Destination USFA
General Information for Personnel Alerted for Shipment to United States Forces in Austria
(Source: "Orientation Pamphlet", not dated but probably published in 1951)

This booklet was issued to personnel who have recently received orders to ship out to USFA in the early 1950s. We have selected excerpts from the booklet that we hope will be of general interest and can serve as a general overview of the USFA organization and mission at that time.

Introduction
The purpose of this booklet is to furnish interesting and useful information to persons newly assigned to United States Forces in Austria and to their dependents, and to bid them welcome to this important and interesting command. The present members of "the USFA team" hope you will join them with pride and pleasure.

Your Assignment
Each area of assignment at home and abroad has advantages and disadvantages when compared with other areas. This is true of USFA and the various commands within USFA, but the advantages so far outweigh the disadvantages as to make this one of the choice areas for oversea assignment.

USFA units are located throughout the US Zone of Austria, in Vienna, and in northern Italy. Personnel requirements are constantly changing and both military personnel and civilian employees must be prepared for initial assignment and subsequent transfers to any of these areas.

Why we are here
The USFA Mission. The mission of United States Forces in Austria is to "provide a security force capable of supporting the High Commissioner for Austria in his endeavor to re-establish a free, independent, and democratic Austria, with a sound economy capable of insuring an adequate standard of living."

Organization of USFA
USFA was established on 5 July 1945. Its insignia is the shield with sword and olive branch (shown at the top of this page). The colors combine the red, white and blue of the United States and the red, white and red of Austria. The sword represents protection and security for Austria in its struggle for complete sovereignty. The olive branch indicates that the most important mission of USFA is the preservation of peace.

There have been numerous changes in the organization and location of United States Forces in Austria since the command was first established. At present the headquarters is located in Salzburg, Austria, with four major subordinate elements organized and disposed as follows:

TACTICAL COMMAND, organized along the lines of an infantry division, is a highly mobile striking force. It is responsible for the training and tactical employment of USFA combat elements. Headquarters, Tactical Command, is located at Camp Roeder, on the outskirts of the City of Salzburg, while units of the command are disposed over a wide area.

AREA COMMAND, with headquarters at Camp Riedenburg in Salzburg, is responsible for the operation of all installations in the US Zone of Austria, except Vienna. Included, in addition to Camp Riedenburg, are Camps Roeder and Truscott in Salzburg, Camp McCauley at Wels, sub-posts at St. Johann, Saalfelden and Lofer. In addition, Area Command is also responsible for the operation of the storage depot in the American portion of Camp Rum, near Innsbruck, which is in the French Zone of Austria.

VIENNA COMMAND is responsible for the administration and operation of United States units in Vienna. In addition, the Commanding General, Vienna Command, is the American representative on the Vienna Inter-Allied Command, which administers the International Sector of Vienna. Military Policemen of the Vienna Command perform normal MP duties in the American sector of the city, but are better known for their participation in the International Patrols ("four men in a jeep"), which maintain law and order in the International Sector. Tulln Airbase, about 15 miles from Vienna in the Russian Zone, is operated by the 12th United States Air Force but receives its logistical support through the Vienna Command.

SUPPORT COMMAND operates the USFA port at Leghorn, Italy, and the general depot at Camp Darby. Nearly all personnel and supplies that come to USFA by surface transportation enter through the port of Leghorn. This ancient maritime city is located on the Mediterranean coast of Northern Italy and appears on most maps as Livorno. In addition to the facilities in the Leghorn area, Support Command is also responsible for the Storage Point at Verona, Italy.

Arrival in Europe
Most passengers travel by surface ship from New York to Leghorn, Italy, but some arrive at Genoa, Italy, and at Bremerhaven, Germany. The remainder of the trip is by train. Most air travelers fly to Rhein Main Airport at Frankfurt, Germany, and continue by train to USFA. Some chartered planes land USFA passengers at Munich, Germany, where they are met by USFA busses. The following table shows distances and rail time to Salzburg, Austria, from these various ports of debarkation.

I. HISTORICAL BACKGROUND OF AUSTRIA
Although the Austrian people are largely of Germanic stock and speak the German language, this nation has grown from historical and cultural roots of its own. Since early medieval times, the Germanic states in this Alpine-Danubian region have had their own continuous history, and indeed developed into the Austro-Hungarian Empire, comprising peoples of many races and various religions.

Austria was the state which remained in 1918 after the component parts of the Austro-Hungarian Empire had been formed into separate states according to the principles of national self-determination. The map will indicate the parts of the Austro-Hungarian Empire that were absorbed by Czechoslovakia, Poland, Hungary, Roumania, Yugoslavia and Italy.

