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Hospital: Welch Convalescent
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Hospital: Welch Convalescent
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Melanne Verveer's Subject Files
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WELCH
314.7
INDEX
SUBJECT
PAGE
I. GENERAL
1
II. FUNCTIONS AND ORGANIZATION
1
III PERSONNEL
2
1. Personnel Division
2
2. Military Personnel
2
3. Military Personnel Branch
3
4. Civilian Personnel
4
IV. EQUIPMENT, SUPPLIES AND TRANSPORTATION
4
1. Equipment and Supplies
4
2. Transportation
7
V. ENVIRONMENT
7
1. Buildings and Grounds
7
2. Heating
9
3. Insect Control
9
4. Environmental Sanitation
10
5. Messing and Mess Sanitation
10
6. Waste Disposal
11
7. Water Supply
11
VI. SERVICES
11
1. Army Exchange Service
11
2. Band
11
3. Chaplain
12
4. Fiscal Division
13
5. Information and Education.
13
6. Judge Advocate
13
7. Personal Affairs
13
8. Postal Service
13
9. Red Cross
13
10. Security and Intelligence.
14
11. Signal
14
VII.PROFESSIONAL SERVICES
15
1. Receiving and Disposition Division
15
2. Primary Reconditioning Division
17
3. Neuropsychiatric Division.
18
4. Infirmary Division
19
5. Officer Section
20
6. Veterinary Service
21
- i -
INDEX
SUBJECT
PAGE
VIII. CONVALESCENT TREATMENT PROGRAM.
21
1. Organization
21
2. Physical Reconditioning Section
21
3. Educational Reconditioning Section
22
4. Classification and Counseling Section.
23
5. Occupational Therapy Section
24
I. GENERAL:
1. This report covers the first full year of activity of Welch Conval-
escent Hospital, Daytona Beach, Florida, the calendar year 1945. The hos-
pital was activated 16 May 1944, pursuant to General Order No. 30, Hq, Fourth
Service Command, Atlanta, Georgia, dated 14 May 1944.
2. The hospital is located approximately two miles west of Daytona
Beach, Florida at the location of the old Halifax Hospital and the Second
WAC Taining Center.
3. The year 1945 was one of intense activity at this installation.
The closing stages of hostilities VE Day and VJ Day brought tremendous loads
of convalescent evacuees who were transferred directly to this installation,
from Ports of Debarkation as the final step in the chain of hospitalization.
A 20% overload was carried for several months as a result of this heavy in-
flux of patients; however, the fact that approximately 30% of the patients
were on furlough relieved the heavy burden on" the facilities.
II. FUNCTION AND ORGANIZATION:
1. Functions :--a. The mission of Welch Convalescent Hospital is to pro-
vide complete reconditioning to Class I and II patients, relieving General
and Regional Hospitals of this work. Complete reconditioning includes not
only physical but full and extensive education, orientation and vocational
and personal guidance for the mental and emotional rebuilding of the patients.
The Reconditioning Program is directed toward offering complete preparation
of convalescents for return to duty or return to civil life.
b. During the year 1945 many changes were made in the manner of
improvement in organization for the more efficient operation of the Admin-
istrative Department of this installation. The major revisions in organiz-
ation which were made during the year are outlined in this report under the
agencies affected. The Professional Department is unique, compared to General
or Regional Hospital organization, as the Medical Officers command the patient
battalions and the "CO Detachment of Patients" is an administrative head
only. This plan has been quite successful and has added immeasurably to the
calibre of treatment received by patients at this installation.
C. The following table shows the authorized bed capacity and break-
down:
Authorized Gen'l Medical, Surgical Neuropsychiatric Acutely
Beds
Orthopedic Patients
Patients
Ill
1 Jan 45
4400
3000
1000
400
15 Nov 45
2500
1500
750
250
4 Dec 45
2000
1000
850
150
- 1 -
III. PERSONNEL:
1. Personnel Division:--a. On 1 January 1945 the Personnel Division
under the Director of Personnel was organized to include: Military Per-
sonnel Branch, Civilian Personnel Branch, Special Service Branch (later re-
named Athletic and Recreation Branch), Army Exchange Branch, Personal Af-
fairs Branch, Informationand Education Branch and the Chaplains Branch.
