005.

## How to Use This Report {#how-to-use-this-report .AR-2004-Head-2-Char}

This report describes NARA's performance measures, results, and
accountability processes for FY 2005. In assessing our progress, we are
comparing actual results against targets and goals set in our annual
performance plan, which we developed to help us carry out our Strategic
Plan. Our complete set of strategic planning and performance reports is
available on our web site at
*www.archives.gov/about/plans-reports/strategic-plan/*.

This report has four major parts:

-   **Management's Discussion and Analysis**

    Look here for our agency-wide performance and use of resources in
    FY 2005. You also will find information on the strategies we use to
    achieve our goals and the management challenges and external factors
    that affected our performance.

-   **Performance Section**

    Look here for details on our performance by strategic goal and
    long-range performance target in FY 2005. This section covers our
    targets, how and why we met or did not meet them, and explanations
    of how we assess our performance and ensure its reliability.

-   **Financial Section**

    Look here for details on our finances in FY 2005, our consolidated
    financial state­ments and notes, required supplementary information,
    and the reports from our external auditor and our Inspector General.
    Also included is infor­mation on our internal controls and an
    explanation of what kind of information each of our financial
    statements conveys.

-   **Appendixes**

    Look here for our Inspector General's assessment of our agency's
    management challenges, our FMFIA report, and an update on last
    year's audit recommenda­tions made by Clifton Gunderson, LLP.

#  {#section .AR-2004-Head-1-Char}

# About NARA {#about-nara .AR-2004-Head-1-Char}

The National Archives and Records Administration is our national record
keeper. An independent agency created by statute in 1934, NARA
safeguards the records of all three branches of the Federal Government.
Our job is to ensure ready access to essential evidence, and in doing so
we serve a broad spectrum of American society. Genealogists and family
historians; veterans and their authorized representatives; academics,
scholars, historians, business and occupational researchers; publication
and broadcast journalists; Congress, the Courts, the White House, and
other public officials; Federal Government agencies and the individuals
they serve; state and local government personnel; professional
organizations and their members; students and teachers; and the general
public---all seek answers from the records we preserve.

## Our Vision {#our-vision .AR-2004-Head-2-Char}

The National Archives is a public trust on which our democracy depends.
It enables people to inspect for themselves the record of what
Government has done. It enables officials and agencies to review their
actions and help citizens holds them accountable. It ensures continuing
access to essential evidence that documents

-   ![](media/image3.jpeg){width="2.769291338582677in"
    height="2.730708661417323in"}the rights of American citizens,

-   the actions of Federal officials, and

-   the national experience.

To be effective, we at NARA must deter­mine what evidence is essential
for such doc­u­men­­ta­tion, ensure that Govern­ment creates such evi­dence,
and make it easy for users to ac­cess that evidence regardless of where
it is, or where they are, for as long as needed. We also must find
technologies, techniques, and part­ners worldwide that can help improve
service and hold down costs, and we must help staff mem­bers continuously
expand their capability to make the changes neces­sary to realize the
vision.

## Our Mission {#our-mission .AR-2004-Head-2-Char}

NARA ensures, for the Citizen and the Public Servant, for the President
and the Congress and the Courts, ready access to essential evidence.

## Our Strategic Goals {#our-strategic-goals .AR-2004-Head-2-Char}

NARA's strategic goals are set forth in our Strategic Plan, which we
revised in 2003. This revision acknowledged recent achievements,
especially in the e-Government arena; assessed new conditions facing us;
and committed us to measure our value to the taxpayer by setting
aggressive outcome-oriented performance targets.

Our five strategic goals are:

-   Essential evidence is created, identified, appropriately scheduled,
    and managed for as long as needed.

-   Electronic records are controlled, preserved, and made accessible
    for as long as needed.

-   Essential evidence is easy to access regardless of where it is or
    where users are for as long as needed.

-   All records are preserved in an appropriate environment for use as
    long as needed.

-   ![](media/image4.jpeg){width="5.507086614173228in"
    height="1.5515748031496064in"}NARA strategically manages and aligns
    staff, technology, and processes to achieve our mission.

## Our Organizational Structure {#our-organizational-structure .AR-2004-Head-2-Char}

We carry out our mission through a national network of archives and
records services facilities stretching from Washington, DC, to the West
Coast, and from Atlanta to Anchor­age, including Presidential libraries
documenting administrations back to Herbert Hoover. Additionally, we
publish the *Federal Register,* administer the Information Secu­rity
Oversight Office (ISOO), and make grants for historical documentation
through the National Historical Publications and Records Commission
(NHPRC). We preserve and make available, in response to hundreds of
thousands of requests, the records on which the entitlements of
citizens, the credibility of Government, and the accuracy of history
depend. More and more people are using our services and gaining access
to our records through the Internet, whether by requesting copies of
records through our Inquire form at *Archives.gov*, commenting on
regulations at the Government-wide site *Regulations.gov*, searching
online databases of records and information, or engaging in a host of
other activities through *Archives.gov*. We continue to encourage this
trend, by adding online services and contributing to several of the
President's e-Government initiatives, so that citizens everywhere have
access to our vast holdings. The organiza­tional chart in figure 1
provides an overview of NARA's structure.

# NARA's Challenges and Management's Actions to Address These Challenges {#naras-challenges-and-managements-actions-to-address-these-challenges .AR-2004-Head-1-Char}

We at the National Archives and Records Administration (NARA) take our
job of serving the public seriously. And never before have we played
such an indispensable role in our Government. We are doing this work in
the face of multiple challenges that affect the entire Government and
beyond:

-   The post--September 11 environment has forever changed our
    Government. We must deal with new and evolving concerns about
    security, continuity of opera­tions, and emergency preparedness.

-   The dramatic emergence of an electronic Government has brought to
    the fore new records management issues that have implications far
    beyond our Govern­ment. Inspired by the challenges of electronic
    records, NARA is transforming itself from an agency that manages
    predominantly paper to a leader in electronic records management.

-   Deterioration of both the holdings that NARA must keep for posterity
    and the facilities in which they are housed is a fact of life. We
    must address with a steady hand the never-ending challenge of
    maintaining and preserving our holdings---both paper and
    electronic---and our infrastructure---both physical facilities and
    information technology.

Our mission is to ensure that Government officials and the American
public have ready access to essential evidence, and this mission puts us
at the very heart of inter­gov­ern­men­tal electronic communication
challenges. After providing the 9/11 Commission with thousands of
documents crucial to their work, we now maintain the Commission's web
site and are processing all of the Commission's records for use by
Government officials and eventually the public. In response to requests
for documents related to Supreme Court Justice nominee John Roberts, we
provided both public and congressional access to tens of thousands of
documents from our holdings. By digitizing these documents and making
them available online, we ensured the broadest possible access to these
materials.

Whether publishing the emer­gency *Federal Register*, protecting the
vital records assets of Federal agencies nationwide, serving America's
veterans, meeting the challenges of electronic records, or displaying
our nation's Charters of Freedom---the Declaration of Independence, the
Constitution, and the Bill of Rights---to inspire the American public,
NARA plays a critical role in keeping America safe, secure, and focused
on our democratic ideals.

Following are just a few examples of the ways in which the Government
and the public are relying on NARA to meet vital needs.

-   The *Federal Register* must be published each business day,
    regardless of weather, terrorist attacks, or other emergencies that
    may close other Federal operations. Publication, even during
    emergencies, is critical because many of the actions that Executive
    departments and the President need to take require the legal
    authority that comes from publication in the *Federal Register*.

-   NARA responds to more than 1 million requests a year for information
    from or copies of Official Military Personnel Files (OMPFs). Many of
    these requests come from veterans, their families, or organizations
    working on behalf of veterans to verify their military service,
    apply for benefits, or research medical conditions. A veteran's
    ability to obtain a job, housing, or medical care often depends on
    our ability to meet their information needs quickly.

-   NARA protects the essential records of hundreds of Federal agencies
    and courts as well as the records of the Congress, the Supreme
    Court, and 13 Presidential administrations in 36 facilities
    nationwide. These records include everything from highly classified
    National Security Council policy memorandums to con­gres­sional
    committee records to architectural drawings of Federal facilities to
    satellite photographs of major cities to the tax returns of
    individual Ameri­cans. All of this information and more is saved for
    as long as needed because it is essential for the effective
    operations of our government, protecting the rights and entitle­ments
    of our citizens, understanding past decisions and informing future
    policy choices, holding appropriate officials accountable for their
    actions, and ensuring the safety and security of our country.

-   Our greatest challenge is to ensure that valuable electronic
    records---from electronic OMPFs to geographic information systems to
    State Department cable files to transportation security
    databases---are managed and preserved *over time* so that key
    information is not lost in obsolescent hardware and software. To
    meet this challenge, NARA is developing the Electronic Records
    Archives (ERA), a revolutionary system that will capture electronic
    information, regardless of its format, save it permanently, and make
    it accessible on whatever hardware or software is currently in use.

Let us turn to the specific challenges NARA faces:

***Security***. We store more than 27 mil­lion cubic feet of Federal
rec­ords in 36 facilities nationwide, and we have the vital
responsi­bil­ity to pro­tect these records, the staff who care for them,
and the public who visits our facili­ties to use them. To do this, we
must be able to face multiple types of threats and have to plan for a
variety of emer­gencies that may leave our facil­ities vulnerable or
require us to pro­vide shelter for staff and the public.

Currently, NARA has a material weakness in collections security. We are
responsible for the security of billions of records, and we do not have
item-level control over our holdings---nor can we ever expect to.
Because these records belong to the American people, however, they
cannot simply be locked away in bombproof vaults. We have three primary
challenges in this area:

-   We must provide quality service to our customers while instituting
    reasonable internal controls to prevent theft. We must also maintain
    documentation to support the recovery of alienated holdings and
    subsequent prosecution of those who would steal records that belong
    to all Americans.

-   We must take every reasonable measure possible to limit access to
    sensitive records and act expeditiously in coordinating efforts with
    appropriate law enforcement entities as warranted.

-   We must protect and safeguard our facilities, the staff who work in
    our facilities, and the people who visit our facilities to mitigate
    the potential for damage and destruction through both natural and
    deliberately precipitated acts.

-   Having an effective security posture requires that we take a big
    picture, holistic view of all our facilities and holdings. We are
    moving forward on the compre­hen­sive plan to address our security
    weaknesses that we discussed in our Per­for­mance and Accounta­bility
    Report last year.

***Facilities.*** Our 36 facilities are our first line of defense for
records preservation. Providing appropriate physical and environmental
storage conditions is the most cost-effective means to ensure records
preservation. We face an ongoing challenge, however, to ensure that all
of our facilities meet necessary standards for the storage of Federal,
and particularly archival, records. We also must ensure that other
entities that store Federal records comply with existing facility
standards. Our Strategic Plan includes several strategies for meeting
our goal to preserve all records in an appropriate environment for use
as long as needed. Our ability to meet our storage and preservation
challenges will be a key factor in the future course of our agency.

***Information Technology***. An important key to serving our Government
and public customers is having a reliable, expandable, high-capacity,
cost-efficient information technology and communi­cations infrastructure.
For us to be able to use auto­mation to streamline operations and achieve
cost-efficiencies, to develop Internet-based applica­tions for agency and
public access to information, and to provide direct online access to
electronic records and digital images, we must have a sound technical
infrastructure. In fact, if our applications perform poorly, we may
impede the work of other Federal agen­cies or the efforts of the public
to document their rights and entitlements.

The rapid pace of technological change and innovation in today's
environment does offer wide-ranging opportunities for improved
information management. Information tech­nol­ogy---particularly the World
Wide Web---has become integral to providing govern­ment services and
moving the Federal Government's immense stores of informa­tion and
services out of the "back office," onto the Internet, and into the home
and business sectors. As NARA moves to fully embrace e-Government and
seize new technological oppor­tu­nities, we must be able to quickly adapt
to new technologies and leverage tech­nical exper­tise to meet
expecta­tions for quality service.

***Human Resources.*** The proli­fer­ation of technology has forever
changed the nature of Federal record­keeping. Most Federal records are
now created elec­tron­ically, and users increas­ing­ly expect imme­diate
elec­tronic access to them. Traditional paper documents are being
over­taken by data­bases, digital images, digital sound, e-mail with
attach­ments, geographic informa­tion systems, web sites, and other
elec­tronic record formats. The challenges asso­ciated with ac­quiring,
preserv­ing, and making available these myriad elec­tronic records are
immense and can only be met through creativity, leadership,
entre­preneurship, and a willingness to think beyond the conventional.
The Federal Govern­ment is looking to NARA, as the nation's record
keeper, to deliver these creative, entrepre­neurial solutions.

We must respond to this call for leadership if we want to actively
deliver value and innovation rather than simply react to the changes
taking place around us. To do this, we must ensure that our staff has
the skills and competencies needed to provide leadership in records
services in the 21st century, and we must ensure that the systems and
pro­cesses we use to acquire and manage our staff are efficient,
streamlined, flexible, and appro­pri­ate for today's modern workforce.

![](media/image5.jpeg){width="3.235433070866142in"
height="2.677165354330709in"}Our Strategic Plan commits us to hiring,
developing, sustaining, and retaining staff according to the
competencies needed to achieve our strategic goals. In addition, the
President's Management Agenda and Human Capital Assessment and
Accountability Framework instruct agencies to engage in serious
consideration of the skills and compe­tencies needed to per­form the work
of the Govern­ment in the 21st century, to align human resources to
support mission-critical activities, and to streamline and en­hance
delivery of essential human resources services by lev­erag­ing technology
and other process flexibilities.

Our future success as the Government's leader for records services will
depend in large part on the staff that we hire today. We must ensure
that we have the right people in the right positions at the right time
to move the agency forward at this extraordinary time in our history.

**Personnel on Board**

  --------------------- --------------- --------- ----------- ------------- --------- ----------- -------------- --------- -----------
  All funds as of       **Washington,                         **Field                             **Nationwide             
  September 30, 2005    DC, Area**                            Locations**                         Total**                  

  Programs              Full-Time Perm  Other     Total       Full-Time     Other     Total       Full-Time Perm Other     Total
                                                              Perm                                                         

  Records Services      867             126       993         0             0         0           867            126       993

  Regional Records      88              9         97          1,056         277       1,333       1,144          286       1,430
  Services                                                                                                                 

  Presidential          139             8         147         281           74        355         420            82        502
  Libraries                                                                                                                

  Information Security  29              0         29          0             0         0           29             0         29
  Oversight Office                                                                                                         

  Federal Register      73              1         74          0             0         0           73             1         74

  National Historical   13              0         13          0             0         0           13             0         13
  Publications and                                                                                                         
  Records Commission                                                                                                       

  **TOTAL**             **1,209**       **144**   **1,353**   **1,337**     **351**   **1,688**   **2,546**      **495**   **3,041**
  --------------------- --------------- --------- ----------- ------------- --------- ----------- -------------- --------- -----------

***Records Access***. The Federal Government protects hundreds of
millions of classified documents at great expense. In this year's
assessment of declassification in the Executive branch, the Information
Security Oversight Office (ISOO) noted that the Federal Govern­ment's
classification system "cannot be depended upon to protect today\'s
sensitive national security information unless there is an ongoing
process to purge it of yesterday\'s secrets that no longer require
protection." This means undertaking automatic and sys­tem­atic
declassification, as well as mandatory declassification reviews, in
accordance with Executive Order 12958, as amended. Nevertheless,
declassification activity across the Government has been declining for
the past several years.