This new republic of Austria, with six million inhabitants, of whom one-third lived in the former imperial capital, Vienna, was faced with serious difficulties. Its industries were cut off; it became a purely inland country; it had insufficient food-raising areas; it was seriously divided politically; it was forced into existence without plan or popular support. In spite of these tremendous obstacles, Austria developed into a free and democratic nation. In 1934 it became an authoritarian although anti-Nazi state, and then was taken over by Hitler in 1938.

It is interesting to note that the Communist influence in Austria was never allowed to assert itself. In 1919 the Communists attempted an armed "putsch" but it ended in complete failure. During Austria's brief period as a democratic nation no Communist ever gained a seat in the Austrian Parliament nor even a seat in the Municipal Council of Vienna.

In March 1938, Austria, under the threat of armed invasion, was incorporated into the German Reich and "the Anschluss" was completed. The use of the word "oesterreich" (Austria) was forbidden and every effort was made to Germanize Austria. The length to which Germany had gone in the systematic attempt to blot out even the memory of an old tradition may be an index to how much a revival of that tradition was feared.

II. THE RE-ESTABLISHMENT OF AUSTRIA
From 12 March 1938, when Hitler invaded Austria, until 1 November 1943, Austria's history was part and parcel of German history. On the latter date, the United States, Soviet Union and the United Kingdom agreed to the "Moscow Declaration" that Austria, "The first country to fall victim to Hitlerite aggression" should be liberated from German domination. The allied nations regarded the annexation as null and void and declared they wished to see the re-establishment of a free and independent Austria. Following the Moscow Declaration, Allied policy for Austria differed sharply from that for Germany. Austria was considered a liberated country and Germany a conquered country.

Early in 1944 the European Advisory Commission, composed of the United States, British, French and Soviet delegates, began consideration of agreements for occupation of Germany and German-dominated countries. The plan called for a four-power occupation. Each power was to have its own zone and was to share in the occupation of Vienna. Except for minor changes, the zones were designated as we see them today.

Situation On and Immediately following V-E Day
In May 1945 the surrender was followed closely by a condition bordering on chaos in Central Europe. The victorious Allies were confronted immediately with the problem of setting up a controlling organization in an area battered and exhausted by war. The US had in Austria all or part of two Army Groups, two Field Armies, four Army Corps, and twelve Divisions deployed along tactical lines. The boundaries between units were based on terrain and rarely, if ever, coincided with the Austrian political or administrative boundaries. Consequently, until the situation could be adjusted, Austria was treated for governmental purposes as part of Germany, and military government regulations applying to Germany were made applicable to Austria as well.

By June 1945 the control of that part of Austria designated as the US Zone was placed under General Mark Clark, Commanding General, 15th Army Group - then located at Verona, Italy. During the latter part of June, that part of Austria occupied by US troops was completely separated from Germany.

Organization of US Forces in Austria
On 5 July 1945 the Headquarters, 15th Army Group, was redesignated as Headquarters, United States Forces in Austria. General Mark Clark was announced as its Commanding General and was also appointed as US High Commissioner on the Allied Commission for Austria. USFA was established as a semi-independent command, responsible to the Commanding General, European Theater, for tactical, administrative and logistical matters but reporting directly to the Joint Chiefs of Staff on civil affairs. On 29 May 1949 USFA became an independent command directly under the Joint Chiefs of Staff and EUCOM continued to furnish USFA logistical support until the USFA logistical installations were develped in Leghorn, Italy, during the period 1951-1952.

Civil and military affairs remained an integral function of Headquarters USFA until Austrian reconstruction had advanced to a point where it was possible and advisable for the military to transfer its diplomatic role to the Department of State. This was done on 15 October 1950 when Headquarters USFA turned over the administration of civil affairs to Mr. Walter J. Donnelly, the first US civilian High Commissioner. France and Great Britain also appointed civilian High Commissioners and only the Soviet Union contines to have a military representative on the Allied Commission in Vienna.

When this transfer took place Headquarters USFA had a strictly military mission but it could review with pride its record of accomplishments in Austria from July 1945 to October 1950; Freedom of worship was restored; schools were reopened; communications were restored; banks were in operation; police and fire departments were restored; industry was on the road to recovery; thousands of Nazis had been arrested and denazification measures had been instituted; the program for repatriating displaced persons, Austrian refugees, and the discharge and repatriation of Austrian prisoners of war was practically completed - this gigantic program involved the processing of about one million people; local governments as well as the National Government were reorganized and in operation. In line with the US policy of reducing the Austrian burden for the maintenance of US troops during the occupation, the US entered into an agreement with the Austrian Federal Government which stated that as of 1 July 1947 the US would pay its own way in Austria. This agreement is commonly referred to as the Pay-As-You-Go Plan.

