CHAPTER II
Organization and Administration
Throughout World War II, the authority for allArmy personnel matters rested with the Secretary of War and through him withthe Chief of Staff. On these matters, the Chief of Staff was advised by theAssistant Chief of Staff, G-1 (personnel), and acted through The AdjutantGeneral. This procedure applied to all areas, but both organization forpersonnel administration and the actual operation of the system differed widelybetween the Zone of Interior and the oversea theaters. Briefly, as far asmedical personnel were concerned, the oversea surgeons had far greaterjurisdiction than did The Surgeon General in the Zone of Interior, particularlyafter the War Department reorganization in 1942. Following this latter event,The Surgeon General no longer had the authority derived from being the"immediate" adviser to the Chief of Staff on medical matters, whereasthe theater and oversea command surgeons were virtually independent of furthercontrol by The Surgeon General or other authorities in the Zone of Interior.
ZONE OF INTERIOR
Early Organization for Personnel Administration
The Surgeon General`s Office
As the Chief of Staffs immediate adviser on medical affairs, The SurgeonGeneral was responsible for the overall administration of medical personnelaffairs, although the Medical Division in the Office of the Chief of the AirCorps later achieved similar responsibility for medical personnel assigned tothat corps.
According to Army regulations, The Surgeon General had"advisory supervision1 over (1) the appointment,classification, and assignment of Medical Department personnel; (2) theprocurement, appointment, classification, assignment, promotion, and discharge of members of theMedical Department sections of the Reserve Corps." He had, in addition,full control over personnel matters within units under his own command. This isimplied in the provision which gave him "direct supervision over * * * the administration of all establishments for the care, treatment, andtransportation of the sick and wounded personnel and animals of the MilitaryEstablishment, under the
1This meant the supervision he exercisedthrough his power to advise commanders not under his direct control on the enumerated matters.
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immediate direction of the War Department." He was alsocharged with preparing, and keeping up to date, plans for the mobilization ofMedical Department personnel and material required in war, or in a majoremergency.2
The Military Personnel Division of the Surgeon General`sOffice administered a large share of these functions through its Commissioned,Reserve, and Enlisted Subdivisions, the remainder being performed by otherbranches of the Office which will be discussed below. The Reserve Subdivisionhad jurisdiction over Reserve officers in the Arm and Service Assignment Group,which was administered by the chiefs of arms and services. Each chief of atechnical service placed officers in this group whom he could assign to his owninstallations in case of mobilization.3 In 1939, the group contained only about2 percent of the Reserve Corps of the Medical Department.4The remaining officers in these corps were assigned to the Corps Area AssignmentGroup, which will be discussed later. The Commissioned Subdivision keptindividual records of all Medical Department officers on active duty. Until
2Army Regulations No. 40-5, 15 Jan. 1926.
3Army Regulations No. 140-5, 16 June 1936.
4Annual Report of The Surgeon General, U.S. Army. Washington: U.S.Government Printing Office, 1939, pp. 174-175.
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some time after the United States entered the war, theEnlisted Subdivision kept similar records of enlisted men.5Col. (later Brig.Gen.) William L. Sheep, MC (fig. 2), headed the Military Personnel Division,until June 1940, when Col. (later Maj. Gen.) George F. Lull, MC (fig. 3),became its chief.
The Nursing Division was responsible for personnel administration affectingArmy nurses,6 the Dental and Veterinary Divisions each had certain personnelfunctions relating to those particular corps, while the Professional ServiceDivision (fig. 4)furnished advice to the chief of personnel in the selection of medical officersto fill key professional assignments.
The Office Management Subdivision of the AdministrativeDivision (fig. 5) handled personnel matters of all civilians employed in theOffice of The Surgeon General. Personnel employed in field installations weredealt with by the Civilian Personnel (Field) Subdivision of the Finance andSupply Division (fig. 6). The personnel duties of this subdivision were definedas the "supervision and management of the employment of civilians for FieldService * * * including their appointment, promotion, demotion, transfer,
5Memorandum, Director, Military Personnel Division, Office of The SurgeonGeneral, for Colonel Love, Historical Division, Surgeon General`s Office, 14Mar. 1944.
6Office Order No. 1, Office of The Surgeon General, U.S. Army, 3 Jan. 1939.
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separation, classification, and retirement"; and thepreparation of statistical reports concerning these functions and of estimatesof appropriations required. The subdivision allotted funds to stations to paycivilians employed there.7 The organization for personnel administration in theSurgeon General`s Office is shown in chart 1.
Corps areas
The medical personnel functions of the corps area commanderwere exercised by the corps area surgeon. The latter reported on, or reviewedreports on, the efficiency of Medical Department officers in the corps area forthe action of the commander. The corps area surgeon also was responsible formaintaining his allotted quota of Medical Department enlisted men by encouragingrecruitment. He could recommend the transfer of members of the MedicalDepartment from station to station within the corps area and also the transferof enlisted men within the area into or out of the Medical Department.8 He
7See footnote 6, p. 23.
8(1) See footnote 2, p. 22. (2) Army Regulations No. 615-200, 24 Nov. 1939.
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could make permanent appointments to the grades of sergeantand corporal in the Medical Department, appointments of this kind in the highergrades-staff sergeant, technical and first sergeants, and master sergeant-beingreserved for The Surgeon General. Like The Surgeon General, he could maketemporary appointments to all enlisted grades.9He distributed to the various stations within his jurisdiction the numbers andclasses of enlisted specialist ratings allocated to the corps area by TheSurgeon General. He could recommend enlisted men to The Surgeon General forratings in the three higher classes and could himself give the lower ratings onthe recommendation of the senior Medical Department officer concerned.10
Medical Department Reserve officers in the Corps AreaAssignment Group fell under the jurisdiction of the corps area commander who,acting on the advice of his surgeon, placed such officers on active duty andmade recom-
9Army Regulations No. 615-15, 25 May1937.
10Army Regulations No. 615-20, 30 Nov. 1923.
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mendations for their assignment. This assignment group had astrength on 30 June 1939 of nearly 23,000, about98 percent of the Reserve Corps of the Medical Department. Of these, almost15,000 belonged to the Medical and 5,000 to the Dental Corps.11
Air Corps
In the Air Corps, the Personnel Subsection of the MedicalDivision (so designated on 1 April 1939) administeredMedical Department personnel affairs.12 Prior to the creation of the Army Air Forces (June1941), the Air Corps seems to have exercised much less controlover Medical Department personnel assigned to it than it wielded later. TheSurgeon General of the Army procured personnel, assigned them to the Air Corps,and acted on recommendations for promotions. Once the Air Corps receivedpersonnel from The Surgeon General, it apparently had freedom to assignindividuals as it saw fit.
