31 USC 501 - Sec. 501. Office of Management and Budget

SHORT TITLE OF 1990 AMENDMENT Pub. L. 101-576, title I, Sec. 101, Nov. 15, 1990, 104 Stat. 2838, provided that: "This Act [enacting sections 503, 504, 901 to 903, and 3515 of this title, amending sections 502, 1105, 3512, 3521, 9105, and 9106 of this title, sections 5313 to 5315 of Title 5, Government Organization and Employees, and section 3533 of Title 42, The Public Health and Welfare, renumbering sections 503 and 504 of this title as 505 and 506 of this title, respectively, enacting provisions set out as notes under this section and sections 901, 3511, 3515, and 3521 of this title, and amending provisions set out as a note under section 301 of Title 38, Veterans' Benefits] may be cited as the 'Chief Financial Officers Act of 1990'."

Transfer Of Functions

Pub. L. 104-53, title II, Sec. 211, Nov. 19, 1995, 109 Stat. 535, as amended by Pub. L. 104-316, title II, Sec. 203, Oct. 19, 1996, 110 Stat. 3845, provided that: "Personnel transferred pursuant to this section, as in effect immediately before the effective date of section 303 [203] of the General Accounting Office Act of 1996 [Pub. L. 104-316, Oct. 19, 1996], shall not be separated or reduced in classification or compensation for one year after any such transfer, except for cause." EMERGENCY PREPAREDNESS FUNCTIONS For assignment of certain emergency preparedness functions to Director of the Office of Management and Budget, see Parts 1, 2, and 28 of Ex. Ord. No. 12656, Nov. 18, 1988, 53 F.R. 47491, set out as a note under section 5195 of Title 42, The Public Health and Welfare. -MISC2- STUDY OF POLICIES AND PROCEDURES FOR TRANSFER OF COMMERCIAL ACTIVITIES Pub. L. 106-398, Sec. 1 [[div. A], title VIII, Sec. 832], Oct. 30, 2000, 114 Stat. 1654, 1654A-221, provided that: "(a) GAO-Convened Panel. - The Comptroller General shall convene a panel of experts to study the policies and procedures governing the transfer of commercial activities for the Federal Government from Government personnel to a Federal contractor, including - "(1) procedures for determining whether functions should continue to be performed by Government personnel; "(2) procedures for comparing the costs of performance of functions by Government personnel and the costs of performance of such functions by Federal contractors; "(3) implementation by the Department of Defense of the Federal Activities Inventory Reform Act of 1998 (Public Law 105-270; 31 U.S.C. 501 note); and "(4) procedures of the Department of Defense for public-private competitions pursuant to the Office of Management and Budget Circular A-76. "(b) Composition of Panel. - (1) The Comptroller General shall appoint highly qualified and knowledgeable persons to serve on the panel and shall ensure that the following entities receive fair representation on the panel: "(A) The Department of Defense. "(B) Persons in private industry. "(C) Federal labor organizations. "(D) The Office of Management and Budget. "(2) For the purposes of the requirement for fair representation under paragraph (1), persons serving on the panel under subparagraph (C) of that paragraph shall not be counted as persons serving on the panel under subparagraph (A), (B), or (D) of that paragraph. "(c) Chairman. - The Comptroller General, or an individual within the General Accounting Office designated by the Comptroller General, shall be the chairman of the panel. "(d) Participation by Other Interested Parties. - The chairman shall ensure that all interested parties, including individuals who are not represented on the panel who are officers or employees of the United States, persons in private industry, or representatives of Federal labor organizations, have the opportunity to submit information and views on the matters being studied by the panel. "(e) Information From Agencies. - The panel may request directly from any department or agency of the United States any information that the panel considers necessary to carry out a meaningful study of the policies and procedures described in subsection (a), including the Office of Management and Budget Circular A-76 process.

To the extent consistent with applicable laws and regulations, the head of such department or agency shall furnish the requested information to the panel. "(f) Report. - Not later than May 1, 2002, the Comptroller General shall submit the report of the panel on the results of the study to Congress, including recommended changes with respect to implementation of policies and enactment of legislation. "(g) Definition. - In this section, the term 'Federal labor organization' has the meaning given the term 'labor organization' in section 7103(a)(4) of title 5, United States Code." USE OF PRIVATE ENTERPRISES Pub. L. 106-53, title II, Sec. 227, Aug. 17, 1999, 113 Stat. 298, provided that: "(a) In General. - The Secretary [of the Army] shall comply with the requirements of the Federal Activities Inventory Reform Act of 1998 (31 U.S.C. 501 note; Public Law 105-270). "(b) Compliance With Other Law. - "(1) Inventory and review. - In carrying out this section, the Secretary shall inventory and review all activities that are not inherently governmental in nature in accordance with the Federal Activities Inventory Reform Act of 1998. "(2) Architectural and engineering services. - Any review and conversion by the Secretary to performance by private enterprise of an architectural or engineering service (including a surveying or mapping service) shall be carried out in accordance with title IX of the Federal Property and Administrative Services Act of 1949 (40 U.S.C. 541 et seq.) [now sections 1101-1104 of title 40]." FEDERAL ACTIVITIES INVENTORY REFORM Pub. L. 105-270, Oct. 19, 1998, 112 Stat. 2382, provided that: "SECTION 1. SHORT TITLE. "This Act may be cited as the 'Federal Activities Inventory Reform Act of 1998'. "SEC. 2. ANNUAL LISTS OF GOVERNMENT ACTIVITIES NOT INHERENTLY GOVERNMENTAL IN NATURE. "(a) Lists Required. - Not later than the end of the third quarter of each fiscal year, the head of each executive agency shall submit to the Director of the Office of Management and Budget a list of activities performed by Federal Government sources for the executive agency that, in the judgment of the head of the executive agency, are not inherently governmental functions.

