Mr. STEFAN. I am well acquainted with the work of Mr. Cawley in organizing his budget organization. From time to time, complimentary remarks have been made here about Mr. Cawley. I can testify that his enthusiasm has been put into operation, and I want again to express my appreciation for the work he has done, because I am intimately acquainted with the Cawley plan of budgeting, because he has talked to me about it many times in years past. I am glad he has put it into operation and that it is showing some economy and efficiency. I do not know of any other department that has put that into operation.

Mr. GLADIEUX. We think we are somewhat unique. We do not like to pat ourselves on the back, but I was in the Budget Bureau for a long time myself and am pretty familiar with the kind of work budget officers generally do, and I do think we have somewhat of a unique operation in our set-up. Certainly, from the viewpoint of the Secretary, I think it would not be too much to say that he would find it. impossible to effectively direct and administer the Department without a staff of this kind. Every Secretary I have worked with has recognized that fact.

Mr. STEFAN. I have always felt, Mr. Chairman, that Mr. Cawley has been very frank with this committee and has given us in detail the plans they have in mind and the plans they have put in operation, so that we can better understand the justifications when they do come

to us.

Mr. CAWLEY. Thank you, Congressman Stefan. I would like to add this, too, that we undertook in the central office to reduce the budgets and reduced the budgets of the various constituent offices and bureaus by $188,000,000 initially. Without having some knowledge of their operations and requirements, we could not have done that.

When I gave you the definition of "necessary" earlier in this testimony, I said we had to carry out various programs and we had to achieve effective operations and economical ones. There are many ways of doing this, and we believe we are achieving our objectives in the manner I have described.

OFFICE OF PERSONNEL ADMINISTRATION

Mr. FLOOD. I gather we have discussed the Office of Personnel Administration, your personnel methods and your administrative service group, which I believe you referred to earlier as a housekeeping service group generally.

Mr. GLADIEUX. Before you pass the Office of Personnel Administration, may I add a word?

Mr. FLOOD. Yes.

Mr. GLADIEUX. Here also we think we have established a unique personnel operation in the Department, because of its progressive nature under the leadership of Mr. Oliver Short and Mr. George Vietheer.

Mr. FLOOD. You are speaking now of the Division of Personnel Operations?

Mr. GLADIEUX. I am speaking of the Office of Personnel Administration, of which the Division of Personnel Operations is a part and whose chief reports to the departmental personnel officer.

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We have taken the leadership in establishing basic and constructive policies and standards to guide the personnel operations of the entire Department.

Mr. FLOOD. What do you mean by "we"?

Mr. GLADIEUX. I should say "the Department"-not "we."

Mr. FLOOD. The entire Department of Commerce?

Mr. GLADIEUX. The entire Department of Commerce; yes.

DECENTRALIZATION OF PERSONNEL OPERATIONS

We have decentralized our personnel operations very extensively, somewhat anticipating the recommendations of the Hoover Commission in this connection.

Mr. FLOOD. How could you decentralize your personnel office?

Mr. GLADIEUX. We decentralized it by authorizing or delegating to the various constituent bureaus and offices the right to conduct personnel operations, subject to very careful auditing by our central office to see that it conforms to the basic standards we lay down. We think we have an effective and progressive system of personnel administration in the Department.

Mr. FLOOD. Is there anything you want to say with reference to the accounting control in your section that is distinctive or would justify the request for an appropriation?

if

Mr. GLADIEUX. Only, as I mentioned before, that this office serves not only the immediate office of the Secretary but several other offices and agencies that I previously referred to. We believe we have not only an efficient operation, but I am confident we could not do the job with the 38 people presently employed and requested for next year we did not operate in this centralized fashion. If each of the constituent offices this Division services were to set up its own accounting, auditing, and pay-rolling staff, I have no doubt but what we would have to increase those 38 by 50 percent.

Mr. CAWLEY. The accounting control is also under my supervision. I should mention it is part of the Office of Budget and Management. That Office has reduced its staff to an extent that it is down to the point now where, if a person is out on sick leave, they have a pretty difficult time.

WORK-LOAD STATISTICS

With your permission, I would like to recount a few work-load statistics of that group to show you the tremendous job they do for these various groups mentioned by Mr. Gladieux.

For example, they handle 115,000 postings annually from about 37,000 vouchers; they issue 1,750 travel authorizations; they audit 12,000 vouchers involving a maximum of 40,000 documents; they prepare and process 5,500 schedules of collections, disbursements, voucher deductions, and the like; and they handle approximately 6,000 collection items and maintain the pay-rolling, regular leave, and retirement service records in the case of 2,500 employees, involving the receipt and review of 58,500 time and attendance reports. That is done by the group of approximately 38 that I mentioned. It is one of the best performances I have ever seen. It is just because we have a top-flight staff on the job every hour of the day.

Mr. FLOOD. Are not they supposed to be?

Mr. CAWLEY. Yes, sir; but I think this is a remarkable record. I have seen what apeared to be a similar operation that would take approximately twice the staff.

Mr. GLADIEUX. It is supposed to be, but generally is not.

Mr. FLOOD. Of course, every

one of yours is.

Mr. CAWLEY. Yes. They have to be, or else we just could not keep up with the grind.

OFFICE OF PUBLICATIONS

Mr. FLOOD. Now will you address yourself to the justification of the request for the Office of Publications?

Mr. GLADIEUX. Mr. Burgess is the Director of the Office of Publi

cations.

Mr. BURGESS. Mr. Chairman, many of the remarks that Mr. Gladieux made about the Office of Program Planning, his conception in establishing it, and his hopes for it, apply also to the Office of Publications, which was established at the same time.

The Department had not had a centralized review of its publications in many years or of any of its information functions. It seemed desirable to have those, and the Office of Publications was estabished late in 1945 with the responsibility for directing a review of its publications.

Mr. FLOOD. Do you have a list of the types and kinds of publications that the Office of Publications is connected with or works with?

Mr. BURGESS. We are connected with all publications of the Department of Commerce.

Mr. FLOOD. Could you insert in the record a list of the kinds and types of publications that Commerce spends its money for?

Mr. BURGESS. Yes, sir.

Mr. FLOOD. Do you have such a list?

Mr. BURGESS. We do.

Mr. FLOOD. I suggest you insert it in the record at this point.

BREAK-DOWN OF TYPES OF PRINTING

Mr. CAWLEY. I have a summary schedule which gives you by category the different types of printing, distinguishing between the administrative, periodical, and nonperiodical. If permissible, we will submit that under this heading; and, if you want further details, we can supply them.

Mr. FLOOD. That will suffice.

(The matter above referred to is as follows:)

GENERAL STATEMENT

Mr. FLOOD. Now will you make a general statement with reference to your office?

Mr. BURGESS. The office is responsible for directing and coordinating all of the publications and informational work of the Department. It is also responsible for conducting studies and analyses of the potential needs of businessmen for the Department's publications; and the Department, we are very proud to say, continues to outsell all of the other Government agencies on its publications, which in the last 2 years, have exceeded $1,000,000 a year. At this point, I would like to offer to read into the record or submit for the record a letter from the Public Printer commending us on our handling of publications. Mr. FLOOD. If there is no objection, that can be inserted in the record. (The letter above referred to is as follows:)

UNITED STATES GOVERNMENT PRINTING OFFICE.
Washington 25, D. C., January 4, 1949.

The honorable the SECRETARY OF COMMERCE,

Department of Commerce, Washington 25, D. C.

MY DEAR MR. SAWYER; I am pleased to inform you that Department of Commerce publications have again led all others in total sales during the fiscal year 1948. The Superintendent of Documents has reported to me that total sales for publications originated by all Government agencies amounted to $3,233,395, and of this amount sales of Commerce Department publications represented $1,088,426. We at the Government Printing Office feel that the continuing policy of the Department of Commerce of promoting the sale of publications rather than engaging in a widespread program of free distribution is to a great extent responsible for this accomplishment. We believe that this policy adds to the prestige of Department of Commerce publications, because people in general attach more importance to something for which they pay than to something which is handed out free. We also believe that this accomplishment reflects the care and study which are given to each manuscript before publication to achieve maximum utilization of your printing and binding appropriation.

I am bringing this matter to your attention so that you and your staff will know that we in the Government Printing Office, who have the opportunity to review the publishing practices of the entire Government, recognize that the Department of Commerce is doing an efficient job of making publications of vital interest available to American businessmen and the general public.

Sincerely yours,

JOHN J. DEVINY, Public Printer.

Mr. BURGESS. The Office of Publications is also responsible for the departmental distribution policy and control of all informational material released to the public.

DEVELOPMENT OF PUBLICATIONS POLICY GUIDE

If I may answer two questions which you have been asking previous witnesses, I would like to say we regard our larger accomplishments of the past year as being, first, the development of a publicationspolicy guide which has been approved by the Secretary and issued to the various offices and bureaus. It is a rather lengthy document which is also a check list of the factors to be considered in deciding upon the essentiality and priority of publications which they may produce. Second, is a rather extensive study that we made of the World Trade In Commodities series of the Office of International Trade. That was a good sample of the type of thing we try to do as a staff office. It involved a complete study of a series of informational