OMB BULLETINS 1962

Document Type: 
Collection: 
Document Number (FOIA) /ESDN (CREST): 
CIA-RDP06M00944R000200070005-4
Release Decision: 
RIFPUB
Original Classification: 
K
Document Page Count: 
14
Document Creation Date: 
December 27, 2016
Document Release Date: 
July 17, 2013
Sequence Number: 
5
Case Number: 
Publication Date: 
January 15, 1962
Content Type: 
REPORT
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PDF icon CIA-RDP06M00944R000200070005-4.pdf422.01 KB
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Declassified and Approved For Release 2013/07/17 : CIA-RDP06M00944R000200070005-4 5 EXECUTIVE OFFICE OF THE PRESIDENT ? 'BUREAU OF THE BUDGET WASHINGTON 25, D. C. BULLETIN NO. 62-7 January 15, 1962 TO THE REAM OF EXECUTIVE DEPARTMENTS AND ESTABLISHMENTS SUBJECT: Department and agency appraisals of field organization and management 1. Purpose. This Bulletin transmits guidelines for agency appraisal d4=37 of field organization and management as directed by the President's C}WW-i memorandum of November 13, 1961, to the heads of departments and agencies; calling for greater coordination and efficiency of Government field activities. (4111 ofir 2. Nature of the appraisals. While appraisal of field operations is inherently a continuing responsibility, the President's memorandum CONY directed each department and agency to make a special critical appraisal aimed at improved economy, efficiency, and substantive effectiveness of the executive branch. The appraisals should be designed and conducted ? so as to be of maximum assistance to you in improving your field opera- tions. No formal reports are expected by the President or the Bureau of the Budget. 3. Bureau of the Budget Participation. In line with the Bureau's interest and concern for improving management in the executive branch, you are requested to: a. Provide the Bureau of the Budget with a copy of your study plans as they are developed, including target dates and projected methods of study. This will make it possible for the Bureau to serve as a clearing house of information on approaches that are being employed in the several departments and agencies. b. Apprise Bureau staff of significant conclusions or recommendations that may have application beyond your agency. The Bureau will continue to work toward developing general guidance on field organization and manage- ment. Questions or requests for assistance in planning the appraisals should be made to Mr. Harold Seidman, Acting Chief, Office ofManagement and Organization (Code 113, extension 413). DAVID E. BELL Director f - Attachment /CA` eve-A-r:v 4-0,-vel, . 44 re /Lc_ -v.e_t_t Z. e.....L4A?./ . _ _ ? Tel./ tiotts. 44 4 Declassified and Approved For Release 2013/07/17 : CIA-RD.P06M00944R000200070005-4 LflI"flJr r Declassified and Approved For Release 2013/07/17 : CIA-RDP06M00944R000200070005-4 o Ci BULLETIN NO. 62-7 Attachment A ? AGENCY APPRAISAL OF FIELD ORGANIZATION AND MANAGEMENT 1. General The President's memorandum of November 13, 1961, to the Heads of the Departments and Agencies, called for greater coordination and efficiency of government field activities. To this end, it called specifically for: - Improved management and direction of Federal offices in the field by officials in Washington. b. Establishment of inter-agency working groups in important field centers for closer coordination across department and agency lines. c. A critical appraisal by'departments and agencies, with field official; of their field management procedures, d. Over all, new emphasis on management skills in support of improved economy, efficiency, and substantive effectiveness of the executive branch. ?. What the executive agencies are required to do The President's memorandum asks each department and agency to devote specific effort toward improving the organization and iii8nagement of its field activities toward the end that/improved economy, efficiency, and substantive effectiveness gill result. While this is inherently a continuing?retponsibility,,each agency is asked to take two specific action: a. Arrange for- the personal participation. ofresponsible field officials in the work of field Boards of-Federal Executives which will be established by the Civil Service Commission. b. Make a critical appraisal of field organization and management. This is intended to be an organized review, with field par- ticipation, looking toward actions to improve organization and management procedures Of field activities, including functions performed by both headquarters and field