fers of case files are forwarded. When these notices are received, the abstract cards are moved from the sending to the receiving office file. A careful check is maintained on transfers so that the abstract cards are always in the file of the office holding the case. A separate file of approximately 124,000 disallowed and terminated cases, which have not been decentralized, is kept, and whenever a case is decentralized a copy of the abstract card is sent to the district and the original is forwarded to the card file representing the office to which the card is sent. Statistical tables compiled analyze the length of time awards have been running, the extent and classification of the disability, correlated as necessary with rank, organization, age, place and cause of disability, place of residence, etc. GRAPHICS AND CONTROL REPORTS SUBDIVISION This subdivision collects, compiles and illustrates by statistical tables and graphic charts information pertaining to control records of central office and the field. Work reports are delivered to this office from the several divisions and subdivisions of central office and from the district offices in the field. These reports comprise many thousand items and when received are verified, necessary percentages calculated and figures which seem unreasonable when compared with previous month or week investigated and corrected. This preliminary work accomplished, the principal items are separated and assembled into single comprehensive control reports for the use of the director and his assistants. The reports are then tabulated and ruled according to proper statistical practice and where their value would be further enhanced by a survey of past experience, graphically illustrated. In addition to the illustration of statistical tables, organization setups of all services, divisions, subdivisions, sections and minor groups of the central office, district and subdistrict offices, hospitals and rehabilitation centers are standardized into proper form by this subdivision and issued periodically. These organization charts are standard and can be completed in the shortest possible time because of the modern methods used. Many problems, some ordinary and some most unusual and difficult to solve, are submitted. Treasury decisions have been successfully illustrated; the home and occupational therapy treatment of a tuberculous patient clearly shown in graphic form; the opening and closing dates of hospitals and vocational schools charted so that the oldest and most recent institution is indicated in chronological sequence, as well as the exact dates of opening and closing and the comparative period each has been operative; control methods have been invented; the complete and perfect analysis of any job made possible by means of graphic representation; and statistical prediction of events made over a year in advance of the actual happenings. Current maps of the United States, showing all counties, districts and subdistricts, in addition to all activities of the bureau, are made, and 14 large commercial maps are kept current in the offices of different officials. COST ACCOUNTING SUBDIVISION The cost accounting subdivision audits cost accounting reports received monthly from United States veterans' hospitals and pre pares statistical reports from them and other special statistical reports covering certain expenditures of the bureau. A general analysis of operative expenses and disbursements is prepared for each hospital, which are subsequently consolidated into one statement, thereby determining the total cost for all hospitals. The per diem operating expense per patient and the proportion thereof applicable to salaries, materials, supplies and other services is computed and prepared in statement form for distribution for administrative control purposes. Five separate accounts are received from the reservation at Federal Park, Md., which are audited, verified and computed in the same manner as accounts for the various hospitals. A separate record and accumulated statement is kept, showing all activities at this reservation. TABULATING MACHINE SUBDIVISION The functions of this subdivision are to assemble into report form, with the aid of the tabulating machinery and punch cards, statistics on all activities regarding training, rehabilitation, hospitalization and treatment, personnel, compensation and insurance claims. To keep the above reports accurate and up to date, because of changes which frequently occur and new cases which are continually coming in, it is required to punch approximately 100,000 cards per month. The sorting and tabulating of the above reports and statements involve the sorting of approximately 640,000 cards seven times and the tabulating of 640,000 cards per month. Besides the sorting in connection with reports, approximately 767,000 cards with six runs are sorted monthly where no reports are required. INFORMATION AND COOPERATION DIVISION The information and cooperation division was organized on February 12, 1924, under authority of General Order No. 249, for the purpose of supervising and performing all information and cooperation functions of the bureau. The division was organized to meet the need for centralization and coordination of information and cooperation activities at central office and to exercise a general supervision of the same activities in the field offices. This division furnishes information concerning every bureau activity but is chiefly concerned with inquiries received relative to the cases of claimants, and conducts its business by means of personal contact, correspondence, and telephone. Callers unfamiliar with the bureau's operations are guided to the proper office and introduced, so that the least interruption may occur in the business incident to the call. Cooperation is carried on by a staff of experienced employees who are well versed in all phases of bureau procedure, and it is their duty to make a thorough study of each case presented and follow up in every instance until a definite and final decision is rendered. When it is necessary to take a case before the central office board of appeals, the cooperator prepares the case in