The entry for an activity on the list shall include the following: "(1) The fiscal year for which the activity first appeared on a list prepared under this section. "(2) The number of full-time employees (or its equivalent) that are necessary for the performance of the activity by a Federal Government source. "(3) The name of a Federal Government employee responsible for the activity from whom additional information about the activity may be obtained. "(b) OMB Review and Consultation. - The Director of the Office of Management and Budget shall review the executive agency's list for a fiscal year and consult with the head of the executive agency regarding the content of the final list for that fiscal year. "(c) Public Availability of Lists. - "(1) Publication. - Upon the completion of the review and consultation regarding a list of an executive agency - "(A) the head of the executive agency shall promptly transmit a copy of the list to Congress and make the list available to the public; and "(B) the Director of the Office of Management and Budget shall promptly publish in the Federal Register a notice that the list is available to the public. "(2) Changes. - If the list changes after the publication of the notice as a result of the resolution of a challenge under section 3, the head of the executive agency shall promptly - "(A) make each such change available to the public and transmit a copy of the change to Congress; and "(B) publish in the Federal Register a notice that the change is available to the public. "(d) Competition Required. - Within a reasonable time after the date on which a notice of the public availability of a list is published under subsection (c), the head of the executive agency concerned shall review the activities on the list. Each time that the head of the executive agency considers contracting with a private sector source for the performance of such an activity, the head of the executive agency shall use a competitive process to select the source (except as may otherwise be provided in a law other than this Act, an Executive order, regulations, or any executive branch circular setting forth requirements or guidance that is issued by competent executive authority). The Director of the Office of Management and Budget shall issue guidance for the administration of this subsection. "(e) Realistic and Fair Cost Comparisons. - For the purpose of determining whether to contract with a source in the private sector for the performance of an executive agency activity on the list on the basis of a comparison of the costs of procuring services from such a source with the costs of performing that activity by the executive agency, the head of the executive agency shall ensure that all costs (including the costs of quality assurance, technical monitoring of the performance of such function, liability insurance, employee retirement and disability benefits, and all other overhead costs) are considered and that the costs considered are realistic and fair. "SEC. 3. CHALLENGES TO THE LIST. "(a) Challenge Authorized. - An interested party may submit to an executive agency a challenge of an omission of a particular activity from, or an inclusion of a particular activity on, a list for which a notice of public availability has been published under section 2. "(b) Interested Party Defined. - For the purposes of this section, the term 'interested party', with respect to an activity referred to in subsection (a), means the following: "(1) A private sector source that - "(A) is an actual or prospective offeror for any contract, or other form of agreement, to perform the activity; and "(B) has a direct economic interest in performing the activity that would be adversely affected by a determination not to procure the performance of the activity from a private sector source. "(2) A representative of any business or professional association that includes within its membership private sector sources referred to in paragraph (1). "(3) An officer or employee of an organization within an executive agency that is an actual or prospective offeror to perform the activity. "(4) The head of any labor organization referred to in section 7103(a)(4) of title 5, United States Code, that includes within its membership officers or employees of an organization referred to in paragraph (3). "(c) Time for Submission. - A challenge to a list shall be submitted to the executive agency concerned within 30 days after the publication of the notice of the public availability of the list under section 2. "(d) Initial Decision. - Within 28 days after an executive agency receives a challenge, an official designated by the head of the executive agency shall - "(1) decide the challenge; and "(2) transmit to the party submitting the challenge a written notification of the decision together with a discussion of the rationale for the decision and an explanation of the party's right to appeal under subsection (e). "(e) Appeal. - "(1) Authorization of appeal. - An interested party may appeal an adverse decision of the official to the head of the executive agency within 10 days after receiving a notification of the decision under subsection (d). "(2) Decision on appeal. - Within 10 days after the head of an executive agency receives an appeal of a decision under paragraph (1), the head of the executive agency shall decide the appeal and transmit to the party submitting the appeal a written notification of the decision together with a discussion of the rationale for the decision. "SEC. 4. APPLICABILITY. "(a) Executive Agencies Covered. - Except as provided in subsection (b), this Act applies to the following executive agencies: "(1) Executive department. - An executive department named in section 101 of title 5, United States Code. "(2) Military department. - A military department named in section 102 of title 5, United States Code. "(3) Independent establishment. - An independent establishment, as defined in section 104 of title 5, United States Code. "(b) Exceptions. - This Act does not apply to or with respect to the following: "(1) General accounting office. - The General Accounting Office. "(2) Government corporation. - A Government corporation or a Government controlled corporation, as those terms are defined in section 103 of title 5, United States Code. "(3) Nonappropriated funds instrumentality. - A part of a department or agency if all of the employees of that part of the department or agency are employees referred to in section 2105(c) of title 5, United States Code. "(4) Certain depot-level maintenance and repair. - Depot-level maintenance and repair of the Department of Defense (as defined in section 2460 of title 10, United States Code). "SEC. 5. DEFINITIONS. "In this Act: "(1) Federal government source. - The term 'Federal Government source', with respect to performance of an activity, means any organization within an executive agency that uses Federal Government employees to perform the activity. "(2) Inherently governmental function. - "(A) Definition. - The term 'inherently governmental function' means a function that is so intimately related to the public interest as to require performance by Federal Government employees. "(B) Functions included. - The term includes activities that require either the exercise of discretion in applying Federal Government authority or the making of value judgments in making decisions for the Federal Government, including judgments relating to monetary transactions and entitlements.