The varied picture presented by such a division presented many acute prob-
lems for the Director of Personnel because of the diversity of activities
under his supervision. In addition, the tremendous work loads in the Per-
sonnel Branches, occasioned by a 20% overload in patients and a constantly
changing personnel picture, made it desirable to establish an Individual
Service Division to absorb the varied activities unrelated to personnel
administration, but related to the welfare of duty and patient personnel.
This was accomplished on 17 December 1945 and more efficient operation
has resulted.
b. Personnel Control:-The Personnel Control Unit made up of the
Director of Personnel, Control Officer, Chief of MPB and Chief of CPB
began operation for the more efficient allocation of personnel to the using
agencies at this installation. The results of the work of this unit, which
each month reviews and revises the personnel assignments, has resulted in
more efficient utilization of personnel. An additional advantage to this
system of sub-authorization of personnel is that each officer has an oppor-
tunity to review his personnel requirements each month and anticipate future
needs. During the last six months of 1945 the personnel problems encountered
were virtually insurmountable; the Personnel Control Unit was an important
stabilizing factor and was largely responsible for continuing smooth oper-
ation in spite of heavy losses of Civilian and Military personnel because
of demobilization.
2. Military Personnel:--a Officers: During the period 1945 this
station was staffed withexceptionally well qualified officer personnel.
Being a unique type of installation, highly qualified personnel was sent
here in an effort to properly establish this station on an efficient operating
basis. The officer strength fluctuated from a maximum of 285 to a minimum
of 203. During the latter part of the year the officer level was substantially
reduced and it has been determined that, by the efficient allocation of per-
sonnel, approximately 190 officers are required to operate this Post as a
3500 bed convalescent hospital. This figure is the result of consolidation
of positions and came only after considerable effort and work to reduce to
an economical operating set-up.
b. Enlisted men: Strength of enlisted men assigned to this station
during the year 1945 fluctuated between a maximum of 1288 and a minimum of
750. As with officers, higher headquarters sent many highly qualified and
skilled technicians to this station to assit in the operation and establishment
of the Reconditioning Services. This has resulted in finer professional care
for the convalescents and has aided immeasurably in the efficient operation
of this Post.
(1) The Medical Detachment has been outstanding in its appearance
and military bearing. This is attributable to the high
calibre of enlisted personnel which has been assigned to this
- 2 -
station. During the demobilization period following VJ
Day many enlisted men were eleased and few replacements
were available for reassignment to this station. The re-
sult of this heavy drain of enlisted personnel was not felt
until November 1945, when it became increasingly apparent
that every effort would have to be made to replace enlisted
men with civilian employees. Increased activities along
this line have accomplished an approximately 40% replace-
ment by civilians, with an additional 40% of our present
detachment strength replaceable with civilians. Despite
the success of the civilian replacement program, it has
been determined that all personnel who have actual contin-
uing contact with the patient must be military.
(2) Some success has been attained in the recruiting of enlisted
men for the Regular Army. As of 31 December 1945 approx-
imately 30 Regular Army enlisted men were on duty at this
station. A continuing active recruiting program was car-
ried on per instructions from high headquarters, and suc-
cess was attained along these lines with regard to recruit-
ing from patient personnel as well from detachment person-
nel.
(3) Efforts were made during the year 1945 to supplement de-
tachment enlisted men with patients who were not eligible
for release on completion of hospitalization and were de-
sirous and qualified to remain at this station; however,
the overall experience with patients assigned to a duty
status has not been too successful, inasmuch as most were
overseas returnees and soon became eligible for release,
which left us shorthanded in many key positions.
(4) Efforts at using patients to assist duty personnel in
Company Administrationand Supply have been very success-
ful; however, this has been eliminated, except when urg-
ently required, because it is not desirable to keep patients
out of the Reconditioning Program.
C. Enlisted Women:-- The WAC Detachment during the year 1945 grew
to be a sizeable unit with approximately 60 enlisted women assigned to this
station. They performed many types of duty, but were primarily used as
psychiatric social workers in NP Reconditioning or instructors in Educa-
tional Reconditioning. A yeoman's task was performed by the enlisted women
in Physiotherapy and Occupational Therapy during the year. The morale of
the enlisted women has been exceptional and their efforts have aided in
speeding the convalescence of patients at this hospital.
