years; special assistant to Ambassador, United States Department of State, Ankara, Turkey, 5 months; consultant, Office of War Information, to head field representative (theater chief). Herbert S. Agar, chief field representative (special assistant), Overseas Branch: Born, New Rochelle, N. Y.; educated, Columbia University, Princeton University, M. A., Ph. D., Boston University, LL. D.; London correspondent, Louisville Courier-Journal and Louisville Times, 5 years; author and syndicated daily newspaper column, Time and Tide, 4 years; literary editor, English Review Journal, 4 years; editor, Courier-Journal, Louisville, Ky., 4 years; assistant to Ambassador Winant, London. Cass Canfield, chief field representative, Paris France, Overseas Branch: Born, New York City; educated, Harvard University, Oxford University, Sorbonne University; Manager of London office, Harper & Bros., 3 years; Chief, Blockade and Supply Branch, Board of Economic Warfare, 1 year; president, Harper & Bros., 18 years. James Linen III, special assistant to overseas Director, Overseas Branch: Born, Scranton, Pa.; educated, Williams College; salesman and assistant advertising manager, Time, Inc., 7 years; administrator of Life's sales, promotion, and merchandising departments, Time, Inc., Life division, 7 months; principal field representative, Chief Foreign Operations Division, Chief Outpost Service Bureau; special field consultant, London, England, Office of War Information. Leonard W. Doob, head, policy coordinator, Overseas Branch: Born, New York City; educated, Dartmouth College, Duke University, Frankfurt (Germany), Harvard University, Ph. D.; investigator, Nye munitions Senate committee, during summer of 1934; research analyst, American Social Surveys, 1 year; assistant professor of psychology, Yale, 7 years; Chief, Propaganda Analysis Section; Coordinator of Inter-American Affairs, 1 year; chief psychological consultant, Military Intelligence Service, 8 months; Chief, Bureau of Overseas Intelligence, Office of War Information, 6 months. Nobil A. Cathcart, Assistant Director, Domestic Branch: Born, Montgomery, Ala.; educated, Harvard College; circulation manager, New York Evening Post, 4 years; president of the company and publisher, Saturday Review of Literature, 15 years; assistant to the president, Crowell-Collier Publishing Co., 4 years; Office of War Informtion, head information specialist, 1 year, then became Assistant Director, Domestic Branch. ADJUSTMENT AND LIQUIDATION ESTIMATE Mr. CANNON. I observe that you are asking for $2,000,000 for adjustment and liquidation. What is the purpose of that fund, and how do you expect to expend it? Mr. HULTEN. The estimate as presented here, Mr. Chairman, is a going rate estimate on a post-VE-day basis, and on a program to which we hope to reduce, and as quickly as possible, taking into consideration the time involved in termination of personnel and the complexity of our overseas operations, the time required for termination of contracts and the need for finishing up the work in progress. We have estimated it will take approximately 90 days to get down to the VE-day program basis. We have already started on this reducing process. We have started on the termination of certain contracts, and we have already set up separation panels for certain groups of personnel. Notwithstanding that fact, the period of notice to employees; the cost of their accrued leave, and other expenses involved in the liquidation, we estimate will take the $2,000,000, which we have asked for in this estimate. The $40,000,000 is the going rate program. Mr. WIGGLESWORTH. Where does that appear? Mr. HULTEN. That appears as a one-line item in the presentation. Mr. WIGGLESWORTH. On what page? You have that in the justification. Can you give us a break-down on that item? Mr. HULTEN. Yes; we can do that for the record. (The information requested follows:) ESTIMATE OF LIQUIDATION EXPENSES INVOLVED IN TRANSITION FROM GOING RATE TO POST-VE RATE, MAY 1, 1945 Preparation of separation registers, clearance of proposed separa- Days Employee's working time after notice- Terminal leave.___ 30 30 45 Waiting end processing time in New York, including the making 15 Minimum time employee will be in pay status after VE-day, III. Separation schedule: In order to allow time for distribution of the duties of terminated personnel among employees remaining and to make other necessary organizational changes, it will be necessary to stagger separations from the pay roll as follows: At the end of 4 months. At the end of 6 months.. IV. Estimate of transportation and per diem costs: 120 Personnel 120 45 12 Costs $49, 560 10, 620 15, 930 76, 110 Transportation to the United States: 177 employees, at $280 - V. Salary and post allowance costs: Based on the termination schedule 120 by 185 by 2 months. 45 by 300 by 5 months.. Total.. VI. Total personal services and travel, foreign outposts.. Total time in pay status if action to terminate commences III. Separation schedule and costs: In order to allow time for distribu- 175 at the end of 90 days. 175 by $220 (average monthly salary by 3 months).... 126 by $220 by 4 months. 40 at the end of 150 days. Total_ SCHEDULE C.