In its most recent report to the President, ISOO noted an increase in
both original classification and derivative classification decisions
made by the Federal Government. The rise in classification can be
attributed to a combination of factors, including a dramatic increase in
the number of national security operations in recent years, the
exponential increase in the Government's ability to produce information
(both classified and unclassified) through the use of information
technology, and likely over­classi­fi­ca­tion. Government faces the
perpetual challenge of balancing security concerns with the need to
share information. Too much classification unnecessarily impedes
effective information sharing. Too little classification subjects our
nation to potential harm. Pro­active oversight by an agency of its
security classification program is not a luxury. Allowing information
that will not cause damage to national security to remain in the
classification system, or to enter the system in the first instance,
places all classified information at needless increased risk.

Federal agencies have a deadline of December 31, 2009, to review and
resolve (by declas­sifying or exempting) their equities in
security-classified documents more than 25 years old that have been
referred to them by other agencies. We estimate that there are
approx­imately 80 million pages in NARA's holdings that must be acted on
by the agen­cies before the 2009 deadline. Many of these documents must
be reviewed by two or more agencies. We need to make these documents
available to the agencies in a system­atic fashion to enable them to
accomplish their missions, protect permanently valuable Federal records,
and prevent unauthorized releases of still sensitive infor­ma­tion.
Failure to establish a systematic process for handling referrals poses a
significant risk for inad­ver­tent release of still sensitive information.
If agencies resolve referrals in an ad hoc manner, the Government loses
control of the process. We will not be sure that all referred documents
had been acted on because we will have no way of tracking agency
actions. With no standard way of recording agency determinations, it is
likely that we will make mistakes in interpreting agency decisions when
records are processed for release. Without an organized referral
process, it will be impossible to meet the deadline.

Therefore, in cooperation with other agencies, NARA has established an
interagency referral center to provide a systematic approach to the
referral process for Federal records. In our first year of operation we
indexed approximately 1.5 million pages for referral, but the volume of
work remaining is too great to be accomplished by the 2009 deadline
without contract support.

Finally, classified records in our Presidential libraries pose a huge
challenge for us be­cause they are often extremely sensitive, filled with
multiple equities, and highly sought after by Government officials and
the public. The Reagan Library holds the next Presi­den­tial collec­tion to
which the Executive order must be applied and has classified hold­ings of
approx­i­mately 8 million pages. This represents more classified pages
than all of the previ­ous librar­ies combined. Previously, we have
implemented the Remote Archives Capture (RAC) Proj­ect, a collaborative
program among NARA, CIA, and other classifying agencies through which
classified Presidential materials at field locations are electron­ical­ly
scanned and sent to Washington for review by equity-holding agencies. So
far this project has scanned more than 2 million pages from the
Eisenhower, Kennedy, Johnson, Ford, and Car­ter Libraries, but the
dramatic increase in volume of classified records from the Reagan
administration presents significant challenges to our ability to comply
with the Executive order.

***Electronic Records Management***. In this world of exponentially
increasing volumes and formats of electronic records, having the ability
to find, manage, use, share, and dispose of records---which is the
essence of records management---is vital for the efficient and effective
functioning of the Federal Government. Records management is an
essential com­po­nent of knowledge management, and yet records and
information are rarely man­aged as agency business assets and records
management remains marginalized in many agencies. This undermines the
authenticity, reliability, integrity, and usability of Federal records
and information essential for Government business, particularly
electronic Govern­ment and public use.

This Government-wide challenge requires collaborative, creative
solutions with benefits that are obvious to Federal agencies. That is
why we are undertaking a multipronged approach to improving electronic
records management that relies on a suite of strategies, policies,
standards, and tools that facilitate the effective and efficient
management of Federal records. Ultimately, records management should
become so seamlessly inte­grated into agencies' business processes thatit
becomes "second nature"; what they would notice instead is that they can
easily find the information they need, when they need it, in a form they
can use to conduct their business. Getting to this outcome requires that
we both transform our own records management program and transform
records manage­ment across the Government. Given the urgent need to
improve delivery of Government services, enable the sharing of
information across agencies, and manage records and transactions more
effectively, we could not wait to undertake these trans­formations
sequentially. Therefore, we are leading collaborative projects in the
following areas to address both of these transformations simultaneously.

-   Records Management Initiatives---a series of coordinated NARA
    initiatives to transform NARA's approach to Federal records
    management for all records.

-   E-Government Initiatives---these include the ongoing Electronic
    Records Management E-Government Initiative and initiatives to
    implement the Interagency Committee on Government Information (ICGI)
    recommendations for section 207(e) of the E-Government Act of 2002.

-   Electronic Records Archives---the key tool that will allow NARA and
    Federal agencies to manage, preserve, and have access to electronic
    records over space and time.

We are also committed to working with our Inspector General (IG) to
identify and address significant challenges. The Inspector General's Top
Ten Management Challenges, which are highlighted in the IG's semiannual
reports to Congress and include the audits, investigations, and reviews
they have undertaken to identify and address them, are included in
appendix A.

**Performance Highlights**

## Spotlight on Education  {#spotlight-on-education .AR-2004-Head-2-Char}

**Hands-On History Lets Learners Touch the Past**

***Tell me, I forget.***

***Show me, I remember.***

***Involve me, I understand.***

It is August 1948. President Harry S. Truman and the United States face
a serious international crisis: In an act of high-stakes brinksmanship,
the Soviet Union has sealed off the western sectors of Berlin. Winter is
approaching, and more than 2 million Germans are cut off from the basic
necessities of life. You are one of the President's closest advisers.
What advice do you offer him?

Fast forward to 2005. Midwestern students relive this and other
historical crises in the White House Decision Center (WHDC) at the
Truman Library and Museum in Indepen­dence, MO. Since the center's
opening in 2001, more than 18,000 youngsters from rural, suburban, and
urban schools have participated in its unique program of experiential
learning.

The center resembles the West Wing of the White House, com­plete with
brief­ing rooms, a press room, Presidential por­traits, and even
wain­scoting. In this realistic envi­ron­ment, parti­ci­pants assume the
roles of President Truman and his advisers, including the Secre­tary of
State, the Secretary of Defense, the Director of Central Intelli­gence,
and the press secre­tary. They read copies of actual historical
docu­ments---many once marked "top secret." They work together in
advisory teams; analyze options; and supply the President with facts,
recommendations, and assessments. Students also lead and participate in
a press briefing, and one student, portraying the President, announces a
course of action and fields penetrating questions from the media.
![](media/image6.jpeg){width="3.2715277777777776in"
height="2.248611111111111in"}

Along the way, students learn about history, government, and the
Presidency. They develop and apply skills in document analysis, problem
solving, cooperation, commu­nication, and leadership. And perhaps most
important, they come to see history as vivid, compelling, and
engaging---not just a matter of memorizing facts from a textbook.

"The WHDC provided my students with 'hands-on' history," observed one
Missouri teacher. "The past became the present---an interactive drama as
my freshmen lived the push and pull of conflicting opinions within the
halls of power, wrestled with the burden of the Presidency, and dealt
with the power of the press."

Students tend to put it more succinctly. As one high-school senior said,
"It just takes learning out of the books and puts it in your face---and
I love it."

Historical documents and other primary sources have an uncanny power to
capture the attention of even the most reluctant learner. Primary
sources are materials that were created by those who participated in or
witnessed the events of the past, and they bring the past to life with
an immediacy that textbooks cannot match. Studies have shown that when
students work with primary sources, they learn more and their critical
thinking skills improve. It's no wonder that primary sources are
specifically identified in a num­ber of places in the National Standards
for History.

NARA's enormous holdings of primary source materials constitute the
greatest single resource for transforming the study of history and
civics into a first-person experience. At its facilities across the
country, through publications, workshops, and a variety of other
programs, NARA puts primary sources into the hands of students and
teachers, and it trains teachers in the skills they need to incorporate
these materials into their lessons.

Early in his tenure as ninth Archivist of the United States, Allen
Weinstein asked staff to prepare a report outlining the education and
outreach efforts of the National Archives. The result was a 22-page,
single-spaced document listing programs and activities in the
Presidential libraries, regional archives, and Washington, DC--area
facilities. "I was amazed at how much we were doing," observed
Weinstein. "And that report wasn't even comprehensive."

These efforts go back many years. In 1977 NARA began publishing its
"Teaching With Documents" feature in *Social Education,* the journal of
the National Council for the Social Studies, the nation's largest
professional association for social studies teachers. Each "Teaching
With Documents" article examines a historical record from the National
Archives and guides teachers in using the record in the classroom. More
than 140 such articles have now been published, exploring the use of
letters, reports, forms, photo­graphs, patent drawings, and other records
as teaching tools.![](media/image7.jpeg){width="3.3229166666666665in"
height="2.729861111111111in"}

Also for many years, NARA has conducted the Primarily Teaching summer
institute for educators. The workshop brings teachers from around the
country and from many types of communities and schools to NARA's
Washing­ton, DC, headquarters. Under the guidance of NARA education
experts, each participant selects a specific topic, researches the topic
in the records of the National Archives, and develops a teaching unit to
take back to the classroom. The institute turns the teachers into
learners, exposing them to the excite­ment of hands-on investi­ga­tion,
analysis, and discovery---an experience they will then be able to
provide to their own students.

One teacher explained that the Primarily Teaching program had "opened up
a new vista" for him. "I remember on the first day of the course being
handed a copy of Richard Nixon\'s resignation letter," he said. "History
jumped out at me from that page, and I knew that if I had access to
materials such as this, it would prove to be a gold mine in the
classroom."

This gold mine is about to go on the road. In response to the success of
and enthusiasm for Primarily Teaching, NARA has started planning to make
the institute available in other parts of the country. In 2006, pilot
programs will take place at NARA's regional archives in Laguna Niguel,
CA, and at the Eisenhower Library and Museum, in Abilene, KS.

Each of NARA's regional archives, Presidential libraries, and
Washington-area facilities is its own gold mine of materials, and, from
coast to coast, NARA units make these materials available to students
and teachers. They develop printed and electronic publi­ca­tions that
highlight the records held in their facilities, provide copies of the
records, train teachers in methods for incorporating the records into
their lessons, and demon­strate how the lessons relate to specific state
and national standards.

Across the country, NARA units also collaborate with other educational
institutions to make the excitement of primary sources available to
teachers and students. NARA's education office in Washington, its
regional archives, and its Presidential libraries all work extensively
with recipients of Teaching American History Grants. These grants,
spon­sored by the U.S. Department of Education and awarded to local
educational agencies, are in­tended to raise student achieve­ment by
improv­ing teachers' knowledge, understanding, and appreciation of
American history. Through on-site workshops and videoconferences, NARA
staff provide pro­fes­sional development opportu­nities for teachers,
training them in archival research techniques and in the use of primary
sources in the
classroom.![](media/image8.jpeg){width="2.1256944444444446in"
height="2.6333333333333333in"}

Staff across the country also are involved in National History Day, a
year-long educa­tional program that engages students in the discovery and
interpretation of history. Through this program, students conduct
research and create projects related to an annual theme; their projects
are judged at the local, state, and national levels. NARA staff provide
workshops for teachers, contribute lesson plans to an annual teachers'
guide, help students do archival research, serve as judges for local and
state contests, and even host contests. The Eisenhower Library has been
hosting the Kansas state finals for 23 years.

In 2005, thanks to the efforts of NARA's Mid Atlantic Region, the
National History Day program returned to Philadelphia after a lengthy
absence. Regional staff organized and led a collaborative effort of
local educational, cultural, and community organizations that
re-established the program in the city and provided teachers, students,
and parents with the resources and guidance necessary to participate. On
April 21, in the National Constitu­tion Center, National History Day
competition took place in Phila­delphia for the first time in almost two
decades.

A Philadelphia-area middle school principal was stunned by the impact
that the program had on his students---and in particular on one
youngster who had previously been unmotivated by his studies. "With this
young man," said the princi­pal, "the 'light bulb' clicked when he
participated in National History Day. I never saw him so en­gaged and
focused." The young man won a first-place ribbon for his National
History Day project---and has decided that he wants to go to college, a
goal to which he had not previously aspired. The principal has decided
to add more social studies teachers to his faculty. And NARA has started
working with other organizations to revitalize the National History Day
program in another major city: Washington, DC.

In a sense, education permeates everything that NARA does. NARA
preserves the records of America, enabling all citizens to learn about
their nation's history, their families' stories, and their own rights
and entitlements. Every time a NARA unit helps a researcher, holds a
genealogy workshop, offers a public lecture, or opens a new exhibit,
learning takes place. One of the most exciting learning opportunities of
the past year was provided by the opening of the Public Vaults, NARA's
new permanent interactive exhibit in the National Archives Building in
Washington, DC. The exhibit gives people of all ages the feeling of
going into the stacks and vaults of the National Archives to see the raw
material from which history is made. Several of the displays in the
Public Vaults are geared especially for young people. And virtually all
of the materials in the Public Vaults can bring history alive in the
classroom. ![](media/image9.jpeg){width="1.875in"
height="2.5520833333333335in"}

That's why, when NARA's Learning Center opens next year in the same
building, it will provide access to copies of each of the more than
1,000 records on display in the Public Vaults---and much more. The
center's ReSource Room will be the one-stop head­quarters for teachers
and parents seeking ways to bring history alive for their students and
children. Everything NARA's education specialists have written over the
decades about teaching with primary sources---whether based in
Washington, DC, or in the regional archives and Presidential
libraries---will be gathered here. Included will be background
materials, lesson plans, teachers guides, and, of course, copies of
his­torical documents and other records. The Learning Center will also
include the Learning Lab, which will provide a hands-on role-playing
experience in which students will take on the roles of researchers and
archivists.

Other experiential programs are in development across the agency. For
example, the Eisenhower Library is about to formally launch its
Five-Star Leaders program, in which students will take on the roles of
top Allied political and military leaders, analyze documents relating to
the Allied invasion of Hitler's Europe, and provide formal briefings,
with recommendations, to Supreme Headquarters, Allied Expeditionary
Forces. All of these programs will invite students to make direct,
immediate contact with events of the past.

Lee Ann Potter, head of NARA's education programs in Washington, likes
to tell of finding her own great-great grandfather's homestead
application among the billions of documents held by the National
Archives---and of her husband's response. She recalls, "His amazement at
the tri-folded, 8-page, yellowing document from 1872 prompted him to
say, 'I can't believe it was actually his. I can't believe it is here.
And I can't believe they are letting you touch it."

Those reactions encapsulate perhaps the three most important reasons for
teaching history with primary sources: They are a part of the past. They
are with us today. And touching them allows us, quite literally, to
touch the past and connect with it.

##  {#section-1 .AR-2004-Head-2-Char .unnumbered}

## Spotlight on Partnerships {#spotlight-on-partnerships .AR-2004-Head-2-Char}

Although the National Archives and Records Administration stands as the
sole Federal agency charged with preserving and making accessible the
Government's records, we are not alone in carrying out our mission.