An inherently governmental function involves, among other things, the interpretation and execution of the laws of the United States so as - "(i) to bind the United States to take or not to take some action by contract, policy, regulation, authorization, order, or otherwise; "(ii) to determine, protect, and advance United States economic, political, territorial, property, or other interests by military or diplomatic action, civil or criminal judicial proceedings, contract management, or otherwise; "(iii) to significantly affect the life, liberty, or property of private persons; "(iv) to commission, appoint, direct, or control officers or employees of the United States; or "(v) to exert ultimate control over the acquisition, use, or disposition of the property, real or personal, tangible or intangible, of the United States, including the collection, control, or disbursement of appropriated and other Federal funds. "(C) Functions excluded. - The term does not normally include - "(i) gathering information for or providing advice, opinions, recommendations, or ideas to Federal Government officials; or "(ii) any function that is primarily ministerial and internal in nature (such as building security, mail operations, operation of cafeterias, housekeeping, facilities operations and maintenance, warehouse operations, motor vehicle fleet management operations, or other routine electrical or mechanical services). "SEC. 6. EFFECTIVE DATE. "This Act shall take effect on October 1, 1998." PURPOSE OF AMENDMENTS BY PUB. L. 104-316 Pub. L. 104-316, title II, Sec. 201, Oct. 19, 1996, 110 Stat. 3842, provided that: "The purpose of this title [see Tables for classification] is to amend provisions of law to reflect, update, and enact transfers and subsequent delegations of functions made under section 211 of the Legislative Branch Appropriations Act, 1996 (Public Law 104-53, 109 Stat. 535) [see Transfer of Functions note above], as in effect immediately before this title takes effect [Oct. 19, 1996]." DEPARTMENT OF COMMERCE FRANCHISE FUND PILOT Pub. L. 107-77, title II, Sec. 207, Nov. 28, 2001, 115 Stat. 778, provided in part: "That an amount not to exceed 4 percent of the total annual income to such fund [Commerce franchise fund] may be retained in the fund for fiscal year 2002 and each fiscal year thereafter, to remain available until expended, to be used for the acquisition of capital equipment, and for the improvement and implementation of department financial management, ADP, and other support systems: Provided further, That such amounts retained in the fund for fiscal year 2002 and each fiscal year thereafter shall be available for obligation and expenditure only in accordance with section 605 of this Act [115 Stat. 798]: Provided further, That no later than 30 days after the end of each fiscal year, amounts in excess of this reserve limitation shall be deposited as miscellaneous receipts in the Treasury: Provided further, That such franchise fund pilot program shall terminate pursuant to section 403(f) of Public Law 103-356 [set out below]." Similar provisions were contained in the following prior appropriation acts: Pub. L. 106-553, Sec. 1(a)(2) [title II, Sec. 208], Dec. 21, 2000, 114 Stat. 2762, 2762A-79. Pub. L. 106-113, div. B, Sec. 1000(a)(1) [title II, Sec. 209], Nov. 29, 1999, 113 Stat. 1535, 1501A-33. Pub. L. 105-277, div. A, Sec. 101(b) [title II, Sec. 209], Oct. 21, 1998, 112 Stat. 2681-50, 2681-87. DEPARTMENT OF THE INTERIOR FRANCHISE FUND PILOT Pub. L. 104-208, div. A, title I, Sec. 101(d) [title I, Sec. 113], Sept. 30, 1996, 110 Stat. 3009-181, 3009-200, provided that: "There is hereby established in the Treasury a franchise fund pilot, as authorized by section 403 of Public Law 103-356 [set out below], to be available as provided in such section for costs of capitalizing and operating administrative services as the Secretary determines may be performed more advantageously as central services: Provided, That any inventories, equipment, and other assets pertaining to the services to be provided by such fund, either on hand or on order, less the related liabilities or unpaid obligations, and any appropriations made prior to the current year for the purpose of providing capital shall be used to capitalize such fund: Provided further, That such fund shall be paid in advance from funds available to the Department and other Federal agencies for which such centralized services are performed, at rates which will return in full all expenses of operation, including accrued leave, depreciation of fund plant and equipment, amortization of automatic data processing (ADP) software and systems (either acquired or donated) and an amount necessary to maintain a reasonable operating reserve, as determined by the Secretary: Provided further, That such fund shall provide services on a competitive basis: Provided further, That an amount not to exceed four percent of the total annual income to such fund may be retained in the fund for fiscal year 1997 and each fiscal year thereafter, to remain available until expended, to be used for the acquisition of capital equipment, and for the improvement and implementation of Department financial management, ADP, and other support systems: Provided further, That no later than thirty days after the end of each fiscal year amounts in excess of this reserve limitation shall be transferred to the Treasury: Provided further, That such franchise fund pilot shall terminate pursuant to section 403(f) of Public Law 103-356." DEPARTMENT OF THE TREASURY FRANCHISE FUND Pub. L. 104-208, div. A, title I, Sec. 101(f) [title I], Sept. 30, 1996, 110 Stat. 3009-314, 3009-316, as amended by Pub. L. 106-554, Sec. 1(a)(3) [title I, Sec. 120], Dec. 21, 2000, 114 Stat. 2763, 2763A-135, provided in part that: "There is hereby established in the Treasury a franchise fund until October 1, 2002 to be available without fiscal year limitation, for expenses and equipment necessary for the maintenance and operation of such financial and administrative support services as the Secretary determines may be performed more advantageously as central services: Provided, That any inventories, equipment, and other assets pertaining to the services to be provided by such fund, either on hand or on order, less the related liabilities or unpaid obligations, and any appropriations made for the purpose of providing capital, shall be used to capitalize such fund: Provided further, That such fund shall be reimbursed or credited with the payments, including advanced payments, from applicable appropriations and funds available to the Department and other Federal agencies for which such administrative and financial services are performed, at rates which will recover all expenses of operation, including accrued leave, depreciation of fund plant and equipment, amortization of Automatic Data Processing (ADP) software and systems, and an amount necessary to maintain a reasonable operating reserve, as determined by the Secretary: Provided further, That such fund shall provide services on a competitive basis: Provided further, That an amount not to exceed 4 percent of the total annual income to such fund may be retained in the fund for fiscal year 1997 and each fiscal year thereafter, to remain available until expended, to be used for the acquisition of capital equipment and for the improvement and implementation of Treasury financial management, ADP, and other support systems: Provided further, That no later than 30 days after the end of each fiscal year, amounts in excess of this reserve limitation shall be deposited as miscellaneous receipts in the Treasury." DEPARTMENT OF VETERANS AFFAIRS FRANCHISE FUND PILOT Pub. L. 107-73, title I, Sec. 108, Nov. 26, 2001, 115 Stat. 658, provided that: "Notwithstanding any other provision of law, the Department of Veterans Affairs shall continue the Franchise Fund pilot program authorized to be established by section 403 of Public Law 103-356 [set out below] until October 1, 2002: Provided, That the Franchise Fund, established by title I of Public Law 104-204 [set out below] to finance the operations of the Franchise Fund pilot program, shall continue until October 1, 2002." Pub. L. 104-204, title I, Sept. 26, 1996, 110 Stat. 2880, provided in part that: "There is hereby established in the Treasury a franchise fund pilot, as authorized by section 403 of Public Law 103-356 [set out below], to be available as provided in such section for expenses and equipment necessary for the maintenance and operation of such administrative services as the Secretary determines may be performed more advantageously as central services: Provided, That any inventories, equipment and other assets pertaining to the services to be provided by the franchise fund, either on hand or on order, less the related liabilities or unpaid obligations, and any appropriations made hereafter for the purpose of providing capital, shall be used to capitalize the franchise fund: Provided further, That the franchise fund may be paid in advance from funds available to the Department and other Federal agencies for which such centralized services are performed, at rates which will return in full all expenses of operation, including accrued leave, depreciation of fund plant and equipment, amortization of automated data processing (ADP) software and systems (either acquired or donated), and an amount necessary to maintain a reasonable operating reserve, as determined by the Secretary: Provided further, That the franchise fund shall provide services on a competitive basis: Provided further, That an amount not to exceed four percent of the total annual income to such fund may be retained in the fund for fiscal year 1997 and each fiscal year thereafter, to remain available until expended, to be used for the acquisition of capital equipment and for the improvement and implementation of Departmental financial management, ADP, and other support systems: Provided further, That no later than thirty days after the end of each fiscal year amounts in excess of this reserve limitation shall be transferred to the Treasury: Provided further, That such franchise fund pilot shall terminate pursuant to section 403(f) of Public Law 103-356." ENVIRONMENTAL PROTECTION AGENCY FRANCHISE FUND PILOT Pub. L. 104-204, title III, Sept. 26, 1996, 110 Stat. 2912, as amended, formerly set out as a note under this section, was transferred and is classified to section 4370e of Title 42, The Public Health and Welfare.

