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Accomplishments for fiscal year 1965

Among the projects undertaken during 1965 were those concerned with highlighting the newer programs of the Department. Significant among these were the publicizing of initial grants made under the several new programs for which the Department has responsibility; representation on the Civil Service Commission committee which planned the 10-agency participation in the Federal Exhibit on Science and Engineering shown at the Smithsonian Institution, the New York World's Fair, and in Los Angeles and Chicago; arranging for scripts in a 1-hour and a one-half hour movie of Department activities which will be used to orient new Department employees and for public information purposes; establishing a file of photographs in color and black and white which are representative of Department activities and putting together a slide presentation on Appalachia ; and help in planning, reviewing, and clearing materials for the Advertising Council's 2-year campaign on mental retardation, through television, radio, and various printed media. Workload data

These special projects have been in addition to fulfilling the day-to-day responsibilities of the office:

In the area of press work, the Office of Public Information issued 746 press releases and handled more than 4,940 telephone requests for information concerning the Department's activities. In addition, OPI distributed within the Department, for review by officials, 120 newspaper clippings and 2,005 Associated Press and United Press International ticker items dealing with the Department's programs or with matters of direct interest to the Department.

In the area of editorial work, OPI was responsible for the preparation (writing and/or editing, reproduction, and distribution) of 67 speeches in the Office of the Secretary and 48 statements used in testimony before congressional committees by the Secretary and other Department officials.

The office checked, edited, wrote, or rewrote 402 messages referred by the White House and 133 messages for the Secretary to send to individuals and organizations, an increase of 167 in the total of such messages for the preceding year. In addition, 93 declinations of invitations for the Secretary to attend, sponsor, or participate in various events were written.

Other editorial work included: preparation of 19 articles; writing or up-dating 28 articles for commercially published encyclopedias, yearbooks, directories, and almanacs; and writing the section of the annual report which deals with the Office of the Secretary, and reviewing, editing, and putting the total manuscript together for the whole report, a document of more than 400 printed pages.

A total of 2,231 replies to communications from the public was prepared in the Office of Public Information during the fiscal year.

In the area of program direction, OPI reviewed and authorized for printing or reproduction a total of 2,426 manuscripts during the year. No request for new positions

The increased workload expected in 1967 will be absorbed by the present staff.

3. Administrative management

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Functions

The Office of Administration serves as the Secretary's staff for administrative management of the Department. In addition, the Assistant Secretary for Administration is responsible for directing the work of the Division of Internah Security, the Division of State Merit Systems, and the Division of Surplus Pprugan erty Ctilization. In the area of administrative management, the Office of Administration, under the direction of the Assistant Secretary for Administratiea. provides leadership in setting basic Department administrative policy, condoting a Department personnel management program, and continuing studies of organization and management effectiveness. The office also prorides general administrative services for the internal operations of the Office of the Secretary and, upon request, to central offices of operating agencies. Achiering greater administratire effectiveness

The Office of Administration will direct its efforts in fiscal years 1966 and 17 toward leadership in administrative innovation and in responsive assistanık to the administrative needs of the Secretary and the operating agencies. It will be a matter of first importance that the Department look to the most effective ain economical allocation of its resources. All the new positions requested are to be used for the purpose of improving either personnel or organizational performir ance. The long-range benefits of improvements in productivity or effeiers should more than offset the minimal costs involved.

The Office of Administration and the Office of the Comptroller (as described under activity 4) will have significant roles to play in the President's evt reduction program. During the past year a comprehensive manpower utilization, cost reduction, and management improvement program was developed under the leadership of this office. The Office of Administration will have principal responsibility for several elements : Position management, systems development. personnel management, and management appraisal. It will also be involini together with the Office of the Comptroller in elements such as the cost-reduction planning and reporting and program analysis and appraisal. The Assistant Secretary for Administration will assist the Department Management Committee in directing the program.