3. Military Personnel Branch:-The Military Personnel Branch, adminis-
tratively, has been one of the most active agencies on the Post. The in-
tense administrative activities have been due to the incompleteness of
records of overseas returnees and the separation, by CDD, of a great per-
centage of our patients. Many extra services have been added by this
agency, the most successful being the processing line established in the
Receiving Division. Skilled Service Record and Payroll clersk interviewed
- 3 -
each patient arriving at this station and brought his service record and
pay up to a current basis. This induded all factors concerning the pa tient's
enlistment, overseas service, awards and decorations, and finances. Within
48 hours of a patient's arrival at this station his records have been brought
up-to-date and he has been paid in full to the current month. During the
period 17 September to 15 November, a Separation Point was in operation at
this station. An outstanding job was accomplished during that period in
the separation from the service of military personnel. From 1 September
1945 through 15 December 1945 a total of 4,426 men were processed through
the Separation Point. Intense activity was brought about in the Military
Personnel Branch, during the latter part of 1945, by the organization of a
Travel and Ration Unit to prepare forms for per diem or expense incident
to official travel for enlisted men. This section handled several thousand
vouchers concerning the payment of travel and ration allowance. One
handicap in the operation of this Military Personnel Branch has been the
tremendous number of reports required by higher headquarters. This retarded
the continuing operation of the Branch, inasmuch as much time and personnel
was required to prepare and forward these reports.
4. Civilian Personnel:--During the year 1945 the Civilian Personnel
Branch encountered great difficulty in the employment and placement of
civilian personnel. During the early months of the year, the proximity
of high paid shipyard positions and the acute shortage of skilled personnel
in this area made it virtually impossible to employ the civilians required
to operate the Post. Another factor was the difficulty encountered in
attempting to make appointments with any speed, because of Civil Service
Commission Regulations. This condition was further aggravated by regulations
which restricted the employment of those who were not on the Civil Service
Register and those who did not have veterans preference. A partial solution
to this problem was the recruiting of personnel on a 30 day emergency ap-
pointment basis. After VJ Day many female employees resigned because of
the return of their husbands from service overseas. One bright spot during
the year was the receipt of standard procedures for Civilian Personnel Officers
and War Department Installations. These procedures allow for a much more
efficient Civilian Personnel organization. Of extreme difficulty during
the year was our inability to recruit a classification analyst who was well
qualified. The fact that a great percentage of the civilian positions at
this installation, were unique, compared to normal Post organization, made
the requirement for a highly qualified classification analyst acute. In
November such a qualified person was assigned, and has done exceptional
work in establishing civilian positions to replace enlisted men. This has
been of great assi stance in our civilian replacement program. The overall
picture as of 31 December indicates that approximately 80% of the personnel
at this Post will be civilians.
IV. EQUIPMENT, SUPPLIES AND TRANSPORTATION
1. Equipment and Supplies:--a. General:-Supply activity as of 1 Jan
1945 was organized under one accountable officer; however, on 2 April 1945
the supply activities were broken down into their normal technical services,
- 4 -
and accountable officers were assigned for Quartermaster, Ordnance, Signal,
Transportation, Engineer Troop Supply and Medical Supply. Chemical Warfare
Supply Officer continued as an additional duty for the Quartermaster. These
officers worked under the one staff officer, who was Director of Supply.
On 14 July 1945 the Supply Division was realigned and all technical ser-
vice supply officers were placed on a staff level on Post organization.
The Director of Supply was retained to act only as a liaison officer re-
garding supply as a whole. The principal problem of all supoly agencies
in the early part of 1945 was storage. Many warehouses were rented at
widely distributed points and were used jointly by all supply agencies.
This was not successful for efficient operation. Several buildings on the
Post were used to supplement the widely spread storage space. In February
1945 three Quartermaste warehouses, Type WH-BT, were approved and con-
structed and allowed for the consolidation of all Quartermaster supplies,
and included an individual issue line for induction station type issue to
enlisted men. Other warehouses were permanently obtained in convenient
locations on the Post and as the supply problem became less acute, the
storage problem was readily dissolved. Many automatic shipments were
received at this station for use in the Reconditioning Program and, during
a period of a year, a great volume of these supplies were found to be in
excess of requirements. These supplies were immediately reported excess
and shipped as directed by higher headquarters. After urgent requests
by this station, technical supply agencies at higher headquarter' sub-
mitted lists of automatic shipments to this station, prior to their ship-
ping date, and a selection of these supplies of value to the Reconditioning
Program was made and the agency was notified prior to shipment. On estab-
lishment of this procedure a much more efficient handling of shipments
was evolved.
b. Reconditioning Supply:-On 25 August 1945 an accountable
officer was established for Reconditioning Supply. This was instituted
because of the fact that such a tremendous volume of supplies, required
for the operation of the Reconditioning Program including such shops as
woodworking, metal working, auto mechanics, photography and radio, made it
imperative that one office be established to handle the requirements.