levels. The Bureau of the Budget is responsible for providiag guidance to depart- ments dad agencies in making this appraisal. Declassified and Approved For Release 2013/07/17 : CIA-RDP06M00944R000200070005-4 Declassified and Approved For Release 2013/07/1; : CIA-RDP06M00944R000200070005-4 3. Department and agency field appraisals All departments and agencies, unless they have done so within the past year, are expected to review headquarters-field relationships, field organization structure, and operating methods relatixe to field activities. The study will require critical appraisal of the premises underlYing existing organization and procedures as well as an evaluation of results obtained. . - a. The areas of coverage for the studies will include. the means ofsppraising program effectiveness and performance as well, as administrative matters. The President has directed that "New emphasis shall be placed on management skills in support of improved economy, efficiency, and the substantive effective- ness of the Executive Branch of the Government." b. The special appraisals are to be made by each department and agency for the primary purpose of improving its own opera- tions. Agencies will not be required to provide formal reports of the studies to the President or to the Bureau of the Budget. 4. Subject matter to be covered Provided here is an illustrative outline of subjects appropriate to be included in the special studies of field organization.and management. The items will not apply equally to all departments and agencies; moreover, there will probably be other subjects. that an agency may wish to include to meet its own problems,. a. Headquarters-field relationships ? (1) Headquarters organization for field administration. - Nature of the headquarters organization - Supervisory and communications arrangements between headquarters and field - functional or line super- vision - Machinery for planning the work and resources, of field elements. (2) Functions and responsibilities of field elemente Missions and functions assigned Delegations of authority and responsibility Extent of decentralization Declassified and Approved For Release 2013/07/17 : CIA-RDP06M00944R000200070005-4 20 Declassified and Approved For Release 2013/07/17 : CIA-RDP06M00944R000200070005-4 3 (3) Evaluation of performance Standards of performance imposed on the field organization The measurement of field'performance Means for improving performance b. Field organizational structure- (1) Geographic dispersion . - Number, kind, and location of field elements - Possibility of reducing unneeded field offices - Realignment of areas and field office locations to aid cooperation with other agencies (2) Program dispersion - Multi-functional - Bureau - Activity (3) Intermediate echelons of responsibility - regional directors, area representatives, etc. (4) Fundamental basis Of field organizations- purpose, function, process, geography, or clientele: (5) Field coordination . - Within the department or agency - With other departments and agencies - With State and local governments (6) Management services such as personnel, space, supply, budget, finance, communication, transportation, public relations, and management studies - Located with the program activities - In central field organizations - In the headquarters Declassified and Approved For Release 2013/07/17 : CIA-RDP06M00944R000200070005-4 Declassified and Approved For Release 2013/07/17 : CIA-RDP06M00944R000200070005-4 c. Field operations (1) Methods and procedures - Prescribed by manuals - Left to field discretion (2) Means for relating staffing and other resources to workload (3) Assigning, scheduling, and controlling work,. . Use of manpower skills - Use of mechanical and electronic means.. - Flow of work and office layout (4) Means for increasing effectiveness and reducing costs (5) Backlogs (6) Complaints 5. Organizing to make the field appraisals a. Study grOup The appraisal to be made by each department and agency can be assigned to an established management study group, for example, e Management .analysis- staff or a field review and. appraisal staff; or it can be made by an ad hoe committee or task force. In either event, there must be field participation through membership on the study group or active solicitation of field views and recommendations through visitation and correspondence. The study group may include one or more participants from outside of the agency, or the personnel may be drawn entirely from within. b. Development of the study plan . C Before