FEDERAL EMERGENCY MANAGEMENT AGENCY FRANCHISE FUND PILOT Pub. L. 104-204, title III, Sept. 26, 1996, 110 Stat. 2915, provided in part: "For the establishment of a working capital fund for the Federal Emergency Management Agency, to be available without fiscal year limitation, for expenses and equipment necessary for maintenance and operations of such administrative services as the Director determines may be performed more advantageously as central services: Provided, That any inventories, equipment, and other assets pertaining to the services to be provided by such fund, either on hand or on order, less the related liabilities or unpaid obligations, and any appropriations made hereafter for the purpose of providing capital, shall be used to capitalize such fund: Provided further, That such fund shall be reimbursed or credited with advance payments from applicable appropriations and funds of the Federal Emergency Management Agency, other Federal agencies, and other sources authorized by law for which such centralized services are performed, including supplies, materials, and services, at rates that will return in full all expenses of operation, including accrued leave, depreciation of fund plant and equipment, amortization of automated data processing (ADP) software and systems (either acquired or donated), and an amount necessary to maintain a reasonable operating reserve as determined by the Director: Provided further, That income of such fund may be retained, to remain available until expended, for purposes of the fund: Provided further, That fees for services shall be established by the Director at a level to cover the total estimated costs of providing such services, such fees to be deposited in the fund shall remain available until expended for purposes of the fund: Provided further, That such fund shall terminate in a manner consistent with section 403(f) of Public Law 103-356 [set out below]." [For transfer of functions, personnel, assets, and liabilities of the Federal Emergency Management Agency, including the functions of the Director of the Federal Emergency Management Agency relating thereto, to the Secretary of Homeland Security, and for treatment of related references, see sections 313(1), 551(d), 552(d), and 557 of Title 6, Domestic Security, and the Department of Homeland Security Reorganization Plan of November 25, 2002, as modified, set out as a note under section 542 of Title 6.] FRANCHISE FUND PILOT PROGRAMS Pub. L. 103-356, title IV, Sec. 403, Oct. 13, 1994, 108 Stat. 3413, as amended by Pub. L. 104-208, div. A, title I, Sec. 101(f) [title VI, Sec. 627], Sept. 30, 1996, 110 Stat. 3009-314, 3009-360; Pub. L. 107-67, title VI, Sec. 634, Nov. 12, 2001, 115 Stat. 553, provided that: "(a) Establishment. - There is authorized to be established on a pilot program basis in each of six executive agencies a franchise fund. The Director of the Office of Management and Budget, after consultation with the chairman and ranking members of the Committees on Appropriations and Governmental Affairs of the Senate, and the Committees on Appropriations and Government Operations [now Committee on Government Reform] of the House of Representatives, shall designate the agencies. "(b) Uses. - Each such fund may provide, consistent with guidelines established by the Director of the Office of Management and Budget, such common administrative support services to the agency and to other agencies as the head of such agency, with the concurrence of the Director, determines can be provided more efficiently through such a fund than by other means.

To provide such services, each such fund is authorized to acquire the capital equipment, automated data processing systems, and financial management and management information systems needed.

Services shall be provided by such funds on a competitive basis. "(c) Funding. - (1) There are authorized to be appropriated to the franchise fund of each agency designated under subsection (a) such funds as are necessary to carry out the purposes of the fund, to remain available until expended.