11See footnote 4, p. 22.
12Memorandum, Chief, Medical Division, Office of the Chief of Air Corps, forThe Surgeon General, 25 July 1939, with enclosure thereto.
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CHART 1.-Organization of the SurgeonGeneral`s Office for personnel administration, January 1939
In addition to the aforementioned offices, personnel sectionsand offices existed in hospitals, tactical organizations, and other units andinstallations of the Medical Department.
Changes in Organization, 1942
At the time of the reorganization of the War Department in March 1942, the Office of The Surgeon General also underwent reorganization. At that time, the Military Personnel Division was redesignated as the Personnel Service; Colonel Lull, who became its first chief, was promoted to the rank of brigadier general in March 1943. The former subdivisions (Commissioned, Enlisted, and Reserve) were renamed divisions. The Commissioned Division had three branches: Assignment, Classification, and Promotion; the Enlisted Division, two-Classification and Promotion. For some months, the Civilian Personnel Division remained separate from the Personnel Service, being placed under the Administrative Service. In August 1942, however, the administration of military and civilian personnel was united under the Personnel Service consisting of a Military Personnel Division and a Civilian Personnel Division.
The Military Personnel Division, as it was established inAugust 1942, had three branches: Commissioned, Nursing and Enlisted. TheReserve Division had been dropped; Reserve activities had all but ceased, asalmost all qualified
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Reserve officers (except those in affiliated units) were already on activeduty. The Nursing Branch, according to the organization manual,"accomplishes the appointment of all Army nurses and recommends theirassignments, transfers, and other changes in status," nominally supersedingthe Nursing Personnel Division of the Nursing Service which had had similarduties and which were now discontinued. Actually, however, the Nursing Service(or Division, as it was now called) retained most of its personnel functionseven though its new Selection and Standards Branch was mentioned only as beingresponsible in that field for evaluating nurses` educational and professionalqualifications.13 The announced functions of the Veterinary Division moreobviously overlapped those of the Military Personnel Division, for theMiscellaneous Branch of the former (in the words of the same organizationmanual) "processes applications, makes recommendations as to appointmentsand assignments of veterinary personnel." The other professional divisionsof the Surgeon General`s Office-Medical Practice, Preventive Medicine (fig. 7),and Dental-likewise
CHART 2.-Organization of the SurgeonGeneral`s Office forpersonnel administration, August 1942
13(1) Blanchfield, Florence A., and Standlee, Mary W.: The Army Nurse Corps in World War II. [Official record.](2) Services of Supply Organization Manual, 30 Sept. 1942.
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performed more or less extensive personnel work even though this aspect was not always mentioned in the officialmanual (chart 2).
The Civilian Personnel Division had four branches:Employment, Classification and Wage Administration, Training, and EmployeeService. Since the reorganization of March 1942, it had been concerned not onlywith civilian employees of the Medical Department outside the Surgeon General`sOffice but with those in the Office as well, the latter function being takenover from the Office Management Subdivision of the former AdministrativeDivision. The names of the branches reflected other new duties. At the directionof Services of Supply headquarters, the Civilian Personnel Division assumedtraining and employee-relations functions. The work of placement andclassification was greatly expanded, and the Division laid more stress on theeffective utilization of personnel with a view to reducing the number ofemployees.14 Until physical therapists and dietitians were givenmilitary status, their personnel administration was handled by the CivilianPersonnel Division. Subsections were later established for them in theProcurement Section of the Commissioned Branch of the Military PersonnelDivision.
14Annual Report, Personnel Service, Office of TheSurgeonGeneral, U.S. Army, 1943.
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Further Reorganizations, 1943-1945
In May 1943, General Lull, appointed Deputy Surgeon General, was succeeded byCol. James R. Hudnall, MC, as chief of the Personnel Service (fig. 8). ColonelHudnall remained in that position until October 1944, after which Col. DurwardG. Hall, MC (fig. 9), became acting chief and then chief, serving in thatcapacity until April 1946.
During the administrations of both Colonel Hudnall andColonel Hall, steps were taken to revise personnel resources for planningpurposes and to centralize in the Surgeon General`s Office greater control overmedical personnel. Consequently, several groups were appointed to study theproblems and make recommendations. One such group was the so-called KennerBoard, whose chairman was Brig. Gen. (later Maj. Gen.) Albert W. Kenner, MC(fig. 10). Another, less formally constituted, consisted of the personneldirectors of Standard Oil of New Jersey, Atlantic Refining Corporation, and E.I. Dupont de Nemours, who contributed 6 weeks of their time to review thepersonnel policies of the Surgeon General`s Office.15
15(1) Report, Kenner Board, 28 Oct. 1943. (2)Statement of Durward G. Hall, M.D., to the editor, 27 May 1961.
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Personnel planning
Revision of The Surgeon General`s organization for personneladministration, like other organizational changes in his Office at this time,was largely inspired by criticism from Army Service Forces headquarters directedat the procedures which Maj. Gen. Norman T. Kirk (fig. 11), installed as TheSurgeon General on 1 June 1943, inherited from his predecessor.16One of the critics was the newly established ControlDivision of Headquarters, Army Service Forces. In September 1943, that officesuggested a survey of "the entire field of ZI hospitalization, tostudy possible savings in cost of operation, and in personnel, and as to thelatter particularly in the scarce category of doctors and nurses."17As this proposal indicates, a close relationship existedbetween personnel administration and the hospital system, changes in thelatter being largely influenced by the effort to save personnel without loweringthe standards of medical care-a saving which became particularly necessaryduring the later
16Medical Department, United StatesArmy. Organization and Administration in World War II. Washington: U.S.Government Printing Office, 1963, pp. 182-185, 202-214.
17Memorandum, ControlDivision, Office of The Surgeon General, (Col. Tracy S. Voorhees), for Col. A.H. Schwichtenberg, Chief, Liaison Branch, Operations Service, Office of TheSurgeon General, 30 Sept. 1943.
