The chairman also reported that the examination of the annual reporting requirements has thus far resulted in a reduction approximating 22,800 pages of these reports. To put more emphasis on this area of its data collection activities, the Commission obtained the services of the former Director of the Bureau of Accounts, who was, until his retirement at the end of 1962, an original member of the staff committee. Manpower savings, resulting from decreases in workload incident to examining and processing carrier reports, have been used for other critical program areas of the Commis sion. Two major changes to the Uniform System of Accounts were also published during the year. Although designed primarily to reduce the reporting burden of regulated carriers, these changes have permitted faster processing of carrier reports by the Commission and will permit diversion of manpower to programs previously deferred. The chairman further reported that a survey of the Commission's mail and messenger service and its subsequent reorganization has resulted thus far in elimination of six messenger positions and three clerical positions. Savings realized from elimination of these positions were applied to the cost of assigning additional stenographic assistance to hearing examiners.

Development of data processing techniques capable of producing carrier cost studies formerly performed manually have brought about substantial reductions in the amount of time devoted to each of these studies. During the past fiscal year, more than 11,000 man-hours were saved by utilizing these data processing programs. This time was used to bring the Commission's records of carrier cost data up to a reasonably current status, to accelerate much needed research into development of new and revised cost formulas and to conduct additional cost studies. Further savings are anticipated as additional data processing techniques are developed. These savings will be applied toward increased activity in the cost finding area as carrier cost data are growing in importance as the basis for rate justifications.

NATIONAL AERONAUTICS AND SPACE ADMINISTRATION

The Assistant Administrator for Legislative Affairs reported an increase of 4,505 employees during calendar year 1963, and stated that significant changes in the scope and character of NASA's programs led to organizational and managerial improvements to (1) consolidate authority and responsibility for both the management of major programs, as well as directing the overall management of the ily required to carry out these same programs, and (2) realine certain headquarters organizational components which provide agencywide supporting services. No appreciable increases or decreases in personnel are anticipated.

Program and field center managements consolidated

Authority and responsibility for planning and managing NASA's major programs and of the research and development centers primarfield centers executing these programs, were consolidated and assigned to three headquarters officials reporting to NASA's "general manager" the Associate Administrator. Previously, center directors received project or mission management direction from one or more headquarters program directors, while direction for general opera

tion of the centers came from the Associate Administrator. Under the realinement of functions, each center director has only one supervisor at headquarters, and both technical and management activities are integrated at a single point below the Associate Administrator.

The three officials responsible for consolidated management direction of NASA's major programs are:

An Associate Administrator for Manned Space Flight who directs this program and is also responsible for overall management of the three Centers primarily engaged in manned space flight activities-the George C. Marshall Space Flight Center, Manned Spacecraft Center, and John F. Kennedy Space Center.

An Associate Administrator for Space Science and Applications who is responsible for scientific explorations of space as well as communications, meteorological, and related peaceful applications. Space Science and Applications were combined under one Associate Administrator since these programs employ essentially the same launch systems and use the same field installations. Field installations under this official's overall management are Goddard Space Flight Center, Wallops Station, Pacific Launch Operations Office, and the contractoroperated Jet Propulsion Laboratory.

An Associate Administrator for Advanced Research and Technology who is responsible for developing and executing NASA's program which provides technical knowledge for future aeronautical and space vehicle design. This official is also responsible for coordinating the Agency's total research program to assure its overall adequacy and to avoid unnecessary duplication. Research centers under his overall direction are Ames Research Center, Langley Research Center, Lewis Research Center, and Flight Research Center.

The Director of the Office of Tracking and Data Acquisition continues as the focal point for providing and integrating tracking and data acquisition services and facilities within NASA and with the Department of Defense.

In addition to consolidating program and center management, the revised organizational realinement relieves the Associate Administrator of direct responsibility for overall management of centers and thus permits him to devote more time to interagency groups and agencywide policies and problems.

Other headquarters organizational elements realined

Concurrent with the changes in headquarters-center relationships, several other elements of NASA headquarters were realined.

A Policy Planning Board was established, consisting of senior headquarters and center officials, to advise top management on policies covering all NASA activities.

An Assistant Deputy Administrator was appointed to relieve the Administrator and Deputy Administrator of certain specific responsibilities thereby allowing them more time for overall Agency policy matters and relationships with other agencies and the Congress. In addition to assigned responsibilities, the Assistant Deputy Administrator will act as signing and supervising officer in designated areas, as required.

An Assistant Administrator for Technology Utilization and Policy Planning was appointed to provide full-time specialized staff sup

port for the Policy Planning Board. He is also responsible for (1) obtaining widespread utilization of technological innovations emanating from NASA's research and development activities, and (2) directing NASA's program for disseminating scientific and technical information. In addition, this official advises the Administrator on certain relationships with universities-particularly on the overall institutional arrangements with universities for transfer of technology and for meeting the technical and scientific needs of their regions. An Assistant Administrator for Public Affairs was appointed, reporting primarily to the Administrator, to provide direct contact between public affairs activities and the head of the Agency.

A Deputy Associate Administrator for Industry Affairs was appointed to provide top-level management and supervision of activities incident to (1) establishing procurement policies and regulations and related reporting and review procedures, (2) assisting field installations and their contractors in labor relations matters, (3) monitoring construction of facilities, (4) obtaining sound reliability and quality assurance programs, and (5) directing the regional support and service operations of the northeastern and western operations field offices. This official will also provide support and services required by the Inventions and Contributions Board to discharge its legal responsibilities with respect to petitions for waiver of U.S. rights to inventions and with respect to awards for scientific or technical contributions having significant value in the conduct of aeronautical and space activities. A Management Committee was established, composed of officials reporting directly to the Associate Administrator, to assist and advise on agencywide management systems and on managerial, organizational, and operational problems involving more than one Agency organizational element.