the study is begun, a comprehensive plan should be developed covering: (1) Makeup ,of the study group (2) ,Bbw the field will participate (3) Study methods - interviews; hearings; analysis of materials; questionnaires; study of work flow, traffic, responsibility //:) distribution, and administrative procedures; and other methodi Crod Declassified and Approved For Release 2013/07/17 : CIA-RDP06M00944R000200070005-4 Declassified and Approved For Release 2013/07/17 : CIA-RDP06M00944R000200070005-4 -(4) Schedule by'phasewincluding.thafinal.target.date7, (5) Nature of the final report c. Possible methods to be employed An important phase of the study will be the examination to be done in the headquarters before any visits are made to field locations. Due to the variety of field situations no detailed methods are prescribed; however, certain steps appear basic to any study of this type: Review present legal authorities, mission statements, delegations of authority, procedural instructions, and organizational arrangements. Review previous field organization and management studies, Congressional committee hearings and studies, Hoover Commission reports, and other background Material. Compare with other governmental field organizations; 'particularly where problems are similar. Study and compare functions and workload relative to staffing in comparable field activities and geographic areas. Study correspondence and other communications between headquarters and field elements and between field elements themselves to learn the nature of problems and how they have been met in the past. (6) Determine what is actually performed in the field elements being studied and how well it is being done. This may be done on a sampling basis both of installations to be covered and functions and work within an installation. Examination on a sampling basis will permit more detailed study with limited resources. In addition to the standard techniques of interview; observation, review of written instructions and questionnaires, selective use may be made, as appropriate, of statistical analytical techniques and possibly of some of the newer mathematical techniques. 6. Bureau of the Budget assistance The Bureau will be prepared, within its available resources, to adsist the departments and agencies on their internal appraisals of field management, as needed. This assistance may include: a. General guidance on coverage and methods of field management studies. b. Advice on the design of these studies. Declassified and Approved For Release 2013/07/17 : CIA-RDP06M00944R000200070005-4 Declassified and Approved For Release 2013/07/17 : CIA-RDP06M00944R000200070005-4 ? c. 'Clearing house services with regard to the variety of approaches being employed by agencies in conducting appraisals and initiating Improved practices. Declassified and Approved For Release 2013/07/17 : CIA-RDP06M00944R000200070005-4 Declassified and Approved For Release 2013/07/17: CIA-RDP06M00944R000200070005-4 ? EXECUTIVE OFFICE OF THE PRESIDENT BUREAU OF THE BUDGET WASHINGTON 25. D. C. BULLETIN NO. 62-2 September 19, 1961 TO THE HEADS OF EXECUTIVE DEPARTNERTS AND ESTABLISHMENTS SUBJECT: Increased travel costs pursuant to Public Lay 87-139 1. Purpose. This bulletin provides policy guidelines and instructions ?for financing increased travel costs attributed to revised allowances authorized by Public Law 87-139. 2. Policy. Agencies will male a continuous and progressive effort to absorb as much as possible of the increased costs within travel limita- tions, appropriations and funds available in fiscal year 1962 and with- out increases in funds requested for fiscal year 1963. It should be recognized that rates authotized'in Public Law 87-139 are maximum rates to be allowed by the departments and agencies only when circumstances clearly warrant, as set forth in Bureau of the Budget Circular No. A-7, Transmittal Memorandum No. 21, August 14, 1961. Agency attentibn is also called to the view expressed in Senate Report No. 544 that most, if not the entire cost of this measure can be absorbed if all official travel is handled in .a judicious manner. The Senate Committee did not suggest the curtailment of necessary travel, but suggested that better scheduling of work, elimination of duplica- tion of effort, acceptance of coach accommodations on trains and planes when suitable' to the occasion, and other measures taken as a matter of course by prudent private traveler will result in the economies neceseary tb'absorb costs. The use of "less than first class01:4, "touriqt,"-Or "economtsccommodations are further examples of econo- mies thatjViil feduce transportation costs and allow absorption of increased allowances within funds available (see Bureau of the Budget CircUldr-NO: A-7, Transmittal Memorandum No. 15, May 16, 1960). 