To the extent that unexpended balances remain available in other accounts for the purposes to be carried out by the fund, the head of the agency may transfer such balances to the fund. "(2) Fees for services shall be established by the head of the agency at a level to cover the total estimated costs of providing such services.

Such fees shall be deposited in the agency's fund to remain available until expended, and may be used to carry out the purposes of the fund. "(3) Existing inventories, including inventories on order, equipment, and other assets or liabilities pertaining to the purposes of the fund may be transferred to the fund. "(d) Report on Pilot Programs. - Within 6 months after the end of fiscal year 1997, the Director of the Office of Management and Budget shall forward a report on the results of the pilot programs to the Committees on Appropriations of the Senate and of the House of Representatives, and to the Committee on Governmental Affairs of the Senate and the Committee on Government Operations [now Committee on Government Reform] of the House of Representatives.

The report shall contain the financial and program performance results of the pilot programs, including recommendations for - "(1) the structure of the fund; "(2) the composition of the funding mechanism; "(3) the capacity of the fund to promote competition; and "(4) the desirability of extending the application and implementation of franchise funds to other Federal agencies. "(e) Procurement. - Nothing in this section shall be construed as relieving any agency of any duty under applicable procurement laws. "(f) Termination. - The provisions of this section shall expire on October 1, 2002." SIMPLIFICATION OF MANAGEMENT REPORTING PROCESS Pub. L. 103-356, title IV, Sec. 404, Oct. 13, 1994, 108 Stat. 3414, as amended by Pub. L. 104-208, div. A, title I, Sec. 101(f) [title VI, Sec. 646], Sept. 30, 1996, 110 Stat. 3009-314, 3009-366; Pub. L. 106-113, div. B, Sec. 1000(a)(5) [title II, Sec. 241], Nov. 29, 1999, 113 Stat. 1536, 1501A-303, provided that: "(a) In General. - To improve the efficiency of executive branch performance in implementing statutory requirements for financial management reporting to the Congress and its committees, the Director of the Office of Management and Budget may adjust the frequency and due dates of or consolidate any statutorily required reports of agencies to the Office of Management and Budget or the President and of agencies or the Office of Management and Budget to the Congress under any laws for which the Office of Management and Budget has financial management responsibility, including - "(1) chapters 5, 9, 11, 33, 35, 37, 39, 75, and 91 of title 31, United States Code; "(2) the Federal Civil Penalties Inflation Adjustment Act of 1990 (28 U.S.C. 2461 note; Public Law 101-410; 104 Stat. 890). "(b) Application. - The authority provided in subsection (a) shall apply only to reports of agencies to the Office of Management and Budget or the President and of agencies or the Office of Management and Budget to the Congress required by statute to be submitted between January 1, 1995, and April 30, 2000. "(c) Adjustments in Reporting. - The Director may consolidate or adjust the frequency and due dates of any statutorily required reports under subsections (a) and (b) only after - "(1) consultation with the Chairman of the Senate Committee on Governmental Affairs and the Chairman of the House of Representatives Committee on Government Operations [now Committee on Government Reform]; and "(2) written notification to the Congress, no later than February 8 of each fiscal year covered under subsection (b) for those reports required to be submitted during that fiscal year." FINDINGS AND PURPOSES OF CHIEF FINANCIAL OFFICERS ACT OF 1990 Pub. L. 101-576, title I, Sec. 102, Nov. 15, 1990, 104 Stat. 2838, provided that: "(a) Findings. - The Congress finds the following: "(1) General management functions of the Office of Management and Budget need to be significantly enhanced to improve the efficiency and effectiveness of the Federal Government. "(2) Financial management functions of the Office of Management and Budget need to be significantly enhanced to provide overall direction and leadership in the development of a modern Federal financial management structure and associated systems. "(3) Billions of dollars are lost each year through fraud, waste, abuse, and mismanagement among the hundreds of programs in the Federal Government. "(4) These losses could be significantly decreased by improved management, including improved central coordination of internal controls and financial accounting. "(5) The Federal Government is in great need of fundamental reform in financial management requirements and practices as financial management systems are obsolete and inefficient, and do not provide complete, consistent, reliable, and timely information. "(6) Current financial reporting practices of the Federal Government do not accurately disclose the current and probable future cost of operating and investment decisions, including the future need for cash or other resources, do not permit adequate comparison of actual costs among executive agencies, and do not provide the timely information required for efficient management of programs. "(b) Purposes. - The purposes of this Act [see Short Title of 1990 Amendment note above] are the following: "(1) Bring more effective general and financial management practices to the Federal Government through statutory provisions which would establish in the Office of Management and Budget a Deputy Director for Management, establish an Office of Federal Financial Management headed by a Controller, and designate a Chief Financial Officer in each executive department and in each major executive agency in the Federal Government. "(2) Provide for improvement, in each agency of the Federal Government, of systems of accounting, financial management, and internal controls to assure the issuance of reliable financial information and to deter fraud, waste, and abuse of Government resources. "(3) Provide for the production of complete, reliable, timely, and consistent financial information for use by the executive branch of the Government and the Congress in the financing, management, and evaluation of Federal programs." DUTIES AND FUNCTIONS OF DEPARTMENT OF THE TREASURY Pub. L. 101-576, title II, Sec. 204, Nov. 15, 1990, 104 Stat. 2842, provided that: "Nothing in this Act [see Short Title of 1990 Amendment note above] shall be construed to interfere with the exercise of the functions, duties, and responsibilities of the Department of the Treasury, as in effect immediately before the enactment of this Act [Nov. 15, 1990]." REORGANIZATION PLAN NO. 2 OF 1970 EFF. JULY 1, 1970, 35 F.R. 7959, 84 STAT. 2085, AS AMENDED PUB. L. 97-258, SEC. 5(B), SEPT. 13, 1982, 96 STAT. 1068, 1085 Prepared by the President and Transmitted to the Senate and the House of Representatives in Congress Assembled March 12, 1970, Pursuant to the Provisions of Chapter 9 of Title 5 of the United States Code. OFFICE OF MANAGEMENT AND BUDGET; DOMESTIC COUNCIL PART I. OFFICE OF MANAGEMENT AND BUDGET SECTION 101. TRANSFER OF FUNCTIONS TO THE PRESIDENT There are hereby transferred to the President of the United States all functions vested by law (including reorganization plan) in the Bureau of the Budget or the Director of the Bureau of the Budget.

