Mr. CASE. If we continue with this work, will it be necessary to do the other? Mr. ZISKIND. Oh, yes. That is fundamental to any understanding of what is happening to unemployment in the country. Mr. CASE. If that money should be provided, you would not have quite so much work to do?' Mr. ZISKIND. We would save a great many man-hours of work which we might spend on other problems. Mr. TABER. You could find other problems? Mr. ZISKIND. There are other problems which we are not staffed to deal with. Mr. WIGGLESWORTH. These statistics flow to you from the thousand and one Manpower Commission offices all over the country? Mr. ZISKIND. They come to us, not from their field offices-they come to us from their headquarters office. Mr. WIGGLESWORTH. How often do you get them? Mr. ZISKIND. They issue their reports at a variety of times. They have a biweekly report and a monthly report on the general employment situation; they also have a half-yearly or quarterly outlook report. They have quite a variety of reports which go out at different periods. Mr. WIGGLESWORTH. How often do you get them from the Bureau of Labor Statistics? Mr. ZISKIND. They also have their series which are published periodically. We get these materials whenever we have a need for them; and some of our people are in almost daily contact with those agencies. Mr. WIGGLESWORTH. How often do you get them from Agriculture? Mr. ZISKIND. Probably not as often as from the Manpower Commission, but we get them from Agriculture fairly often. We represent the War Production Board on the W. M. C. Committee on Essential Activities, and the Department of Agriculture is represented on that. It presents its problems to that committee, and we review the problems from the standpoint of W. P. B. The committee used to meet every day. It now meets about every 2 weeks. Mr. WIGGLESWORTH. That is all. Mr. CANNON. Thank you, Mr. Ziskind. FIELD OPERATIONS REDUCTION FOR 1946 Mr. Folger, with reference to items Nos. 14 and 15, page 15 of the justification, you propose a reduction of about one-fourth in your estimates for 1946. This reduction is not possible until the middle of the year? Mr. FOLGER. That is what we estimate; yes, sir. Mr. CANNON. Your reduction will come on a particular date, or will it be distributed through the year? Mr. FOLGER. It will be gradual. But the heaviest reduction will come in the second half of the year. We anticipate that we will get down to a skeleton force in the second half of the year. Mr. CANNON. What will you have at the end of the second year? Mr. TABER. That page is a little bit deceiving. There seem to be some figures twisted in lines 14 and 15. Mr. CAWLEY. Just reverse them, Mr. Taber. In the Vice Chairman for Field Operations Office, we estimate 145 employees on the roll as of June 30, 1945; and on June 30, 1946, approximately 40. For the field service it is estimated that on June 30, 1945, there will be approximately 5,300, as compared with approximately 2,000 on June 30, 1946. Mr. CANNON. That is getting results with fair promptness. Would you be in position to discontinue entirely if the condition of the war warranted it? Mr. FOLGER. We would expect that we would probably have to have a minimum, up to the end of the Japanese war, of 2,000. Mr. CANNON. Suppose the war should terminate unexpectedly: would you be in position to discontinue promptly? Mr. FOLGER. We would be in position to discontinue at the end of 60 to 90 days, at the outside. Mr. CANNON. Are there any questions, gentlemen? Mr. TABER. You have more on the 30th of June than you had on the 1st of March? Mr. FOLGER. That is right, sir. Mr. TABER. Why? Mr. FOLGER. The load has been going up steadily since the first of the year. Mr. TABER. Why should it have gone up the last 3 months? Mr. FOLGER. It goes up whenever there are changing conditions in priorities. We anticipate that our load immediately after VE-day will be higher than at any other time, because you have a terrific number of people coming in for information and a terrific increase in the work. It has a relationship to the changes in orders on the book. Mr. TABER. You have got more now than you had, on an average, all through the year. You are up to your peak instead of dropping off any. Mr. FOLGER. We have been as high as 6,600 people. It is steadily reducing. Mr. TABER. You have not been reducing this year, have you? Mr. FOLGER. Since