3. ApportioPMent fequests. The increase in travel allowances author- ized by Public Law 87-139 will not be considered, in itself, a justifi- cation for requesting apportionments which indicate the need for supplemental appropriations. .Expenditures for travel are considered as being within administrative control. 4. Submission of supplemental estimates and similar proposals. a. In any instance where it is determined that the absorption of travel costs within funds available in the fiscal year 1962 will reduce travel to a level which cannot be sustained for the full year without serious damage to the programrinvolved, a request for a supplemental Declassified and Approved For Release 2013/07/17 : CIA-RDP06M00944R000200070005-4 Declassified and Approved For Release 2013/07/17 : CIA-RDP06M00944R000200070005-4 to allow the minimum level of travel necessary from the time that additional funds could probably be made available (April 1) may be prepared for consideration in accordance with instructions contained in Bureau of the Budget Circular No. A-41. b. Instructions contained in Circular No. A-41 will also govern those instances where. changes are required in specific or general travel expense limitations. In this regard, it should be noted that increases in travel limitations may be needed even though no increase in funds is required. 5. Agency budget submissions for fiscal year 1963. Tentative forecast of supplemental estimates of additional funds required in fiscal year 1962, as a result of increased travel allowances, will be set forth in the 1963 budget submission in separate schedules of program and financing and will be explained in the justification (see section 4 of Bureau of the Budget Circular No. A-11). 2 DAVID E. BELL Director Declassified and Approved For Release 2013/07/17 : CIA-RDP06M00944R000200070005-4 Declassified and Approved For Release 2013/07/17 : CIA-RDP06M00944R000200070005-4 EXECUTIVE OFFICE OF THE PRESIDENT BUREAU OF THE BUDGET WASHINGTON 25, D. C. BULLETIN NO. 62-1 July 15, 1961 TO THE HEADS OF EXECUTIVE DEPARTMENTS AND ESTABLISHMENTS SUBJECT: Cooperation with the Post Office Department's new "Nationwidesur Improved Mail Service" program On July 19, 1961, the Post Office Department will formally initiate its Nationwide Improved Mail Service ("NIMS") program. The Department expects to establish continuing advisory groups composed of the larger commercial mail users in each of the 289 cities named on the attached list. These groups will work with local postmasters in developing cooperative mailing practices designed to be mutually beneficial in itproving the mail service and reducing postal costs. The initial objective of this program will be to reduce the burden of the heavy receipts of mail at the close of the normal business day. The Department's studies of this problem indicate that much really important correspondence now suffers delay to many destinations since early transportation departures cannot be met for all mail being processed. At the same time, much of this volume consists of items for which time preference is of relatively little significance. Com- mercial mailers, therefore, will be asked to schedule their non-priority mail deposits for the morning hours when they can be handled without interfering with the dispatch of mail with news or time value. Ir The present concentration of a high proportion of the postal workload into a relatively few hours of the working day also results in ineffi- cient use of buildings, equipment, and manpower and unduly increases the costs of the postal service. Federal agencies have as much to gain from more efficient handling of their mail as do the commercial mailing firms which are being requested to cooperate. In Washington, D. C., and other locations where Government mail volume is substantial, your cooperation will be necessary in order to assure that the benefits are, in fact, realized. ;?