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and no. There had been a hodgepodge pattern of appropriations in which each department made its own recommendations. There was nobody to overlook and oversee the entire picture for the President. Depending on the popularity of a particular department on the Hill, some departments got a great deal of money for a very small product, and a great deal of money for activities that were very questionable as to whether they were very much in the public interest or very important. It had been a great hodgepodge. More money than necessary had been appropriated in some cases. There was no great scrutiny.

I knew about this at the time of the development of a budget program for the United States because of the fact that my husband and Henry Bruere were in the city government of New York and had participated in the previous period, under Gaynor, of developing a proper budget and budget control for the finances of the City of New York. They were called upon to assist in this development. I think McAdoo was probably helping the President in this idea, and these young men in the Bureau of Municipal Research and in the New York City government, such as George McAneny and Tilden Adamson, were called in to help. Tilden Adamson was Bob Adamson's brother, and Bob Adamson was the Fire Commissioner, one of the great reform people. Tilden Adamson was an accountant and was head of the Bureau of Accounts. He was a very, very able sensible organizer and understander of credit controls and of finance controls.

These people all knew the basic techniques of the control