Allied Council for Austria
The first Allied Council meeting was held in Vienna on 11 September 1945. Thus began the difficult task of four nations to restore Austria as a free and independent nation.

Under the original Control Agreement for Austria all laws passed by the Austrian Federal Government were subject to review and unanimous approval by the Allied Commission. This was later amended in June 1946 by the adoption of a new Control Agreement granting to the Austrian Government a greater measure of autonomy in part by providing that Constitutional laws only were subject to absolute and unanimous approval by the Commission. Other laws come into full force if not unanimously disapproved by the Allied Commission within thirty-one days from the date presented for review. The new Control Agreement also eliminated zonal barriers and enables Austria to function as a single economic unit with free trade throughout the country.

The Austrian Federal Government and People
In November 1945 Austria held its first free election since 1934. A bare majority was given to the People's Party and the resulting Government, headed by Chancellor Leopold Figl was formally recognized by all four powers. Allied policy has supported this Federal Government. The present-day Austrian Government is very similar, if not identical, to the first post-war government; it is a coalition government composed of the People's Party and Socialist Party. The ability of the two major parties to operate a unified government devoid of effective Communist influence reveals the truly democratic tradition of the Austrians. It must also be noted that the achievements of USFA and the allies during the period July 1945 to October 1950 could never have been made without the assistance and coorperation of the Austrian Government and people. The extraordinary resiliency of the Austrian character has been manifested since V-E Day and can readily be seen today. In spite of the upheavals of the war and post-war years, Austria has slipped back into her previous manner of life, combining an invincible optimism, skilled workmanship, artistic brilliance, fertile inventiveness, and a genius for making the best of a bad situation.

III. WHY WE ARE HERE IN AUSTRIA
If Austria is on the road to economic recovery and has a unified Federal Government then you must ask - "Why are we here?" We are here because the aim of the 1943 Moscow Declaration - to establish a free, independent and democtratic Austria - has not yet been accomplished. The main failure of the fulfillment of that mission lies in the Austrian State Treaty. The agreement on which this occupation is based specified that, until a State Treaty for Austria is written, signed and approved by the four occupying powers, the four powers will remain there. What is holding up the Austrian State Treaty? Mainly the fact that Great Britain, France and the US have one set of ideas as to what the Treaty should be like, and the Soviet Union has another, and very different, set of ideas. The chief three-to-one disagreement is on the question of German assets.

In 1945, shortly before the end of the war, Prime Minister Atlee, the late Generalissimo Stalin, and President Truman met at Potsdam to draw up plans for the post-war world. Among other things they agreed that the Allied Powers were entitled to collect reparations from Germany by taking over German property in Germany as well as in various other countries, including Austria. NO reparations were to be collected from Austria itself since Austria was considered a liberated copuntry.

The Potsdam Agreement was written in very general terms. As events turned out, it was unfortunate that the agreement did not contain an exact definition of the phrase "German Assets in Eastern Austria," or, as it is usually phrased, "German External Assets." The Soviet Union's interpretation of "German External Assets" has placed the Soviets in control of key Austrian industries in eastern Austria. These industries are operated outside of Austrian economy and legislation. Through control of these key industries, the Soviet Union can determine the final outcome and resuscitation of Austria's economy. At present the Soviet Union is depriving the Austrian economy of vital natural resources and considerable wealth. The Soviets use these key industries to put pressure on the Austrian Government in order to force Austria to conform to Soviet policies and doctrines. Until the Soviet Union agrees to a quadri-partite State Treaty for Austria all indications point to this fact, namely: neither Russian Communists nor the Austrian Communists will be satisfied until they take over Austria - as they already have done in Bulgaria, Roumania, Hungary and Czechoslovakia.

The history of Austria and its rejection of Communism demonstrates that the only way in which the Soviet Union can take Austria is by armed force. To counteract this potential move, USFA and the zonal forces of Great Britain and France stand ready to defend the integrity of Austria.

From the establishment of USFA in July 1945 until 1950, planning for an effective security force was generally on a short-term basis with the Austrian State Treaty in the offing and hopeful indications pointing to an early withdrawal of troops from Austria. Events in Korea have demonstrated the inadequacy of US and Allied good-will and short-term planning when it embraces the future moves of the Soviet Union and its satellites.