Physiotherapy, occupational therapy, and physical reconditioning also
were included in the Reconditioning Program and required extensive supplies.
C. Post Quartermaster:--(1) Of exceptional activities during
D
the year 1945, the Post Quartermaster's individual
(1)
clothing issue warehouse should be noted. This ware-
house issued complete authorized allowance to all
patients reporting to this station. During the period
15 March 1945 to 15 August 1945 a total of 965
individual patients were processed. A clothing fit-
ting room; alteration section, pressing room and
shoe fitting section are a part of the issue ware-
house and provide for proper fitting and neat ap-
pearance of patient personnel uniforms.
(2) The Laundry and Linen Control Officer was estab-
lished under the Quartermaster during 1945 and
- 5 -
operated a small Post Laundry handling Infirmary linen
and clothing. All patient laundry was sent to Camp
Blanding for processing -- a distance of 100 miles.
Regular schedules were established for this run and a
fairly successful operation resulted by the end of
1945. Some difficulty was encountered due to the
shortage of linen; however, the linen supply has been
supplemented by additional issues and sufficient sup-
plies are now on hand for exchange once per week.
(3) A commissary Sales Store was opened for business on 25
June 1945. This store handles the normal complement
of Quartermaster, dry stores, meat and some fresh
dairy products. Approximately 4,500 people are served.
C. d. Medical Supply Officer:--The Medical Supply Officer was orig-
inally assigned the responsibility at this installation of providing only
supplies and equipment to a 400 bed station hospital (Infirmary) which
operated in conjunction with the 3500 convalescent beds at this station.
Some confusion resulted from this, inasmuch as the entire installation re-
quired certain medical supplies which had to be figured on a 3900 bed level.
During the year 1945 this difficulty was alleviated by an increase instock
levels for the particular Medical Department Supplies which were required
for operating the 3500 convalescent beds. During the year, 5,162 stock
record cards indicated the volume of supplies and equipment both standard
and non-standard carried by the Medical Supply Officer on this Post. Sup-
plements to the Medical Supply catalogue such as T.B. MED10-22, 10-23, 10-
24 and 10-25 were of considerable assistance in obtaining proper and suf-
ficient Medical Department Supplies for the operation of this installation.
The above lists comprise approximately 70% of the Medical Supply Officer's
activity at this station, and were not in the original plan for the organ-
ization of the Medical Supply Office. In addition to the normal operations
of the Medical Supply activity, a Medical Maintanance and Repair Shop was
operated by the Medical Supply Officer for the repair and maintenance of
all Medical Department equipment such as X-Ray Machines, centrifuges, Infra-
Red Lamps and Laboratory equipment. A system of equipment inspection was
set up by the maintenance unit which proved highly successful in maintain-
ing a high level of operation of Medical Department specialized equip-
ment. In addition to maintaining medical equipment, the shop also handled
typewriter and office machine repair. Until October 1945 the Medical
Supply Officer supervised the requisitioning, storage and issue of all
standard blank forms. This function, however, has reverted to the Adjutant.
As in other technical services, the Medical Supply Officer has had increased
difficulty with reduction in bed capacity, because of the large amount of
excesses which must be crated and returned to proper depots.
De. e. Ordnance:--Ordnance activities during the year 1945 showed
continuing progress in line with the procurement of expensive supplies
and equipment such as welding machines, sheet metal equipment, live
engines, power train units, C & I Units and wheel vehicle units for courses
in the Educational Reconditioning Program. Maintenance on this equipment
has been accomplished by the using services, inasmuch as instructors were
- 6 -
available for this work and were responsible for maintaining the shop equip-
ment in first class condition. This has been more successful than a cen-
tralized Ordnance Maintenance Repair Shop for this type of equipment.
f. Signal Supplies:--The operation of Signal Supply activities
during the early portion of 1945 furnished signal equipment and supplies
for the establishment of radio, telephone and photographic shops in the
Educational Reconditioning Class Rooms.
g. Engineer Troop Supply:--The Engineer Troop Supply has filled in
in many spots in obtaining supplies and equipment for the establishment of
the Reconditioning Program. Many items such as drawing boards, instruments,
etc. were provided during the year for the establishment of Reconditioning
courses.