In providing "ready access to essential evidence"---the records that
document the rights of our citizens, the decisions of our Government
officials, and our national experience---we draw assistance and support
from a wide variety of private institutions, other Government agencies,
and individuals:

-   At the National Archives Building in Washington, D.C., visitors who
    come to see the parchment documents that created America find much
    more. A privately supported, state-of-the-art exhibition called the
    Public Vaults traces the story of our nation through a unique
    display of 1,100 records from deep within NARA's stacks.

-   At major universities, private research firms, and other Federal
    agencies, NARA has been working with experts in information
    technology and computer science. They've been developing ways to
    preserve for all time the digital records of our government in the
    Electronic Records Archives.

-   In every section of the country, staff at our regional archives and
    Presidential libraries have nurtured strong and enduring
    relationships with local cultural, educational, and genealogical
    groups. Our partners enjoy access to the records of our rich
    history, and we find new audiences for discovering the nation's
    story through primary sources.

These collaborations---and the benefits they bring to all
Americans---are possible because of our strong and vibrant network of
public-private partnerships, collaborations, and joint ventures.

![](media/image10.jpeg){width="3.9681102362204723in"
height="3.0070866141732284in"}Over the years, these arrangements---some
formal, some infor­mal---have become part of the fabric of NARA at all
levels. They have been developed by the agen­cy as a whole, var­i­ous units
within NARA, and individual staff mem­bers who have intro­duced the
National Archives to new audi­ences through profes­sional and personal
ties with community organ­i­za­tions, schools, and genealogy groups.

By partnering with others, our reach and our impact are much greater. In
Washington, we work closely with the Foundation for the National
Archives, created in 1992 to support and develop interest in our
programs and our vast resources.

As a result of the Foundation's work over the past several years, the
National Archives has received millions of dollars from private donors
to help finance all or part of ele­ments of the National Archives
Experience, a set of seven interconnected components that offer a
variety of ways to explore the nation's records and uncover the stories
they tell.

These components include the William G. McGowan Theater, the Lawrence F.
O'Brien Gallery, the Public Vaults, the Learning Center, and the
National Archives Experience portion of NARA's public web site,
*Archives.gov.* The Foundation also operates the popular Archives Shop
in the National Archives Building, which features a wide variety of
National Archives--branded merchandise.

The Foundation's partners and supporters have included the William G.
McGowan Charitable Fund, the family of Lawrence F. O'Brien, Dell Inc.,
Maryland philanthropists Willard Hacker­man and Alan Voorhees, and the
New York Life Foundation. The Foundation has also partnered on
individual projects with U.S. News & World Report and Smith Barney.

At the McGowan Theater, we have, along with the family of the late
Charles Guggen­heim, established the Charles Guggenheim Center for the
Documentary Film at the National Archives. An agreement with the Academy
of Motion Picture Arts and Sciences makes us the Mid-Atlantic venue for
the Academy's documentary film Oscar nominees and other special events.

One of the strategic challenges now facing the National Archives is how
to preserve and make acces­sible for years, decades, even centuries, the
electronic records of what we call e-Government.

The response to this challenge is the Electronic Records Archives (ERA).
It is fundamental to e-Government in that it will allow these records to
be managed and preserved over time and space. The stakes are high, and
failure is not an option.

To help us create ERA, we formed working partnerships with those
institutions on the frontier of research to learn how best to pre­serve
information in electronic format long after the hardware and software
that created it are out of use.

The collaborations on ERA have allowed us to tap the knowledge and
abilities of world-class re­search­ers in such prominent insti­tu­tions as
the Supercomputer Center at the University of Cali­for­nia at San Diego,
the Massachusetts Institute of Technology, the Na­tion­al Center for
Supercomputing Applications at the University of Illinois, the Georgia
Tech Research Institute, and the University of Maryland Institute for
Advanced Compu­ter Studies. We're also working with other Federal
agencies, such as the National Science Foundation, the Army Research
Laboratory, and the National Institute for Standards and Technology.
Other partners include industry groups and international organizations
that face similar challenges. These partnerships have allowed us to gain
far more tech­nical insights and information than we could have on our
own.

With the awarding of the contract for ERA to Lockheed Martin Corp. in
September 2005, we also appointed an advisory committee on the
Electronic Records Archives. It is made up of experts in computer
science, information technology, archival science, records man­age­­ment,
information science, law, history, genealogy, and education.

NARA has taken a leadership role in partnering with professional
organizations dealing with records and archives on a program called "New
Skills for Archivists," which seeks to identify the skills needed in the
new world of electronic records.

While the National Archives Experience and the Electronic Records
Archives involve two of our best-known partnerships, they represent only
a portion of our network of collabor­ations and partnerships. Throughout
the agency, at all levels, other partnerships serve to advance NARA
pro­grams and services and to bring NARA to new audiences, new
stake­holders, and new customers.

This is happening not only in Washington, DC, but in our regional
archives and Presi­dential libraries. At each of the libraries, a
nonprofit foundation supports a broad spec­trum of innovative and
insightful public, education, and information programs so that young and
old alike can learn about history from the documents and the artifacts
that were the backdrop of history as it was being made.

![](media/image11.jpeg){width="3.2098425196850395in"
height="2.7818897637795277in"}For five years, NARA has part­nered with
Howard University in Washington, DC, to significantly enhance access to
one of the most valuable sources of African Ameri­can genealogical
infor­mation: the records of the Bureau of Refugees, Freedmen, and
Abandoned Lands. While NARA microfilms the rec­ords, Howard, with a grant
from the Peck Stacpoole Founda­tion, is preparing the indexes. The
project is to be completed in fiscal year 2006. Earlier, the University
of Florida assisted NARA in putting the Florida records on microfilm.

NARA and the Library of Congress collaborate on a number of projects
aimed at improv­ing the preservation and storage of documents and
artifacts. In FY 2005, the two agencies began discussions on expanding
their research relationship to create a Joint Preservation Research
Agenda, which will broaden their knowledge of methods to conserve and
pre­serve valuable records and artifacts.

In our role as "First Preserver," NARA has joined with professional
archival and records management organizations to provide assistance in
preserving and conserving damaged records in hurricane-battered Gulf
Coast states. On its own, NARA has partnered with the Federal Emergency
Management Agency on records recovery activities in New Orleans. We have
also partnered with the State of Mississippi to provide training for
individuals working on records recovery and with the Federal Bureau of
Investigation for training and technical guidance.

In late 2004, NARA partnered with U.S. News & World Report and Smith
Barney to sponsor the inaugural exhibit in the Lawrence F. O'Brien
Gallery. A collection of Presidential photographs, called "The American
Presidency: Photographic Treasures of the National Archives" featured
images of the private moments of America's most public person.

Our Southeast regional archives in Atlanta, along with the Carter and
Johnson Libraries and the Martin Luther King, Jr., National Historic
Site and others, co-sponsored a special exhibition in 2005 to
commemorate the 40th anniversary of the enactment of the Voting Rights
Act of 1965.

NARA's Pacific Region in San Francisco has partnered with the University
of California at Berkeley to produce a web site called "Case Files for
Early Immigrants to San Fran­cisco and Hawaii," a trove of information
for Asian American genealogy. The web site is supported by the
university.

Our Center for Legislative Archives is one of many partners involved in
the new Capitol Visitor Center, a 580,000-square-foot addition beneath
the Capitol's east plaza. A 16,500-square-foot exhibit gallery will
feature original House and Senate records pre­served at the Center, other
historical records from NARA, and documents from the Library of
Con­gress. NARA will gain a new audience in the millions of visitors to
the Capitol each year.

![](media/image12.jpeg){width="2.645669291338583in"
height="2.5070866141732284in"}For five years, NARA worked with
Middle­march Films, NOVA/WGBH in Boston, and the Public Broadcasting
Service to produce a film, *Preserving the Charters of Freedom,* that is
now shown twice daily in the McGowan Theater. The film traces the story
of how the Declaration of Independence, the Constitu­tion, and the Bill
of Rights were taken out of their old encasements, given conservation
treatment, and placed in new state-of-the-art encasements during the
renovation of the Rotunda.

Throughout NARA---in Washington, the regional archives, and the
Presidential librar­ies---staff members work with elementary and
secondary schools and colleges and universities as well as individual
teachers and students to bring our holdings into the nation's
classrooms. These efforts include work with Teaching American History
grants and the National History Day competitions at local, state, and
national levels.

Several of our Presidential libraries---Kennedy, Ford, Johnson, Clinton,
and Bush---are located on, adjacent to, or near university campuses and
are valuable resources for graduate and undergraduate students studying
American history or public policy.

The Eisenhower Library in Abilene, KS, has a formal arrangement with
Kansas State University's Institute for Military History and 20th
Century American Studies in Man­hattan, KS, and the Army's Command and
General Staff College at Fort Leaven­worth, KS. The library helps host
major conferences and serves as a rich resource and a portal to NARA for
the university's online doctoral program in military history.

Many other partnerships take the form of loans of documents. For
example, NARA has recently loaned Louisiana Purchase documents to
various institutions to commemorate the 200th anniversary of the treaty.
The National Museum of the American Indian has borrowed various Indian
treaties and documents. NARA loaned the Library of Congress a variety of
documents, including President Harry S. Truman's recognition of the
State of Israel, for its exhibit "From Haven to Home," which
commemorated 350 years of Jewish life in America.

Around the nation, our regional archives work with various groups,
especially genealogy organizations, to familiarize them with the records
NARA holds and how best to access and research them. Our Presidential
libraries are often the site of symposia, celebrations, or special
events co-sponsored with their affiliated institute or foundation or
with other organizations or institutions.

Today, NARA is rich in partnerships, collaborations, joint projects,
document loans, and other arrangements with other public and private
institutions that allow us to do things that we simply could not do
otherwise.

By bringing America's records to new audiences, these partnerships help
us broaden our reach and our ability to share the primary sources of
America's story with Americans.

+-----------------------+---------+---------+-------+-------+-------+
| ### Using the Na      |         |         |       |       |       |
| tional Archives and R |         |         |       |       |       |
| ecords Administration |         |         |       |       |       |
|                       |         |         |       |       |       |
| FY 2005               |         |         |       |       |       |
+-----------------------+---------+---------+-------+-------+-------+
|                       | *       | *       | **Wr  | **Pub | **Mus |
|                       | *Resear | *Resear | itten | lic** | eum** |
|                       | chers** | chers** | Reque |       |       |
|                       |         |         | sts** | *     | **    |
|                       | **Micr  | **      |       | *Prog | Visit |
|                       | ofilm** | Other** |       | ram** | ors** |
|                       |         |         |       |       |       |
|                       |         | **Re    |       | **A   |       |
|                       |         | cords** |       | ttend |       |
|                       |         |         |       | ees** |       |
+-----------------------+---------+---------+-------+-------+-------+
| **Washington, DC,     | **2     | **6     | **38, | **2,  | **1   |
| Area**                | 6,109** | 5,803** | 173** | 152** | ,003, |
|                       |         |         |       |       | 006** |
+-----------------------+---------+---------+-------+-------+-------+
| **Office of Regional  |         |         |       |       |       |
| Records Services**    |         |         |       |       |       |
+-----------------------+---------+---------+-------+-------+-------+
| Northeast Region      | 7,469   | 943     | 2,258 | 1,339 | ---   |
| (Boston)              |         |         |       |       |       |
+-----------------------+---------+---------+-------+-------+-------+
| Northeast Region      | 2,853   | ---     | 933   | 655   | ---   |
| (Pittsfield)          |         |         |       |       |       |
+-----------------------+---------+---------+-------+-------+-------+
| Northeast Region (New | 5,921   | 1,681   | 4,450 | 674   | ---   |
| York)                 |         |         |       |       |       |
+-----------------------+---------+---------+-------+-------+-------+
| Mid Atlantic Region   | 6,648   | 342     | 1,266 | 513   | ---   |
| (Philadelphia)        |         |         |       |       |       |
+-----------------------+---------+---------+-------+-------+-------+
| Southeast Region      | 4,253   | 523     | 2,167 | 137   | ---   |
| (Atlanta)             |         |         |       |       |       |
+-----------------------+---------+---------+-------+-------+-------+
| Great Lakes Region    | 2,934   | 404     | 3,614 | 162   | ---   |
| (Chicago)             |         |         |       |       |       |
+-----------------------+---------+---------+-------+-------+-------+
| Great Lakes Region    | ---     | ---     | ---   | 82    | ---   |
| (Dayton)              |         |         |       |       |       |
+-----------------------+---------+---------+-------+-------+-------+
| Central Plains Region | 2,531   | 497     | 2,199 | 751   | ---   |
| (Kansas City)         |         |         |       |       |       |
+-----------------------+---------+---------+-------+-------+-------+
| Southwest Region      | 4,333   | 1,087   | 3,419 | 402   | ---   |
| (Fort Worth)          |         |         |       |       |       |
+-----------------------+---------+---------+-------+-------+-------+
| Rocky Mountain Region | 3,312   | 925     | 437   | 609   | ---   |
| (Denver)              |         |         |       |       |       |
+-----------------------+---------+---------+-------+-------+-------+
| Pacific Region        | 4,178   | 603     | 1,474 | 432   | ---   |
| (Laguna Niguel)       |         |         |       |       |       |
+-----------------------+---------+---------+-------+-------+-------+
| Pacific Region (San   | 3,479   | 1,239   | 2,797 | 373   | ---   |
| Bruno)                |         |         |       |       |       |
+-----------------------+---------+---------+-------+-------+-------+
| Pacific Region        | 1,565   | 465     | 413   | ---   | ---   |
| (Anchorage)           |         |         |       |       |       |
+-----------------------+---------+---------+-------+-------+-------+
| Pacific Alaska Region | 4,883   | 940     | 1,503 | 1,038 | ---   |
| (Seattle)             |         |         |       |       |       |
+-----------------------+---------+---------+-------+-------+-------+
| National Personnel    | ---     | 74      | 1,02  | ---   | ---   |
| Records Center        |         |         | 4,569 |       |       |
+-----------------------+---------+---------+-------+-------+-------+
| **Regional Records    | **5     | **      | **1   | **7,  | ---   |
| Services Total**      | 4,359** | 9,723** | ,051, | 167** |       |
|                       |         |         | 499** |       |       |
+-----------------------+---------+---------+-------+-------+-------+
| **Presidential        |         |         |       |       |       |
| Libraries**           |         |         |       |       |       |
+-----------------------+---------+---------+-------+-------+-------+
| Hoover                | ---     | 324     | 1,351 | 3     | 5     |
|                       |         |         |       | 3,163 | 5,564 |
+-----------------------+---------+---------+-------+-------+-------+
| Roosevelt             | ---     | 1,439   | 2,949 | 1     | 10    |
|                       |         |         |       | 4,961 | 6,194 |
+-----------------------+---------+---------+-------+-------+-------+
| Truman                | ---     | 830     | 2,462 | 5,282 | 9     |
|                       |         |         |       |       | 4,540 |
+-----------------------+---------+---------+-------+-------+-------+
| Eisenhower            | 13      | 1,222   | 3,523 | 1     | 6     |
|                       |         |         |       | 1,735 | 9,980 |
+-----------------------+---------+---------+-------+-------+-------+
| Kennedy               | ---     | 1,314   | 3,037 | 4     | 18    |
|                       |         |         |       | 5,732 | 7,354 |
+-----------------------+---------+---------+-------+-------+-------+
| Johnson               | ---     | 1,515   | 2,871 | 6,263 | 22    |
|                       |         |         |       |       | 4,078 |
+-----------------------+---------+---------+-------+-------+-------+
| Nixon                 | ---     | 1,600   | 2,005 | 600   | ---   |
+-----------------------+---------+---------+-------+-------+-------+
| Ford                  | ---     | 1,033   | 2,028 | 1     | 4     |
|                       |         |         |       | 9,458 | 8,336 |
+-----------------------+---------+---------+-------+-------+-------+
| Carter                | ---     | 723     | 1,092 | 176   | 7     |
|                       |         |         |       |       | 6,515 |
+-----------------------+---------+---------+-------+-------+-------+
| Reagan                | ---     | 848     | 601   | 5     | 29    |
|                       |         |         |       | 0,122 | 7,465 |
+-----------------------+---------+---------+-------+-------+-------+
| Bush                  | ---     | 279     | 1,295 | 2     | 13    |
|                       |         |         |       | 0,975 | 2,327 |
+-----------------------+---------+---------+-------+-------+-------+
| Clinton               | ---     | 33      | 2,733 | 2     | 44    |
|                       |         |         |       | 7,508 | 7,788 |
+-----------------------+---------+---------+-------+-------+-------+
| **Presidential        | **13**  | **1     | **25, | *     | **1   |
| Libraries Total**     |         | 1,160** | 947** | *235, | ,740, |
|                       |         |         |       | 975** | 141** |
+-----------------------+---------+---------+-------+-------+-------+
| **TOTAL**             | **8     | **8     | **1   | *     | **2   |
|                       | 0,481** | 6,686** | ,115, | *245, | ,743, |
|                       |         |         | 619** | 294** | 147** |
+-----------------------+---------+---------+-------+-------+-------+

![](media/image13.jpeg){width="0.0in" height="0.0in"}

## Performance Overview {#performance-overview .AR-2004-Head-2-Char}

We break down our five strategic goals into long-range performance
targets and set annu­al targets in our Annual Performance Plan each year.
The following chart provides a synopsis of our FY 2005 performance.
Details of some of this year's major accom­plish­ments under each
strategic goal follow the chart.