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FIGURE 10.-Brig. Gen. Albert W. Kenner, MC, being decorated by Gen. George C. Marshall.
war years when personnel resources were more strictly limitedthan formerly. Representatives of the Surgeon General`s Office, the WarDepartment Manpower Board, and the Army Service Forces, after making theproposed survey, concluded that "there is reason to believe that thepresent personnel system in TSGO needs revamping to insure that essential datarequisite for staff planning are available in Washington and that properguidance based upon such planning be given the service command surgeons. TheControl Division, Headquarters, ASF, may be in a position to lend assistance inthis matter."18
Some remodeling of The Surgeon General`s organization for thepurpose of obtaining fuller data as an essential of personnel planning hadalready begun. On 1 October 1943, a Personnel Planning and Placement Branch, towhich was later added the former Records Branch, was formed in the MilitaryPersonnel Division. The new unit (later called the Records and StatisticsBranch) kept individual records of all Medical Corps officers in the United
18Memorandum for Chief, Operations Service,Office of The Surgeon General (through Director, Control Division, ASF), 30 Nov.1943, subject: Survey of General Hospitals.
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FIGURE 11.-Maj. Gen. Norman T. Kirk, USA, The Surgeon General, 1 June 1943-31 May 1947.
States according to specialty, together with the requirements in thesecategories. It also developed statistics on medical officer overseastrength.19 The work of the branch proved very useful. For instance,it enabled The Surgeon General to demonstrate to Army Service Forcesheadquarters and to the War Department General Staff in the fall of 1943 thatthe Army Air Forces had a larger share of doctors, considering its workload,than the Army Service Forces had; as a result, several hundred Army AirForces Medical Corps officers were transferred to the Army ServiceForces.20
Another fruitful result of the studies made in this branchwas The Surgeon General`s ability to demonstrate that the machine recordssubmitted by the theaters to The Adjutant General were inaccurate. It was theserecords that formed the basis of the figures published by The Adjutant Generalin "Strength of the Army." Whatever the reasons for such inaccuracy,The Surgeon General was able to point out that the names of more than 1,100
19(1) Memorandum, Chief, PersonnelService, Office of The Surgeon General, for Executive Officer (attention:Historical Division, SGO)., 15 June 1945, subject: Additional Material forAnnual Report, Fiscal Year 1945. (2) Semiannual Report, Personnel Service, Officeof The Surgeon General, U.S. Army, 1 July-31 Dec. 1944.
20Annual Reports, Military Personnel Division, Officeof The Surgeon General, U.S. Army, 1944, 1945.
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Medical Corps officers were erroneously included inmachine-records rosters while 2,000 others not so listed were actually on duty.In compiling its own figures, the Records and Statistics Branch relied heavilyon rosters of Medical Department personnel sent to it by all types of units. Thebranch also obtained worldwide head counts of officers. Once it was acknowledgedthat discrepancies existed between The Adjutant General`s and The SurgeonGeneral`s figures, representatives of their offices were able to set aboutreducing them and by V-E Day had brought the difference down to only about 100.21
While personnel administration became steadily more efficient, the manpowerrequirements of the combat theaters more than kept pace. In January 1944, TheSurgeon General, at the direction of the Commanding General, Army ServiceForces, appointed a board of officers, two from Headquarters,
21(1) Annual Report, PersonnelPlanning and Placement Branch, Military Personnel Division, Office of TheSurgeon General, U.S. Army, 1944. (2) Semiannual Report, Records and StatisticsBranch, Military Personnel Division, Office of The Surgeon General, U.S. Army, 1July-31 Dec. 1944. (3) Quarterly Report, Records and Statistics Branch,Military Personnel Division, Office of The Surgeon General, U.S. Army, 1 Jan.-31Mar. 1945.
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FIGURE 13.-EliGinzberg, Ph. D., Resources Analysis Division, Office of TheSurgeon General.
Army Service Forces, and one from his own Personnel Division, to seekfurther improvements. The board recommended greater emphasis on overall, long-term planning and the transfer of this function to the Operations Service,although the Personnel Planning and Placement Branch of the Personnel Servicecould continue to supply the necessary data on availability of personnel. In theOperations Service, the staffing of oversea units was the direct responsibilityof Col. Arthur B. Welsh, MC (fig. 12), Deputy Chief forPlans and Operations, while the continuous study of personnel resources forZone of Interior hospitals was assigned to Eli Ginzberg, Ph. D. (fig. 13),recently obtained from the Army Service Forces to head the FacilitiesUtilization Branch under the Hospital Division. These two functions were mergedlater in the year, together with responsibility for personnel planning on a massrather than an individual basis, in a new Resources Analysis Division, of whichGinzberg became the director. The unit received added status when Ginzberg wasalso named special assistant to Brig. Gen. (later Maj. Gen.)
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Raymond W. Bliss, MC (fig. 14), who served in the dual capacity of Chief,Operations Service, and Assistant Surgeon General.22
Meanwhile, demobilization and redeployment became anadditional problem to the personnel planners of the Medical Department. Thefirst office to be charged with planning for the reduction of operations ashostilities ceased was the Plans Coordination Branch, established within thePlans Division of the Operations Service, Office of The Surgeon General, inJune 1943. The branch was renamed the Demobilization Branch and transferred tothe Special Planning Division of the same service in February 1944. Itsfunctions concerned not only planning for reduction in personnel, but infacilities and supplies, and it also worked on medical procedures to be used indemobilizing nonmedical personnel. Since demobilization affected almost everyelement of the Surgeon General`s Office, the Resources Analysis Division wasgiven the
22(1) Memorandum, Col.Charles D. Daniels, Lt. Col. Gerald H. Teasley, and Lt. Col. Hamilton Robinson,for The Surgeon General, 18 Feb. 1944, subject: Survey of the Handling ofMedical Personnel in the Office of The Surgeon General. (2) Letter, Eli Ginzberg, to Col. John B. Coates, Jr., MC, Director, Historical Unit, U.S. ArmyMedical Service, 25 Jan. 1956. (3) Interview, Eli Ginzberg and Isaac Cogan withCol. J. B. Coates, Jr., Donald O. Wagner, and Maj. I. H. Ahlfeld, 29 Feb. 1956(hereafter referred to as Ginzberg Interview), pp. 15-17 and 29. (4) OfficeOrder No. 175, Office of The Surgeon General, U.S. Army, 25 Aug. 1944. (5)Office Order No. 208, Office of The Surgeon General, U.S. Army, 23 Oct. 1944.