The following recent and current activities related directly to increased administrative effectiveness are illustrative of Office of Administration responsibilities:

A study of the administrative and organizational problems of implementing the Water Quality Act of 1965 and of creating a new Federal Warer Pollution Control Administration;

Continuing assistance to the new Secretary in staffing and reorganization problems within the Office of the Secretary;

Developing a Department-wide system for securing administrative infor mation on grants ;

A review of the long-range organization and equipment needs for cenéral data processing services;

Development of policy and procedure for strengthening personnel management evaluation in the Department;

A survey of the Department incentive awards program leading to current reorganization and strengthening of procedures;

Planning for a comprehensive career development program in administra

tive management positions. Request for new positions

Seventeen new positions are requested in fiscal year 1967 to strengthen the career development and executive recruiting program, to make organizational and procedural studies and appraisals, to strengthen the staff functions in general administrative services, and to cope with increased operating workloads. Dirision of Management Planning (three new positions)

The progressive and accelerated expansion of the programs and staff of the Department together with the establishment by statute of new operating agen j*** within the Department have created the need for increased staff assistane to the Secretary in studying organizational and procedural matters and planning for Department-wide management improvements. The studies of organizational proposals made by the operating agencies can have a significant influenee in determining the long-range structure and effectiveness of the Department.

In terms of current operations, the Division needs to furnish leadership and guidance in use of progressive management techniques. Additional staff time

is needed to identify and analyze the areas susceptible to administrative innovation. As a method in the identification process, the Division plans to expand its management appraisal activity which reviews the current effectiveness of operations and which promotes appraisal as a vital factor in planning and accomplishing program missions. The Division requires adequate analytical staff to assure the prompt effectuation of needed organizational changes but at the same time to prevent changes which may lead to fragmentation and duplication. Presently, only one analyst is assigned to organization studies. This assignment includes review of new organizational proposals, review of proposed delegations of authority, assistance to operating agencies in the conduct of internal organization studies, and staff assistance to public advisory groups which may be appointed by the Secretary to conduct studies of mission and organization. At the present, time is borrowed from other priority responsibilities of the Dirision—such as the coordination of management information systems.

The positions requested will be used for broad-scale organizational studies and appraisals and will provide the nucleus for an internal management consultant staff to the Secretary. Division of Personnel Management (seven new positions)

The Division proposes strengthening its career development and executive recruitment programs. The basic justification for this proposal is that the key to meeting the challenges of the Great Society insofar as HEW programs are concerned lies in the selection of quality executive personnel and the effective utilization of the work force.

In order to develop executive leadership and secure executive talent and to encourage employee growth, we must build and maintain a comprehensive and systematic career development program. In the past year the Division has made a sound start, but there is need for considerably more progress. Among the specific things we need to do are:

Planning for Department-wide manpower and career needs;
Forecasting long-range executive needs;

Coordinating and improving Department-wide recruitment efforts and techniques;

Guidance to operating agencies in developing career programs for agency specialists;

Development of career programs for Department-wide positions ;

Coordinating the flexible use of personnel through interagency exchanges and special assignments;

Establishment of a career referral system including maintenance of a roster of executive talent:

Improving the Department promotion plan;
Encouraging full utilization of training opportunities;
Guidance in developing agency training programs;
Promoting the cross-utilization of agency training facilities and resources ;
Guidance in development of career program information ;

Strengthening the employee incentive awards program.
Division of Internal Security (2 new positions)

The request for two new clerical positions is directly connected with increased workload. The number of new employees in the Department has substantially increased as has the number of advisory committees and similar groups. The effects of this increased workload are felt principally in the following areas:

1. Sensitive positions. There are now approximately 2,700 sensitive positions throughout the Department and the number is increasing, particularly in Public Health Service activities. Besides the problem of keeping current on clearances, inadequate staff hampers the efforts to keep investigation records up to date.

2. Security checks on applicants for the Commissioned Corps, Public Health Service.—The Public Health Service estimates that during fiscal year 1966 they will submit requests for security checks on approximately 4,900 applicants for the Commissioned Corps. This represents a 48 percent increase over the checks completed during fiscal year 1965. This increase can be expected to continue with expansion of Service programs.

3. Advisory groups.The Department is committed to a policy of confidential preappointment checks for all proposed members of any advisory groups established within the Department. The numbers of such groups continue to increase.

