CIVIL AERONAUTICS BOARD

The first of five minor organization changes effected in 1966 was the consolidation in April of two sections in the Office of the Comptroller in order to reduce overhead costs. The former Accounting Section and the Carrier Payments Section were merged into a single Finance Section.

Also in April, the Service Complaint Section of the Bureau of Enforcement was renamed the Consumer Complaint Section, to more accurately describe its purpose, which is to concern itself with consumer problems generally and not merely complaints about service. A reorganization within the Bureau of Operating Rights was effected in July. The former Trunkline Carrier and Regional Carrier Divisions were abolished. In their stead a new Standards Division was created to handle informal route applications, to find ways to use the computer more effectively in formal proceedings, and to develop broad-gage route-related standards for the conduct of Bureau work. Also, two licensing units were created to handle formal route cases on a team assignment basis.

In September, the function of developing emergency plans and preparedness programs was transferred from the Office of the Executive Director to the Planning, Programing and Research Division of the Bureau of Economics. This change provides for integrated planning and programing for both normal and emergency needs and requirements.

The final organization change, occurring in October, was in the Bureau of International Affairs. The Negotiations Division was abolished, with its four geographic area offices designated to report. directly to the Bureau Director. The Policy and Programs Division was redesignated the Project Development Staff.

No organization changes are pending at this time other than those which will be effective on establishment of the new Department of Transportation. Section 6(d) of the Department of Transportation Act provides that all functions, powers and duties of the Board under titles VI and VII of the Federal Aviation Act of 1958, as amended, are to be transferred to the National Transportation Safety Board of the Department. Thus, the Board's Bureau of Safety, employees in other parts of the Board engaged in considering safety enforcement appeals, together with supporting staff, will be transferred to the new Department.

CIVIL SERVICE COMMISSION

A new Office of Labor-Management relations was created to assist agencies and employee organizations in carrying out the employeemanagement cooperation program in the Federal Government. The Office was established primarily to strengthen the Commission's central leadership and guidance service in response to increased needs that have developed in the program. The Director of the new Office will report to the Commission Chairman in order to insure top-level attention to requests of agencies and employee organizations for guidance and technical advice on policy matters. The creation of the Office

made no appreciable change in staffing since the staff is a small one and was drawn from among current employees who had in the past or who were currently working in this area.

Under Executive Order 11315, the Commission was given full responsibility for the new executive assignment system for positions in grades GS-16, GS-17, and GS-18 in the executive branch. The system is designed to assure staffing of upper level jobs in the Federal Government with the best talent available. As one of the initial steps in implementing the new system a new Bureau of Executive Manpower has been established to concentrate our responsibilities in one organization. Procedures are being developed and work is already underway to set up a central inventory of career executives. This inventory, which is the heart of the executive assignment system, will include about 25,000 Federal employees serving in positions at grades GS-15 (or equivalent) and above, and will serve as a means to draw upon the total available resources of the Government in filling executive positions within the competitive service. It is expected that the executive assignment system will be fully installed by November 1967.

In January 1966 the Commission reported establishment of the Interagency Board program. This program called for setting up 65 interagency boards which would consolidate the previously existing 668 boards of examiners. As of December 31, 1966, all 65 of the interagency boards were activated.

Implementation of the Interagency Board program resulted in a major reorganization of the Bureau of Recruiting and Examining. The Washington Examining Division and the Operations Division have been abolished and most of their functions transferred to the newly established Washington Interagency Board. A new Office of Special Projects was established to carry out the administrative management and test service function associated with this modernization. In September 1966 a new Executive Seminar Center for training midcareer Federal executives was established at Berkeley, Calif. As in the case of the Kings Point, N.Y., Center, established in 1963, the training to be provided at the Berkeley Center is primarily for those employees in positions directly below the top executive positions and is designed to prepare this group as a source from which top career executive positions can be filled in the future.

An appreciable increase in employment has resulted from the organizational changes discussed in this and last year's report as shown by total employment of 4,975 on January 1, 1967, compared to 3,758 a year ago. The 65 interagency boards are staffed by Commission employees as opposed to agency personnel under the previous system. This accounts for most of the increase in Commission employment. The remainder represents accessions necessary to carry out the other new and expanded program responsibilities of the Commission.

DISTRICT OF COLUMBIA REDEVELOPMENT LAND

AGENCY

As of January 1, 1967, the District of Columbia Redevelopment Land Agency had on its rolls 202 paid full-time employees and 23 part-time employees. This Agency has no employees outside the con

tinental limits of the United States, and has none whose services are provided by contractual agreement between the United States and any foreign government.

Major changes in the scope of the program administered by the Redevelopment Land Agency are as follows:

1. Increased relocation responsibilities generated by the District of Columbia Central Relocation Act.

2. The undertaking of the Shaw School urban renewal project, constituting one of the largest rehabilitation projects in the United States.

3. The undertaking of the downtown feasibility study.

The changes in scope set forth above require a much broader range of skills and functions than those that have been employed by the Redevelopment Land Agency heretofore. These broader skills and functions in turn, have placed added responsibility and need for program direction at the top level of the Agency.

On May 1, 1966, the RLA Board of Directors placed into effect a reorganization of the Agency's top staff, which provided for two Deputy Executive Directors to assist the Executive Director: (1) The Deputy Executive Director, Operations, (2) The Deputy Executive Director and General Counsel.

The carrying out of increased responsibilities in connection with relocation and property management under the Relocation Act accounts for the largest increase in staff during 1966. A significant number of key positions for the Shaw School urban renewal project and the downtown feasibility study is also reflected in the overall increase in total personnel.