IV. SUMMARY
We might say that under our guidance Austria is recovering economically and that every effort has been put forth to restore her sovereign powers. The US has worked consistently, with the British and French Elements, for the conclusion of the Austrian States Treaty. All efforts have been fruitless to this date due to Soviet blocking tactics and insistence upon the settlement of questions in no way related to the Austrian problem. In view of the present Soviet attitude, emphasis is placed on the military preparedness and a high state of combat readiness for USFA troops.

The symbolism of the USFA patch is historically significant for the United States Forces in Austria. During World War II many thousands of United States officers and men were killed and wounded in our efforts to give Austria an opportunity to become a free, independent and democratic nation. We believe in and respect the history, traditions, and culture of Austria and we adopted the colors of Austria's flag - red-white-red - as a symbol that we want nothing from Austria except that it become a free and independent nation. The sword represents the protection and security that we offer Austria in its struggle for complete sovereignty. The olive branch superimposed over the sword indicates that our most important mission is the preservation of peace. Only by maintaining peace through strength can the US and its allies achieve the basic mission of the Moscow Declaration, namely: To establish a free, independent and democratic Austria.

1. Introduction. As an administrative officer, the Adjutant General is particularly interested in those officers who will serve with troops. Occasionally one meets troop officers who exhibit disdain for administration and who, sometimes sincerely and sometimes as a part of an "I'm a fighting man" pose, convey the idea that they neither desire nor intend to concern themselves with administration. Such an attitude is militarily unrealistic and can hurt an officer's career. A successful officer.must assume a sound attitude toward administration to assist in the development of his career..

2. A Requirement for the Fighter. In 1951, Major General Clark L. Ruffner made this statement: "IF YOU CAN'T ADMINISTER, YOU CAN'T FIGHT!" At that time he had only recently returned from Korea where his 2d Infantry Division defeated the Chinese in one of the classic battles of recent history. For valor in personally leading one of the elements of his command in a counter-offensive deep into enemy territory he was awarded the Distinguished Service Cross. He had received two previous decorations for gallantry in action. When a commander such as this, fresh from the scene of battle, makes the emphatic statement, that "IF YOU CAN'T ADMINISTER, YOU CAN'T FIGHT," it has real sinificance for every aspiring troop commander.

3. A Requirement for High Command. You may have had the privilege of serving with and closely observing some of our distinguished officers. In addition to force, character, courage, and technical "know how" they all have in common a highly developed administrative skill. That skill was not pinned on them with their stars, but it was developed as they "grew up" in the service. The point is that as an officer advances in rank his ability as an administrator becomes more and more important and its development must keep pace with his leadership and technical ability.

4. Good Administration is Good Management. Administration is another name for management. Regardless of his branch of service, an officer must be a good manager if he is to succeed. Officers can fail, wholly or in part, for lack of management ability as well as for lack of leadership or technical ability. When an officer fails because of management deficiencies it is usually for one of two reasons: either he becomes personally enmeshed in the details of administration until he is "desk-bound," or his interest and effort are so centered on operations and training that ho becomes "desk-shy" Either extreme is a management failure.

5. Some Suggestions. Three practical suggestions are offered as a guide to development of administrative techniques:

a. State your position. When you take over a command make known at the outset that in addition to your interest in operational efficiency you are also genuinely interested in administration. Let it be known that you expect morning reports, duty rosters, property accounts, and all other records and reports to be maintained accurately and in a timely manner. This declaration of intent will, in itself, have a tonic effect on the administration of your command, particularly if your predecessor was lax.

b. Delegate and supervise. Delegate the "pick and shovel" detail of administration, but check and supervise. Make a list of your administrative responsibilities, such as recurring reports and records, and set up a schedule of brief inspections. Ask the individual charged with a specific responsibility to show you the regulations and diractives that apply -- if he can refer to them quickly and explain what they mean he is probably well informed. See if he knows the deadlines for submission or completion, and if he maintains a "tickler" system, and if he meets his deadlines. If his work appears to be inadequately organized help him work out a better system or method or get someone else to help him.

c. Training in administration. In these days of rapid tunr-over of personnel you will be lucky indeed if you have subordinates in administrative jobs who require no training. Sending deficient personnel to service schools is not always the answer. Neither is it possible for a commander to do all the teaching himself. However, "there is more than one way to skin a' cat." 'For example, if your supply room is a mess and your supply personnel lack know-how, find out from your sources of supply which unit in the area has the best supply set-up and the best qualified supply personnel. Go to the commander of that unit and ask him if he will have his supply people help yours to learn the ropes. You can't pay an outfit a better compliment than this and usually the commander and his supply people will be so flattered they will knock themselves out to help you. Also, higher headquarters can often be helpful in arranging for a competent man from another organization to help your people to learn their jobs better. When you have received help don't fail to acknowledge it in writing through the
appropriate next higher headquarters.

d. The result. The inevitable result of declaring your interest in good administration, of delegating, supervising, and of seeking practical help in administrative training will be an upsurge in the efficiency and pride of your unit. Then other commanders start coming to you for help you will know that you "have made it."

