Foreign Relations of the United States, 1961–1963, Volume XXV, Organization of Foreign Policy; Information Policy; United Nations; Scientific Matters

42. Paper Prepared in the Office of Management, Department of State¹

Washington, September 11, 1961.

PROPOSED STUDY OF ASPECTS OF STATE DEPARTMENT STRUCTURE AND OPERATIONS

Problem—Over the past few years it appears that there has developed in the Department of State an organizational proliferation and operational complexity that has increased points of interest and work clearance, established what may be duplicate or overlapping functions and reviews, extended the line of command between the desk officer and policy-decision-making, diluted the authority and effectiveness of regional Assistant Secretaries and resulted in functional bureaus organized internally on a geographic basis and geographic bureaus organized and staffed to perform a complete array of functional responsibilities.

Also, in its inter-agency relationships, careful consideration needs to be given to State’s effectiveness in providing foreign policy guidance and leadership to other agencies of Government and in meeting the needs of agencies that have a direct interest in the conduct of overseas activities.

Study Proposed—It is recommended that a study be made of:

(1) bureau organizational structure;

(2) functional and geographic bureau responsibilities;

(3) effectiveness of existing decentralization of Departmental staff functions such as public affairs and administrative services;

(4) Department’s inter-agency relationships; and

(5) related management aspects.

Its purpose would be (a) to develop proposals for internal simplification and stream-lining of structure including reduction in operational layering, increased delegations of authority, elimination of any functional overlapping and duplicating work reviews, and reductions in personnel and other costs, and (b) to examine existing inter-departmental relationships and recommend measures for their improvement.

Staff Resources—On a temporary consulting basis, the services of two or three former officers of State who are knowledgeable regarding its operational needs, and who have demonstrated a competence in management. To these will be added, on a highly selective basis, such numbers of existing officers as may be necessary, with the support of the Office of Management, to accomplish the task within approximately 30 days.

Report—The study group will prepare and submit to the Secretary a report on its findings and recommendations. If in the course of its work, the group identifies organizational or management problems requiring further attention, its report should so indicate and recommend a course of action.

1. Source: National Archives and Records Administration, RG 59, Management Staff Files: Lot 69 D 434, Miscellaneous Subject Files, 1960–1967, Humelsine Task Force. No classification marking. A covering memorandum of September 5 from Ralph Roberts, Deputy Assistant Secretary of State for Management, to Assistant Secretary Crockett, indicated that the proposed study of bureau organizational structure would be conducted by Carlisle H. Humelsine, President of Colonial Williamsburg, Inc. Humelsine had formerly served as Executive Secretary of the Department of State (1947–1950) and Deputy Under Secretary of State for Administration (1950–1952). Secretary Rusk was personally involved in planning for the study.