Based on unique and previously unpublished sources, this book examines in detail the complex, emotional, and difficult movement to remove the National Archives and Records Service from the control of the U.S. General Services Administration. This struggle began almost from the time the National Archives lost its independence in 1950 and culminated during the tenure of Robert Warner as sixth Archivist of the United States. The story is important to the history of the National Archives but also to those interested in the political process, especially as it applies to educational and cultural institutions. The lobbying, overt and covert, the interplay of professional organizations and archivists, librarians, and historians with the executive and legislative branches of the American government are examined in fascinating detail in this often very personal story. It is a study of high drama, bitter disappointments, and ultimate success.

Policymakers and program managers are continually seeking ways to improve accountability in achieving an entity's mission. A key factor in improving accountability in achieving an entity's mission is to implement an effective internal control system. An effective internal control system helps an entity adapt to shifting environments, evolving demands, changing risks, and new priorities. As programs change and entities strive to improve operational processes and implement new technology, management continually evaluates its internal control system so that it is effective and updated when necessary. Section 3512 (c) and (d) of Title 31 of the United States Code (commonly known as the Federal Managers' Financial Integrity Act (FMFIA)) requires the Comptroller General to issue standards for internal control in the federal government.