Weather Bureau and the Coast and Geodetic Survey and their consolidation to form the Environmental Science Services Administration. It became effective July 13, 1965. Reorganization Plan No. 3 of 1965, concerning reorganization of Reorganization Plan No. 4 of 1965, concerning reorganizations of Reorganization Plan No. 1 of 1966 was transmitted to the com- Reorganization Plan No. 2 of 1966 was transmitted to the committee on February 28, 1966. It provided for reorganization of certain water pollution control functions as between the Departments of the Interior and Health, Education, and Welfare. It became effective May 10, 1966. Reorganization Plan No. 3 of 1966, providing for reorganization of health functions of the Department of Health, Education, and Welfare, was transmitted to the committee on April 25, 1966, and became effective on June 25, 1966. Reorganization Plan No. 4 of 1966 was transmitted to the committee on June 13, 1966. It provided for a reorganization relating to the National Zoological Park located in the District of Columbia. The plan became effective August 23, 1966. Reorganization Plan No. 5 of 1966 was transmitted to the committee on June 29, 1966. It abolished the National Capital Regional Planning Council. The plan became effective September 8, 1966. Pursuant to its duty to receive and examine reports of the Comptroller General, the committee received officially and studied 431 such reports during the 89th Congress. These reports and certain other executive communications were referred to the committee under rules XI, 8, and XXIV, 2, of the House of Representatives. Following is a list of committee prints issued by the Committee on Government Operations during the 89th Congress: Federal Real and Personal Property Inventory Report (Civilian and Military) of the U.S. Government Covering Its Properties Located in the United States, in the Territories, and Overseas, as of June 30, 1964. (Issued in January 1965.) Activities of the House Committee on Government Operations, Conflicts Between the Federal Research Programs and the Government Weather Programs (Military and Civilian Operations and Research)-Responses of the Executive Agencies. Interim Report of the Activities of the House Committee on Government Operations, 89th Congress, first session, 1965. Results From Recommendations Made During the 88th Congress in Reports of the Committee on Government Operations, House of Representatives. The Short Life of the Electric Light Bulb. Metropolitan America: Challenge to Federalism. A Case Study of the Utilization of Federal Laboratory Resources. Compiled Statutes-Committee on Government Operations. In order to perform its functions and to carry out its duties as fully and as effectively as possible, the committee, under the leadership of its chairman, the Honorable William L. Dawson, of Illinois, at the beginning of the 89th Congress, established eight regular subcommittees, covering the entire field of executive expenditures and operations. The names of these subcommittees and their chairmen are as follows: Executive and Legislative Reorganization Subcommittee, Hon. Military Operations Subcommittee, Hon. Chet Holifield, chair man. Government Activities Subcommitee, Hon. Jack Brooks, chair man. Intergovernmental Relations Subcommittee, Hon. L. H. Foun- Natural Resources and Power Subcommittee, Hon. Robert E. Foreign Operations and Government Information Subcommittee, Legal and Monetary Affairs Subcommittee, Hon. Dante B. Research and Technical Programs Subcommittee, Hon. Henry S. In addition, two special subcommittees were organized to handle particular subjects: Special Subcommittee on Donable Property, Hon. John S. Special Subcommittee on Invasion of Privacy, Hon. Cornelius E. The Special Subcommittee on Death Valley National Monument was established in the 88th Congress on August 23, 1963, under the chairmanship of Hon. John E. Moss. The subcommittee completed its work and approved a proposed report before it expired at the close of the 88th Congress. The full committee approved the proposed report in March 1965. (H. Rept. 193-Fifth Report-submitted to the Speaker March 22, 1965. See page 190.) EXECUTIVE AND LEGISLATIVE REORGANIZATION SUBCOMMITTEE [H. Rept. No. 179, 89th Cong., first sess.] SUBMISSIONS OF AGENCY ACCOUNTING SYSTEMS FOR Third Report by the Committee on Government Operations This report, based on studies and hearings held by the Subcommittee on Executive and Legislative Reorganization, is concerned with the development by Federal departments and agencies of approved accounting systems. In the light of clear direction spelled out in the Budget and Accounting Procedures Act of 1950 (31 U.S.C. 65), the subcommittee found through its investigation and subsequent hearings that the number of agency accounting systems that had been brought into conformity with the requirements of the law was disappointingly small. The subcommittee inquiry was focused not on all delinquent departments and agencies, but on those principally responsible for the Government's financial management: the Bureau of the Budget, Department of the Treasury, and the General Accounting Office; also, the U.S. Civil Service Commission, which recruits and trains executive personnel in the field of financial management. The subcommittee's findings and conclusions resulted in the four specific recommendations detailed below. RECOMMENDATIONS TARGET DATES FOR SUBMITTING SYSTEMS TO GAO (Recommendation 1): The heads of departments and agencies should take immediate action to see that their subordinates involved in financial management proceed with dispatch to institute accounting systems in accordance with standards prescribed by the Comptroller General and to submit such systems to him for approval. Target dates agreeable