### Snapshot of 2005 Performance {#snapshot-of-2005-performance .AR-2004-Head-3}

+---------------------------------+-----+-----+-----+-----+-----+---+---+-----+
| **Strategic Goal 1: *Essential  |     |     |     |     |     |   |   |     |
| Evidence Is Created,            |     |     |     |     |     |   |   |     |
| Identified, Appropriately       |     |     |     |     |     |   |   |     |
| Scheduled, and Managed for as   |     |     |     |     |     |   |   |     |
| Long as Needed.***              |     |     |     |     |     |   |   |     |
+---------------------------------+-----+-----+-----+-----+-----+---+---+-----+
| 1.1: By 2008, 95% of agencies   |     |     |     |     |     |   |   |     |
| view their records management   |     |     |     |     |     |   |   |     |
| program as a positive tool for  |     |     |     |     |     |   |   |     |
| asset and risk management.      |     |     |     |     |     |   |   |     |
|                                 |     |     |     |     |     |   |   |     |
| 1.2: By 2008, 95% of approved   |     |     |     |     |     |   |   |     |
| capital asset plans have        |     |     |     |     |     |   |   |     |
| approved records schedules by   |     |     |     |     |     |   |   |     |
| the time those systems begin    |     |     |     |     |     |   |   |     |
| creating records.               |     |     |     |     |     |   |   |     |
|                                 |     |     |     |     |     |   |   |     |
| 1.3: By 2008, 95% of customers  |     |     |     |     |     |   |   |     |
| are satisfied with NARA         |     |     |     |     |     |   |   |     |
| scheduling and appraisal        |     |     |     |     |     |   |   |     |
| services.                       |     |     |     |     |     |   |   |     |
+---------------------------------+-----+-----+-----+-----+-----+---+---+-----+
| **Performance Indicator**       | **2 | **2 | **2 | **2 | *   | * |   |     |
|                                 | 001 | 002 | 003 | 004 | **2 | * |   |     |
|                                 | Ac  | Ac  | Ac  | Ac  | 005 | 2 |   |     |
|                                 | tua | tua | tua | tua | Tar | 0 |   |     |
|                                 | l** | l** | l** | l** | get | 0 |   |     |
|                                 |     |     |     |     | *** | 5 |   |     |
|                                 |     |     |     |     |     | A |   |     |
|                                 |     |     |     |     |     | c |   |     |
|                                 |     |     |     |     |     | t |   |     |
|                                 |     |     |     |     |     | u |   |     |
|                                 |     |     |     |     |     | a |   |     |
|                                 |     |     |     |     |     | l |   |     |
|                                 |     |     |     |     |     | * |   |     |
|                                 |     |     |     |     |     | * |   |     |
+---------------------------------+-----+-----+-----+-----+-----+---+---+-----+
| Annual percent of targeted      | 100 | 100 | 100 | 100 | *   | 1 |   |     |
| assistance partnership          |     |     |     |     | 95* | 0 |   |     |
| agreements delivering the       |     |     |     |     |     | 0 |   |     |
| results promised.               |     |     |     |     |     |   |   |     |
+---------------------------------+-----+-----+-----+-----+-----+---+---+-----+
| Median time for records         | 237 | 470 | 155 | 253 | *2  | 3 |   |     |
| schedule items completed (in    |     |     |     |     | 00* | 7 |   |     |
| calendar days).                 |     |     |     |     |     | 2 |   |     |
+---------------------------------+-----+-----+-----+-----+-----+---+---+-----+
| **Strategic Goal 2: *Electronic |     |     |     |     |     |   |   |     |
| Records Are Controlled,         |     |     |     |     |     |   |   |     |
| Preserved, and Made Accessible  |     |     |     |     |     |   |   |     |
| for as Long as Needed.***       |     |     |     |     |     |   |   |     |
+---------------------------------+-----+-----+-----+-----+-----+---+---+-----+
| 2.1: By 2008, NARA's Records    |     |     |     |     |     |   |   |     |
| Center Program accepts and      |     |     |     |     |     |   |   |     |
| services electronic records.    |     |     |     |     |     |   |   |     |
|                                 |     |     |     |     |     |   |   |     |
| 2.2: By 2008, 80% of scheduled  |     |     |     |     |     |   |   |     |
| archival electronic records are |     |     |     |     |     |   |   |     |
| accessioned by NARA at the      |     |     |     |     |     |   |   |     |
| scheduled time.                 |     |     |     |     |     |   |   |     |
|                                 |     |     |     |     |     |   |   |     |
| 2.3: By 2008, 80% of archival   |     |     |     |     |     |   |   |     |
| electronic records are managed  |     |     |     |     |     |   |   |     |
| at the appropriate level of     |     |     |     |     |     |   |   |     |
| service.                        |     |     |     |     |     |   |   |     |
|                                 |     |     |     |     |     |   |   |     |
| 2.4: By 2008, the median time   |     |     |     |     |     |   |   |     |
| from the transfer of archival   |     |     |     |     |     |   |   |     |
| electronic records to NARA      |     |     |     |     |     |   |   |     |
| until they are available for    |     |     |     |     |     |   |   |     |
| access is 35 days or less.      |     |     |     |     |     |   |   |     |
|                                 |     |     |     |     |     |   |   |     |
| 2.5: By 2008, the per-megabyte  |     |     |     |     |     |   |   |     |
| cost for managing archival      |     |     |     |     |     |   |   |     |
| electronic records through the  |     |     |     |     |     |   |   |     |
| Electronic Records Archives     |     |     |     |     |     |   |   |     |
| decreases each year.            |     |     |     |     |     |   |   |     |
+---------------------------------+-----+-----+-----+-----+-----+---+---+-----+
| **Performance Indicator**       | **2 | **2 | **2 | **2 | *   |   | * |     |
|                                 | 001 | 002 | 003 | 004 | **2 |   | * |     |
|                                 | Ac  | Ac  | Ac  | Ac  | 005 |   | 2 |     |
|                                 | tua | tua | tua | tua | Tar |   | 0 |     |
|                                 | l** | l** | l** | l** | get |   | 0 |     |
|                                 |     |     |     |     | *** |   | 5 |     |
|                                 |     |     |     |     |     |   | A |     |
|                                 |     |     |     |     |     |   | c |     |
|                                 |     |     |     |     |     |   | t |     |
|                                 |     |     |     |     |     |   | u |     |
|                                 |     |     |     |     |     |   | a |     |
|                                 |     |     |     |     |     |   | l |     |
|                                 |     |     |     |     |     |   | * |     |
|                                 |     |     |     |     |     |   | * |     |
+---------------------------------+-----+-----+-----+-----+-----+---+---+-----+
| Percent increase in number of   | --- | --- | --- | 51  | *   |   | 2 |     |
| archival electronic holdings    |     |     |     |     | 20* |   | 0 |     |
| accessible online.              |     |     |     |     |     |   |   |     |
+---------------------------------+-----+-----+-----+-----+-----+---+---+-----+
| Median time from the transfer   | --- | --- | 450 | 736 | *2  |   | 4 |     |
| of archival electronic records  |     |     |     |     | 50* |   | 1 |     |
| to NARA until they are          |     |     |     |     |     |   | 3 |     |
| available for access (in        |     |     |     |     |     |   |   |     |
| calendar days).                 |     |     |     |     |     |   |   |     |
+---------------------------------+-----+-----+-----+-----+-----+---+---+-----+
| Percent of NARA's electronic    | 97  | 98  | 97  | 93  | *   |   | 9 |     |
| holdings stabilized in          |     |     |     |     | 80* |   | 9 |     |
| preparation for their transfer  |     |     |     |     |     |   | . |     |
| to the Electronic Records       |     |     |     |     |     |   | 7 |     |
| Archives.                       |     |     |     |     |     |   |   |     |
+---------------------------------+-----+-----+-----+-----+-----+---+---+-----+
| **Strategic Goal 3: *Essential  |     |     |     |     |     |   |   |     |
| Evidence Is Easy to Access      |     |     |     |     |     |   |   |     |
| Regardless of Where It Is or    |     |     |     |     |     |   |   |     |
| Where Users Are for as Long as  |     |     |     |     |     |   |   |     |
| Needed.***                      |     |     |     |     |     |   |   |     |
+---------------------------------+-----+-----+-----+-----+-----+---+---+-----+
| 3.1: By 2007, access to records |     |     |     |     |     |   |   |     |
| and services and customer       |     |     |     |     |     |   |   |     |
| satisfaction levels meet or     |     |     |     |     |     |   |   |     |
| exceed NARA's published         |     |     |     |     |     |   |   |     |
| standards.                      |     |     |     |     |     |   |   |     |
|                                 |     |     |     |     |     |   |   |     |
| 3.2: By 2007, 70% of NARA       |     |     |     |     |     |   |   |     |
| services are available online.  |     |     |     |     |     |   |   |     |
|                                 |     |     |     |     |     |   |   |     |
| 3.3: By 2008, 80% of NARA       |     |     |     |     |     |   |   |     |
| archival holdings are described |     |     |     |     |     |   |   |     |
| in an online catalog.           |     |     |     |     |     |   |   |     |
|                                 |     |     |     |     |     |   |   |     |
| 3.4: By 2007, Government-wide   |     |     |     |     |     |   |   |     |
| holdings of 25-year-old or      |     |     |     |     |     |   |   |     |
| order records are declassified, |     |     |     |     |     |   |   |     |
| properly exempted, or           |     |     |     |     |     |   |   |     |
| appropriately referred under    |     |     |     |     |     |   |   |     |
| the provisions of Executive     |     |     |     |     |     |   |   |     |
| Order 12958, as amended,        |     |     |     |     |     |   |   |     |
| through a series of ISOO-led    |     |     |     |     |     |   |   |     |
| interagency efforts.            |     |     |     |     |     |   |   |     |
|                                 |     |     |     |     |     |   |   |     |
| 3.5: By 2007, NARA archival     |     |     |     |     |     |   |   |     |
| holdings of 25-year-old or      |     |     |     |     |     |   |   |     |
| older records are declassified, |     |     |     |     |     |   |   |     |
| properly exempted, or           |     |     |     |     |     |   |   |     |
| appropriately referred under    |     |     |     |     |     |   |   |     |
| the provisions of Executive     |     |     |     |     |     |   |   |     |
| Order 12958, as amended.        |     |     |     |     |     |   |   |     |
|                                 |     |     |     |     |     |   |   |     |
| 3.6: By 2007, 10% of records of |     |     |     |     |     |   |   |     |
| a two-term President or 15% of  |     |     |     |     |     |   |   |     |
| records for a one-term          |     |     |     |     |     |   |   |     |
| President are open and          |     |     |     |     |     |   |   |     |
| available for research at the   |     |     |     |     |     |   |   |     |
| end of the 5-year               |     |     |     |     |     |   |   |     |
| post-Presidential period        |     |     |     |     |     |   |   |     |
| specified in the Presidential   |     |     |     |     |     |   |   |     |
| Records Act.                    |     |     |     |     |     |   |   |     |
|                                 |     |     |     |     |     |   |   |     |
| 3.7: By 2007, 90% of all        |     |     |     |     |     |   |   |     |
| NHPRC-assisted projects produce |     |     |     |     |     |   |   |     |
| results promised in approved    |     |     |     |     |     |   |   |     |
| grant applications.             |     |     |     |     |     |   |   |     |
+---------------------------------+-----+-----+-----+-----+-----+---+---+-----+
| **Performance Indicator**       | **2 | **2 | **2 | **2 | *   |   | * |     |
|                                 | 001 | 002 | 003 | 004 | **2 |   | * |     |
|                                 | Ac  | Ac  | Ac  | Ac  | 005 |   | 2 |     |
|                                 | tua | tua | tua | tua | Tar |   | 0 |     |
|                                 | l** | l** | l** | l** | get |   | 0 |     |
|                                 |     |     |     |     | *** |   | 5 |     |
|                                 |     |     |     |     |     |   | A |     |
|                                 |     |     |     |     |     |   | c |     |
|                                 |     |     |     |     |     |   | t |     |
|                                 |     |     |     |     |     |   | u |     |
|                                 |     |     |     |     |     |   | a |     |
|                                 |     |     |     |     |     |   | l |     |
|                                 |     |     |     |     |     |   | * |     |
|                                 |     |     |     |     |     |   | * |     |
+---------------------------------+-----+-----+-----+-----+-----+---+---+-----+
| Percent of written requests     | 93  | 93  | 94  | 95  | *   |   | 9 |     |
| answered within 10 working      |     |     |     |     | 95* |   | 6 |     |
| days.                           |     |     |     |     |     |   |   |     |
+---------------------------------+-----+-----+-----+-----+-----+---+---+-----+
| Percent of Freedom of           | 27  | 76  | 61  | 65  | *   |   | 8 |     |
| Information Act requests for    |     |     |     |     | 90* |   | 0 |     |
| Federal records completed       |     |     |     |     |     |   |   |     |
| within 20 working days.         |     |     |     |     |     |   |   |     |
+---------------------------------+-----+-----+-----+-----+-----+---+---+-----+
| **Performance Indicator**       | **2 | **2 | **2 | **2 | *   |   |   | **2 |
|                                 | 001 | 002 | 003 | 004 | **2 |   |   | 005 |
|                                 | Ac  | Ac  | Ac  | Ac  | 005 |   |   | Ac  |
|                                 | tua | tua | tua | tua | Tar |   |   | tua |
|                                 | l** | l** | l** | l** | get |   |   | l** |
|                                 |     |     |     |     | *** |   |   |     |
+---------------------------------+-----+-----+-----+-----+-----+---+---+-----+
| Percent of requests for         | 7   | 40  | 37  | 75  | *   |   |   | 88  |
| military service separation     |     |     |     |     | 95* |   |   |     |
| records at the National         |     |     |     |     |     |   |   |     |
| Personnel Records Center in St. |     |     |     |     |     |   |   |     |
| Louis answered within 10        |     |     |     |     |     |   |   |     |
| working days.                   |     |     |     |     |     |   |   |     |
+---------------------------------+-----+-----+-----+-----+-----+---+---+-----+
| Percent of items requested in   | 93  | 94  | 96  | 98  | *   |   |   | 98  |
| our research rooms furnished    |     |     |     |     | 95* |   |   |     |
| within one hour of request or   |     |     |     |     |     |   |   |     |
| scheduled pull time.            |     |     |     |     |     |   |   |     |
+---------------------------------+-----+-----+-----+-----+-----+---+---+-----+
| Percent of customers with       | 9   | 9   | 9   | 9   | *   |   |   | 9   |
| appointments for whom records   | 9.7 | 9.8 | 9.9 | 9.3 | 99* |   |   | 9.4 |
| are waiting at the appointed    |     |     |     |     |     |   |   |     |
| time.                           |     |     |     |     |     |   |   |     |
+---------------------------------+-----+-----+-----+-----+-----+---+---+-----+
| Percent of Federal agency       | 93  | 92  | 94  | 96  | *   |   |   | 97  |
| reference requests in Federal   |     |     |     |     | 95* |   |   |     |
| records centers that are ready  |     |     |     |     |     |   |   |     |
| when promised to the customer.  |     |     |     |     |     |   |   |     |
+---------------------------------+-----+-----+-----+-----+-----+---+---+-----+
| Percent of records center       | 99  | 99  | 99  | 99  | *   |   |   | 99  |
| shipments to Federal agencies   | .99 | .99 | .99 | .99 | 99* |   |   | .99 |
| that are the records they       |     |     |     |     |     |   |   |     |
| requested.                      |     |     |     |     |     |   |   |     |
+---------------------------------+-----+-----+-----+-----+-----+---+---+-----+
| Percent of archival fixed-fee   | --- | 88  | 99  | 9   | *   |   |   | 9   |
| reproduction orders that are    |     |     |     | 9.9 | 80* |   |   | 7.2 |
| completed in 35 working days or |     |     |     |     |     |   |   |     |
| less.                           |     |     |     |     |     |   |   |     |
+---------------------------------+-----+-----+-----+-----+-----+---+---+-----+
| Percent of education programs,  | 97  | 96  | 95  | 99  | *   |   |   | 99  |
| workshops, and training courses |     |     |     |     | 95* |   |   |     |
| meeting attendees'              |     |     |     |     |     |   |   |     |
| expectations.                   |     |     |     |     |     |   |   |     |
+---------------------------------+-----+-----+-----+-----+-----+---+---+-----+
| Percent of NARA services        | 24  | 25  | 30  | 40  | *   |   |   | 50  |
| available online.               |     |     |     |     | 50* |   |   |     |
+---------------------------------+-----+-----+-----+-----+-----+---+---+-----+
| Percent of traditional holdings | --- | 19  | 20  | 33  | *   |   |   | 42  |
| in an online catalog.           |     |     |     |     | 40* |   |   |     |
+---------------------------------+-----+-----+-----+-----+-----+---+---+-----+
| Percent of artifact holdings in | --- | 19  | 17  | 40  | *   |   |   | 43  |
| an online catalog.              |     |     |     |     | 40* |   |   |     |
+---------------------------------+-----+-----+-----+-----+-----+---+---+-----+
| Percent of electronic holdings  | --- | 0   | 0   | 10  | *   |   |   | 31  |
| in an online catalog.           |     | .02 | .02 |     | 10* |   |   |     |
+---------------------------------+-----+-----+-----+-----+-----+---+---+-----+
| Annual number of Presidential   | 322 | 332 | 470 | 500 | *3  |   |   | 563 |
| pages scanned (in thousands).   |     |     |     |     | 00* |   |   |     |
+---------------------------------+-----+-----+-----+-----+-----+---+---+-----+
| Cumulative percent of Clinton   | 1   | 1   | 1   | 2   | *5* |   |   | 3   |
| Presidential and Vice           |     |     |     |     |     |   |   |     |
| Presidential traditional        |     |     |     |     |     |   |   |     |
| holdings processed for opening  |     |     |     |     |     |   |   |     |
| January 20, 2006.               |     |     |     |     |     |   |   |     |
+---------------------------------+-----+-----+-----+-----+-----+---+---+-----+
| Percent of NHPRC grant-funded   | 91  | 79  | 86  | 88  | *   |   |   | 85  |
| projects that produced results  |     |     |     |     | 87* |   |   |     |
| promised in grant applications. |     |     |     |     |     |   |   |     |
+---------------------------------+-----+-----+-----+-----+-----+---+---+-----+
| **Strategic Goal 4: *All        |     |     |     |     |     |   |   |     |
| Records Are Preserved in an     |     |     |     |     |     |   |   |     |
| Appropriate Environment for Use |     |     |     |     |     |   |   |     |
| as Long as Needed***            |     |     |     |     |     |   |   |     |
+---------------------------------+-----+-----+-----+-----+-----+---+---+-----+
| 4.1: By 2009, 100% of NARA's    |     |     |     |     |     |   |   |     |
| archival holdings are in        |     |     |     |     |     |   |   |     |
| appropriate space.              |     |     |     |     |     |   |   |     |
|                                 |     |     |     |     |     |   |   |     |
| 4.2: By 2009, 100% of NARA      |     |     |     |     |     |   |   |     |
| records centers comply with the |     |     |     |     |     |   |   |     |
| October 2009 regulatory storage |     |     |     |     |     |   |   |     |
| standards.                      |     |     |     |     |     |   |   |     |
|                                 |     |     |     |     |     |   |   |     |
| 4.3: By 2007, 50% of NARA's     |     |     |     |     |     |   |   |     |
| at-risk archival holdings are   |     |     |     |     |     |   |   |     |
| appropriately treated or housed |     |     |     |     |     |   |   |     |
| so as to retard further         |     |     |     |     |     |   |   |     |
| deterioration.                  |     |     |     |     |     |   |   |     |
+---------------------------------+-----+-----+-----+-----+-----+---+---+-----+
| **Performance Indicator**       | **2 | **2 | **2 | **2 | *   |   |   | **2 |
|                                 | 001 | 002 | 003 | 004 | **2 |   |   | 005 |
|                                 | Ac  | Ac  | Ac  | Ac  | 005 |   |   | Ac  |
|                                 | tua | tua | tua | tua | Tar |   |   | tua |
|                                 | l** | l** | l** | l** | get |   |   | l** |
|                                 |     |     |     |     | *** |   |   |     |
+---------------------------------+-----+-----+-----+-----+-----+---+---+-----+
| Cost of archival storage space  | --- | --- | --- | \$6 | --- |   |   | \$6 |
| per cubic feet of traditional   |     |     |     | .11 |     |   |   | .48 |
| holdings stored.                |     |     |     |     |     |   |   |     |
+---------------------------------+-----+-----+-----+-----+-----+---+---+-----+
| Percent of cumulative backlog   | 28  | 32  | 35  | 41  | *   |   |   | 47  |
| of NARA's at-risk archival      |     |     |     |     | 43* |   |   |     |
| holdings ever treated.          |     |     |     |     |     |   |   |     |
+---------------------------------+-----+-----+-----+-----+-----+---+---+-----+
| **Strategic Goal 5. *NARA       |     |     |     |     |     |   |   |     |
| Strategically Manages and       |     |     |     |     |     |   |   |     |
| Aligns Staff, Technology, and   |     |     |     |     |     |   |   |     |
| Processes to Achieve Our        |     |     |     |     |     |   |   |     |
| Mission.***                     |     |     |     |     |     |   |   |     |
+---------------------------------+-----+-----+-----+-----+-----+---+---+-----+
| 5.1: By 2008, the average time  |     |     |     |     |     |   |   |     |
| a leadership position remains   |     |     |     |     |     |   |   |     |
| unfilled is 30 days or less.    |     |     |     |     |     |   |   |     |
|                                 |     |     |     |     |     |   |   |     |
| 5.2: By 2007, the percentages   |     |     |     |     |     |   |   |     |
| of NARA employees in            |     |     |     |     |     |   |   |     |
| underrepresented groups match   |     |     |     |     |     |   |   |     |
| their respective availability   |     |     |     |     |     |   |   |     |
| levels in the Civilian Labor    |     |     |     |     |     |   |   |     |
| Force.                          |     |     |     |     |     |   |   |     |
|                                 |     |     |     |     |     |   |   |     |
| 5.3: By 2007, NARA accepts 100% |     |     |     |     |     |   |   |     |
| of the validated legal          |     |     |     |     |     |   |   |     |
| documents submitted             |     |     |     |     |     |   |   |     |
| electronically for publication  |     |     |     |     |     |   |   |     |
| in the *Federal Register.*      |     |     |     |     |     |   |   |     |
|                                 |     |     |     |     |     |   |   |     |
| 5.4: By 2008, all public        |     |     |     |     |     |   |   |     |
| network applications are        |     |     |     |     |     |   |   |     |
| available 99.9% of the time.    |     |     |     |     |     |   |   |     |
+---------------------------------+-----+-----+-----+-----+-----+---+---+-----+
| **Performance Indicator**       | **2 | **2 | **2 | **2 | *   |   |   | **2 |
|                                 | 001 | 002 | 003 | 004 | **2 |   |   | 005 |
|                                 | Ac  | Ac  | Ac  | Ac  | 005 |   |   | Ac  |
|                                 | tua | tua | tua | tua | Tar |   |   | tua |
|                                 | l** | l** | l** | l** | get |   |   | l** |
|                                 |     |     |     |     | *** |   |   |     |
+---------------------------------+-----+-----+-----+-----+-----+---+---+-----+
| Percent of staff having         | 48  | 80  | 93  | 91  | *   |   |   | 92  |
| performance plans linked to     |     |     |     |     | 95* |   |   |     |
| strategic outcomes.             |     |     |     |     |     |   |   |     |
+---------------------------------+-----+-----+-----+-----+-----+---+---+-----+
| Percent of staff having staff   | --- | 1   | 91  | 52  | *   |   |   | 78  |
| development plans linked to     |     |     |     |     | 95* |   |   |     |
| strategic outcomes.             |     |     |     |     |     |   |   |     |
+---------------------------------+-----+-----+-----+-----+-----+---+---+-----+
| Percent of applicant pools for  | 74  | 78  | 89  | 92  | *   |   |   | 95  |
| positions at grades GS-13 and   |     |     |     |     | 93* |   |   |     |
| above that contain people in    |     |     |     |     |     |   |   |     |
| underrepresented groups.        |     |     |     |     |     |   |   |     |
+---------------------------------+-----+-----+-----+-----+-----+---+---+-----+
| Percent of public network       | --- | --- | --- | 9   | *97 |   |   | 9   |
| applications availability.      |     |     |     | 8.7 | .0* |   |   | 8.9 |
+---------------------------------+-----+-----+-----+-----+-----+---+---+-----+

