reservation, and in controlling them without any other aid than a very small corps of employés. And when I turned over the agency to my successor the state of discipline was far better than it was at any time when the agent had the assistance of a detachment of soldiers to enforce his orders. Besides, the Indians have, many of them, attained a comparatively high degree of proficiency in the useful arts. About all the mechanical work needed on the reservation can now be done by them. Indeed, so great has been the improvement among them in every respect that, in my judgment, many of them are to-day capable of becoming citizens of the United States, and should be admitted to citizenship as soon as circumstances will permit. Knowing as I do the liberality of your views on the subject of the equality of men, I feel confident that you will spare no effort in your power to bring about this state of things at as early a day as possible.
Before closing this report permit me to make one suggestion as to the management of the Indian agencies under the system lately adopted by the Government. I am satisfied that, under this system, it would be a matter of economy, as well as a benefit to the Indians, to place the whole subject under the immediate control of the superintendent, doing away with agents entirely. Each reservation could be managed by a sub-agent appointed by the superintendent, and subject to his supervision and control. The superintendent should then be held strictly responsible for the management of the reservations or agencies within his jurisdiction, and the various sub-agents and employés should be made accountable to him alone. The disbursements could be made by the superintendent, and the accounts for the whole superintendency could be kept in his office. The advantages of this system would, undoubtedly, be great. It would reduce considerably the machinery of the Indian Department, and would simplify all its processes. Besides, it would render those who had the management of the different reservations amenable for their conduct not to a distant authority, but to one at home. Their acts would thus be judged, and condemned or approved, as the case might require, in every instance by one who would have, to a great extent, a personal acquaintance with all the circumstances. Under the present arrangement the Indian Department is little better than a gigantic circumlocution office, in which everything is done by indirect and circuitous
methods. Every agent renders his account, and is responsible (nominally) to the central office at Washington, and not to his immediate superior. In this labyrinth of routine and red-tape official incompetency and dishonesty may often hide securely. On the other hand, wise management and worth frequently escape notice altogether, or receive censure instead of commendation. In fact, there are in each superintendency so many different centres of power and influence, each of which must be watched from the head of the department, that the view is distracted and bewildered, and official accountability degenerates into a mere farce. The superintendent, though he has a sort of supervision of the different agencies, is yet really powerless to correct abuses which may come to his notice. His subordinates are not responsible to him, and he can do no more than report their incompetence or misconduct to the common superior of all, and then await the tedious processes of circumlocution. His jurisdiction is, in fact, merely formal, rather than actual, and he is not responsible for the conduct of his subordinates; there is but little motive for him to exercise even the slight power which he has. The only remedy is to give him full authority over all the agents and sub-agents, and to make him personally accountable for their official acts.
I think that the necessity for this change is now more urgent than ever before. As a religious element has been infused into the management of Indian affairs, and as agents are appointed upon the recommendations of the different churches, there is danger that, in the search for piety in those who aspire to office, certain other very respectable and necessary qualities may be lost sight of. It is quite as needful that appointees should have some talent for affairs as that they should have the spirit and form of godliness; yet the former does not always accompany the latter. Many very good and pious men are but children in the business of the world. It is also a fact of common experience that if religious bodies are left to select men for responsible positions of any sort, they are apt to choose them more on account of their zeal in the service of God or of some gift of exhortation or prayer, than on account of capability for business. I know that thus far the President has been very fortunate in his selections of men to carry out his new “Indian policy;” but depending, as he must, upon the recommendation of church organizations in these matters, he
is liable hereafter to make the mistake I have mentioned, and appoint men to office whose piety constitutes their only fitness for the positions they are called upon to all. It is in view of this danger that I particularly recommend the propriety of making the change suggested above.
With many thanks for the distinguished consideration which I have received at your hands in my official dealings with you, I have the honor to be, your most obedient servant,
BEN. SIMPSON,
Late United States Indian Agent.
Hon. A. B. Meacham,
Superintendent Indian Affairs in Oregon.