Johannes E. N. Jensen.

1964 saw the beginning of the Hartzog Directorate, organizationally and Systematically a period of change and expansion (see charts #27, #28, #29, #30, & #31). In his nine years as Director there were seven changes to the organization -- the Associate Directors' title changed to Deputy Director, there were Associate Directors and Assistant Directors, there was a period of two Deputy Directors and at one point in time there were three Deputy Directors and everyone's title was "Director of." The external history program was established. National Capital Parks, headed by Russell Dickenson as General Superintendent, reported to an Office of National Capital and Urban Affairs headed by Theodor Swem in the Washington Office for a short period of time. Personnel and Programming & Budget reported directly to the Director. It was not until Mr. Hartzog was replaced in December of 1972 that the organization returned to a more staid traditional structure.

It would be wrong to say that the organizations under Director Hartzog did not work -- they did. However, they were a good reflection of his management style and his use of people. As one reviews the charts and tracks the people, it is evident that the organizations were oriented around people who could keep pace with the Director's mind and stamina. Mr. Hartzog's organizations are a good example of titles that meant nothing to the people. Take, for example, Johannes Jensen who came into the Service (recruited by Hartzog) as Chief of the Construction Division, then Assistant Director Design and Construction, then Associate Director, Planning and Development, then Associate Director, Professional Services, and finally, as Assistant Director, Service Center Operations (Denver); yet through most of the Hartzog years was a key advisor to the Director. Harthon "Spud" Bill was a sole Deputy Director, shared responsibility with one other Deputy Director, and before he retired shared responsibility with two other Deputy Directors; yet during the entire period he occupied the "traditional" number two's office with direct access to the Director. Administration fluctuated between an Office and an Associate Directorship and, rather interestingly, at any given point in time there were no more than two career National Park Service employees in positions of responsibility within the administrative organization. Hartzog went outside the organization for his administrative types. The external historic preservation programs and the scientific programs took on a "life" of their own. Law enforce ment became a visible entity (see chart #31) headed by professional U.S. Park Police officers, some of whom would subsequently go on to become Chiefs of the Park Police, all this in response to several riot or near riot incidents in the early 1970's.

With the appointment of Ronald Walker, a non-park professional, via the external political process as Director, the Service returned to a well structured more formal organization (see chart #33). There was an expansion of Regional Offices from seven to nine based on the administration's (President Richard M. Nixon's) philosophy of decentralizing decision making to regional cities. During the Walker years the Deputy Director (Russell Dickenson) ran the day-to-day operations of the Service and the organizational structure tended to be a combination of highly structured "republicanized" thinking coupled with National Park Service pragmatism.

Gary Everhardt's organization of May 1976 once again moved the budget process from administration to reporting directly to the Director; Training became a separate division; the Advisory Council for Historic Preservation became an independent agency; and there was a clear distinction between in-house history and archeology and the external historical and archeological programs (see chart #34). The emphasis or prominence of Alaska became apparent with the establishment of an Assistant to the Director, Alaska. The use of "Assistants to" over the years emphasized a program s importance for a period of time; i.e., Arthur Demaray as an "Assistant to" which then became a functional area, William Briggle as an "Assistant to" for the Centennial Celebration which then disappeared, and also an "Assistant to" for Alaska which would in December of 1980 become a Regional Director. Both Everhardt's and Whalen's organizations could be characterized by large numbers of Offices reporting to the Director.

The major organizational change under Whalen was created by the establishment of a separate Heritage Conservation and Recreation Service which combined the National Park Service's s external Historic Preservation programs with Interior's Bureau of Outdoor Recreation. The Bureau of Outdoor Recreation (BOR) in its establishment in the early 1960's had also been an off-shoot of the Service. The new bureau was to be short-lived, however, and all of its functions were returned to the Service and are reflected in the organization of June 1981.

Of all the Directors, Everhardt and Whalen could probably be best described as becoming more technology-oriented. Where Everhardt came from a strong engineering and maintenance background Whalen came from an educational counseling background (his first National Park Service job was as a guidance counselor in the Job Corps program). He (Whalen) was a use-oriented Director with an emphasis on urban-type social programs. Both were young men without a well established external or internal political base from which to draw upon, both tinkered little with the organization, and both dealt with selected individuals of like mind for advice (Everhardt had William Briggle; Whalen had Richard Curry). Walker, Everhardt, and Whalen were Directors of short term compared to their predecessors. There were many single interest external influences on the rise; thus, the politics of being Director left little time for developing organizations that "set a course" or that expressed to a large degree the individuality or personality of a Director.

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