June 30. Mr. TABER. How many do you have on June 30? Mr. FOLGER. There were 5,649, June 30, 1944. Mr. TABER. But you have not been reducing very much. You have been increasing since the 1st of March? Mr. FOLGER. That is right, sir. RELATION OF WORK IN FIELD TO NUMBER OF APPLICATIONS Mr. BELSLEY. The work in the field is partly related to the number of applications-not completely, but partly to the number of applications received. The number of applications reached a low in January of 1944 and from that time has been steadily increasing again. Mr. TABER. The capacity of your outfit to handle them ought to be a little bit better with more experience, so that you could cover a great many more per employee. Mr. BELSLEY. It is now at a point where it was in August 1943 and is still going up. We anticipate an increase with the lifting of controls until industry learns what the controls mean and gets accustomed to them; so that for the next 4 to 5 months we contemplate that the work load will increase and then taper off rather sharply. NUMBER OF REGIONAL OFFICES Mr. WIGGLESWORTH. How many regional offices do you have? Mr. WIGGLESWORTH. How much personnel amongst those 13 offices? Mr. WIGGLESWORTH. Yes; as distinguished from the district offices. Mr. FOLGER. We cannot distinguish it 100 percent, because. in some cases we have combined the regional and district offices. Mr. WIGGLESWORTH. Do you call it regional or district? Mr. FOLGER. Where we have a combination, we call it regional. Mr. WIGGLESWORTH. How many district offices do you have? Mr. FOLGER. Eighty-six district offices and 45 branch offices. Mr. WIGGLESWORTH. How much personnel do you have there? Mr. FOLGER. If I could break it down at all, I would say that the strictly regional offices would be about 1,600 and the remainder would be district. Mr. WIGGLESWORTH. There are 1,600 in your 13 regional offices. How much in your 131 other offices? Mr. FOLGER. You must remember that in the 1,600 we also have a great many doing the type of work that is done in the district offices as well. NUMBER OF PERSONNEL Mr. WIGGLESWORTH. Your over-all personnel is what? MR. WIGGLESWORTH. In 131 district or branch offices you have a large amount of personnel, and an average of something like 125 in your regional offices, and, say, 40 in your other offices. Why do you need such a large personnel in your regional offices? Mr. FOLGER. If you use that figure of 125 there will be some percentage that will be doing district office work in the regional offices, and the remainder will be accounted for by the supervisory and accounting personnel. Mr. WIGGLESWORTH. Even so, it looks like a pretty big set-up. Mr. FOLGER. Taking the whole management load, it is less than 750 for the whole country. That includes the management of the regional and district offices. Mr. WIGGLESWORTH. What do you mean by that? Mr. FOLGER. That is what we charge to the direct managing of the offices. Mr. WIGGLESWORTH. I thought you had 5,000. Mr. FOLGER. Five thousand total employees. Mr. WIGGLESWORTH. What is the figure of 750? Mr. FOLGER. That is what we charge to management. Mr. FOLGER. The actual supervisors, analysts, engineers, clerks, and so on. Mr. CAWLEY. Management also includes accounts, personnel, and service functions. Mr. CASE. You have 1,235 on the pay roll as of February 28, in the production end, and 1,150 estimated for 1946. That would not indicate very much of a reduction. Yet your statement says that after the second quarter it is anticipated that the production will be Mr. CAWLEY. Just reverse them, Mr. Taber. In the Vice Chairman for Field Operations Office, we estimate 145 employees on the roll as of June 30, 1945; and on June 30, 1946, approximately 40. For the field service it is estimated that on June 30, 1945, there will be approximately 5,300, as compared with approximately 2,000 on June 30, 1946. Mr. CANNON. That is getting results with fair promptness. Would you be in position to discontinue entirely if the condition of the war warranted it? Mr. FOLGER. We would expect that we would probably have to have a minimum, up to the end of the Japanese war, of 2,000. Mr. CANNON. Suppose the war should terminate unexpectedly: would you be in position to discontinue promptly? Mr. FOLGER. We would be in position to discontinue at the end of 60 to 90 days, at the outside. Mr. CANNON. Are there any