SEC. 102. OFFICE OF MANAGEMENT AND BUDGET [Repealed.

Pub. L. 97-258, Sec. 5(b), Sept. 13, 1982, 96 Stat. 1068, 1085. Section designated the Bureau of the Budget as the Office of Management and Budget, provided for the officers and their duties, and provided for performance of the duties of the Director in the event of absence or disability or a vacancy in the office of Director.] SEC. 103. RECORDS, PROPERTY, PERSONNEL, AND FUNDS [Repealed.

Pub. L. 97-258, Sec. 5(b), Sept. 13, 1982, 96 Stat. 1068, 1085. Section provided that the records, property, personnel, and unexpended balances etc., of the Bureau of the Budget shall become those of the Office of Management and Budget.] PART II. DOMESTIC COUNCIL SEC. 201. ESTABLISHMENT OF THE COUNCIL (a) There is hereby established in the Executive Office of the President a Domestic Council, hereinafter referred to as the Council. (b) The Council shall be composed of the following: The President of the United States The Vice President of the United States The Attorney General Secretary of Agriculture Secretary of Commerce Secretary of Health, Education, and Welfare Secretary of Housing and Urban Development Secretary of the Interior Secretary of Labor Secretary of Transportation Secretary of the Treasury and such other officers of the Executive Branch as the President may from time to time direct. (c) The President of the United States shall preside over meetings of the Council: Provided, That, in the event of his absence, he may designate a member of the Council to preside.

SEC. 202. FUNCTIONS OF THE COUNCIL The Council shall perform such functions as the President may from time to time delegate or assign thereto.

SEC. 203. EXECUTIVE DIRECTOR The staff of the Council shall be headed by an Executive Director who shall be an assistant to the President designated by the President.

The Executive Director shall perform such functions as the President may from time to time direct.

PART III. TAKING EFFECT SEC. 301. EFFECTIVE DATE The provisions of this reorganization plan shall take effect as provided by section 906(a) of title 5 of the United States Code, or on July 1, 1970, whichever is later.

MESSAGE OF THE PRESIDENT To the Congress of the United States: We in government often are quick to call for reform in other institutions, but slow to reform ourselves.

Yet nowhere today is modern management more needed than in government itself.

In 1939, President Franklin D. Roosevelt proposed and the Congress accepted a reorganization plan that laid the groundwork for providing managerial assistance for a modern Presidency.

The plan placed the Bureau of the Budget within the Executive Office of the President.

It made available to the President direct access to important new management instruments.

The purpose of the plan was to improve the administration of the Government - to ensure that the Government could perform "promptly, effectively, without waste or lost motion." Fulfilling that purpose today is far more difficult - and more important - than it was 30 years ago. Last April, I created a President's Advisory Council on Executive Organization and named to it a distinguished group of outstanding experts headed by Roy L. Ash. I gave the Council a broad charter to examine ways in which the Executive Branch could be better organized. I asked it to recommend specific organizational changes that would make the Executive Branch a more vigorous and more effective instrument for creating and carrying out the programs that are needed today.

The Council quickly concluded that the place to begin was in the Executive Office of the President itself. I agree.

The past 30 years have seen enormous changes in the size, structure and functions of the Federal Government.

The budget has grown from less than $10 billion to $200 billion.

The number of civilian employees has risen from one million to more than two and a half million.

Four new Cabinet departments have been created, along with more than a score of independent agencies.

Domestic policy issues have become increasingly complex.

The interrelationships among Government programs have become more intricate.

Yet the organization of the President's policy and management arms has not kept pace. Over three decades, the Executive Office of the President has mushroomed but not by conscious design.

In many areas it does not provide the kind of staff assistance and support the President needs in order to deal with the problems of government in the 1970s. We confront the 1970s with a staff organization geared in large measure to the tasks of the 1940s and 1950s. One result, over the years, has been a tendency to enlarge the immediate White House staff - that is, the President's personal staff, as distinct from the institutional structure - to assist with management functions for which the President is responsible.

This has blurred the distinction between personal staff and management institutions; it has left key management functions to be performed only intermittently and some not at all. It has perpetuated outdated structures.

Another result has been, paradoxically, to inhibit the delegation of authority to Departments and agencies. A President whose programs are carefully coordinated, whose information system keeps him adequately informed, and whose organizational assignments are plainly set out, can delegate authority with security and confidence. A President whose office is deficient in these respects will be inclined, instead, to retain close control of operating responsibilities which he cannot and should not handle.

Improving the management processes of the President's own office, therefore, is a key element in improving the management of the entire Executive Branch, and in strengthening the authority of its Departments and agencies.

By providing the tools that are needed to reduce duplication, to monitor performance and to promote greater efficiency throughout the Executive Branch, this also will enable us to give the country not only more effective but also more economical government - which it deserves.

To provide the management tools and policy mechanisms needed for the 1970s, I am today transmitting to the Congress Reorganization Plan No. 2 of 1970, prepared in accordance with Chapter 9 of Title 5 of the United States Code. This plan draws not only on the work of the Ash Council itself, but also on the work of others that preceded - including the pioneering Brownlow Committee of 1936, the two Hoover Commissions, the Rockefeller Committee, and other Presidential task forces.

