Application of ADP equipment The conversion of the Department to an automated, centralized payroll system is now complete. The new input system which was introduced last year has resulted in improved productivity of payroll clerks. In addition to the personnel report to the Civil Service Commission on paid employment which has been 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 plans 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 delinquency 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 adapt 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 seven 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-year 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 significantly to the development of future leaders in this field. Division of Budget (two new positions) The many new program responsibilities placed on this Department by recently enacted 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 available 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. Division of Fiscal Policy and Procedure (one new position) The new and expanded programs of the Department have created, over the past year, 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 (two 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. |