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further responsibility of coordinating all demobilization and redeploymentplanning and all matters pertaining to civil affairs.23
Only 8 days before the defeat of Germany, the ResourcesAnalysis Division received the responsibility for unified personnel planning for redeployment and allied planning problems. The division could call upon anyother elements of the Surgeon General`s Office, including the DemobilizationBranch, for aid in these matters.24 Dr. Ginzberg later stated that while TheSurgeon General`s previous planning for reduction of operations had probablybeen well coordinated with Army Service Forces headquarters and wassatisfactory in evolving general principles, no adequate "logisticalplan" for redeploying and reducing personnel had been worked out-a plan,namely, "for coping with the tremendous difficulty of which doctors andin what numbers you would be able to let out at what rate from whichplaces."25 Theassembly of detailed facts concerning the distribution and other aspects (age,efficiency, length of service, and so forth) of medical personnel, theestimating of future personnel needs as medical operations declined and shiftedgeographically or in relation to the type of patient care required, and theperiodic setting and resetting of criteria for discharge in the light of thesefacts and estimates became the function primarily of the Resources AnalysisDivision. Action of this sort was of course closely related to the division`s work in planning the reduction of hospital facilities.26 The organization of theSurgeon General`s Office for personnel administration as it stood in the middleand latter part of the war is shown in charts 3 and 4.
The Personnel Control Branch
Besides the major changes in office organization whichaffected planning on a broad scale, another development, much more limited inscope, was taking place. This was the establishment of a means of controllingthe allotment and distribution of personnel within The Surgeon General`sinstallations to conform with directives from higher authority. As early asSeptember 1942, General Magee, then The Surgeon General, had set up a board ofofficers for that purpose. General Kirk continued the board, with variouschanges of name and composition, and created the Personnel Control Branch inthe Personnel Service (pursuant to an Army Service Forces directive of 30 July1943) to supplement or assist its work.27
23Annual Report, PlansCoordination Branch, Plans Division, Operations Service, Office of The SurgeonGeneral, U.S. Army, 1944.
24Office Order No. 88, Office of The Surgeon General, U.S. Army, 28 Apr. 1945.
25Ginzberg Interview, pp. 33-36.
26For this phase ofthe division`s work see Smith, Clarence McKittrick: The Medical Department:Hospitalization and Evacuation, Zone of Interior. United States Army in WorldWar II. The Technical Services. Washington: U.S. Government Printing Office,1956.
27(1) Office Orders No. 515, Office ofThe Surgeon General, U.S. Army, 9 Dec. 1942; No. 109, 3 Mar. 1943;No. 1050, 24 Mar. 1943; No. 24, 28 Jan. 1944; No. 206, 24 Aug. 1945; and No.344, 3 Dec. 1945. (2) Report, Personnel Control Branch, Military PersonnelDivision, Office of The Surgeon General, 28 Jan. 1945. (3) Memorandum, Director,Control Division, Office of The Surgeon General, for Executive Officer, Officeof The Surgeon General, 15 Nov. 1945, subject: Personnel Control Unit.
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CHART 3.-Organization of the SurgeonGeneral`s Office for personnel administration, February 1944
Organization of the Air Surgeon`s Office
Since all medical personnel functions of the Air Corps had been handled by the Surgeon General`s Office prior to February 1942, the Office of the Air Surgeon, which came into existence at that time, inherited a personnel unit of only limited authority.28 The business of the Air Surgeon`s Personnel Division, however, increased with the mounting numbers of medical personnel assigned to the Air Forces. Its authority also widened in scope, generally because of the increased prestige of the Air Forces and specifically because of the transfer of the responsibility for the procurement of Air Forces medical officers from the Surgeon General`s Office. Late in 1942, by agreement with The Surgeon General, the Air Surgeon also established a Nursing Section in his office, and it was understood that the Air Forces should have the power to procure and appoint its own nurses, assign and transfer them, and discharge them "for unsuitability and conduct prejudicial to the service." The move was intended to speed nurse recruitment, but lack of personnel in the Nursing Section caused the recruiting program to be turned over to the Air
28See footnote 16, p. 31.
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CHART 4.-Organization of the SurgeonGeneral`s Office for personnel administration, May 1945
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Surgeon`s Personnel Division. The latter directed publicity, forwardedapplication blanks, and handled correspondence with applicants.29
Decentralization of Personnel Administration
Until almost the end of 1943, perhaps the most importantchange of responsibility for medical personnel administration was the loss ofcertain elements of control by the Surgeon General`s Office and the corps area(or service command)30 surgeons`officers to certain other authorities, such as the commanding generals of theservice commands, the Ground and Air Forces, and the commanders of localinstallations.
The 1942 reorganization of the War Department
The reorganization of the War Department in March 1942 created threeseparate Zone of Interior commands: Army Ground Forces; Services of Supply,later known as Army Service Forces; and Army Air Forces, with commandersresponsible for administrative details.31On paper, the General Staff was reduced in numbers and its functions limited topolicymaking and supervision. Actually, the reorganization weakened the GeneralStaff and caused unnecessary confusion because of the lack of clear-cutresponsibility down through the major command channels of the Army. G-1, forexample, was responsible for those duties "relating to the personnel of theArmy as individuals, a function which * * * conflicted with the powers the samedirective had delegated to the Army Service Forces."32
Under the new organization, The Surgeon General, though heremained chief of a technical service, was subordinate to the CommandingGeneral, Services of Supply. He could not send supervisory instructions underhis own name, directly and officially, to medical authorities in the Air andGround Forces or the surgeons of the service commands, but unofficial channelswere still open to him and he could issue official instructions concerningmedical matters to the commanding officers of the service commands in the nameof the Commanding General, Services of Supply.33
29(1) Memorandum, theAir Surgeon, for Col. Julia O. Flikke, Office of The Surgeon General, 22 Sept.1942. (2) Memorandum, Col. Julia O. Flikke, for Col. W. F. Hall, Office of theAir Surgeon, 16 Nov. 1942.
30The corps areas were redesignatedservice commands on 22 July 1942.
31War Department Circular No. 59, 2 Mar.1942.
32Lerwill, Leonard L.:The Personnel Replacement System, U.S. Army. Washington: U.S. Government Printing Office, 1954, p. 257. (DA Pamphlet 20-211.)
33Letter, Lt. Gen.Brehon Somervell, Commanding General, Services of Supply, to CommandingGenerals, all Service Commands, 22 July 1942, with Service Command OrganizationManual, 22 July 1942, enclosure 2 thereto.
