OMB BULLETINS 1962

• Document Type: CREST
• Collection: General CIA Records
• 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
• Publication Date: January 15, 1962
• Content Type: REPORT

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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
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Attachment
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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.
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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
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(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
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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
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-(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.
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c. 'Clearing house services with regard to the variety of approaches
being employed by agencies in conducting appraisals and initiating
Improved practices.
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? 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
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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
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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.
;?-?
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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
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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
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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
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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
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