New-York tribune., 1909-11-30

out the manufacturing and repair work
OF the bureaus. The inspection officers
7 examine and pass upon the character OF
the work and the accounting officer de-
terraines its cost
The bureaus are thus able at all times
/ 10 keep In touch with the work done un-
/ der their orders and with it's cost in
/ every detail and win be able always TO
know the state Of the appropriation un-
der which the work is done.
The development of the business or
/ ganizatiOn at the navy yards viii include
an entirely new feature at all the navy
/ yards-the establishment OF a permanent
and separate accounting system under
! the coTnmandant which is solely inde-
pendent OF the manufacturing depart
/ ments. Such a system is already estab-
! lished at the Boston navy yard after
successful trial OF several months. and
/ this system will shortly be extended 10
other navy yards.
A single payroll will be established in
! place Of the two now in use. Job orders
/ and invoices viii be promptly closed out
J and invoices will be completed within
/ five days thereafter.
/ HOW SECRETARY is HANDI-
CAPPED.
The annual appropriations for the
! navy have reached such an amount that
the most economical and efficient ad-
| nlinistration Is necessary 10 get the fun
benefit Of the money expended. The best
/ business methods are necessary TO pre-
vent waste and 10 secure efficient re-
suits. The official point of view is as
/ follows:
The present organization OF the de-
/ partment is not su',h as 10 permit Of the
I business being done economically or ef-
I hciently. All business is done either by
/ the Secretary himself or by one Of the
! eight bureaus provided by law. The
/ bureaus are independent OF each other
/ and subordinate only 10 the Secretary,
/ who must decide all points Of difference
between them. AS these differences are
generally OF a technical nature or are
/ concerned with matters of military
! policy, the Secretary. lacking expert
/ knowledge. must reach decision with
out sufficient advice or counsel under
/ existing organization, for none has been
! provided. IL the Secretary seeks advice
/ from individual officers in whom he has
confidence but who have no definite re-
/ lation TO the organization Of the Navy
/ Department, he gets advice which may
/ be good but which is not responsible.
Such recourse TO individuals, moreover.
/ gives no assurance of continuity OF
/ policy nor responsibility.
The need of such continuing advice 10
/ the Secretary has been clearly recog-
/ nized in the past by different heads OF
] the Navy Department. This urgent ne
cessity can most simply be filled by the
detail OF a number of officers OF eXpe-
rience and recognized ability whose du
ties would be TO keep themselves thor
oughly informed on matters belonging
1 10 specified logical divisions Of the Navy
/ Department business and TO be prepared
! 10 advise and inform the Secretary on
these matters.
! DEFECTS OF BUREAU CHIEFS AD-
VICE.
The advisers so detailed must be pro-
fcient iii their own subjects and their
tenure Of Office must depend on the
quality Of their advice and the success
CT failure which results. II may be said
] that the bureau chiefs in the Navy De
partment are fitted fOr the advice which
! l. considered necessary. This is eminent
ly true for the technical matters en-
tirely under their own bureaus. and 4
4 is not intended that the abilities and
] experience OF these bureau chiefs shall
not be utilized 10 the fullest extent. The
duties OF the bureaus, however, overlap
/ frequently. and their interests often di-
: verge, with the result that advisers con-
1 Nersant generally with the broad mat
! ters common TO groups of bureaus must
/ take up the thread and furnish the
I knowledge and experience which the
Secretary needs for deciding questions
/ al issue.
/ The bureaus OF tho department, since
/ their esta blshment by law. have occu-
/ pied themselves efficiently in providing
I ships and men, but their executive duties
have fully occupied them and have pre-
vented their being available continuous
/ ly in a broader advisory capacity.
AN ADVISORY BOARD.
The tentative plan decided on by Mr..
/ Meyer. which goes into effect on Decem-
Der l, supplies this lack in organization
and provides the Secretary with mimi
! mum number Of advisers OF high rank
/ and experience. who will each deal with
duties OF the Navy Department which
may be logically grouped under mate
rial personnel and the operation or man
agement Of the fleet, and, fourth, inspec-
tions, by which the Secretary is kept
fully informed
The division OF material will include
those duties under the so-called manu-
featuring or supply bureaus which are
concerned with the construction. equip
ment and maintenance OF the fleet The
duties Of these bureaus are SO closely
allied and interviewer that a comprehen-
siye view Of their activities is necessary
in order that the Secretary may be able
10 reach decisions on the questions aris-
ing among them This division OF effort
also includes the operation and manage
ment Of the navy yards. where the need
for economy and good business methods
/ is most apparent. II is in the navy yards
that most economy in the expenditure of
public money seems to be possible and
IL Is believed that under the practical
and uniform cost and accounting system
. about 10 be established at all navy yards
good results will be obtained
The division OF personnel includes the
duties Of the bureaus. officers and boards
dealing with the personnel Of the navy
All matters relating 10 the supply and
transfer Of officers and men for ships or
stations. training, education and disci-
pline OF officers and men are included
herein.
, DIRECTION OF THE FLEET.
In the past very little method has been
provided for the use or employment OF
the fleet. the main object TO which all
other naval activities should be subordi-
mated. For some years the Naval War
I College at Newport, the General Board
in Washington and the Bureau Of Nsvi-
gaiion in the Navy Department have
been concerned with the general prem %
] ration Of plans for war and the every
day employment and management Of the
neet, but no direct coordination of the
work OF these three parts has been found
possible. and no individual officer has
/ existed who has been directly charged
I with placing important matters OF milf
tary policy or comprehensive plans for
4 Improving the fighting efficiency of the
navy before the Secretary in such brief
shape that he could intelligentlv and
quickly act
The War College and General Roard
have been established and maintained a.,
orders 81 the Navy Department. tbe ~,
rrfa Of Nus efrrsaH Has.ra.