Essentially, the plan recognizes that two closely connected but basically separate functions both center in the President's office: policy determination and executive management.

This involves (1) what government should do, and (2) how it goes about doing it. My proposed reorganization creates a new entity to deal with each of these functions: - It establishes a Domestic Council, to coordinate policy formulation in the domestic area. This Cabinet group would be provided with an institutional staff, and to a considerable degree would be a domestic counterpart to the National Security Council. - It establishes an Office of Management and Budget, which would be the President's principal arm for the exercise of his managerial functions.

The Domestic Council will be primarily concerned with what we do; the Office of Management and Budget will be primarily concerned with how we do it, and how well we do it. DOMESTIC COUNCIL The past year's experience with the Council for Urban Affairs has shown how immensely valuable a Cabinet-level council can be as a forum for both discussion and action on policy matters that cut across departmental jurisdictions.

The Domestic Council will be chaired by the President.

Under the plan, its membership will include the Vice President, and the Secretaries of the Treasury, Interior, Agriculture, Commerce, Labor, Health, Education and Welfare, Housing and Urban Development, and Transportation, and the Attorney General. I also intend to designate as members the Director of the Office of Economic Opportunity and, while he remains a member of the Cabinet, the Postmaster General. (Although I continue to hope that the Congress will adopt my proposal to create, in place of the Post Office Department, a self-sufficient postal authority.) The President could add other Executive Branch officials at his discretion.

The Council will be supported by a staff under an Executive Director who will also be one of the President's assistants.

Like the National Security Council staff, this staff will work in close coordination with the President's personal staff but will have its own institutional identity.

By being established on a permanent, institutional basis, it will be designed to develop and employ the "institutional memory" so essential if continuity is to be maintained, and if experience is to play its proper role in the policy-making process.

There does not now exist an organized, institutionally-staffed group charged with advising the President on the total range of domestic policy.

The Domestic Council will fill that need. Under the President's direction, it will also be charged with integrating the various aspects of domestic policy into a consistent whole.

Among the specific policy functions in which I intend the Domestic Council to take the lead are these: - Assessing national needs, collecting information and developing forecasts, for the purpose of defining national goals and objectives. - Identifying alternative ways of achieving these objectives, and recommending consistent, integrated sets of policy choices. - Providing rapid response to Presidential needs for policy advice on pressing domestic issues. - Coordinating the establishment of national priorities for the allocation of available resources. - Maintaining a continuous review of the conduct of ongoing programs from a policy standpoint, and proposing reforms as needed.

Much of the Council's work will be accomplished by temporary, ad hoc project committees.

These might take a variety of forms, such as task forces, planning groups or advisory bodies.

They can be established with varying degrees of formality, and can be set up to deal either with broad program areas or with specific problems.

The committees will draw for staff support on Department and agency experts, supplemented by the Council's own staff and that of the Office of Management and Budget.

Establishment of the Domestic Council draws on the experience gained during the past year with the Council for Urban Affairs, the Cabinet Committee on the Environment and the Council for Rural Affairs.

The principal key to the operation of these Councils has been the effective functioning of their various subcommittees.

The Councils themselves will be consolidated into the Domestic Council; Urban, Rural and Environment subcommittees of the Domestic Council will be strengthened, using access to the Domestic Council staff.

Overall, the Domestic Council will provide the President with a streamlined, consolidated domestic policy arm, adequately staffed, and highly flexible in its operation.

It also will provide a structure through which departmental initiatives can be more fully considered, and expert advice from the Departments and agencies more fully utilized.

OFFICE OF MANAGEMENT AND BUDGET Under the reorganization plan, the technical and formal means by which the Office of Management and Budget is created is by re-designating the Bureau of the Budget as the Office of Management and Budget.

The functions currently vested by law in the Bureau, or in its director, are transferred to the President, with the provision that he can then re-delegate them. As soon as the reorganization plan takes effect, I intend to delegate those statutory functions to the Director of the new Office of Management and Budget, including those under section 212 of the Budget and Accounting Act, 1921 [31 U.S.C. 1113]. However, creation of the Office of Management and Budget represents far more than a mere change of name for the Bureau of the Budget.

It represents a basic change in concept and emphasis, reflecting the broader management needs of the Office of the President.

The new Office will still perform the key function of assisting the President in the preparation of the annual Federal budget and overseeing its execution.

It will draw upon the skills and experience of the extraordinarily able and dedicated career staff developed by the Bureau of the Budget.

But preparation of the budget as such will no longer be its dominant, overriding concern.

While the budget function remains a vital tool of management, it will be strengthened by the greater emphasis the new office will place on fiscal analysis.

The budget function is only one of several important management tools that the President must now have. He must also have a substantially enhanced institutional staff capability in other areas of executive management - particularly in program evaluation and coordination, improvement of Executive Branch organization, information and management systems, and development of executive talent.

Under this plan, strengthened capability in these areas will be provided partly through internal reorganization, and it will also require additional staff resources.

The new Office of Management and Budget will place much greater emphasis on the evaluation of program performance: on assessing the extent to which programs are actually achieving their intended results, and delivering the intended services to the intended recipients.

This is needed on a continuing basis, not as a one-time effort.

Program evaluation will remain a function of the individual agencies as it is today.

However, a single agency cannot fairly be expected to judge overall effectiveness in programs that cross agency lines - and the difference between agency and Presidential perspectives requires a capacity in the Executive Office to evaluate program performance whenever appropriate.

The new Office will expand efforts to improve interagency cooperation in the field.

Washington-based coordinators will help work out interagency problems at the operating level, and assist in developing efficient coordinating mechanisms throughout the country.

The success of these efforts depends on the experience, persuasion, and understanding of an Office which will be an expediter and catalyst.

The Office will also respond to requests from State and local governments for assistance on intergovernmental programs.

It will work closely with the Vice President and the Office of Intergovernmental Relations.