##### Goal 1: Improving Records Management {#goal-1-improving-records-management .AR-2004-Head-4}

We completed the first full year of our redesigned records management
training program. With a Records Management Training Officer now part of
our NARA-wide records management team, we will continue to apply adult
education concepts and explore alternative delivery approaches in our
training efforts. Our program is designed to address new trends in
records management and the ongoing revolution in information technology
so that agency records professionals can play an important role in
process design, IT capital planning, and information and knowledge
management in their agencies. We completed our first year of our
certification program for individuals who successfully complete training
in Federal records management. The certification program is designed to
raise awareness and improve effectiveness of Federal records manage­ment,
increase the level of professionalism of those managing Federal records,
give Federal records professionals a set of benchmarks to gauge their
professional develop­ment, and give NARA the ability to better assess the
effectiveness of its training program. Participants who successfully
pass a series of examinations receive NARA\'s Certificate of Federal
Records Management Training, signed by the Archivist of the United
States. In our first year we certified 47 individuals.

We continue to support the President's e-Government initiatives through
the ERM Initiative, which is providing practical recordkeeping guidance
and tools to Federal agencies for managing electronic records. We are
the lead agency for the ERM Initiative project to develop records
management service components. This year we collaborated with records
management and enterprise information architecture stakeholders from
eighteen Federal agencies, NARA subject matter experts, and industry and
academic experts to develop a set of records management components, a
finalized set of func­tional requirements, and a prioritized list of
component activities. These require­ments serve as a baseline and
starting point for the procurement and development of records management
service components.

NARA is an executive sponsor of the *Interagency Committee on Government
Information* (ICGI) and was chair of the *Electronic Records Policy*
*Working Group* (ERPWG). Before ending its work in FY 2005, the ERPWG
produced a report offering recommendations for the effective management
of Government information on the Internet and other elec­tronic records.
NARA created the *Federal Records Council*, a 27-member interagency
committee to advise the Archivist and Federal agencies on all aspects of
records manage­ment, with special emphasis on the management of
electronic records. The Council, the successor to ERPWG, provides a
formal mechanism for agencies and NARA to identify strategies, best
practices, and solutions to electronic information and records issues.

This year, under the auspices of ICGI, we completed a draft of a Records
Management (RM) Profile in the Federal Enterprise Architecture (FEA). We
also continued work on an online Electronic Records Management (ERM)
Toolkit. The Toolkit, scheduled for a test launch in early FY 2006, will
be a NARA-managed Internet portal that will share ERM tools
government-wide.

We continue to offer *targeted assistance* to Federal agencies
nationwide with urgent records management problems. Through targeted
assistance partnerships, our records management experts spend time
on-site at the offices of other Federal agencies to train personnel,
help plan records inventories, assist in scheduling records for disposal
or transfer to NARA, and aid in writing records management plans. Since
1999, NARA has established 372 targeted assistance projects with 107
Federal agencies and field offices, of which 279 projects have been
completed.

##### Goal 2: Meeting Electronic Records Challenges {#goal-2-meeting-electronic-records-challenges .AR-2004-Head-4}

![](media/image14.wmf){width="2.861111111111111in"
height="4.097222222222222in"}In September 2005 we awarded to Lockheed
Martin Corporation the contract for the *Electronic Records Archives*
(ERA), the system that will capture electronic information, regardless
of its format, save it perma­nently, and make it accessible on what­ever
hard­ware or software is cur­rently in use. In our continuing effort to
remain accountable for ERA we formed a high-level committee of
recog­nized experts and leaders in their fields to advise and make
recommen­dations to the Archivist on issues related to the development,
implementation, and use of the ERA system. This Advisory Committee on
the Elec­tronic Records Archives will provide an ongoing structure for
bring­ing together experts in computer science and infor­ma­tion
technology, archival science and records manage~­~ment, infor­mation
sci­ence, law, history, genealogy, and education.