-? Declassified and Approved For Release 2013/07/17 : CIA-RDP06M00944R000200070005-4 Declassified and Approved For Release 2013/07/17 : CIA-RDP06M00944R000200070005-4 2 To secure improved handling of correspondence originating in your agency, you should designate a representative in Washington, D. C., and Any other listed city in which you hava substantial mailing activity to call on the local postmaster and work with him (1) in the establishment of more efficient and economical mail collection schedules, (2) in the solution of other postal service problems concerning Government mail, and (3) in carrying out any further cooperative efforts which may be undertaken through the Nationwide Improved Mail Service program. DAVID E. EELL Director Attachment Declassified and Approved For Release 2013/07/17 : CIA-RDP06M00944R000200070005-4 Declassified and Approved For Release 2013/07/17 : CIA-RDP06M00944R000200070005-4 Attachment A Bulletin No. 62-1 LIST OF POST OFFICES AT WHICH NATIONWIDE IMPROVED MAIL SERVICE (NIMS) ADVISORY GROUPS WILL BE ESTABLISHED Alabama Birmingham Mobile Montgomery Alaska Anchorage Arizona Phoeniz Tucson Arkansas Little Rock California Anaheim Bakersfield Berkeley Beverly Hills Burbank Culver City Fresno Glendale Inglewood Long Beach. Los Angeles McClellan AFB North Hollywood Oakland Palo. Alto Pasadena Richmond Riverside Sacramento San Bernardino San Diego San Francisco San Jose San Mateo Santa Ana Santa Barbara Santa Monica Stockton Van Nuys Whittier Colorado Boulder Colorado Springs Denver Connecticut Bridgeport ? Bristol Greenwich Hartford New Britain New Haven 'Stamford Waterbury Delaware Wilmington District of Columbia Washington Florida Fort Lauderdale Jacksonville Miami Orlando Pensacola Saint Petersburg Tallahasee Tampa West Palm Beach Georgia Atlanta Augusta Columbus Macon Savannah Hawaii Honolulu Idaho .Boise Illinois Aurora Bloomington Chicago Decatur Elgin Evanston Joliet Melrose Park Moline Mount Morris North Chicago Oak Park Illinois (Cont 'd.) Peoria . Rockford Skokie Springfield Waukegan Indiana Crawfordsville Elkhart Evansville Fort Wayne Gary Hammond Indianapolis Kokomo Lafayette South Bend Terre Haute Iowa Cedar Rapids Davenport Des Moines Nevada . Sioux City Waterloo Kansas Kansas City Topeka Wichita Kentucky Lexington Louisville Louisiana .Baton Rouge New Orleans Shreveport Maine Portland Maryland Baltimore Silver Spring Massachusetts Boston Brockton Clinton Fall River Declassified and Approved For Release 2013/07/17 : CIA-RDP06M00944R000200070005-4 Declassified and Approved For Release 2013/07/17 : CIA-RDP06M00944R000200070005-4 Massachusetts (Cont 'd. Lawrence Lowell LYnn New Bedford Springfield Worcester Michigan Ann Arbor Battle Creek Dearborn Detroit Flint Grand Rapids Jackson Kalamazoo Lansing Muskegon Pontiac Royal Oak Saginaw Minnesota Duluth Minneapolis Saint Paul Mississipi Jackson Missouri Jefferson City Kansas City Saint Joseph Saint Louis Springfield Montana Billings Nebraska Boys Town Lincoln Omaha Nevada Las Vegas Reno New Hampshire Concord Manchester New Jersey Atlantic City Camden Clifton East Orange Elizabeth Englewood Fairview Hackensack New Jersey (Cont'd.) Jersey City Kearny Newark New Brunswick Passaic Paterson Plainfield Princeton Rahway Rutherford Trenton Union Union City New Mexico Albuquerque New York Albany Binghamton Brooklyn Buffalo Elmira Flushing Freeport Garden City Great Neck Hempstead Hicksville ,Jamaica Long Island City Mount Vernon Newark New Hyde Park New Rochelle New York Niagara Falls Pleasantville Port Washington Poughkeepsie Rochester Schenectady Staten Island Syracuse Utica White Plains Yonkers North Carolina Charlotte Durham Greensboro High Point Raleigh Winston-Salem 2 ? North Dakota Fargo Ohio Akron Canton Cincinnati Cleveland Columbus ? Dayton 14111a Mansfield Marion Springfield Toledo Youngstown Oklahoma Oklahoma City Tulsa Oregon Eugene Portland Salem Pennsylvania Allentown Bethlehem Chester Easton Erie Hanover ? Harrisburg Lancaster Philadelphia Pittsburgh Reading ? Scranton Sharon Hill ? Upper Darby Warren Wilkes-Barre 'Williamsport York Puerto Rico San Juan Rhode Island Pawtucket Providence South Carolina Charleston Columbia -Greenville South Dakota Sioux Falls , Tennessee Chattanooga Declassified and Approved For Release 2013/07/17 : CIA-RDP06M00944R000200070005-4 Declassified and Approved For Release 2013/07/17 : CIA-RDP06M00944R000200070005-4 Tennessee (Coht'd.) Kingsport Knoxville Memphis Nashville Texas Abilene Amarillo Austin - Beaumont Corpus Christi Dallas El Paso Fort Worth Houston Lubbock, San Antonio Waco Wichita Falls Utah Ogden Salt Lake City Virginia Alexandria Arlington Lynchburg Norfolk Richmond Roanoke, Washington Seattle Spokane Tacoma West Viginia Charleston Huntington Wisconsin Appleton Chippewa Falls Green Bay Madison Milwaukee Oshkosh Racine Declassified and Approved For Release 2013/07/17 : CIA-RDP06M00944R000200070005-4