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ARCHIVER **ATIONAN RECORDE AMD
- 2 -
a sort of "principal civil servant" to supervise the various
management arms of the agency - i.e. the fiscal, personnel,
management research, administrative, and possibly certain other
activities. In our judgment the creation of these posts would be
of far greater significance if tied in with the institution of
an "executive development" program throughout the federal govern-
ment. In order to explore this subject more fully we would
recommend that it be one of the early items to which the Advisory
Committee for Management Improvement should devote attention.
3. Vesting responsibility for internal management of the
various commissions in the chairman thereof. This idea was ac-
cepted by the Congress in the reorganization plans on the Civil
Service Commission and the Maritime Commission. Both of these
were somewhat "special cases" however as compared with such
agencies as the Federal Trade Commission, Securities and Exchange
Commission, Federal Power Commission, Interstate Commerce Com-
mission, etc. While we are generally in favor of this type of
action, the nine agencies concerned, with the exception of the
National Labor Relations Board, have expressed their opposition
to this Hoover Commission proposal.
It seems entirely possible to be ready to take action on the types
of management matters listed above by January or early February.
However, if action is to be taken on the types of transfers shown
below, considerable preparation will be necessary. A principal ques-
tion which needs resolution is the extent to which an effort will-be
máde to follow the Hoover Commission recommendations. Some general
policy will also be needed as to whether we try to exhaust the Hoover
Commission recommendations at this next session or whether we prepare
to act on only selected ones and leave the remainder for later action.
Comment: As a working assumption I would propose that Budget staff
undertake the preparation of plans and supporting material on the
various remaining "management" recommendations of the Hoover Commission.
Further, we might have as an announced goal, the completion of action
on these "management" matters - which would probably include legislation
on the personnel and budgetary systems - at the second session of the
8lst Congress.
On the various transfers and grouping of functions shown below
I would propose that we follow a course of acting only on selected
recommendations. Since action on each of these items is probably more
dependent upon political considerations than upon administrative deter-
minations I feel that they should be discussed with the hope of arriv-
ing at some conclusion as to priority during September.
If
you
agree
I will prepare separate statements for later discussion on such of the
following actions as you would be willing to consider.
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"ocrText": "ARCHIVER **ATIONAN RECORDE AMD\n- 2 -\na sort of \"principal civil servant\" to supervise the various\nmanagement arms of the agency - i.e. the fiscal, personnel,\nmanagement research, administrative, and possibly certain other\nactivities. In our judgment the creation of these posts would be\nof far greater significance if tied in with the institution of\nan \"executive development\" program throughout the federal govern-\nment. In order to explore this subject more fully we would\nrecommend that it be one of the early items to which the Advisory\nCommittee for Management Improvement should devote attention.\n3. Vesting responsibility for internal management of the\nvarious commissions in the chairman thereof. This idea was ac-\ncepted by the Congress in the reorganization plans on the Civil\nService Commission and the Maritime Commission. Both of these\nwere somewhat \"special cases\" however as compared with such\nagencies as the Federal Trade Commission, Securities and Exchange\nCommission, Federal Power Commission, Interstate Commerce Com-\nmission, etc. While we are generally in favor of this type of\naction, the nine agencies concerned, with the exception of the\nNational Labor Relations Board, have expressed their opposition\nto this Hoover Commission proposal.\nIt seems entirely possible to be ready to take action on the types\nof management matters listed above by January or early February.\nHowever, if action is to be taken on the types of transfers shown\nbelow, considerable preparation will be necessary. A principal ques-\ntion which needs resolution is the extent to which an effort will-be\nmáde to follow the Hoover Commission recommendations. Some general\npolicy will also be needed as to whether we try to exhaust the Hoover\nCommission recommendations at this next session or whether we prepare\nto act on only selected ones and leave the remainder for later action.\nComment: As a working assumption I would propose that Budget staff\nundertake the preparation of plans and supporting material on the\nvarious remaining \"management\" recommendations of the Hoover Commission.\nFurther, we might have as an announced goal, the completion of action\non these \"management\" matters - which would probably include legislation\non the personnel and budgetary systems - at the second session of the\n8lst Congress.\nOn the various transfers and grouping of functions shown below\nI would propose that we follow a course of acting only on selected\nrecommendations. Since action on each of these items is probably more\ndependent upon political considerations than upon administrative deter-\nminations I feel that they should be discussed with the hope of arriv-\ning at some conclusion as to priority during September.\nIf\nyou\nagree\nI will prepare separate statements for later discussion on such of the\nfollowing actions as you would be willing to consider."
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