6. AG Functions. The staff functions of the Adjutant General are complex and cannot be treated in full here. However, some specific activities with which you will undoubtedly have some connection in your new assignments are covered in this section. At the general staff level the G1 is responsible for Personnel and Administration. His is the policy and coordinating responsibility. The Adjutant General is the "operator" who puts those policies and the directives of higher headquarters into effect,

7. Statistical and Accounting Branch. USFA, like other major commands, has a machine records unit. It is organized as the Statistical and Accounting Branch of the Adjutant General's Section and is staffed and operated by personnel of the 10th Machine Records Unit. Its record cards on military and civilian personnel and their dependents, on organizations, and on supplies and equipment enable them to produce a variety of recurring and special reports required by this and higher headquarters, which relieve the field of much hand tabulating and reporting. The basic documents used in the preparation of these reports are the daily morning report and the equipment status report of change. Those of you who are assigned as unit commanders, executives, supply and personnel officers can help the MRU to help you by maintaining close supervision over the preparation and submission of these basic documents. Other MRU activities on which we solicit your close cooperation are the monthly personnel rosters, the quarterly personnel survey of the Army, equipment inventories, and the occasional special surveys. If you have problems in connection with them, do not hesitate to communicate with the Statistical and Accounting Branch of AG.

8. Records Administration. Keeping official records is a program of great magnitude and importance, which involves all agencies of government. The law makes this program every man's responsibility by imposing severe penalties for unlawfully withholding or destroying such records. Studies show that it costs $500 to create one linear foot of records and $24 per year to maintain it. The vast and increasing volume of records, 83 per cent of which are in the custody of field organizations, makes it vitally necessary that field agencies adhere to records retirement schedules. A Records Administrator for USFA and Records Management Officers at each major subordinate headquarters have been appointed to carry out the objectives of the records management program in accordance with DA policies and regulations. Give them your support.

9. Publications and Printing.

a. The Adjutant General operates a publications depot in Salzburg, which supplies DA publications and blank forms to the various post publications stock rooms, which make distribution to units. A Class B printing plant is also operated by the AG to print USFA publications, blank forms, and miscellaneous printing.

b. Probably no commodity in use in the armed services is so badly abused from the standpoint of economy as printing and publications. A little pamphlet or a few blank forms appear to represent too little to worry about, but it becomes a matter of concern when you realize that the Army's annual printing bill is about fifty million dollars. Don't order more than you need and don't let your subordinates hoard blank forms and publications. Inevitably when excessive quantities are ordered a large part of them become dog-eared and dirty, or clerks get tired of moving them around and they end up in the waste basket. Everyone wants to add a margin of safety to a printing order with the result that sometimes double the quantity actually needed is ordered.

c. Publications are distributed initially according to a formula established by the originator. We receive only that number, plus a small reserve stock. Don't encumber yourself or your unit with libraries of unauthorized publications. There are reference libraries at each post and at the AG Section, USFA, for your use.

d. Remember that here is a fertile field for supply economy and cost consciousness.

10. Postal Service. The Army Postal Service in USFA is an activity under the direction of the Adjutant General with the actual operation and supervision a responsibility of the respective post commanders. The APO service in USFA, with a few exceptions, is similar to that of any US post office in the States. Domestic postal rates are applicable since
our APO's are actually branches of the New York post office. Postal officers and mail clerks in the APO's are qualified and ready to assist you with most problems concerning your
mail. A few items of general interest to you as new members of USFA as pertains to your personal mail are:

a. Receiving and mailing of cigarettes and other tobacco products as well as certain drugs are prohibited.

b. Packages or letters containing merchandise to be sent to the US requires customs declaration forms. However, the first $50 value of any item mailed is exempt from customs duty.

c. Mail through APO's is not subject to examination by Austrian or Italian authorities, nor subject to censorship.

d. The average time required for airmail between LISFA and the US is from four to seven days. Regular mail and parcel post mail require from fifteen to twenty-five days. It is most important that correspondents and publishers are promptly advised of your correct address. In addition, change of address card's must be filed with your unit mail clerk, serving APO, former mail clerk and APO, and the central postal directory.