-Nonpersonnel costs in the United States Certain operations involving considerable other object costs of a contractual nature which are scheduled for sharp reductions cannot be immediately cut on VE-day to the post-VE rate. It is estimated that this will require continuing at the going rate for approximately 90 days the nonpersonnel expenses in order to complete programs and work in process. This will involve completing motion pictures, publications, and installations in various stages of production or construction as well as contract termination charges or contracts to be canceled. Administrative expenses such as leases, cleaning contracts, telephone switchboard, wire service, etc., cannot be reduced until actual personnel reductions have been completed. These liquidation expenses for nonpersonnel costs in round figures by bureaus involved are: Publications Bureau__ Because of the volume of raw material and copy which will be in an advanced stage of processing, provision has been made for continuance of the going rate approximately 6 months instead of the 90 days mentioned above. Motion Pictures Bureau.. Communications Facilities Bureau.. Total.... $700, 000 307, 000 250,000 85, 155 1, 342, 155 Mr. CANNON. If there are no further questions, we thank you, gentlemen. Mr. WIGGLESWORTH. I have some other questions, Mr. Chairman. I would like to run over several of your divisions rather hurriedly. OFFICE OF DIRECTOR For instance, in your Office of Director, I note you are asking for 50 people at a cost of $213,350. That is over $4,000 average for each of the 50 people in that set-up. That seems to be a very high average. What is the explanation? Mr. HERRICK. The explanation is that they are the top people in the whole branch. They include the Deputy Directors. whom Mr. Dalton mentioned, as the people who perform liaison with top level officials of Government departments and agencies. Mr. WIGGLESWORTH. That includes a new Executive Director, a new Assistant Director and a new Director of War Programs, does it not? Mr. HERRICK. Those are only new titles for old jobs. The Execu tive Director formerly was called the Assistant Director for Policy; the Director of War Programs was formerly called Chief of the Office of Program Coordination. There is no increase in the number of positions. 1 Mr. WIGGLESWORTH. Does it involve increases in salaries? Mr. HERRICK. No. Mr. WIGGLESWORTH. What is the operation that you referred to as Government information policy liaison? Mr. HERRICK. We have felt the need for some time for someone to make a study looking to a better method of coordinating information policies. I might say that we have been on the lookout for a man who might fill the job and we have not found him yet. We probably will have a vacancy for a while. Mr. WIGGLESWORTH. How much does the new policy involve in personnel and dollars? Mr. HERRICK. It involves an $8,000 salary for the Deputy Director, and I presume he will have to have some secretarial assistance two people. Mr. WIGGLESWORTH. About three people all told? BUREAU OF GRAPHICS Mr. WIGGLESWORTH. Now, your Bureau of Graphics is a new setup. What is that? Mr. HERRICK. The Bureau of Graphics was formerly a division of the Office of Program Coordination. Its responsibilities expanded, and as part of a reorganization through which we think we improved the organization efficiency of the Branch, it was set up as an inde pendent bureau. The Bureau of Graphics clears and allocates a number of contributed facilities. For example, it is the channel through which Government requests go to the outdoor advertising industry, and to the transportation advertising industry-the people who put up car cards in streetcars and in busses. The outdoor advertising industry contributes 5,000 24-sheet posters per month, the commercial value of which amounts to about $1,000,000 a year. The transportation advertising industry allots to the Government, through Ó. W. I., 100,000 car cards per month. And it is the function of the Graphics Bureau, in cooperation with Mr. Frederick, as Director of War Programs, to allocate those 100,000 car cards per-month to the various programs. That is why one month you see a nurses' recruiting program card in the busses, and the next month you see one supporting the security of war information program. The Graphics Bureau is also the bureau which passes on all Government posters and other graphic material and aids other Govern ment agencies in securing poster space throughout the country in support of their war information programs. Mr. WIGGLESWORTH. Do you produce this material yourselves? Mr. HERRICK. No, sir; we do not. I might say in that connection that the Bureau of Graphics has enlisted the services of an art pool, which includes the top artists of the country-men like Norman Rockwell, James Montgomery Flagg, Walt Disney, and others—and through this arrangement, when a Government department wants a poster done, instead of having to buy from a man who can command anywhere from $1,000 to $5,000 for a painting, a painting is secured from a member of the pool for an agreed-upon $300. The saving through the use of the art pool amounts to about $100,000 a year to the Government. Mr. WIGGLESWORTH. You mean we pay the people who prepare the material? Mr. HERRICK. The interested agency pays the artist. He makes the drawing for a maximum of $300. Mr. WIGGLESWORTH. What do you mean by the "interested agency"? Mr. HERRICK. Let us say the War Shipping Administration wants to put on a merchant-marine recruiting program. They come to our Graphics Bureau and tell them what they want. The Graphics Bureau goes to the art pool; the art pool furnishes the artist; the artist provides the painting. Probably you have seen the painting of the sailor with his hand on the spokes of the ship's wheel. That cost $300 instead of the $1,200 that it would have cost otherwise. Mr. WIGGLESWORTH. Are those new functions or old functions, under a bureau with a new title? Mr. HERRICK. I would say they are old functions, although they have been expanded in the last year or so. Mr. DALTON. It is just a tightening up of the organization. Mr. WIGGLESWORTH. Can you give us a break-down for the record showing just what has gone out by category amount and cost during the past fiscal year? Mr. HERRICK. Yes, sir. (The information requested is as follows:) The Office of War Information produces no posters of its own; the following is a list of posters, art work for which was purchased by Office of War Information's Bureau of Graphics for the intrrested agencies and for which Office of War Inform ation was reimbursed. As we previously explained at the committee hearing, $300 is the maximum price paid for any single painting, though the average commercial value of these works would be approximately $1,500 each. (Since each agency places its printing orders direct, Office of War Information does not have cost figures available for these posters.) |