On the other hand, according to a high ranking Medical Corps officer, thisconcession "as envisioned by regulation and the reorganization manualincluded only such things as broad policy concerning preventive medicine,evacuation, and similar subjects. By no stretch of the imagination, did theyinclude utilization of personnel." Letter, Col. Paul A. Paden, to Col. C.H. Goddard, Office of The Surgeon General, 9 June 1952.
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FIGURE 15.-Lt. Col. Paul A.Paden, MC, of the Personnel Division, Office of The Surgeon General.
Certain particular items of personnel control were redistributed in 1942 andearly 1943 as a further expansion of the Services of Supply policy ofdecentralization.
For example, when The Surgeon General, acting through the Commanding General,Services of Supply, wished to transfer medical officers from one service commandto another he might find himself hampered by the service command commandersinvolved; the latter did not complain too vigorously if officers were assignedto them, but did object if they were taken away. At first, the practice was toorder an officer in or out and then, if complaint was forthcoming, to revokethe order. Lt. Col. (later Col.) PaulA. Paden, MC (fig. 15), an officer who served in The Surgeon General`s PersonnelDivision during the war, wrote afterward that for some months after thereorganization of the War Department "we were often able to materially expedite the movement of personnel to all areas throughgood liaison with the Adjutant General`s Sections * * * but as time went by we wereno longer able to do this, as more and more staff sections had to process thepapers. It was only by the most carefully guarded liaison with MedicalDepartment officers, and other officers outside the ASF, as well
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as within it, that we were able to accomplish the things we did, oftendespite `the letter` of published directives."34
The doctrine of decentralization apparently proceeded so farthat before undertaking to move a medical officer it became standard practice toobtain definite concurrence from the service command concerned. Moreover, thisconcurrence was obtained not from the chief of the service command`s MedicalBranch but from the director of personnel of that headquarters.35 Therestrictions that The Surgeon General suffered in his relationship with servicecommands, particularly in the early war years, also applied generally to hisrelations with oversea commanders throughout the war.
Another phase of the 1942 reorganizationwas the subordination of the corps area commanders (later called service commandcommanders) to the Commanding General, Services of Supply, and the subsequentrealinement of the service command commander`s headquarters. The realinement ofservice command headquarters moved the medical adviser of the service commandcommander-the service command surgeon-one notch lower in the officialorganization by subordinating him in personnel matters to the director ofpersonnel of the service command-a nonmedical officer. The director`s office,however, was to obtain "recommendations from the technical (including themedical) branches * * * on matters relating to technical militarypersonnel" and "technical civilian personnel."36At the same time, physical therapists and dietitians whowere still in civilian status, remained under control of the Medical Branch.
Still another phase of the reorganization was the transfer ofinstallations from the direct command of The Surgeon General to the commandinggenerals of the service commands, which began in July 1942, thereby depriving the former of a very important share ofpersonnel control. Included among these installations were medical trainingcenters, certain schools, and all the general hospitals except Walter Reed. Fora time, The Surgeon General kept some of his authority over all generalhospitals, including the power to determine personnel allotments for theirstaffs-subject to Services of Supply headquarters approval-but this power wastransferred to the service commands in April 1945.37There were other shifts of command authority, and thepersonnel control involved in it, back and forth between The Surgeon General andthe
34Letter, Col. Paul A. Paden, MC, toCol. J. H. McNinch, MC, Office of The Surgeon General, 17 Jan. 1950.
35Memorandum, Director, MilitaryPersonnel Division, Office of The Surgeon General, for Colonel Love, HistoricalDivision, Office of The Surgeon General, 14 Mar. 1944.
36Services of SupplyOrganization Manual, 24 Dec. 1942. Before the issuance of this manual, however,some service command personnel officers were apparently shifting MedicalDepartment personnel (including scarce specialists) around as they saw fit, eventhough they lacked knowledge of their special qualifications. Letter, Col. E. C.Jones, Ret., to Col. R. G. Prentiss, Jr., Office of The Surgeon General, 8 Sept.1951. Later, apparently as a consequence of such actions, a provision wasinserted in the Services of Supply Organization Manual requiring the personnelofficers to consult with the medical branch on Medical Department personnelassignments.
Commenting on how the reorganization worked in practice,Colonel Paden, who served in the Surgeon General`s Office from 1941 to 1944,stated that the inference that service command personnel directors were toobtain such recommendations "was actually farcical, for they seldom did atfirst." Letter, Col. Paul A. Paden, to Col. C. H. Goddard, Office of TheSurgeon General, 9 June 1952.
37See footnote 26, p. 37.
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service command commanders during the course of the war. The Surgeon General retained command of a number of installations such asthe medical depots, the Army Medical Center (including Walter Reed GeneralHospital), and the Army Medical Museum.38 But he recovered control of a most important group of installations-thegeneral hospitals-only after the end of the war.
Decentralization of personnel control within the ArmyService Forces appears again in the direct transfer of authority over civilian personnel from The Surgeon General to the service commands during 1942; and in the transfers resulting from changes in the system of personnel authorizations.
Before 1 September 1942, the Surgeon General`s Office, working partly through the corps area surgeons, had had virtually completecontrol of civilians employed in all Medical Department installations. On that date, however, Services of Supply headquarters transferred theadministration of all civilian personnel except those employed in theinstallations directly under command of The Surgeon General (as well as inthose under other chiefs of technical services) to the service command commanders. At first, there was some uncertainty as to where the 4,400civilians employed in station hospitals at airbases belonged, and The SurgeonGeneral kept them under his own jurisdiction. Within 2 months, however,Services of Supply headquarters directed him to transfer them to the Army AirForces. These actions removed about 26,000 civilians from The SurgeonGeneral`s direct control, leaving him only about 9,500.39About the same time, Services of Supply headquarters directed The SurgeonGeneral to transfer some of his authority over civilian employees ininstallations under his direct command "down to the lowest possibleechelon." For this purpose, the latter set up civilian personnel offices in each ofthese installations and gave them almost complete authority in their field.40
System of bulk authorizations
From the beginning of the war, responsibilities for personnel administration were affected by changes in the system of personnelallowances. One of the most important of these changes was the establishment of bulk authorizations by the Army Service Forces headquartersin June 1943.
The general purpose of such authorizations, according to the Army ServiceForces circular that introduced them, was "to afford a commander the utmostlatitude in the administration of his personnel, and at the same time establish an effective control over numbers of personnel employed. The new procedure * * * altersthe control over personnel exercised by the Commanding
38Morgan, Edward J., and Wagner,Donald O.: The Organization of the Medical Department in the Zone of Interior(1946). [Official record.]
39(1) Annual Report, Personnel Service, Office of TheSurgeon General, U.S. Army, 1943. (2) Services of Supply Organization Manual, 24 Dec. 1942.(3) Letter, Col. J. A. Rogers, to Commanding General, Servicesof Supply, 19 Sept. 1942, subject: Medical Department Civilian Personnel atArmy Air Forces Stations. (4) Letter, Director, Civilian Personnel, Office ofThe Surgeon General, to Headquarters, Army Air Forces, 22 Oct. 1942, subject:Civilian Personnel of Station Hospitals.
40Letter, Commanding General, Services of Supply, to The Surgeon General,31 Aug. 1942, subject: Responsibility for Civilian Personnel Programs.
44
General, Army Service Forces, from a `retail` to a`wholesale` basis, and places correspondingly greater responsibility uponsubordinate commanders to exercise close control of sub-authorization."41
Under the new system, Army Service Forces continued to set personnelceilings, changing these authorizations as conditions required, for allmedical installations directly responsible to it. The ceilings authorized themaximum strength for the numerous categories of officer personnel, such asMedical Department, Quartermaster, and others. However, there was no limit onthe number of rank within a specific category. Rather, the limitation on rankwas a percentage of overall strength in all categories. In other words, acertain percentage of all officers, regardless of category, were authorized ascolonels, lieutenant colonels, and so forth.
The authorization of enlisted men was not divided into categories indicatingwhere they must be assigned (as so many in Medical Department installations, andso many in Quartermaster installations) but was set at a total figure with amaximum percentage in each grade (master sergeant, technical sergeant, and soforth). This method of allotting officers and enlisted men applied to personnelnot in table-of-organization units. Many such units (medical and other) wereassigned, as a rule temporarily and for training, to the Army Service Forces,but the size of each and the number of doctors, nurses, and enlisted menassigned to it were fixed by the provisions of its table of organization.
Under the new system, the commander`s allowance for civilian employees wasbrought into direct relationship with the allowance for military personnel.Previously, the number of civilians who could be employed was unrestrictedexcept through the allotment of funds. Now, however, the number variedaccording to the number of military personnel in service. If, for example, thetotal ceiling for civilian and military personnel was set at 30,000 for aservice command and the military numbered 20,000, the service command couldtherefore employ a maximum of 10,000 civilians.
Army Service Forces headquarters required its commanders andtheir subordinates down to the lowest installation in the command structure tofollow similar practices in subauthorizations of personnel. A commander mightmake subauthorizations totaling less than the authorization he received; infact, he was encouraged to do so, since Army Service Forces headquartersemphasized economy in the use of personnel.
The bulk-authorization system was designed to give subordinate commandersgreater freedom in personnel administration, especially in the assignment ofnumbers, types, and grades of personnel for or within service commandinstallations, as well as to give service command commanders greater freedomfrom direction by the technical services. As Brig. Gen. (later Maj.
41Army Service Forces Circular No. 39, 11 June1943. Thedescription which follows is based on this document and on the "Manual ofInstructions for Preparation of Personnel Control Forms," Headquarters,Army Service Forces, 11 June 1943.
45
Gen.) Joseph N. Dalton, AGD, director of the Army Service Forces PersonnelDivision at the time the new system was introduced, explained it:
We have done our utmost to free you from many burdensome rules andregulations under which you previously had to operate. No longer will someHeadquarters Staff Officer tell you that you must have 120 enlisted men in astation hospital when you know from first hand experience that you could dothe job with 100. No longer will you be prohibited from putting an intelligentcaptain in charge of a function because another Headquarters Staff Officer, inhis great wisdom, decided that you must use a Major. No longer will you behamstrung in assigning (enlisted) men according to their ability because theyare ordnance men, or single men. Hereafter, the only consideration is, "Whois the best man for the job?"42
While there was no question that decentralization of controlof personnel relieved The Surgeon General of much routine detail which could behandled more efficiently locally, it made the correction of inequities moredifficult when these were found to exist, and restricted overall planning.
Partial Restoration of Authority
There was a growing awareness in the Army Service Forces headquarters that if the medical mission was to be accomplished a more centralized control of medical personnel should be reestablished in theOffice of The Surgeon General and in the offices of the various service command surgeons. Consequently, personnel reportscoming into the Office ofThe Surgeon General which had been considerably curtailed in the decentralization process were againauthorized. These reports permitted an analysis of the personnel situation, bothas to number and professional quality and made possible the operations of thecontrol and planning branches in both Operations and Personnel Divisions.
In late 1943, the service command surgeons regained some of the power whichthey had lost as corps area surgeons through the reorganization of the servicecommands in August 1942. Now called service command surgeons, they wererestored to their position of direct responsibility to the service commandcommander, as were the representatives of other technical services. The personneldivision of the service command headquarters, while still charged witharranging for the selection and placement of all military personnel, was to make itsassignments from then on "upon recommendation of service command TechnicalServices" (one of which was the surgeon`s office).43
In a letter to the commandinggenerals of the service commands, Army Service Forces headquarters statedthat the selection of Medical Department personnel for newly activatedunits had not been as successful as desired and gave directions concerning thenew method of assignment. In each service command, a Medical Corps anda Medical Administrative Corps officer were to be placed on the staff of theDirector of Personnel and put in chargeof the Medical Department personnel records. Their office was to be convenientto
42Record of Proceedings, Personnel Conference, Army Service Forces, 21 June 1943.
43Letter, Headquarters, Army Service Forces, to Commanding Generals, all Service Commands, 12 Nov. 1943.
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that of the service command surgeon. They would maintainnecessary special records to assure adequate professional and technicalevaluation and assignment of Medical Department personnel. The service commandsurgeon was empowered to initiate requests for assignment and reassignment ofsuch personnel, and his recommendations were to be followed unless they werecontrary to service command policies. The letter stated that continualsupervision and control of assignments of medical personnel were necessary toprevent misassignments and to provide competent staffs for tactical units.44 The changes ordered were important steps in assisting theMedical Department to place its officers in appropriate assignments.
In May 1944, 6 months after the service command surgeonsregained more complete control of personnel within their commands, The SurgeonGeneral also acquired limited authority to move personnel from one servicecommand to another. In early 1944 when there was difficulty in properlystaffing both table-of-organization units and installations in this country, acommittee appointed by Army Service Forces headquarters to study theadministration of military personnel by the Surgeon General`s Office maderecommendations45 whichwhen put into effect gave The Surgeon General a limited power of assignment.Under this arrangement, The Surgeon General had the responsibility fordistributing Medical Corps officers and nurses within the Army Service Forces.He was to direct the transfer of doctors and nurses between service commands"to effect the indicated readjustment." In addition, he could transferMedical Corps officers returning from overseas who were under the jurisdictionof Army Service Forces if officers having their particular qualifications wereneeded more in one place than in another. He was also empowered to request thetransfer by name of certain key Medical Corps specialists, but he could noteffect their transfer without the concurrence of the receiving commander underArmy Service Forces jurisdiction.46 Hence,The Surgeon General`s authority to assign personnel, although increased, was notcomplete even for Medical Corps officers, and members of other MedicalDepartment corps were not included in the new grant of authority. At the sametime, The Surgeon General could review the rosters of commanding officers andMedical Corps specialists assigned to table-of-organization units then in theUnited States, and to fixed installations, and direct the commanders to makechanges when the staff did not meet required standards or was not being properlyutilized.
The control of The Surgeon General, and also ofthe service command surgeons, over the assignment and utilization of personnelwas made more effective by the operation of the consultant system, which will bediscussed in considerable detail in another chapter of this volume.
44Letter, Headquarters, Army Service Forces, toCommanding Generals, all Service Commands, 26 Nov. 1943, subject: Classificationand Assignment of Medical Department Personnel.
45Memorandum, Lt. Col. Gerald H. Teasley, Office ofThe Surgeon General, and others, for The Surgeon General, 18 Feb. 1944, subject:Survey of the Handling of Military Personnel in SGO.
46Army Service Forces Circular No. 138, 12 May 1944.
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THEATERS OF OPERATIONS
Personnel Functions of the Theater Commander
As early as 1940, theWar Department declared that the Chief of Staff of the Army possessed the dutyof specifying the personnel required for the field forces and establishingpolicies and priorities for its distribution. Preparation of the replacementplan, including determination of the number of replacements estimated to benecessary, was classified as a function of the War Department in the Zone ofInterior,47 a function that was extended in April 1942 to include estimating thenumber of replacements neededin oversea theaters. War Department policies relating to appointment,assignment, transfer, promotion, demotion, and elimination of personnel bydischarge or retirement, likewise were expected, as early as 1940, to govern theater practice,as were,insofar as feasible, policies relating to promotion of morale authorized by theDepartment for the Zone of Interior. Nevertheless, broad powers over personnelmatters were delegated to commanders of oversea theaters. Field serviceregulations issued before Pearl Harbor stated that such commanders were tocontrol assignment and rank as well as discharge and retirement of personnelwithin their areas of operations. Their responsibility for proper functioning ofboth classification and assignment throughout their commands was emphasized in1944. One exception to this rule was the granting of ratings as aviationmedical examiner and flight surgeon, which was the function, at least until theend of September 1943, ofthe Commanding General, Army Air Forces.48 During the latter half of 1944, however, this authority appears to have been delegated tothe commanders of the air forces in the individual theaters. This was true, atleast, in the Mediterranean Theater of Operations.49 As early as 1942,the War Department granted individual theater commandersspecial authority to commission warrant officers and enlisted men in the Army ofthe United States. The authority was restricted during the course of the war,but throughout the period, a considerable number of Medical Department soldiersoverseas received commissions in the Medical Administrative Corps.
Throughout the period of American participation in the war, it was the dutyof these commanders to prescribe the system of leaves of absence and furloughsto be observed within their areas of jurisdiction and to establish uniformpractices in the award of decorations. Mobilization Regulations 1-10, section 6,of 5 March 1943, permittedthem to modify War Department regulations concerning the maintenance of goodmorale; field service regulations issued some months later empowered them topromote various welfare and other activities having that object. Under fieldservice regulations in effect as early
47The following section is based largely onmaterial incorporated in War Department Field Manual 100-10, "FieldService Regulations," 9 Dec. 1940 and 15 Nov. 1943 and the changes tothem.
48Army Regulations No. 350-500, 11 Aug. 1942; 7 July1943, and Changes No. 1, 30 Sept. 1943.
49History of Twelfth Air Force Medical Section, 1 June-31Dec. 1944, p. 13. [Official record.]
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as 1940, the theater commander was to inform the WarDepartment as to his replacement requirements. He was also to give directions tohis subordinate echelons concerning the submission of periodic replacementrequisitions and was to make allotments of replacement personnel to the variousarmies in the theater. A War Department order of 19 June 1943 delegated to thecommanding generals of theaters of operations, oversea departments, and defensecommands outside of the United States the authority "for all phases ofcivilian personnel administration with respect to civilian personnel under theirrespective jurisdiction who are paid from funds appropriated to the WarDepartment."
In turn, the theater commander delegated to his G-1 section theresponsibility for formulating policies and supervising theexecution of administrative matters pertaining to personnel. This extendedto civilians under the supervision or control of the command and to prisonersof war.50
Replacement systems overseas were established as early asthe spring of 1942, but each theater developed its own replacement policieslargely by a trial and error method. It will not until after the G-1 conferencein April 1944, which was attended by officers from the North African andEuropean Theaters of Operations, that there was any uniformity in overseareplacement systems. As a result of the conference, on 4 May 1944, the WarDepartment directed "all theaters to establish theater replacement and trainingcommands which were to operate replacement installations and exercise controlover casual personnel. These commands were to be responsible for the receipt,classification and training of all personnel in the replacement system * **." Itfurther directed each field force commander "to designate an adjutantgeneral from his command for service at the headquarters of the theaterreplacement training command* * *."51
The adjutant general of the theater was also responsible for theclassification of all individuals joining the command; their subsequentassignment, reclassification, and reassignment; their promotion, transfer,retirement, and discharge; actions for the procurement and replacement ofpersonnel; bestowal of decorations, citations, honors, and awards; grants ofleaves of absence and furloughs; measures for recreation and welfare and allother morale matters not specifically charged to other agencies. In addition, hewas given custody of the records of all personnel belonging to the command whichwere not kept in subordinate units.52
Commanders directly or indirectly subordinate to the theaterheadquarters also exercised personnel functions within their jurisdictions thatwere comparable to those of the theater commander, subject, of course, to hisauthority, and they performed these functions through staff representativessimilar to those of the theater commander. Adjustments of classification orassignment, although the responsibility of the theater commander, were to bedecentralized as much as
50War Department Field Manual 101-5, "Staff Officers` Field Manual," 19 Aug. 1940.
51See footnote 32, p. 40.
52See footnote 50.
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possible. This was especially the case with respect toenlisted personnel, in regard towhich final authority usually was vested in regimental or separate unitcommanders.
Medical Department Personnel Functions
As has been pointed out previously in this chapter, although the theatercommanders were responsible for all matters pertaining to personnel, theydelegated to the theater chief surgeons most of their authority for MedicalDepartment personnel. The oversea department surgeons had been givenresponsibility for certain problems as early as 1942 when Army regulations had made it the responsibility of the department surgeon, as a staff officer ofthe oversea commander, to submit to the latter "such recommendations asto training, instruction, and utilization of Medical Departmentpersonnel belonging to the command, including those not under his personalorders, as he may (might) deem advisable * * *."53InDecember 1940, the preparation of estimates of personnel requirements that atheater technical service might develop was expressly stated to be thefunction of the chief of that service.
Within their own,more limited, spheres of jurisdiction, the surgeons on lower levels of commanddown to thelowest echelon possessed similar functions. In the European theater, thepersonnel functions of base section surgeons extended not only to medicalpersonnel permanently assigned to the base section and to patients in basemedical facilities, but also to that of units staging in the area so far as thebalancing of their professional staffs was concerned.54
Medical Department authorities therefore might intervene ina great variety ofmatters affecting the personnel of their service, including assignment and rank,but the extent to which they could make their intervention effective varied,and depended, frequently, on the ability of the officer concerned to establishgood working relations withthose staffs of the theater or lower commands-including the air forces-thathad the decisive authority in such matters.
Medical Department Personnel Offices
As the burden of duties increased for the various theater chief surgeons(fig. 16), they devolved some of their personnel functions, particularly the"paper work," on assistants by setting up personnel sections in theiroffices. Since the theater chief surgeon was also at times Servicesof Supply or Communications Zone surgeon, a singlepersonnel section might serve him in both capacities. The War Departmentoffered some guidance as to howa theater medical personnel section should be constituted by including such aunit in the table of organization for a headquarters, medical service,communications zone. The table provided for a personnel section headed by amajor of the
53Army Regulations No. 40-10, 6 June 1924, par.2b(5), and 17 Nov. 1940, par. 2b(5).
54Annual Report, Surgeon, Channel Base Section, CommunicationsZone, European Theater of Operations, U.S. Army, 22 Aug.-31 Dec. 1944, pp.79-84.
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FIGURE 16.-Representative theater chief surgeons. Upperleft: Maj. Gen. Paul R. Hawley, MC, European Theater of Operations, U.S. Army.Upper right: Brig. Gen. Frederick A. Blesse, MC, North African Theater ofOperations, U.S. Army. Lower left: Maj. Gen. Guy B. Denit, MC, Southwest PacificArea. Lower right: Brig. Gen. Edgar King, MC, Pacific Ocean Areas.
51
52
Medical Corps, with a first lieutenant, who might be an officer of theMedical Administrative Corps, and four enlisted men.55
The largest and most elaborate organization for the administration of matterspertaining to medical personnel in any oversea area was the Personnel Divisionin the Office of the Chief Surgeon of the European theater, who was alsosurgeon of the Services of Supply or Communications Zone. Its preeminence wasnatural in view of the strength of the Medical Department in that theater. Thedivision originally consisted of but one second lieutenant of the MedicalAdministrative Corps, but grew from 3 officers and 9 enlisted men at the end ofAugust 1942 to 9 officers, 29 enlisted men, and 2 British civilians in September1944 when the office began to function in Paris.56
Generally speaking, however, Medical Department personneloffices at theater, army, or base section headquarters were staffed byrelatively small numbers of officer and enlisted personnel. In the SouthwestPacific at the beginning of 1945, when the Services of Supply headquarters waslocated in Hollandia, New Guinea, the staff assigned to the Personnel Divisionof the Surgeon`s Office comprised three officers and nine enlisted men. Headingthe division was a lieutenant colonel of the Medical Corps; the MedicalAdministrative Corps provided the other two officers.57 When the MedicalSection of the Mediterranean theater was at its peak strength (April 1945), thepersonnel subsection consisted of one officer and two enlisted men. Similarly,during the combat operations of the Third U.S. Army in the European theater, itsHeadquarters Medical Section handled personnel matters through two MedicalAdministrative Corps officers and two enlisted men.58
In base sections and likejurisdictions, one officer ordinarily was assigned to personnel duties in thecorresponding surgeon`s office, often combining these with other functions.One or two enlisted men also were assigned to personnel activities.59 Asmight be expected, the medical personnel officers in the base sections of theEuropean Theater of Operations had somewhat larger staffs than were commonelsewhere. In fact, the Personnel Division of the Surgeon`s Office, UnitedKingdom Base, was a sizable organization. As of 1 January 1945, the staffcomprised 6 officers and 13 enlisted men.60
55Table of Organization 8-500-1, 1Nov. 1940.
56(1) Administrative and LogisticalHistory of the Medical Service, Communications Zone-European Theater ofOperations (1945), ch. III, p. 63. [Official record.] (2) Annual Report, ChiefSurgeon, European Theater of Operations, 1944, pp. 3-5. (3) History of MedicalService, Services of Supply, European Theater of Operations, U.S. Army, FromInception to 31 Dec. 1943 (1944).
57Annual Report, Surgeon, U.S. ArmyForces, Western Pacific, 1945, pt. I-U.S. Army Services of Supply, p. 72.
58(1) Munden, Kenneth W.:Administration of the Medical Department in the Mediterranean Theater ofOperations, U.S. Army, 1945, vol. I, chart p. 153. [Official record.] (2)Statement of Col. John Boyd Coates, Jr., MC, to the editor, 27 May 1961.
59(1) Annual Report,Surgeon, Base R, U.S. Army Forces, Western Pacific, 12 Feb.-30 June 1945, pp.3-4. (2) Annual Report, Surgeon, Base K, U.S. Army Services of Supply, 1944-45.(3) Annual Report, Surgeon, Base K, U.S. Army Services of Supply, 1945, p. 2.
60Annual Report, Surgeon, Channel Base Section, CommunicationsZone, European Theater of Operations, August-December 1944, January-July 1945.(2) Annual Report, Surgeon, Seine Base Section, Communications Zone, EuropeanTheater of Operations, January-June 1945.