11. Recruiting. We are experiencing great difficulty in replacing experienced enlisted personnel in all our units. Any effort you put forth to convince a soldier that he should enlist or re-enlist so as to fill a normal tour of duty in this command is very worthwhile. Appoint yourself a recruiting officer, and push recruiting in your unit. There are official recruiting officers and noncoms in each of the posts and major units, and you should learn who they are and work with them to enlist as many men as possible in your units.

12. Casualty Reporting. This is a responsibility of the Adjutant General that he hopes never again to hove to discharge on a full war scale. It is urged that when casualties are played in our maneuvers and field exercises that you put the necessary effort behind it. Even the limited casualty reporting that is required in peacetime is fraught with possibilities for bad public relations and requires the strictest observance by the Adjutant General and all others concerned of the two cardinal requirements - speed and accuracy.

13. Civilian Personnel. Civilian personnel employment in USFA is a very sizeable operation which is administered by the Civilian Personnel Branch of the Adjutant General's Section. Civilian personnel offices are maintained on each of the major posts. Approximately 11,000 non-US (Austrian and Italian) employees and approximately 800 Department of the Army (American) civilian employees are administered by this branch. If you are concerned with the supervision and administration of civilian employees, the best advice offered is not to make promises to anyone in reference to hiring, firing or promoting until you get the facts from the civilian personnel authorities. The Civilian Personnel offices are here to help you supervise and it is expected that you use them. You have probably already heard this, but it must be emphasized that you do not have authority to hire even a domestic servant without first clearing the individual through the post employment office. The reasons for this policy are sound and it must be scrupulously observed.

14. Personnel Actions. There are many types of personnel actions which are processed in or through the Adjutant General's Section: Promotions, extensions, curtailments, emergency and morale leaves, transfers, discharges and assignments. Usually they are represented by a piece of paper -- a letter, or an applications form. Every case gets the same consideration that it would get if the individual were present, and the Adjutant General's Section has a saying that "papers are people." Those of you who serve in the units or intermediate headquarters can help by seeing that those papers are complete and accurate. Experience has proven that frequently the commanders who are closest to the individual, who can talk to them personally and "fill in the gaps," take the easy way of indorsing the requests of their men "approval recommended," without supplying sufficient information on which we can make a decision. This applies particularly to requests for morale leave to the United States, compassionate, reassignment, and hardship discharges.

15. Other Activities. The Adjutant General also:

a. Processes applications for marriage within the command, whether to aliens or US citizens.

b. Based on data furnished by post commanders, prepares and forwards to the United States the priority lists and passport authorization letters which are required for the shipment of dependents to the command.

c. Serves as the clearing house for reports and other processing in connection with return of personnel and dependents to the ZI for reassignment or separation.

d. Operates the 588th Replacement Company, which classifies and assigns enlisted replacements.

I. INTRODUCTORY
G4 is the principal advisor to the Chief of Staff and Commanding General on all logistical matters and policies affecting USFA. These include supply, evacuation, hospitalization, transportation, service and miscellaneous related subjects. He has no command responsibility, either for the Technical Services or the military posts, but he does recommend major policy decisions and plans, and is charged with the coordination, supervision, and direction of all logistical activities in the command, coordinating his actions with G1, G2, G3, and the Comptroller on major policy matters.

II. G4 ORGANIZATION AND DUTIES
The G4 Section, US Forces in Austria, is organized into two branches: (1) Plans, (2) Supply, Services, and Installations.

1. The Plans Branch is responsible for assembling the logistical portion of emergency and operational plans. Coordinates and gives guidance to the Technical Services in their planning.

2. The Supply, Services and Installations Branch is responsible for procurement, storage, security, distribution and documentation of supplies and equipment, disposition of salvage, surplus and excess. (For example, this Branch supervised sales amounting to approximately $221,000 last year.) Other matters handled in this Branch concern hospitalization, medical attention, sanitation, evacuation, transportation, fixed signal installations, and repair and utilities services. It supervises procurement, administration, and disposition of all real estate in USFA. It is also charged with General Staff Supervision over the Military Construction Army budget for USFA. This has amounted to $4,000,000 in 1951, $12,000,000 in 1952, and $18,500,000 in this fiscal year. We have requested $9,000,000 in 1954, and our proposed Military Construction Army budget in 1955 amounts to $2,000,000. Figures are subject to change without notice. The Engineer is screening present budget to see what can be cut and in what priority in line with recent economy directives from Department of Defense.

