The Glacier reporter. [volume] (Browning, Mont.) 1953-current, 1961-12-14

Since the Bimson report, the
Bureau has been organized on q
three-leyel, three-line basis. Inc
Central Office in Washington
with about 300 employees Is re-
sponsible for overall direction,
planning and programming. Co
ordination, inspection and evalu-
alton. The intermediate level
consisting of ten area offices has
broad delegations of authority as
well as supervisory responsible
ity over the field installations.
Direct services TO Indians are
provided through 500 large and
small field installations, which
are headed by some AZ superin-
tendents. Typical installations In
clude reservations, schools, area
field offices, sub agencies, and
relocation offices. The bulk of
the Bureaus 1l.600 employees
are in the field, with almost half
of them engaged In providing
educational services.
This three-layered structure Is
vertically segmented by an equal
number of program divisions
based on the functions of admin
istration, community services,
and resource management An
assistant commissioner hea d s
each of the latter. In general,
similar divisions are found In the
area offices and the field install
lations.
From testimony presented dur
ing its hearings the Task Force
learned of general dissatisfac-
ton with the slow rate at which
the Bureau performs its album
dant paperwork. Items initiated
in the field often must move
through a network of revises and
appeals all the way 10 the Secre-
tary's office with numerous side
trips to specialists and solicitors
The Task Force feels that when
new policies have been laid down
by the Secretary. programs adop-
ted. and a Commissioner install
led, further study of the Bureau
structure and manual may be
called for. While we cannot pre-
dict the outcome of such a study,
we can indicate two character
istics of the Bureaus structure
which inevitably produce admin
istrative delay and poor commu-
between the field and
Central Office.
The first of these Is the differ
ent organizational bases for the
field and Central offices which
has been mentioned previously.
In the-field installations and area
offices, the Bureau Is primarily
organized on a geographic basis,
whereas the Central Office Is
organized solely on a functional
basis.
The other factor which causes
delay and a breakdown In COM
munications Is the substantial in
ternal layering Of the Depart
ment which complexities the
route by which matters reach
the Commissioner and the Sec
rotary for decision. The Deputy
and Assistant Commissioner, the
Assistant Secretary and MEM
bers of his staff, as well as var
lous persons in the Solicitors or
flee and the Secretariat, must Of
ten become involved before they
make a final decision. In similar
situations, large businesses have
found IL necessary TO
create an operating committee
composed of those whose duties
are closely associated with the
principal executive officer. The
of such a committee
Including the legal stafD hold
daily meetings and with all pres
ent in the same room at the same
time, can greatly speed up the
How Of paperwork and improve
communications which are vital
to decision making. II Is highly
desirable that the Secretary, As
sistant Secretary, and Commits
sioner Of Indian Affairs examine
the potential effectiveness of this
management instrument.
ECONOMIC DEvElo PMENT
Elsewhere the Task Force has
recommended a program of eco
nomic development. This pro-
gram will require some orsani-
rational changes and rearrange-
ment Of branches. Because II de-
Ponds upon programs and poll
lies yet TO be determined, the
Task Force viii not comment In |
ietail on these. However, II does
wish to point out the advisability
1f reconstituting the Division OF
Economic Development in the
Central Office. From other divi-
sions where they are now located
he Branches Of Credit, Indus |
rial Development, and Vocation
II Placement and Training should
De transferred to this division. |
We believe also that extension
work, now supervised by the De-
of Agriculture. should
le returned IN the pureau and