FEDERAL AVIATION AGENCY

Establishment of noise abatement staff.-A noise abatement staff was established, functioning under the Associate Administrator for Programs, to integrate and lead the Agency's response in the governmentwide effort called for by President Johnson to remedy or alleviate the adverse effects of aircraft noise.

Establishment of a National Airspace System Program Office.A National Airspace System Program Office was established, replacing the NAS Special Projects Office, as a staff element under the Associate Administrator for Development. Headed by the Deputy Associate Administrator for Development, the new office continues and extends the principle of single-management leadership; it is assigned responsibility for design, engineering, procurement, and installation-in addition to central programing, planning, and scheduling of designated program elements of the Air Traffic Control Subsystem of the National Airspace System.

National Aviation Facilities Experimental Center (NAFEC).—Authorities to consolidate and regroup research and development functions were transferred from Washington headquarters to theNAFEC at Atlantic City. By February 1966, through realinement of the organization and improved administration, salary savings of $307,000 (32 man-years) were realized. In addition, 19 man-years (salaries of $191,000) were saved in the fiscal year 1967 program.

FEDERAL COMMUNICATIONS COMMISSION

CATV Task Force.-On August 19, 1966, the Commission announced the formation of a special task force to assist the Commission in implementing rules and regulations involving community antenna television systems which were promulgated the previous March.

This special unit is responsible for advising the Commission with regard to CATV matters generally and for processing the various applications, pleadings, etc., now pending before the Commission and to be filed by CATV systems and television stations. The unit is also responsible for the distribution of the information questionnaires referred to in the second report and order and the compilation of the information and data to be derived therefrom.

Office of the Secretary. During 1966, on a phased basis, the major portion of the Commission's work in arranging for the training of foreign nationals was transferred to the Agency for International Development (AID). The transfer was fully effected July 1, 1966. AID was able to absorb this function with the addition of just one person. Under arrangements between the two agencies, AID will continue to reimburse FCC for one professional employee to assist AID in obtaining entree to the communications field, specifically those public and private organizations helpful in meeting AID requirements.

As a result of this functional transfer, the Technical Assistance Division, Office of the Secretary was disestablished. Further, this action resulted in a net reduction of three positions for the Federal Government.

FEDERAL POWER COMMISSION

A change occurred in the organization of the Bureau of Natural Gas during 1966. Another change occurred in the organization of the Bureau of Power shortly after the end of calendar year 1966. Both of these changes were made in order to emphasize certain functions, consolidate functions into one area in order to improve operations, meet other program requirements, and reduce costs.

A new section was established in the Pipeline Division of the Bureau of Natural Gas. The new Certificate and Rate Filing Section was created to handle certificate applications and rate filings which do not require formal hearings. Centralizing this type of activity, which was formerly handled in all sections, resulted in improved coordination and control of the nonformal work, more effective use of the Pipeline Division's limited manpower, and better handling of the Pipeline Division's formal casework.

A new section was established in the Division of Licensed Projects, Bureau of Power. The Section of Power Site Lands was created as a separate section to facilitate processing of the land law review workload and to enable the Section of Applications, to which the land law work formerly belonged, to more expeditiously process applications for licenses.

Both of these organizational changes improved the functioning and organization of the Bureaus concerned.

FOREIGN CLAIMS SETTLEMENT COMMISSION Major changes in the organization of the Commission during this period were the abolishment of the Polish Claims Division upon completion of the Polish Claims program and the establishment of a Cuban Claims Division to begin the development of claims filed under Public Law 88-666. The Warsaw Field Office began war damage investigations and responsibility for this operation was reassigned from the Polish Claims Division to the General War Claims Division early in the year.

Personnel assigned to the Polish Division were reassigned to vacancies in continuing divisions in accordance with previous plans. Overall employment in the Commission during the calendar year increased by 14.

GENERAL SERVICES ADMINISTRATION

OFFICE OF ADMINISTRATION

The Office of Finance and Administration was replaced by the Office of Administration. The Office of Administration consists of (1) a Program and Policy Planning Staff (transferred from the immediate office of the Administrator); (2) a Federal Procurement Regulations Staff (transferred from the Office of General Counsel); (3) the Office of Administrative Services; (4) the Office of Budget; (5) the Office of Data Processing; (6) the Office of Finance; (7) the Office of Management Investigations and Review; and (8) the Office of Personnel.

FEDERAL SUPPLY SERVICE

GSA's governmentwide management, utilization, and procurement of ADP equipment and related resources were consolidated into a new Office of Automated Data Management Services. Functions which had formerly been assigned to the Data Processing Coordination Staff of the former Office of Finance and Administration, the ADP contracting and procurement activities of the Federal Supply Service, and the ADP equipment utilization activities of the Property Management Disposal Service were transferred to this one office.

The Automotive Standards Division was established in the Office of Standards and Quality Control to strengthen the FSS capability to carry out the task of prescribing safety standards for automotive vehicles purchased by the Federal Government.

A Procurement Policy Division and a Procurement Programs and Systems Division were established in the Office of Procurement in lieu of the Procurement Policy and Programs Division.

NATIONAL ARCHIVES AND RECORDS SERVICE

The Military Personnel Records Center and the Federal Records Center in St. Louis, Mo., were combined into one center now identified as the National Personnel Records Center. This Center is the national repository for records of separated military personnel and separated Federal employees. The Center has been placed under the direct supervision of the Assistant Archivist for Federal Records Centers, central office.