Logistical support is furnished to the command by the six Technical Services: Quartermaster, Signal, Engineer, Surgeon, Transportation, and Ordnance. The Ordnance Officer is also responsible for Chemical Corps matters.

Each is a specialist, and advisor to the Commanding Officer for his service.

Each establishes technical policies for guidance of the units and personnel of his service. They publish procedures and instructions through technical channels.

Each exercises operational control over his sections of the USFA General Depot at Leghorn in addition to certain other units or detachments as are designated by this headquarters.

Each Technical Service writes circulars establishing USFA policies, interpreting and amplifying DA publications as they apply to the command. Such directives, when approved by the Headquarters, set policy and are published to the command with general distribution.

III. QUARTERMASTER
One of the major Quartermaster activities in USFA is the operation of the USFA Reclamation Center in Klessheim. This activity is located in Salzburg and is our greatest supply and money saver. During the past year the Center has repaired and placed back in stock a monthly average of 500 pieces of furniture, 55 refrigerators, 300 office machines and 400 tents and tarpaulins.

The cost to operate this Center averages approximately $18,000 monthly. This includes all labor, military and civilian, cost of materials and other indirect costs. The value (and this is the depreciated value) of the items returned to stock for issue, thus saving requisitioning, amounts to an average of $105,000 monthly or a return of $1.05 for every 18 cents spent. Real supply economy.

IV. SIGNAL
In the Salzburg Military Post we have:

1. The 63rd Signal Battalion (Operations) which is composed of Headquarters Co, Message Center Co, Radio Co, and Wire Co. This is a tactical operation battalion which normally provides and operates Signal Communications for a field army or similar headquarters. Its mission is to provide personnel for operation of fixed Signal comunications in the Linz and Salzburg Military Post areas and train to be prepared to provide and operate Signal communications for USFA Headquarters in the event that it should become necessary for the Headquarters to operate tactically under hostile conditions in the field. A Photo Section organic to this battalion provides still and motion picture service for the Salzburg, Linz and Vienna Military Post areas.

2. The 258th Signal Construction Company which is a tactical unit assigned to the 63rd Signal Battalion (Opn). Its mission is to train to lay and install long wire lines, such as to tie in USFA Headquarters with subordinate and adjacent headquarters.

3. The 516th Signal Company (Infantry Division) which, as its name indicates, is a unit that provides and operates Signal communications, photographic, supply and third echelon maintenance services for an Infantry Division or similar type organization. This unit provides tactical signal support for USFA Tactical Command.

4. The USFA Signal Supply Point located at Groedig in the southern outskirts of Salzburg which provides:

a. Signal station supply and field maintenance support for the Salzburg, Linz and Vienna Military Post areas.

b. Film Library service for all of USFA including Leghorn. This installation is operated by Detachment "A", 541st Signal Depot Company, a Field Army type Signal Depot Co.

In the Leghorn area we have:

The 7617 USFA Post Signal which provides Signal fixed communications and photographic servce for the 7617 USFA Post area, including the 9th Transportation Port Command B and USFA General Depot located in the post area.

The Signal Supply Section, USFA General Depot, which is comparable to Signal sections of General Depots in the US. It is here that Signal supplies and equipment are requisitioned and received from the US for storage and distribution as needed to support USFA. The 541st Signal Depot Company, less Detachment "A", operates this activity.

Signal Staff sections are organic parts of USFA and Tactical Command Headquarters.

V. ENGINEER
An important addition to the normal duties of the Engineer in USFA is the construction with which he is charged. This differs from the duties of a staff Engineer in the US since there separate districts and organizations handle construction work. Our military construction budget for the past two years has amounted to 16 million dollars.

Just now the Engineer Section is the largest of our Technical Services. It includes 43 officers, 98 enlisted men, 215 DA civilians and 2,000 Austrian employees. This is understandable when you realize that in addition to normal operations, the Command is devoting considerable efforts to the execution of a Construction Program.

From 1945 to 1951 no "new construction" funds were authorized USFA -- which is not so long ago. This construction season reflects the peak of construction activities as far as we now know. The necessity for such a program has been presented to you from a tactical-troops standpoint by G3. From a logistical-support standpoint the reasons are similar. (For more information on the construction efforts in USFA, see the MILITARY ENGINEER article from May-June 1954.)

