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deal of help out of the man who had regularly examined the Department of Labor budget on the accountancy end of it, on the money arrangements. He was a kind of flat-footed, not very excited, not very imaginative person, with a good deal of accountancy background and long experience with the government. I could get a good deal of help out of him. I asked him, as a matter of fact, to come over when we were preparing the first bud get. I got a great deal of help out of him on the matter of how we could do these various things more economically.

Not at the beginning when Harold Smith came in, but at the end, we practically had to deal with two separate sets of men - the Title I and Title II men. They were all brigaded but the Title II people were in the saddle. The Title I man was just the examiner and was taking a very secondary place. When you went over to the Budget Bureau on any kind of conference, you could see the split. You saw these imaginative people who wanted to save money by not spending it. If you want to save money, just don't appropriate it, was their theory.

I saw two or three reorganizations put through, and I had them in my department under my control. It just happened to be that the Bureau of the Budget wanted it that way and it wasn't worth fighting about it. In all these I never saw them fail to spend more money afterwards than they had before. It was that kind of efficiency. I've yet to find anybody who knows what the results in improved operation, or cheaper operation