We now have more than 85 million logi­cal data records accessible online
through *Access to Archival Data­bases* (AAD), an early prototype of a
portion of the ERA system.

##### Goal 3: Expanding Opportunities for Access {#goal-3-expanding-opportunities-for-access .AR-2004-Head-4}

We have added more than 14,000 descriptions of our holdings to the
*Archival Research Catalog* (ARC) this year. ARC is an online catalog of
NARA's nation­wide holdings. We described 42 percent of our holdings in
ARC this year, surpassing our target of 40 percent.

In response to the appraisal of Official Military Personnel Files
(OMPFs) as permanent records, we established an Archival Programs
Division in the National Personnel Records Center (NPRC) to manage the
records and constructed an archival research room where members of the
public can examine the records available for research. The new archival
research room opened in May. The first batch of archival records made
available included nearly 1.2 million OMPFs of former U.S. Navy and
Marine Corps enlisted personnel who served in the military between 1885
and 1939. This first set of opened records also included the files of
150 "persons of exceptional promi­nence" who served in the military and
who died at least ten years ago. Among these files were the OMPFs of
John F. Kennedy, Elvis Presley, and Jackie Robinson.

![](media/image15.wmf){width="2.5625in" height="2.21875in"}We continued
to expand our *electronic services* through our *Enhancing NARA's Online
Services* program, in which we look for opportunities to make more of
our services available elec­tron­ically for both Federal agencies and the
public. We currently make 50 percent of our services available to the
public online. We expanded the functional capability of *Order Online!*
to allow customers to perform online searches to find micro­film
available for pur­chase, viewing, or renting and to order micro­form
products. Applicants may now submit grant applications to the National
Historical Publications and Records Commission (NHPRC) online through
*Grants.gov.*

We continue to collect public feedback about *Archives.gov* and our
other web sites through the American Customer Satisfaction Index (ACSI)
online surveys of our sites and major application interfaces such as ARC
and AAD. The results of these surveys helped guide the redesign of our
web site, *Archives.gov,* to make it more helpful to our customers
through improved navigation of the site. In recognition of our efforts
we won "Best Prac­tices, Best Web Design in 2005," a peer award voted by
Federal web managers throughout Govern­ment service. We used the web site
to facil­i­tate access to such high-demand documents as the 9/11
Commission's recently released "Staff Monograph on the Four Flights and
Civil Avia­tion Security," which is an adjunct to the frozen public
access version of the Com­mission's web site that is now a Federal record
man­aged by NARA. We also provided online digital copies of documents
from our holdings relating to Supreme Court nominee John Roberts. The
timely publica­tion of these documents online ensured the widest possible
access to these materials by the
public**.**![](media/image16.jpeg){width="2.8625in"
height="2.1944444444444446in"}

We continued to exceed our customer service targets in FY 2005 in nearly
every area. More than 96 percent of the written requests we received
from custo­mers were answered within 10 working days. Eighty-eight
percent of the requests for military service separa­tion records we
received were answered in 10 working days or less. Ninety-eight percent
of the items our customers requested in our research rooms were
furnished within one hour of request or the scheduled pull time. And 99
percent of our customers rated our educa­tional pro­grams, workshops, and
training programs as meeting their expectations.

##### Goal 4: Meeting Storage and Preservation Needs of Growing Quantities of Records {#goal-4-meeting-storage-and-preservation-needs-of-growing-quantities-of-records .AR-2004-Head-4}

Our major initiative in this area is the *renovation of the National
Archives Building*. In FY 2005 we finished all work in the base
renovation contract, with only work to replace electrical systems in the
archival storage areas and some refinishing of the Rotunda display cases
left to complete next year.

Four Presidents (President George W. Bush and former Presidents Jimmy
Carter, George H.W. Bush, and Bill Clinton), family members of other
Presidents, and approximately 30,000 people attended the dedication of
the Clinton Presidential Library and Museum on November 18, 2004. All
archival and artifact holdings from the Clinton admini­stra­tion are now
housed in this state-of-the-art facility that meets our storage
standards. The library's exhibit is now open to visitors, and the
library has its research room open with a small amount of material
available for research.

We also opened a new archival facility for the Southeast Region in
Morrow, GA. This facility consolidates operations previously housed in
three separate facilities in Georgia and Alabama and features ample
storage space that meets our environmental storage standards and
excellent facilities for our researchers and attendees of public
programs.

In response to *the risk assessment of the Official Military Personnel
Files (OMPFs)* we com­pleted at the NPRC, we began preser­vation work on
the oldest, most fragile records. These records, representing slightly
more than one percent of the files in the collection, date back to 1885
and contain data about Navy and Marine Corps enlisted personnel who
served prior to World War II. NARA's archival holdings at St. Louis will
gradually expand to include significant volumes of OMPFs and related
records.

##### Goal 5: Strategically Managing Our Resources {#goal-5-strategically-managing-our-resources .AR-2004-Head-4}

In FY 2005 our security program was enhanced by the update of NARA 804,
*Information Technology (IT) Systems Security*, and the inclusion of the
Security Architecture component in the Enterprise Architecture. We
further strengthened our program through the creation of IT governance
boards which provide strong support for config­ura­tion management of IT
systems that are in production and under development. We adopted
standardized configurations for a number of key operating systems, and
net­work monitoring was enhanced through the deployment of an Intrusion
Detection System. Classified IT systems were brought under centralized
management control, and NARA produced and tested a Disaster Recovery
Plan. These activities allowed us to close a longstanding material
weakness; however, we expect IT security to continue as a priority as we
rely more and more on our IT infrastructure to provide services to the
public.

We expanded the availability of electronic submission of *Federal
Register* documents using the *Electronic Editing and Publishing System*
(eDOCS). To date we have registered a total of 15 agencies to submit
documents electronically to the *Federal Register*. This year we used
eDOCS to manage more than 7,000 documents, approximately 22 percent of
our total workload this year. More than 142 million *Federal Register*
documents were re­trieved online by our customers. We are proud of our
efforts to make the workings of govern­ment more readily accessible to
citizens.

A more detailed examination of our FY 2005 performance can be found in
the Perfor­mance Section of this report.

##### Linking Our Budget to Our Objectives {#linking-our-budget-to-our-objectives .AR-2004-Head-4}

Our long-term objectives are tied directly to our budget. The chart
below illustrates, by strategic goal and long-term objective, the
resources allocated to each of these goals. (The resources obligated to
each of these goals are shown in figure 3 on p. 35.) The chart also
links the major budget functions to each of our long-term objectives.

+-------------------------------------+---+---+---+---+---+---+---+
| **NARA Goals & Long-Term            | > | > | > | > | > | > | > |
| Objectives**                        |   |   |   |   |   |   |   |
|                                     | R | A | E | R | T | N | R |
|                                     | e | r | l | e | r | H | e |
|                                     | c | c | e | v | u | P | p |
|                                     | o | h | c | o | s | R | a |
|                                     | r | i | t | l | t | C | i |
|                                     | d | v | r | v | > |   | r |
|                                     | s | e | o | i |   |   | s |
|                                     | > | s | n | n | F |   | > |
|                                     |   | - | i | g | u |   |   |
|                                     | S | R | c | > | n |   | & |
|                                     | e | e | > |   | d |   | > |
|                                     | r | l |   | F |   |   |   |
|                                     | v | a | R | u |   |   | R |
|                                     | i | t | e | n |   |   | e |
|                                     | c | e | c | d |   |   | s |
|                                     | e | d | o |   |   |   | t |
|                                     | s | > | r |   |   |   | o |
|                                     |   |   | d |   |   |   | r |
|                                     |   | S | s |   |   |   | a |
|                                     |   | e | > |   |   |   | t |
|                                     |   | r |   |   |   |   | i |
|                                     |   | v | A |   |   |   | o |
|                                     |   | i | r |   |   |   | n |
|                                     |   | c | c |   |   |   |   |
|                                     |   | e | h |   |   |   |   |
|                                     |   | s | i |   |   |   |   |
|                                     |   |   | v |   |   |   |   |
|                                     |   |   | e |   |   |   |   |
|                                     |   |   | s |   |   |   |   |
+=====================================+===+===+===+===+===+===+===+
| ######                              |   |   |   |   |   |   |   |
| ## Goal 1: \$17,029,000 and 148 FTE |   |   |   |   |   |   |   |
+-------------------------------------+---+---+---+---+---+---+---+
| 1.1 By 2008, 95% of agencies view   |  |   |   |   |   |   |   |
| their records man­agement program as |   |   |   |   |   |   |   |
| a positive tool for asset and risk  |   |   |   |   |   |   |   |
| management.                         |   |   |   |   |   |   |   |
+-------------------------------------+---+---+---+---+---+---+---+
| 1.2. By 2008, 95% of approved       |  |   |   |   |   |   |   |
| capital asset plans have approved   |   |   |   |   |   |   |   |
| records schedules by the time those |   |   |   |   |   |   |   |
| systems begin creating records.     |   |   |   |   |   |   |   |
+-------------------------------------+---+---+---+---+---+---+---+
| 1.3. By 2008, 95% of customers are  |  |   |   |   |   |   |   |
| satisfied with NARA scheduling and  |   |   |   |   |   |   |   |
| appraisal services.                 |   |   |   |   |   |   |   |
+-------------------------------------+---+---+---+---+---+---+---+
| ***Goal 2: \$53,196,000 and 86      |   |   |   |   |   |   |   |
| FTE***                              |   |   |   |   |   |   |   |
+-------------------------------------+---+---+---+---+---+---+---+
| 2.1. By 2008, NARA's Records Center |   |   |  |  |   |   |   |
| Program accepts and services        |   |   |   |   |   |   |   |
| electronic records.                 |   |   |   |   |   |   |   |
+-------------------------------------+---+---+---+---+---+---+---+
| 2.2. By 2008, 80% of scheduled      |  |   |  |   |   |   |   |
| archival electronic records are     |   |   |   |   |   |   |   |
| accessioned by NARA at the          |   |   |   |   |   |   |   |
| scheduled time.                     |   |   |   |   |   |   |   |
+-------------------------------------+---+---+---+---+---+---+---+
| 2.3. By 2008, 80% of archival       |  |   |  |   |   |   |   |
| electronic records are managed at   |   |   |   |   |   |   |   |
| the appropriate level of service.   |   |   |   |   |   |   |   |
+-------------------------------------+---+---+---+---+---+---+---+
| 2.4. By 2008, the median time from  |  |   |  |   |   |   |   |
| the transfer or archival electronic |   |   |   |   |   |   |   |
| records to NARA until they are      |   |   |   |   |   |   |   |
| available for access is 35 days or  |   |   |   |   |   |   |   |
| less.                               |   |   |   |   |   |   |   |
+-------------------------------------+---+---+---+---+---+---+---+
| 2.5. By 2008, the per megabyte cost |   |   |  |   |   |   |   |
| of managing archival electronic     |   |   |   |   |   |   |   |
| records through the Electronic      |   |   |   |   |   |   |   |
| Records Archives decreases each     |   |   |   |   |   |   |   |
| year.                               |   |   |   |   |   |   |   |
+-------------------------------------+---+---+---+---+---+---+---+
| ***Goal 3: \$146,139,000 and 2,344  |   |   |   |   |   |   |   |
| FTE***                              |   |   |   |   |   |   |   |
+-------------------------------------+---+---+---+---+---+---+---+
| 3.1. By 2007, access to records and |  |  |   |  |  |   |   |
| services and customer satisfaction  |   |   |   |   |   |   |   |
| levels meet or exceed NARA's        |   |   |   |   |   |   |   |
| published standards.                |   |   |   |   |   |   |   |
+-------------------------------------+---+---+---+---+---+---+---+
| 3.2. By 2007, 70% of NARA services  |  |   |   |  |   |   |   |
| are available online.               |   |   |   |   |   |   |   |
+-------------------------------------+---+---+---+---+---+---+---+
| 3.3. By 2008, 80% of NARA archival  |  |   |   |   |   |   |   |
| holdings are described in an online |   |   |   |   |   |   |   |
| catalog.                            |   |   |   |   |   |   |   |
+-------------------------------------+---+---+---+---+---+---+---+
| 3.4. By 2007, government-wide       |  |   |   |   |   |   |   |
| holdings of 25-year-old or older    |   |   |   |   |   |   |   |
| records are declassified, properly  |   |   |   |   |   |   |   |
| exempted, appropriately referred,   |   |   |   |   |   |   |   |
| or appropriately delayed under the  |   |   |   |   |   |   |   |
| provisions of Executive Order       |   |   |   |   |   |   |   |
| 12958, as amended, through a series |   |   |   |   |   |   |   |
| of ISOO-led interagency efforts.    |   |   |   |   |   |   |   |
+-------------------------------------+---+---+---+---+---+---+---+
| 3.5. By 2007, NARA archival         |  |   |   |   |   |   |   |
| holdings of 25-year-old or older    |   |   |   |   |   |   |   |
| records are declassified, properly  |   |   |   |   |   |   |   |
| exempted, appropriately referred,   |   |   |   |   |   |   |   |
| or appropriately delayed under the  |   |   |   |   |   |   |   |
| provisions of Executive Order       |   |   |   |   |   |   |   |
| 12958, as amended.                  |   |   |   |   |   |   |   |
+-------------------------------------+---+---+---+---+---+---+---+
| 3.6. By 2007, 10% of records of a   |  |   |   |   |   |   |   |
| two-term President or 15% of        |   |   |   |   |   |   |   |
| records for a one-term President    |   |   |   |   |   |   |   |
| are open and available for research |   |   |   |   |   |   |   |
| at the end of the 5-year            |   |   |   |   |   |   |   |
| post-Presidential period specified  |   |   |   |   |   |   |   |
| in the Presidential Records Act.    |   |   |   |   |   |   |   |
+-------------------------------------+---+---+---+---+---+---+---+
| 3.7. By 2007, 90% of all            |   |  |   |   |   |  |   |
| NHPRC-assisted projects produce     |   |   |   |   |   |   |   |
| results promised in grant           |   |   |   |   |   |   |   |
| applications approved by the        |   |   |   |   |   |   |   |
| Commission.                         |   |   |   |   |   |   |   |
+-------------------------------------+---+---+---+---+---+---+---+
| ***Goal 4: \$63,981,000 and 151     |   |   |   |   |   |   |   |
| FTE***                              |   |   |   |   |   |   |   |
+-------------------------------------+---+---+---+---+---+---+---+
| 4.1. By 2009, 100% of NARA's        |  |   |   |   |   |   |  |
| archival holdings are in            |   |   |   |   |   |   |   |
| appropriate space.                  |   |   |   |   |   |   |   |
+-------------------------------------+---+---+---+---+---+---+---+
| 4.2. By 2009, 100% of NARA records  |   |   |   |  |   |   |   |
| centers comply with the October     |   |   |   |   |   |   |   |
| 2009 regulatory storage standards.  |   |   |   |   |   |   |   |
+-------------------------------------+---+---+---+---+---+---+---+
| 4.3. By 2007, 50% of NARA's at-risk |  |   |   |   |   |   |   |
| archival holdings are appropriately |   |   |   |   |   |   |   |
| treated or housed so as to retard   |   |   |   |   |   |   |   |
| further deterioration.              |   |   |   |   |   |   |   |
+-------------------------------------+---+---+---+---+---+---+---+
| ***Goal 5: \$34,274,000 and 123     |   |   |   |   |   |   |   |
| FTE***                              |   |   |   |   |   |   |   |
+-------------------------------------+---+---+---+---+---+---+---+
| 5.1. By 2008, the average time a    |  |  |   |  |   |   |   |
| leadership position remains         |   |   |   |   |   |   |   |
| unfilled is 30 days or less.        |   |   |   |   |   |   |   |
+-------------------------------------+---+---+---+---+---+---+---+
| 5.2. By 2007, the percentages of    |  |  |   |  |   |   |   |
| NARA employees in underrepresented  |   |   |   |   |   |   |   |
| groups match their respective       |   |   |   |   |   |   |   |
| availability levels in the Civilian |   |   |   |   |   |   |   |
| Labor Force.                        |   |   |   |   |   |   |   |
+-------------------------------------+---+---+---+---+---+---+---+
| 5.3. By 2007, NARA will accept 100% |   |  |   |   |   |   |   |
| of the validated legal documents    |   |   |   |   |   |   |   |
| submitted electronically for        |   |   |   |   |   |   |   |
| publication in the *Federal         |   |   |   |   |   |   |   |
| Register*.                          |   |   |   |   |   |   |   |
+-------------------------------------+---+---+---+---+---+---+---+
| 5.4. By 2008, all public network    |  |  |   |  |   |   |   |
| applications are available 99.9% of |   |   |   |   |   |   |   |
| the time.                           |   |   |   |   |   |   |   |
+-------------------------------------+---+---+---+---+---+---+---+