Other Engineer activities worthy of special mention, since they are peculiar to Austria, include:

1. Dependent Housing Efforts. The general housing situation has been outlined to you. The problem of providing necessary dependent family quarters is primarily an Engineer responsibility. Obviously, there are only two possibilities:

a. Construct them with US funds, or

b. Induce Austrian risk capital to undertake the construction.

To date, neither approach has been successful. Repeated requests for Military Construction Army funds for this purpose have been denied. As far as risk capital is concerned, it is virtually non-existent in Austria. A provision in Public Law 534 does provide authority for construction of dependents' quarters in overseas areas either directly, or by guaranteeing rental for five years. However, same story -- no funds were appropriated for this purpose. It is hoped that we may be able to obtain some funds later under this authority. Of course, this is no help to you now.

2. Property Leases. From 1945 to 1947, USFA obtained the necessary real estate in Austria through requisitioning. In 1947, however, a "pay-as-you-go" agreement was signed by the US and Austrian governments. It provided that all real estate be leased from the Austrian Federal Government, acting as the agent for individual owners, at lease prices determined by the Austrian Federal Government. In 1951, as the result of steady economic inflation, the Austrian Federal Government convinced USFA that rental prices were no longer high enough to give the property owners a reasonable rental return -- that in effect the US was no longer living up to its "pay-as-you-go" agreement. As a result, some 1,300 leases are now being renegotiated by four teams trained for the task by the Engineer.

VI. TRANSPORTATION
The movement of personnel by rail between Leghorn and Salzburg is normally via the Leghorn Sleeper cars. Cost of non-duty round trip is $23. This sleeper departs Salzburg for Leghorn daily except Saturday and departs Leghorn daily except Sunday. These sleepers are attached to scheduled civilian trains. A military train called the "Mozart" operates daily between Salzburg and Vienna. The cost of non-duty travel round trip is $4.30.

All other rail travel is arranged through local rail transportation offices which are located in all principal cities in the US Zone of Austria and along the LOC in Italy.

In addition to providing rail transportation, the Transportation Section also arranges for the movement by air (MATS) of high priority cargo and personnel. In large scale movements of dependents from the ZI, transportation coordinates with USAREUR and provides transportation from the air field to ultimate destination in USFA.

All non-tactical highway movements are supervised, coordinated and scheduled by the Highway Sub-Branch of the Transportation Section. In this connection the command is now in the final stages of exchanging World War II type vehicles for the new interim type. The old vehicles are convoyed from Austria to Leghorn, where the new vehicles are issued and convoyed back to Austria. Almost all of the old vehicles have been exchanged in this manner. Winch trucks and some radio vehicles remain and those probably will be shipped. (Road reports of the Provost Marshal and Engineer are coordinated by Transportation.)

It is the Transportation Officer who keeps track of the use of administrative vehicles. Trucks, busses, ¼-tons, ¾-tons, and other vehicles assigned to administrative motor pools are surveyed throughout the command continuously. Based on hours of use and considering the passenger or ton miles hauled in a given period, the number and type of vehicles in the various administrative motor pools are increased or vehicles are withdrawn each quarter.

USFA's requirements for ocean passenger space are handled through the Transportation Section. AG determines the number of spaces required for each month. Transportation requests 9th Transportation Port to obtain this amount of space. CO Port, who represents the Army on the Mediterranean Space Allocation Board, determines the amount of space which can be made available to USFA based on ships scheduled by MSTS (Military Sea Transport Service). Port then notifies USFA Transportation of the amount of space allocated to USFA. This information is passed on to AG who then prepares the passenger lists.

VII. ORDNANCE
We have already referred to the vehicle exchange program under Transportation. Ordnance too has a part in the program. The old vehicles are not being scrapped. They are being rebuilt in Italy. USAREUR has over-all supervision of this program in Europe, and USFA Ordnance is in charge of our part.

A part of the 285th Ordnance Heavy Automotive Maintenance (HAM) Company is stationed at Leghorn to receive, process and issue the new interim type vehicles in exchange for WW II vehicles and to deliver the old vehicles to the rebuild plant.

You may be wondering why we refer to the new vehicles as interim types. I asked Ordnance the same question and got this answer. Prior to the outbreak of the Korean War, the Army had huge stocks of old World War II type vehicles. They were in the process of developing a new one, but had not as yet standardized. Korea, of course, ate up all of our reserves, so it was necessary to begin production on "something." The vehicles we are now receiving are that "something." The Ordnance Department is continuing research and development and will eventually standardize on a family of vehicles for the Army.

VIII. SURGEON
There is not much to be said about the Surgeon, except that he supervises the operation of four hospitals: