Evening star., 1951-04-02
|Stream|ine Plan
To Reorganize
d. Presented
Is Compact Units
Would Report to
Executive Officer
By Horriet Griffiths

A homegrown plan to stream
line the sprawling District Gov
eminent units generally into 13
compact departments reporting to
an executive officer was released
by the Commissioners today.
Drawn up by Budget Officer
Walter L. Fowler and his staff,
the proposal somewhat resembles
reorganization plans which have
been presented to Congress. Miss
ing is the controversial home rule
issue.
Like City Manager.
The three Commissioners would
supervise the municipal activities
essentially on a policy-making
level, leaving the daily supervision
Iof specific administrative agencies
to the new executive officer. He
would function much like a city
manager under a city council.
Mr.. Fowler termed his plan the
first step toward an overall "ag-
Igressive program to improve the
effectiveness and economy of OPP
|erations of the District Govern
|ment."
In tackling the job of tidying
up the Districts administration.
assigned him by the Commission
ers in 1949, the budget officer said
development of a "streamliner"
will take time and effort, and can
be achieved only by degrees.
He estimated it would cost about
$150,000 initially, but from then
on it would save the District mil
lions of dollars.
Griffenhagen Plan Recalled.
Mr.. Fowler's proposal recalled
the bitter battles of 1939-40 over
the so-called Griffenhagen reor-
ganization plan and the counter
proposal of the Commissioners.
Both finally died in Capitol pi-
geonholes.
The Griffenhagen plan, drafted
at District expense by the Chicago
firm Of E. I. Griffenhagen and AS
sociates, called for a city manager
as executive leaving the Com
missioners to function as the gov.
erning body only. The depart
mentS were streamlined into II
departments. This was later fur
ther consolidated into IL depart
ments.
Under the counterproposal of
the city heads, citizens advisory
committee was to have been
created to advise them on tax.
budget and legislative problems.
The Chicago firm was hired
after both House and Senate
Committees called for a reor-
ganization survey to streamline
the burgeoning city government
agencies in the interest of better
and cheaper administration.
Fowler Recommendations.
Mr.. Fowler's recommendations.
in brief. include:
l. Establishment Cor continu-
ance) of these departments: Of
flee OF Civil Defense, Office of
the Corporation Counsel, Depart
ment of Finance, Office of Per-
sonnel, Department of Correc-
tions, Metropolitan Police De-
partment. Fire Department, De-
partment of Public Works, Health
Department, Department Of Parks
and Recreation. Department of
Public Welfare, Department of
Commerce and Labor, and Library
Department or Board of Library
Trustees.
2. Appointment of an executive
ottlcer to supervise and direct all
management functions not vested
by law in some authority other
than the Board of Commission
ers. The Commissioners should
select some one through whom
all their contacts with admins.
trative agencies would be made.
Budget Office Reorganization.
8. Reorganization of the present
Budget Office into Management
Once to serve as the principal
staH arm for the executive officer.
The director of this Office should
serve as assistant executive off,
Ger, and direct budgeting and
management improvement activi.
ties.
4. Establishment of a Citizens
Advisory Council of three to five
District residents, chosen at large
In an election or by some other
method providing adequate repre-
sentation. This body would for
nally incorporate public opinion
IN the Districts administrative
activities. The Commissioners
should decide its character and
The extent to which it would par
,lclpate in helping them to make
oasic policy decisions.
5. Redef1nition by law of the
roles OF the Board of Public We'll
[are, Recreation Board and the
Motor Vehicle Parking Agency,
rom their independent status, to
advisory groups. The District
Continued on Page AS, Col II