Improvement of Government organization, information and management systems will be a major function of the Office of Management and Budget.

It will maintain a continuous review of the organizational structures and management processes of the Executive Branch, and recommend needed changes.

It will take the lead in developing new information systems to provide the President with the performance and other data that he needs but does not now get. When new programs are launched, it will seek to ensure that they are not simply forced into or grafted onto existing organizational structures that may not be appropriate.

Resistance to organizational change is one of the chief obstacles to effective government; the new Office will seek to ensure that organization keeps abreast of program needs.

The new Office will also take the lead in devising programs for the development of career executive talent throughout the Government.

Not the least of the President's needs as Chief Executive is direct capability in the Executive Office for insuring that talented executives are used to the full extent of their abilities.

Effective, coordinated efforts for executive manpower development have been hampered by the lack of a system for forecasting the needs for executive talent and appraising leadership potential.

Both are crucial to the success of an enterprise - whether private or public.

The Office of Management and Budget will be charged with advising the President on the development of new programs to recruit, train, motivate, deploy, and evaluate the men and women who make up the top ranks of the civil service, in the broadest sense of that term. It will not deal with individuals, but will rely on the talented professionals of the Civil Service Commission and the Departments and agencies themselves to administer these programs.

Under the leadership of the Office of Management and Budget there will be joint efforts to see to it that all executive talent is well utilized wherever it may be needed throughout the Executive Branch, and to assure that executive training and motivation meet not only today's needs but those of the years ahead.

Finally, the new Office will continue the Legislative Reference functions now performed by the Bureau of the Budget, drawing together agency reactions on all proposed legislation, and helping develop legislation to carry out the President's program.

It also will continue the Bureau's work of improving and coordinating Federal statistical services.

SIGNIFICANCE OF THE CHANGES The people deserve a more responsive and more effective Government.

The times require it. These changes will help provide it. Each reorganization included in the plan which accompanies this message is necessary to accomplish one or more of the purposes set forth in Section 901(a) of Title 5 of the United States Code. In particular, the plan is responsive to Section 901(a)(1), "to promote the better execution of the laws, the more effective management of the Executive Branch and of its agencies and functions, and the expeditious administration of the public business;" and Section 901(a)(3), "to increase the efficiency of the operations of the Government to the fullest extent practicable." The reorganizations provided for in this plan make necessary the appointment and compensation of new officers, as specified in Section 102(c) of the plan. The rates of compensation fixed for these officers are comparable to those fixed for other officers in the Executive Branch who have similar responsibilities.

While this plan will result in a modest increase in direct expenditures, its strengthening of the Executive Office of the President will bring significant indirect savings, and at the same time will help ensure that people actually receive the return they deserve for every dollar the Government spends.

The savings will result from the improved efficiency these changes will provide throughout the Executive Branch - and also from curtailing the waste that results when programs simply fail to achieve their objectives.

It is not practical, however, to itemize or aggregate these indirect expenditure reductions which will result from the reorganization. I expect to follow with other reorganization plans, quite possibly including ones that will affect other activities of the Executive Office of the President.

Our studies are continuing.

But this by itself is a reorganization of major significance, and a key to the more effective functioning of the entire Executive Branch.

These changes would provide an improved system of policy making and coordination, a strengthened capacity to perform those functions that are now the central concerns of the Bureau of the Budget, and a more effective set of management tools for the performance of other functions that have been rapidly increasing in importance.

The reorganization will not only improve the staff resources available to the President, but will also strengthen the advisory roles of those members of the Cabinet principally concerned with domestic affairs.

By providing a means of formulating integrated and systematic recommendations on major domestic policy issues, the plan serves not only the needs of the President but also the interests of the Congress.

This reorganization plan is of major importance to the functioning of modern government.

The national interest requires it. I urge that the Congress allow it to become effective.

Richard Nixon.

The White House, March 12, 1970.

Study Of Policies And Procedures For Transfer Of Commercial

ACTIVITIES Pub. L. 106-398, Sec. 1 [[div. A], title VIII, Sec. 832], Oct. 30, 2000, 114 Stat. 1654, 1654A-221, provided that: "(a) GAO-Convened Panel. - The Comptroller General shall convene a panel of experts to study the policies and procedures governing the transfer of commercial activities for the Federal Government from Government personnel to a Federal contractor, including - "(1) procedures for determining whether functions should continue to be performed by Government personnel; "(2) procedures for comparing the costs of performance of functions by Government personnel and the costs of performance of such functions by Federal contractors; "(3) implementation by the Department of Defense of the Federal Activities Inventory Reform Act of 1998 (Public Law 105-270; 31 U.S.C. 501 note); and "(4) procedures of the Department of Defense for public-private competitions pursuant to the Office of Management and Budget Circular A-76. "(b) Composition of Panel. - (1) The Comptroller General shall appoint highly qualified and knowledgeable persons to serve on the panel and shall ensure that the following entities receive fair representation on the panel: "(A) The Department of Defense. "(B) Persons in private industry. "(C) Federal labor organizations. "(D) The Office of Management and Budget. "(2) For the purposes of the requirement for fair representation under paragraph (1), persons serving on the panel under subparagraph (C) of that paragraph shall not be counted as persons serving on the panel under subparagraph (A), (B), or (D) of that paragraph. "(c) Chairman. - The Comptroller General, or an individual within the General Accounting Office designated by the Comptroller General, shall be the chairman of the panel. "(d) Participation by Other Interested Parties. - The chairman shall ensure that all interested parties, including individuals who are not represented on the panel who are officers or employees of the United States, persons in private industry, or representatives of Federal labor organizations, have the opportunity to submit information and views on the matters being studied by the panel. "(e) Information From Agencies. - The panel may request directly from any department or agency of the United States any information that the panel considers necessary to carry out a meaningful study of the policies and procedures described in subsection (a), including the Office of Management and Budget Circular A-76 process.