questions, gentlemen? Mr. TABER. You have more on the 30th of June than you had on the 1st of March? Mr. FOLGER. That is right, sir. Mr. TABER. Why? Mr. FOLGER. The load has been going up steadily since the first of the year. Mr. TABER. Why should it have gone up the last 3 months? Mr. FOLGER. It goes up whenever there are changing conditions in priorities. We anticipate that our load immediately after VE-dav will be higher than at any other time, because you have a terrific number of people coming in for information and a terrific increase in the work. It has a relationship to the changes in orders on the book. Mr. TABER. You have got more now than you had, on an average all through the year. You are up to your peak instead of dropping off any. Mr. FOLGER. We have been as high as 6,600 people. It is steadily reducing. Mr. TABER. You have not been reducing this year, have you? Mr. FOLGER. Since June 30. Mr. TABER. How many do you have on June 30? Mr. FOLGER. There were 5,649, June 30, 1944. Mr. TABER. But you have not been reducing very much. You have been increasing since the 1st of March? Mr. FOLGER. That is right, sir. RELATION OF work in FIELD TO NUMBER OF APPLICATIONS Mr. BELSLEY. The work in the field is partly related to the numbe of applications- not completely, but partly to the number of applica tions received. The number of applications reached a low in January of 1944 and from that time has been steadily increasing again. Mr. TABER. The capacity of your outfit to handle them ought to h a little bit better with more experience, so that you could cover a gres: many more per employee. Mr. BELSLEY. It is now at a point where it was in August 1943 m is still going up. We anticipate an increase with the lifting of contro.until industry learns what the controls mean and gets accustomed t them; so that for the next 4 to 5 months we contemplate that the wors load will increase and then taper off rather sharply. NUMBER OF REGIONAL OFFICES Mr. WIGGLESWORTH. How many regional offices do you have? Mr. WIGGLESWORTH. How much personnel amongst those 13 offices? Mr. WIGGLESWORTH. Yes; as distinguished from the district offices. Mr. FOLGER. We cannot distinguish it 100 percent, because. in some cases we have combined the regional and district offices. Mr. WIGGLESWORTH. Do you call it regional or district? Mr. FOLGER. Where we have a combination, we call it regional. Mr. WIGGLESWORTH. How many district offices do you have? Mr. FOLGER. Eighty-six district offices and 45 branch offices. Mr. WIGGLESWORTH. How much personnel do you have there? Mr. FOLGER. If I could break it down at all, I would say that the strictly regional offices would be about 1,600 and the remainder would be district. Mr. WIGGLESWORTH. There are 1,600 in your 13 regional offices. How much in your 131 other offices? Mr. FOLGER. You must remember that in the 1,600 we also have a great many doing the type of work that is done in the district offices as well. NUMBER OF PERSONNEL Mr. WIGGLESWORTH. Your over-all personnel is what? MR. WIGGLESWORTH. In 131 district or branch offices you have a large amount of personnel, and an average of something like 125 in your regional offices, and, say, 40 in your other offices. Why do you need such a large personnel in your regional offices? Mr. FOLGER. If you use that figure of 125 there will be some percentage that will be doing district office work in the regional offices, and the remainder will be accounted for by the supervisory and acCounting personnel. Mr. WIGGLESWORTH. Even so, it looks like a pretty big set-up. Mr. FOLGER. Taking the whole management load, it is less than 750 for the whole country. That includes the management of the regional and district offices. Mr. WIGGLESWORTH. What do you mean by that? Mr. FOLGER. That is what we charge to the direct managing of the offices. Mr. WIGGLESWORTH. I thought you had 5,000. Mr. FOLGER. Five thousand total employees. Mr. WIGGLESWORTH. What is the figure of 750? Mr. FOLGER. The actual supervisors, analysts, engineers, clerks, and so on. Mr. CAWLEY. Management also includes accounts, personnel, and rvice functions. Mr. CASE. You have 1,235 on the pay roll as of February 28, in he production end, and 1,150 estimated for 1946. That would not ndicate very much of a reduction. Yet your statement says that after the second quarter it is anticipated that the production will be |