NATIONAL CAPITAL TRANSPORTATION AGENCY

In his report to the committee the Administrator stated that during the last calendar year, the Agency reorganized its bureaus because of changed activities following the preparation of its recommendations for transportation in the National Capital region-finance and organization-submitted to the President on November 1, 1962.

The Bureau of Engineering and Operations was relieved of its function of planning the operation of the recommended transportation system. As the Office of Engineering, it retained functions of preliminary and final engineering of facility design, development of control and guidance systems and equipment, and supervision of construction. The Bureau of Planning and Finance was relieved of its function of planning the financing of the recommended transportation system. As the Office of Planning, it retained the functions of planning route and station locations, developing traffic forecasts, coordinating Agency plans with those of regional planning bodies, and research into regional economic and social developments and trends.

The Office of Finance was organized with the functions of development and conduct of a borrowing system, development of cost control procedures, preparation of financial estimates, developing of transportation schedules, and negotiation of service charges with bus and railroad companies.

The Assistant Administrator and General Counsel was designated Chairman of the Technical Program Committee, with responsibility for developing a continuing Agency work program, and insuring its

execution.

The staff activities of the Office of General Counsel, the Office of Public Information and Community Services, and the Office of Administration remained essentially unchanged.

The Administrator further reported that because of the reduction in new obligational authority for fiscal year 1965 requested by the President in his budget message of January 21, 1964, pending enactment of legislation providing for rapid transit in the National Capital region, the number of full-time civilian employees will be reduced to 35 by July 1, 1964.

NATIONAL LABOR RELATIONS BOARD

The Chairman of NLRB stated in his report that since January 1, 1963, total agency employment has decreased from 2,056 to 1,972, whereas the case intake has continued to rise-1,348 more unfair labor practice charges and 632 more petitions for representation were received in 1963 than in the previous 12 months, constituting a total increase of 8 percent.

The Office of Appeals, formerly an adjunct of the General Counsel's immediate office was moved to the Division of Litigation for administrative purposes.

During 1963 the General Counsel studied problems involved in decentralizing the district court functon to regional offices. In preparation for the move, a training manual was prepared and issued. On October 1, 1963, the regional offices were instructed to assume responsibility for this function. Thus far the decentralization has proceeded in an orderly fashion and it is expected that the move will bring greater efficiency and better performance to this highly important area of agency responsibility. The district court branch, when it was at full strength, consisted of approximately 30 professionals and 12 clericals.

The Division of Operations, Washington headquarters staff for the field organization has been reorganized to provide better liaison and control between Washington and the regional offices. Five Assistant General Counsels were appointed, each with coordinate responsibility for a group of from 5 to 7 regional offices. These Assistant General Counsels are responsible for seeing to it that policy determinations are carried out by the regional offices. Each assists his regional offices to operate in the most efficient manner by providing technical assistance and by advising them on weaknesses disclosed by statistical analyses and onsite reviews. These statistical analyses are the work of a Time and Performance Branch established several years ago to study and analyze the operation and performance of regional offices and to suggest improvements. The five Assistant General Counsels will have available to them the full resources of the Time and Performance Branch.

NATIONAL SCIENCE FOUNDATION

The Director reported the following significant organizational changes were made by the National Science Foundation during calendar year 1963, which resulted in an increase of 171 employees: The position of Deputy Director was reactivated.

A congressional liaison officer with a small staff was added to the Office of General Counsel to serve the dual function of servicing requests from Congress for information and keeping the staff advised on congressional activities bearing upon their responsibilities.

The position of Associate Director for Administration was abolished and the position of head, Administrative Services, was established in its stead, with the Office of the Comptroller established as a separate organizational entity reporting directly to the Director.

The position of Associate Director for International Activities was abolished, with the Office of International Activities reporting to the Deputy Director and the Office of Antarctic Programs reporting to the Associate Director for Research.

During the year, the Foundation also assumed responsibility for the management of the Science Information Exchange (SIE), which was previously under the management of the Smithsonian Institution. Program responsibility for the SIE activity was assigned to the NSF Office of Science Information Service.

RAILROAD RETIREMENT BOARD

The Chairman reported that no major changes were made in the Board's organizational structure in 1963 and none is contemplated for 1964. However, a minor organizational change, improved work methods, some shifting of functions among the offices, and conversion of additional operations to electronic data processing resulted in a continuing decline in employment. Total employment at the end of the year was 135 employees below the January 1, 1963, figure.

The plate addressograph system used to maintain beneficiary rolls under the Railroad Retirement Act was discontinued in favor of a magnetic tape system. The responsibility for this operation was transferred from the Office of Budget and Fiscal Operations to the Bureau of Retirement Claims, and the printing of benefit checks was transferred to the Treasury Department. Also, the responsibility for adjudicating and paying unemployment and sickness insurance claims originating in our Cleveland region was transferred to the Bureau of Unemployment and Sickness Insurance at headquarters, where the work is done electronically. Further extensions of the electronic handling of claims are scheduled for 1964.

SECURITIES AND EXCHANGE COMMISSION

The Chairman reported that during calendar year 1963, certain organizational changes were effected pursuant to recommendations of the Special Study of Securities Markets.

In July 1963, a new Office of Program Planning was established to assist the Commission in reviewing and formulating policy and of coordinating activities in the implementation of the special study's recommendations. This work involves, in coordination with other Commission offices and divisions, changes in the rules, regulations, and policies of the Commission and self-regulatory agencies; recommendations for legislation; proposals for modifications of industry practices; and procedures for gathering and analyzing economic data about the securities markets.