#   {#section-2 .AR-2004-Head-1-Char}

# Financial Highlights {#financial-highlights .AR-2004-Head-1-Char}

Fiscal year 2005 was the second year that NARA prepared consolidated
financial state­ments in accordance with the Chief Financial Officers
(CFO) Act, as mandated by the Accountability of Tax Dollars Act of 2002.
The financial statements pre­sented in this report have been prepared
from NARA's accounting records in accordance with the generally accepted
accounting standards prescribed for Federal entities by the Federal
Accounting Standards Advisory Board (FASAB) and presentation standards
prescribed by OMB Circular A-136, "Financial Reporting Requirements."

## Sources of Funds {#sources-of-funds .AR-2004-Head-2-Char}

NARA is funded through appropriated budget authority that includes
annual, multi­year and no-year appropriations which are available for use
within certain specified statutory limits. Other financing sources
include the National Archives Trust Fund, Gift Fund, and Revolving Fund
revenues.

NARA's total new FY 2005 budget authority from its annual appropriation
was \$321.3 million. We carried over \$26.5 million in multiyear and
no-year funds, and \$.3 million from FY 2004 was available for
obligation in FY 2005. FY 2005 rescissions totaled \$2.6 million. Total
appropriated budget authority for FY 2005 was \$345.5 million.

![](media/image17.wmf){width="5.497916666666667in"
height="3.845833333333333in"}

*Figure 2. Appropriated Budget Authority, FY 2005.*

The major operating appropriation funds basic operations comprising
records services, archives-related services, and the National Archives
at College Park. Records services provides for selecting, preserving,
describing, and making available to the general public, scholars, and
Federal agencies the permanently valuable historical records of the
Federal Government and the historical materials and Presidential records
in Presidential librar­ies; for preparing related publications and
exhibit programs; and for conducting the appraisal of all Federal
records. Archives-related services provide for the publica­tions of the
Federal Register, the Code of Federal Regulations, the U.S. Statutes at
Large, and Presi­dential documents, and for a program to improve the
quality of regulations and the public's access to them. The \$302
million cost of construction of the National Archives at College Park,
which serves as a major archival facility as well as the center for
NARA's administrative offices, was financed by Federally guaranteed debt
issued in 1989 for which the Archivist seeks appropriations for the
annual payments for interest and redemption of debt.

NARA also receives appropriations that fund the Electronic Records
Archives, repairs and restorations, and the National Historical
Publi­ca­tions and Records Commission grants program. The Electronic
Rec­ords Archives appropriation funds NARA's effort to ensure the
preservation of and access to Gov­ern­­ment electronic records. The repairs
and restoration appro­pri­a­tion funds the repair, altera­tion, and
improvement of archives facili­ties to provide adequate storage for
holdings. The National Histori­cal Publi­cations and Rec­ords Com­mission
grants program provides for grants to state, local, and pri­vate
institu­tions to preserve and publish records that document American
history. Figure 2 illus­trates the allotment of total available
appropriated funds.

The National Archives Trust Fund and Presidential Library Trust Funds
budget au­thor­ity includes revenues generated from the sale of
publications, museum shop sales, paper repro­ductions, audiovisual
reproductions, library admissions, educational conferences, and interest
income. Expenditures are made for the cost of museum shop inventory,
personnel, operational and financial systems, equipment, and
reproduction supplies. The National Archives Trust Fund and Presidential
Library Trust Funds earned revenue of \$16.3 million in FY 2005.

The Gift Fund's budget authority includes donations and the interest
earned on those gifts and endowments. It was established to administer
incoming gifts and bequests for the benefit of or in connection with the
archival and records activities of the National Archives and Records
Administration. Expenditures are made for various programs, including
historical research, conferences, archival and cultural events, and
publications. In FY 2005, the Gift Fund received donations of \$2.1
million and a restricted endowment from the Clinton Foundation of \$7.2
million.

The Revolving Fund's budget authority includes temporary Federal agency
records stored in NARA service facilities. It provides storage,
transfer, reference, re-file, and disposal services, for a standard fee.
The Revolving Fund earned revenue of \$132 million in FY 2005.

## Uses of Funds by Function {#uses-of-funds-by-function .AR-2004-Head-2-Char}

NARA incurred new general fund obligations of \$328.2 million in FY
2005. Of this, \$0.6 million is for reimburseable work. The chart below
represents obligations by strategic goal.

![](media/image18.wmf){width="5.486111111111111in"
height="3.9791666666666665in"}

*Figure 3. Obligations by Function, FY 2005.*

## Audit Results {#audit-results .AR-2004-Head-2-Char}

## NARA received a qualified opinion on its FY 2005 financial statements and a qualified opinion on its restated FY2004 financial statements. FY 2005 opinion was qualified for the effects of such adjustments, if any, for obligations and outlays related to non-Federal investments. The auditors identified one material internal control weakness and four reportable conditions. NARA also reported one substantial noncompliance instance with the Federal Financial Management Improvement Act concerning the financial system compliance. {#nara-received-a-qualified-opinion-on-its-fy-2005-financial-statements-and-a-qualified-opinion-on-its-restated-fy2004-financial-statements.-fy-2005-opinion-was-qualified-for-the-effects-of-such-adjustments-if-any-for-obligations-and-outlays-related-to-non-federal-investments.-the-auditors-identified-one-material-internal-control-weakness-and-four-reportable-conditions.-nara-also-reported-one-substantial-noncompliance-instance-with-the-federal-financial-management-improvement-act-concerning-the-financial-system-compliance. .AR-2004-Head-2-Char}

## Financial Statement Highlights {#financial-statement-highlights .AR-2004-Head-2-Char}

NARA's financial statements summarize the financial activity and
financial position of the agency. NARA's FY 2004 financial statements
have been restated, based on a more in-depth analysis, to reflect an
overstatement of approximately \$13 million to the *Property, plant, and
equipment* balances, established in FY 2004 for the first time. The
financial statements, footnotes, supplementary information, and
supplementary stewardship information appear in Part 3---Financial
Section. An analysis of the principal statements follows.

## ***Analysis of the Balance Sheet*** {#analysis-of-the-balance-sheet .AR-2004-Head-2}

##### Assets {#assets .AR-2004-Head-4}

NARA's assets were \$517.9 million as of September 30, 2005, a decrease
of \$35 million from the end of FY 2004. The assets reported in NARA's
balance sheet are summarized in the accompanying table.

+------------------------------------------+-------------+------------+
| **Asset Summary (in millions)**          | **FY 2005** | **         |
|                                          |             | Restated** |
|                                          |             |            |
|                                          |             | **FY       |
|                                          |             | 2004**     |
+------------------------------------------+-------------+------------+
| Fund balance with Treasury and cash      | \$167.3     | \$185.2    |
+------------------------------------------+-------------+------------+
| General property, plant, and equipment,  | 311.8       | 314.6      |
| net                                      |             |            |
+------------------------------------------+-------------+------------+
| Investments                              | 26.7        | 36.0       |
+------------------------------------------+-------------+------------+
| Accounts receivable, net                 | 10.0        | 15.0       |
+------------------------------------------+-------------+------------+
| Inventory                                | 1.1         | 1.0        |
+------------------------------------------+-------------+------------+
| Other                                    | 1.0         | 1.1        |
+------------------------------------------+-------------+------------+
| **Total assets**                         | **\$517.9** | *          |
|                                          |             | *\$552.9** |
+------------------------------------------+-------------+------------+

The fund balance with Treasury and cash accounts for approximately 32.3
percent of total assets, with a decrease of \$17.9 million from the FY
2004 balance, and represents appropriated funds and collections of fees
for services. *Property, plant, and equipment* constitute 60.2 percent
of total assets, with the National Archives Facility at College Park
representing the greater part of the balance.

##### Liabilities {#liabilities .AR-2004-Head-4}

NARA's liabilities were \$292.7 million as of September 30, 2005, a
decrease of \$29.4 million from the end of FY 2004. Most of the decrease
in liabilities is due to FY 2005 debt repayment of approximately \$8.5
million, as well as liquidation of liability for non-entity investments
of \$17.5 million. The liabilities reported in NARA's balance sheet are
summarized in the accompanying table.

  ------------------------------------------ ------------- ------------- ------------- ------------ --
  **Liabilities Summary (in millions)**                    **FY 2005**                 **FY 2004**  

  Debt held by the public                    \$236.3                     \$246.0                    

  Accounts payable                           23.4                        27.8                       

  Other                                      33.0                        48.3                       

  **Total liabilities**                      **\$292.7**                 **\$322.1**                
  ------------------------------------------ ------------- ------------- ------------- ------------ --

*Debt held by the public* accounts for approximately 81 percent of total
liabilities and represents certificates of participation issued to the
public through a trustee to cover the construction costs of the National
Archives at College Park. Liabilities totaling \$258.4 million, or 88.3
percent of total liabilities, were unfunded; i.e., budgetary resources
were not yet available. For most unfunded liabilities, budgetary
resources will be made available in the years balances are due, in
accordance with OMB funding guidelines. The major elements of unfunded
liabilities are \$236.3 million for debt held by the public, \$9.3
million for workers' compensation, and \$12.5 million for unfunded
annual leave.

##### Net Positions {#net-positions .AR-2004-Head-4}

The difference between total assets and total liabilities, net position,
was \$225.2 million\
as of September 30, 2005. This is a decrease of \$5.7 million from the
FY 2004 year-end balance. The net position reported in NARA's balance
sheet is summarized in the accompanying table.

Unexpended appropriations is the amount of authority granted by Congress
that has not been expended. Cumulative results of operations represents
net results of operations since NARA's inception, reflecting results of
revolving fund operations and funding of the capital needs of the
agency.

+-----------------------------------------+---+-----------+---+------------+---+
| **Net Position Summary**                |   | **FY      |   | **Restated |   |
|                                         |   | 2005**    |   | FY 2004**  |   |
| **(in millions)**                       |   |           |   |            |   |
+-----------------------------------------+---+-----------+---+------------+---+
| Unexpended appropriations               | \ |           | \ |            |   |
|                                         | $ |           | $ |            |   |
|                                         | 1 |           | 1 |            |   |
|                                         | 1 |           | 3 |            |   |
|                                         | 7 |           | 9 |            |   |
|                                         | . |           | . |            |   |
|                                         | 6 |           | 8 |            |   |
+-----------------------------------------+---+-----------+---+------------+---+
| Cumulative results of operations        | 1 |           | 9 |            |   |
|                                         | 0 |           | 1 |            |   |
|                                         | 7 |           | . |            |   |
|                                         | . |           | 1 |            |   |
|                                         | 6 |           |   |            |   |
+-----------------------------------------+---+-----------+---+------------+---+
| **Total net position**                  | * |           | * |            |   |
|                                         | * |           | * |            |   |
|                                         | \ |           | \ |            |   |
|                                         | $ |           | $ |            |   |
|                                         | 2 |           | 2 |            |   |
|                                         | 2 |           | 3 |            |   |
|                                         | 5 |           | 0 |            |   |
|                                         | . |           | . |            |   |
|                                         | 2 |           | 9 |            |   |
|                                         | * |           | * |            |   |
|                                         | * |           | * |            |   |
+-----------------------------------------+---+-----------+---+------------+---+

## ***Analysis of the Statement of Net Cost***  {#analysis-of-the-statement-of-net-cost .AR-2004-Head-2}

The statement of net cost presents the net cost of NARA's six major
programs. NARA's net cost of operations for the year ended September 30,
2005, was \$345.4 million. The increase of \$59 million in the net cost
of operation is due largely to the increased activity and contract costs
in the Electronic Records Archives (ERA) program, significant increases
in utilities and security services, and payroll cost-of-living
increases. Net costs by program are shown in the accompanying table.

  ------------------------------------------ ------------- -------------- ------------- ------------ --
  **Net Cost of Operations (in millions)**                 **FY 2005**                  **Restated   
                                                                                        FY 2004**    

  Records and archives-related services      \$279.7                      \$240.7                    

  Trust and Gift Funds                       (.2)                         3.4                        

  Electronic Records Archives                35.7                         11.2                       

  National Historical Publications and       7.3                          5.9                        
  Records Commission grants                                                                          

  Archives facilities and Presidential       11.1                         13.0                       
  libraries repairs and restoration                                                                  

  Records center storage and services        11.8                         12.2                       

  **Net cost of operations**                 **\$345.4**                  **\$286.4**                
  ------------------------------------------ ------------- -------------- ------------- ------------ --

### Analysis of the Statement of Changes in Net Position {#analysis-of-the-statement-of-changes-in-net-position .AR-2004-Head-3}

The statement of changes in net position reports the change in net
position during the reporting period. Net position is affected by
changes in its two components---Cumulative Results of Operations and
Unexpended Appropriations. The decrease in the net position of \$5.7
million from FY 2004 to FY 2005 is due to the increase in cumulative
results of operations of \$16.5 million and a decrease in unexpended
appropriations of \$22.2 million. The overall decrease is indicative of
the higher expenditures for other than capital needs of the
organization, such as utilities and contract services.

### Analysis of the Statement of Budgetary Resources {#analysis-of-the-statement-of-budgetary-resources .AR-2004-Head-3}

The Statement of Budgetary Resources presents the sources of budgetary
resources and their status at the end of the period, as well as
demonstrates the relationship of obliga­tions to outlays. For FY 2005,
NARA had budgetary resources available of \$568.7 million, an increase
of 2.9 percent over \$552.6 million in FY 2004. The majority of the
increase resulted from new budget authority.

### Analysis of the Statement of Financing {#analysis-of-the-statement-of-financing .AR-2004-Head-3}

The statement of financing is designed to reconcile obligation-based
(budgetary accounting) information in the statement of budgetary
resources and accrual-based (financial accounting) information in the
statement of net cost by reporting the differences and explaining them.
This reconciliation ensures that the proprietary and budgetary accounts
in the financial management system are in balance. The statement of
financing takes budgetary obligations of \$494 million and reconciles to
the net cost of operations of \$345.4 million by deducting nonbudgetary
resources, costs not requiring resources, and financing sources to be
provided in the future.

## Debt Management {#debt-management .AR-2004-Head-2-Char}

The U.S. General Services Administration (GSA) provides cross-servicing
for NARA's debt collection management. Debt management information
specific to NARA is not available; however, GSA's procedures for debt
management are as follows. To comply with the Debt Collection
Improvement Act of 1996, GSA transmits delinquent claims each month to
the U.S. Department of the Treasury Financial Management Service (FMS)
for collection cross-servicing. GSA also collects non-Federal claims
using Pre-Authorized Debits (PADs). GSA actively pursues delinquent
non-Federal claims using installment agreements, salary offset,
administrative wage garnishment, and any other statutory requirement or
authority that is applicable. Through an outside contract arrangement,
GSA actively reviews and pursues overpayments. They are working with FMS
to remove all nonpaying claims more than two years old from open
receivables and have implemented a plan to review delinquent accounts
and contact debtors, especially those approaching two years old, on a
quarterly basis.

## Erroneous Payments Management {#erroneous-payments-management .AR-2004-Head-2-Char}

GSA provides cross-servicing for NARA for all of its financial services,
including pay­ments management. For FY 2005, NARA is fully relying on the
procedures performed by GSA. To comply with the Improper Payments
Information Act of 2002, GSA retained the services of a contractor to
conduct a management control review and Improper Payments Information
Act review that focused on erroneous payment risk analysis by program to
determine and estimate the amount of potential improper and erroneous
payments. All programs were statistically sampled to identify those that
are highly susceptible to erroneous payments and that meet the \$10
million and 2.5-percent threshold established by the Office of
Management and Budget (OMB). Corrective action plans will be developed
for any programs that are identified as subject to significant risk of
erroneous payments.

**Systems, Controls, and Legal Compliance**

This section provides information about NARA's compliance with the

-   Federal Manager's Financial Integrity Act

-   Federal Information Security Management Act

-   Federal Financial Management Improvement Act

-   Prompt Payment Act

-   Inspector General Act

## ![](media/image19.png){width="0.9992125984251968in" height="0.8866141732283465in"}Federal Managers' Financial Integrity Act {#federal-managers-financial-integrity-act .AR-2004-Head-2-Char}

The Federal Managers' Financial Integrity Act man­dates that agencies
establish controls that reason­a­bly ensure that (i) obligations and costs
comply with applicable law; (ii) assets are safeguarded against waste,
loss, unauthorized use, or misappro­priation; and (iii) revenues and
expenditures are properly recorded and accounted for. This act
encompasses operational, program, and admini­strative areas, as well as
account­ing and financial management. It requires the Archivist to
provide an assurance state­ment to the President on the adequacy of
internal controls and confor­mance of financial systems with
Government-wide standards.

### Internal Controls Program {#internal-controls-program .AR-2004-Head-3}

NARA's internal controls worked to ensure the attainment of our mission
and FY 2005 goals, maintain efficient operations, and reduce fraud and
the misuse of taxpayer-provided resources. NARA managers submitted an
annual assurance statement, along with a management control plan, to the
Archivist of the United States at the end of the fiscal year. These
statements were based on various sources and included

-   Management knowledge gained from daily operation of programs

-   Management reviews

-   Program evaluations

-   Audits of financial statements

-   Reviews of financial systems

-   Annual performance plans and periodic performance reporting to the
    Archivist

-   Senior Staff reviews and briefings

-   Internal oversight groups for agency programs

-   Monthly reporting in NARA's Performance Measurement Reporting System
    and monthly Strategic Schedule reporting

-   Reports and other information provided by the congressional
    committees of jurisdiction

In addition, audits and reviews performed by the Office of Inspector
General (OIG) and the Government Accountability Office reviewed the
agency's internal controls and led to improvements in them. Annually,
the OIG reviews the state of NARA's internal controls. The Archivist's
assurance letter reports on the results of this assessment.

### FY 2005 Integrity Act Results {#fy-2005-integrity-act-results .AR-2004-Head-3}

NARA evaluated its internal control systems for the fiscal year ending
September 30, 2005. This evaluation provided reasonable assurance that
the agency's internal controls achieved their intended objectives.
Pursuant to Section 2 of the Integrity Act, we identified three material
weaknesses in fiscal years 2000, 2001, and 2005. Corrective action plans
were developed for material weaknesses in computer security, collections
security, and in textual preservation. Much progress has been made, and
substantial corrective actions for computer security were completed in
FY 2005. Pursuant to Section 4 of the Integrity Act, the financial
subsystems of NARA generally conformed with the objectives detailed in
OMB Circular A-127, revised. Although three systems (Order Fulfillment
Accounting System; Trust Fund-Gift Fund Financial Review, Analysis, and
Reporting System; and Records Center Revolving Fund financial management
systems) were not in complete conformance because they failed to meet
the financial management system requirements, the nonconformances were
not deemed material.

## Federal Information Security Management Act {#federal-information-security-management-act .AR-2004-Head-2-Char}

The Federal Information Security Management Act (FISMA) requires Federal
agencies to conduct an annual self-assessment review of their
information technology security program, to develop and implement
remediation efforts for identified security weaknesses and
vulnerabilities, and to report to OMB on the agency's compliance.

Following established FISMA requirements, our review indicated no new
significant deficiencies in NARA's FY 2005 FISMA, submitted October 7,
2005, to OMB.

## Federal Financial Management Improvement Act {#federal-financial-management-improvement-act .AR-2004-Head-2-Char}

GSA is the financial services provider of NARA financial systems via
PEGASYS. At the end of FY 2005, GSA had a material weakness concerning
the PEGASYS system, because it was not compliant with the Joint
Financial Management Improvement Program (JFMIP), required by FFMIA.
NARA changed its financial services provider, effective October 1, 2005,
and anticipates this will correct any related deficiencies.

## Prompt Payment Act {#prompt-payment-act .AR-2004-Head-2-Char}

During FY 2005, GSA was the financial services provider of NARA
financial statistics and acted as our agent for implementing the Prompt
Payment Act. As a result, NARA statistics were not specifically
identifiable.

## Inspector General Act {#inspector-general-act .AR-2004-Head-2-Char}

NARA satisfied nearly 70 percent of all open audit recommendations,
maintaining its steady progress in resolving and implementing open audit
recommendations presented in OIG reports. Section 5(b) of the Inspector
General Act requires agencies to report on final actions taken on OIG
audit recommendations. This information can be found in the Performance
Section of this report.

# Facilities {#facilities .AR-2004-Head-1-Char}

**National Archives Building**

700 Pennsylvania Avenue, NW

Washington, DC 20408

202-501-5400

**National Archives at\
College Park**

8601 Adelphi Road

College Park, MD 20740

301-837-2000

**Washington National\
Records Center**

4205 Suitland Road

Suitland, MD 20746

301-778-1600

**NARA--Northeast Region**

Diane LeBlanc,

*Regional Administrator*

NARA--Northeast Region (Boston)

380 Trapelo Road

Waltham, MA 02452

866-406-2379

NARA--Northeast Region (Pittsfield)

10 Conte Drive

Pittsfield, MA 01201

413-236-3600

NARA--Northeast Region\
(New York City)

201 Varick Street, 12th Floor

New York, NY 10014

212-401-1620

**NARA--Mid Atlantic Region**

V. Chapman-Smith,\
*Regional Administrator*

NARA--Mid Atlantic Region (Center City Philadelphia)

900 Market Street

Philadelphia, PA 19107

215-606-0100

NARA--Mid Atlantic Region (Northeast Philadelphia)

14700 Townsend Road

Philadelphia, PA 19154

215-305-2000

**NARA--Southeast Region**

James McSweeney,\
*Regional Administrator*

NARA--Southeast Region (Atlanta)

5780 Jonesboro Road

Morrow, GA 30260

770-968-2100

NARA-Southeast Region (Atlanta)

4712 Southpark Boulevard

Ellenwood, GA 30294

404-736-2820

**NARA--Great Lakes Region**

David Kuehl,

*Regional Administrator*

NARA--Great Lakes Region (Chicago)

7358 South Pulaski Road

Chicago, IL 60629

773-948-9001

NARA--Great Lakes Region (Dayton)

3150 Springboro Road

Dayton, OH 45439

937-425-0600

**NARA--Central Plains Region**

R. Reed Whitaker,\
*Regional Administrator*

NARA--Central Plains

Region (Kansas City)

2312 East Bannister Road

Kansas City, MO 64131

816-268-8000

NARA--Central Plains Region (Lee\'s Summit)

200 Space Center Drive

Lee\'s Summit, MO 64064

816-288-8100

NARA--Central Plains Region (Lenexa)

17501 West 98th Street, #31-50

Lenexa, KS 66219

913-825-7800

**NARA--Southwest Region**

Kent Carter,

*Regional Administrator*

501 West Felix St, Bldg 1

P.O. Box 6216

Fort Worth, TX 76115

817-831-5900

**NARA--Rocky Mountain Region**

Barbara Voss,

*Regional Administrator*

Denver Federal Center, Building 48

P.O. Box 25307

Denver, CO 80225

303-407-5700

**NARA--Pacific Region**

Shirley J. Burton,

*Regional Administrator*

NARA--Pacific Region\
(Laguna Niguel)

24000 Avila Road

P.O. Box 6719

Laguna Niguel, CA 92607

949-360-2641

NARA-Pacific Region

(Riverside)

23123 Cajalco Road

Perris, CA 92570

951-956-2000

NARA--Pacific Region\
(San Francisco)

1000 Commodore Drive

San Bruno, CA 94066

650-238-3500

**NARA--Pacific Alaska Region**

Steven Edwards,

*Regional Administrator*

NARA--Pacific Alaska Region (Seattle)

6125 Sand Point Way, NE

Seattle, WA 98115

206-336-5115

NARA--Pacific Alaska Region (Anchorage)

654 West Third Avenue

Anchorage, AK 99501

907-261-7800

**NARA--National Personnel Records Center**

Ronald Hindman, *Director*

NARA--National Personnel Records Center

(Civilian Personnel Records)

111 Winnebago Street

St. Louis, MO 63132

314-801-9250

NARA--National Personnel Records Center

(Military Personnel Records)

9700 Page Avenue

St. Louis, MO 63132

314-801-0800

**Herbert Hoover Library**

Timothy G. Walch, *Director*

210 Parkside Drive

P.O. Box 488

West Branch, IA 52358

319-643-5301

**Franklin D. Roosevelt Library**

Cynthia Koch, *Director*

4079 Albany Post Road

Hyde Park, NY 12538

845-486-7770

**Harry S. Truman Library**

Michael Devine, *Director*

500 West U.S. Highway 24

Independence, MO 64050

816-268-8200

**Dwight D. Eisenhower Library**

Daniel D. Holt, *Director*

200 Southeast Fourth Street

Abilene, KS 67410

785-263-6700

**John Fitzgerald Kennedy Library**

Deborah Leff, *Director*

Columbia Point

Boston, MA 02125

617-514-1600

**Lyndon Baines Johnson Library**

Betty Sue Flowers, *Director*

2313 Red River Street

Austin, TX 78705

512-721-0200

**Nixon Presidential\
Materials Staff**

Michael Woywod, *Acting Director*

National Archives at College Park

8601 Adelphi Road

College Park, MD 20740

301-837-3290

**Gerald R. Ford Library** **and Museum**

Elaine K. Didier, *Director*

Gerald R. Ford Library

1000 Beal Avenue

Ann Arbor, MI 48109

734-205-0555

Gerald R. Ford Museum

303 Pearl Street, NW

Grand Rapids, MI 49504

616-254-0400

**Jimmy Carter Library**

Jay E. Hakes, *Director*

441 Freedom Parkway

Atlanta, GA 30307

404-865-7100

**Ronald Reagan Library**

Duke Blackwood, *Director*

40 Presidential Drive

Simi Valley, CA 93065

805-577-4000

**George Bush Library**

Warren Finch, *Director*

1000 George Bush Drive West

P.O. Box 10410

College Station, TX 77845

979-691-4000

**William J. Clinton Library**

David E. Alsobrook, *Director*

1200 President Clinton Avenue

Little Rock, AR 72201

501-374-4242

# Copies of This Report {#copies-of-this-report .AR-2004-Head-1-Char}

This report is available on our web site at---

*www.archives.gov/about/plans-reports/performance-accountability/*

Links are provided to both the full report (Management's Discussion and
Analysis \[MD&A\], Performance and Financial sections, and Appendixes)
as well as the summary report (MD&A). Also located on that page are
links to our Strategic Plan, annual performance plans, and past
performance reports.

Copies of this report also may be obtained by electronic request via the
form at---

*www.archives.gov/contact/inquire-form.html*

or by writing to National Archives and Records Administration, Policy
and Planning Staff, 8601 Adelphi Road, Room 4100, College Park, MD
20740-6001. Please specify whether you are interested in the summary
report or the full report. Also, we welcome your comments on how we can
improve this report for FY 2006. Please e-mail any comments to
*Vision@nara.gov*.

# Other Web Pages of Interest {#other-web-pages-of-interest .AR-2004-Head-1-Char}

  ------------------------------------- ------------------------------------------------------------------
  **Reports, Strategic Documents,       *www.archives.gov/about/*
  Messages from the Archivist:** Find   
  the latest information regarding our  
  mission, vision, and strategic        
  initiatives.                          

  **The National Archives Experience:** *www.archives.gov/national-archives-experience/*
  Participate in an interactive,        
  educational experience about the      
  power of records in a democracy.      

  **Archival Holdings:** Find records   *www.archives.gov/research/arc/*
  of interest in Washington, DC, the    
  regional archives, and Presidential   
  libraries.                            

  **Public Documents:** The U.S.        *www.gpoaccess.gov/nara/*
  Government Printing Office and the    
  Office of the Federal Register at     
  NARA work closely to disseminate the  
  official text of Federal laws,        
  Presidential documents,               
  admini­strative regulations and        
  notices, and descriptions of Federal  
  organizations, programs and           
  activities.                           

  **Public Regulations:** Find, review, *www.regulations.gov*
  and submit comments on Federal        
  documents that are open for comment   
  and published in the *Federal         
  Register*, the Government's legal     
  newspaper.                            

  **Careers at NARA:** Review current   *www.archives.gov/careers/*
  job openings and learn how to apply.  

  **Visit NARA:** Learn how to prepare  *[www.archives.gov/research](http://www.archives.gov/research)/*
  for a research visit, about facility  
  hours and locations, and more.        

  ***Prologue* Magazine:** Keep up to   *www.archives.gov/publications/prologue/.*
  date on NARA activities through its   
  quarterly journal. View selected      
  articles and subscribe online.        
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