brief form, and, if the claimant desires, appears as his attorney before the board and presents the salient features of the case. In addition to the cases which are presented at central office in person, the cooperators handle a large amount of correspondence necessary to secure proper cooperation in cases arising in the various field offices. A cooperator is stationed at the Capitol for the purpose of expediting the handling of all inquiries received through congressional channels. Close cortact is maintained with all recognized ex-service organizations and the Red Cross, whose agents bring matters in which they are intenested to the attention of this division. A systematic follow-up is made on all divisions of the bureau at central office to keep down undue delay in the handling of telegrams, radiograms, cablegrams, and special mail matter. This has resulted in reducing the average time for replying to telegrams and special correspondence as follows: Telegrams, from three days to one day; special correspondence, from five days to two days. The following data show the daily average of other work performed: Correspondence received, requiring reply.... average per day.. 100 Telephone calls: Incoming. Personal contact. do.... 243 do... 88 .do.. 118 .do.... 119 The district and subdistrict offices under the general direction of the central office maintain close contact and cooperation throughout the field service with all agencies and individuals concerned. This service has brought about a better understanding and a more harmonious relationship between the bureau and those for whose benefit it was created. An intensive clean-up campaign was conducted by all of the districts in the latter half of 1923, the drive being chiefly concerned with hospitals and penal institutions. Accurate statistics covering this work are quoted hereunder: 3. Number claims awarded during clean-up 2. Number new claims filed... 4. Number claims disallowed.. 5. Number cases pending Dec. 31, 1923_ 6. Claimants of Spanish-American War, Philippine and Boxer rebellion 19, 225 1, 361 1, 703 4,359 1, 184 508 47, 576 PENAL INSTITUTION CLEAN-UP (As of Dec. 31, 1923) 1. Number of ex-service men contacted in Federal penitentiaries and reformatories.. 2. Number contacted in State penitentiaries and reformatories_ 3. Number contacted in jails___ 4. Number contacted in State insane asylums.. 6. Number new claims filed... 7. Number of claims disallowed.. 5. Number beneficiaries domiciled in rest camps, etc.. 8. Number of awards made during the clean-up 9. Number contacted who were already drawing compensation.. 10. Number offered opportunity to file claim but did not do so 11. Number claimants of Spanish-American War, Philippine and Boxer rebellion, also foreign cases contacted in penal institutions_-_ 12. Total number contacted in penal institutions___ 598 6, 640 2, 172 7,876 155 2, 079 1, 314 251 1, 493 4, 711 308 17, 594 THE PLANNING SERVICE In January, 1924, the planning service was established for the purpose of creating and maintaining a scientific and uniform service to beneficiaries throughout the entire organization of the United States Veterans' Bureau. Using as a basis precedent as disclosed by the bureau's own past history and research relating to past experience and new developments in the field of scientific office management, the planning service creates plans on a scale to meet the bureau's peculiar needs which are presented to the director in the form of recommendations. Legislation, policies, and procedures relating to the bureau proposed by anyone whether they be within or without its jurisdiction, receive careful and thorough study in the planning service culminating in recommendations to the director for their acceptance or rejection. It is the duty of the planning service to study and make recommendations and to consolidate, where necessary, manuals prescribing the detailed procedure for the adjudication of claims, the examination and rating of disabilities, the induction, training and placement of trainees, and the underwriting, maintaining and terminating of insurance; also to coordinate and edit bureau issues. The planning service is built upon the principle of having trained employees survey all the conditions and bring to light all the facts possible in connection with each specific problem presented for solution. With all of the facts, a sound decision can safely be made by responsible officials. The organization of the planning service merely provides the opportunity for a trained staff member to do the necessary work incident to the solution of difficult problems and the making of plans to correct difficult situations. This principle is well recognized in large business organizations, in the general staff of the Army, and is the principle back of the Bureau of the Budget, which has done such splendid work for all the executive departments. The planning service was formed at the close of a Senate investigation of all activities of the bureau. Prior to the rendering of the investigation report, the director organized two services-the planning service and the control service. He placed these services in a position to present to him such facts and recommendations as would be necessary to supplement the recommendations of other officials of the bureau, in order that he might make decisions with confidence that those decisions were for the best interests of disabled veterans. The volume of business handled by the planning service has been great. Moreover, this service was organized at a period which made its work doubly difficult. It is called to mind that the bureau had just undergone a searching investigation which demanded attention to a number of important matters or organization and procedure. Congress had also passed a law changing a large number of the bureau's orders and regulations and made possible a complete reorganization of the bureau. At the same time Congress passed a law for adjusted compensation, which placed upon the bureau a certain portion of the administration of the act. The plans involved in these reorganizations and changes in procedure have made it difficult for the new planning organization. |