Application of ADP equipment

The conversion of the Department to an antomated, centralized payroll s. tem is now complete. The new input system which was introduced last per has resulted in improved productivity of payroll clerks. In addition to the par sonnel report to the Civil Service Commission on paid employment which has be? in production for over a year, the Office of the Secretary accounting system is being converted to computer use. Parallel runs are now being made and par are to have the system completely automated by the end of fiscal year 1966. For this reason the service is being centralized and its operation placed under the working capital fund in fiscal year 1967. The centralized computer accounting services will be provided for all offices now served through the manual system: i.e., Office of the Secretary, Office of Commissioner of Welfare, juvenile deline quency and youth development program, and the Administration on Aging. The centralization of the service will make feasible adjustments in service which become necessary as a result of changing programs. It will also readily adlı to peak workloads so that posting backlogs will not develop. It is anticipated that this system will produce more meaningful data more promptly than has been possible under the present method.

The Office of the Comptroller, through its newly established Data Management Office, will provide management data services for the Office of the Secretary and for the operating agencies upon request. Request for new positions

The Office of the Comptroller requests seren new positions for 1967 to aid in budgetary review and coordination, fiscal policy development, and program and grant appraisal. Office of the Comptroller

This tightly knit office is the pivotal point for all financial management concerns of the Department. Its professional staffing now consists of the Comptroller and two Assistant Comptrollers (one for cost reduction and manpower control. and the other for management and career development). There are many special short-term projects arising in the conduct of the office which could be carried out at the middle management staff level. The 1967 request provides for a man-spar of employment of a financial management intern to assist in these projects. The proposal anticipates the assignment, on a 6-month rotating basis, of young people who are interested in the field of financial management. Such an assignment, in a Department of this size and complexity, should also contribute significantis to the development of future leaders in this field. Dirision of Budget (two new positions)

The many new program responsibilities placed on this Department by recently cnacted legislation as well as the growth of ongoing programs have increased both the scope and the complexity of the Budget Division's activities. At the same time, the quantity and use of budget information has grown to such an extent that the pressures of the budget cycle are now felt during the entire year. The full time and attention of the staff is so heavily concentrated on meeting deadlines for budget information and submissions throughout the year that the time avail able for analysis and coordination is severely limited.

Two positions, both professional, are requested for the Budget Division. This additional staff would provide badly needed assistance in budget development, analysis, and coordination. Dirision of Fiscal Policy and Procedure (one new position)

The new and expanded programs of the Department have created, over the past Fear, additional demands on this division for more assistance and guidance in the fiscal and accounting areas of financial management. Congressional and GAO pressures to establish as quickly as possible the accounting systems throughout the Government on a current accrual basis have made necessary an extensive revision of the policies and guide procedures used by its operating agencies. The operating agencies also will need the assistance of this division in developing their accounting systems to conform to these revised policies and guidelines and to obtain GAO approval of their revised systems. Professional staff was added to this Division over the past year to carry out these expanded responsibilities. Temporary stenographic assistance was provided to balance the increased staff. The addition of one stenographic position in this year provides for a continuing balanced relationship of clerical and stenographic positions to professional positions in a ratio of 1 clerical to 3 professionals. Division of Operations Analysis (tuo new positions)

The Division was established to serve the Secretary in analysis of especially difficult management and program problems. During its relatively short period of operation, the Operations Analysis Division has highlighted for the Secretary many problems which were previously unknown. These problems facing the top management of this Department remain complex and numerous. New programs, new problems, and demands for further program and management progress continue. A further increase of two positions in this staff resource would make available to the Secretary additional staff to serve in study and analysis of at least some of the most urgent management and program problems. Although progress is being made, so much more remains to be done in resolving such problems that this additional investment is most urgently needed. Grants Administration Policy (two new positions )

This small unit currently consisting of a professional staff member and a secretary, is a newly formed element which will assist the Comptroller in the development and implementation of Department-wide policies in the area of grants administration and management. Current planning calls for the Division to concentrate on problem areas in the application of management and financial policies, procedures, standards and principles to grant programs, and to coordinate the development of administrative and fiscal policies and procedures governing the use of grant funds. Its primary functions will be to review new legislative and program proposals having to do with grants to determine whether they conform to established grant policies. In order to make a real contribution in these areas, we believe that a minimum staff of four (two professional and two clerical) will be required to perform the necessary functions. The 1967 budget requests the addition of a program officer and a secretary for this purpose.

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