to the Comptroller General should be proposed and adhered to. Results. The action taken on this recommendation was spotty. Many of the officials contacted stated that they had little or no inhouse capability for the project. Many also asked for help from the General Accounting Office. COMPLIANCE BY DEPARTMENTS AND AGENCIES (Recommendation 2): A more vigorous approach should be taken by the Bureau of the Budget and the Treasury Department, as the principal executive agencies concerned, in spurring prompt compliance by those executive departments and agencies whose accounting systems have not been submitted to the Comptroller General for approval. Results. The Treasury Department was more responsive to this recommendation than was the Bureau of the Budget, which took a laissez-faire attitude toward the matter. RESPONSIBILITIES OF THE COMPTROLLER GENERAL (Recommendation 3): The Comptroller General should vigorously and expeditiously implement his announced plan to intensify his review of agency accounting systems and make reports on such reviews to the Congress. He should also undertake to assist and encourage agencies, through personal efforts of his staff, to expedite the development of accounting systems to the degree necessary to obtain approval. Results. The Comptroller General followed through on this recommendation by applying more of the GAO's resources to assisting agencies, and by making internal improvements within GAO for the prompt handling of submitted accounting systems. He did not, however, proceed with an annual report on the matter. RESPONSIBILITIES OF CIVIL SERVICE COMMISSION (Recommendation 4): With regard to the Civil Service Commission's work in upgrading the quality of Government personnel now working in the field of financial management, and in otherwise assisting the departments and agencies of Government in procuring competent accounting and financial management technicians and professional personnel, this committee recommends: (a) That increased emphasis be given to career development programs through more concentrated attention on greater participation in workshops and seminars by financial management personnel at all operational levels in all departments and agencies. (b) That work be speeded by the Commission to improve techniques by which departments and agencies evaluate the relative quality of candidates under their promotion plans, especially for financial management positions. (c) That more financial management courses be included in all of the general-type management courses offered by the Commission, because an understanding of and appreciation for good financial management practices must become an integral part of the total management job. (d) That the Commission work with all departments and agencies of Government in encouraging and arranging for employees to attend courses in financial management in nongovernmental institutions as an additional means of upgrading the quality of personnel in positions of responsibility in the field of financial management. Results.-The Civil Service Commission began to implement all four parts of this recommendation. The agency's progress, however, was considered to be slow by the subcommittee's staff. [H. Rept. No. 180, 89th Cong., first sess.] CERTAIN PROCUREMENT MATTERS Fourth Report by the Committee on Government Operations (Submitted to the Speaker Mar. 17, 1965) This report is concerned with the propriety of an Army procurement contract for 5,544 jars of embalming fluid. During the investigations, matters not originally under study proved to be of an importance equal to or greater than that which precipitated the inquiry. In particular, certain inadequacies in the Armed Services Procurement Regulations and procedures in the Small Business Administration became evident. As a consequence, the inquiry was extended to the adequacy and efficiency of procurement regulations and procedures, including the role of the Small Business Administration in awarding certificates of competency to unsuccessful low bidders. The report concluded that due to inadequacies in the operation of the Armed Services Procurement System, the contract award was erroneously made. In an effort to prevent a recurrence of the conditions leading to the erroneous award, the report made 10 recommendations detailed below. RECOMMENDATIONS DUPLICATION OF PROCUREMENT ACTIVITIES (Recommendation 1): Procurement investigations of the kind now carried on by the four procurement offices in the New York City vicinity prior to an award by the contracting officer, should be centralized in one Defense Supply Agency office for each major procurement area. Results. The Department of Defense reported that "the plans for consolidation of certain contract administration functions which were underway at the time the report was issued were implemented when the Defense Contract Administration Services became operational as an organizational element of the Defense Supply Agency in December 1965." PAST PERFORMANCE AND INTEGRITY EVALUATIONS (Recommendation 2): The Department of Defense should establish a centralized file containing the performance record of each and every concern which does business with the Department, so that procurement officers can make an effective determination of the past performance record and record of integrity of prospective contractors as required by ASPR 1.903-1 (c) and (d). Results.-ASPR reference 1-908 provides, in part, as follows: The purpose of contractor performance evaluation program is to provide an orderly and uniform method of determining and recording the effectiveness of contractors in meeting their contractual commitments. The program requires project managers within the military departments to prepare contractor performance evaluation reports |