2. Transportation:--a Transportation activities at this station
were normal during the year 1945, with the exception of a water section
which has operated seven boats for deep sea and river fishing trips, car-
rying a total of over 20,000 patients fishing during the year. In addition
to the boats operated solely for fishing, one of the craft was rigged as a
shrimper, and bait was provided for all fishing activities by this boat.
b. The administrative Motor Pool was operated by the Post Ord-
nance Officer until 27 July 1945 on which date this activity was trans-
ferred to the Pcs t Transportation Officer. An average of 150 administra-
tive vehicles used in post administration and transportation for patients
were operated during the year. The maintenance of these vehicles has been
charged to the Ordnance Officer with all 3rd and higher Echelon maintenance
being accomplished by the evacuation of vehicles to Camp Blanding, Florida.
c. In September 1945 a consolidated railhead warehouse was es-
tablished under the Transportation Officer with the responsibility for the
receipt and storage of all supplies and equipment received or evacuated.
This system has been most successful and has resulted in the saving of
tremendous time and effort compared to an organization where each of the
house. technical services operates an individual receiving and shipping ware-
(2)
ENVIRONMENT:
1. Buildings and Grounds :--a. The complete conversion of the 2nd WAC
Training Center to a Convalescent Hospital was accomplished in the final
months of 1945. Many facilities had to be constructed, others were made
available by the conversion of present buildings. The total cost of build-
ings and landscaping was in excess of $3,000,000. A certain amount of this
work was accomplished by contract labor under the supervision of the district
engineer; however, the Post Engineer was responsible for a great percentage
Post. of conversion work and the continuing maintenance of all buildings on the
b. A complete list of projects accomplished to complete the con-
version follows:
- 7-
(1) Construction
(a) Swimming Pool, 60x100 feet
(b) Gymnasium
(c) Additional roads
(d) Beach bath house
(e) Eight tennis courts
(f) Basketball courts
(g) Five Red Cross recreation buildings
(h) One general recreation building
(i) One Orthopedic and Physiotherapy building
(j) Library
(k) Five warehouses
(1) Four day rooms
(m) Addition to Officer Patient Mess
(n) Addition to Receiving Building
(o) Addition to Dental Clinic
(p) Eighteen bowling alleys (some equipment transferred
from other posts)
(q) Five shop buildings
(r) Thirteen school buildings
(s) Five Guest Houses
(t) Eleven Patient Officer Quarters
(u) Additional Nurses Quarters
(v) Additional WAC facilities
(w) Two Service Clubs
(x) Central heating plant
(y) Additional sidewalks
(z) Additional utilities
(2) Improvement:
(a) Painting interior of main Infirmary building
(b) Installation of asphalt tile in main Infirmary building.
(c) Painting interior and exterior of all buildings used by
patients.
(d) Installation of mechanical ventilator in buildings used
by patients.
(e) Landscaping program virtually completed.
(f) Post Headquarters building lined, ceiled and steam heat
installed.
(g) Installation of 130 electric water coolers
(h) Mechanical ventilation installed in mess halls
(i) Water coolers installed in mess halls.
(j) Addition of concrete fire wells to all two story
barracks.
(k) Linoleum laid in the great majority of the buildings
(1) Installation of automatic sprinkler systems in all
barracks.
(m) Reinsulating of all steam lines
(3) Conversion:
(1) School Buildings for various administrative purposes
- 8 -
(2) Buildings for use by Hobby and Craft and Oc-
cupational Therapy
(3) Building for use of the library
2. Heating:-- Four battalion areas, Post Headquarters, the Infirmary
area, Officers Quarters and certain administrative buildings are provided
with central heating plants. All buildings in the newly constructed school
are are provided with central heating from a new power plant, which was
installed along with the new school buildings, guest houses, chapel, BOQ's,
NOQ's, etc. All patient's barracks currently in use in December 1945 were
provided with central heating or automatic oil space-heater. This has
been highly successful and has allowed for much neater and cleaner barracks
for patient housing. Heating has not been a particular problem at this
installation due to the geographical location.
3. Insect Control and Environmental Sanitation:--a. Insect Control:--
The important insect problem at Welch Convalescent Hospital is the control
of malarial and pest mosquitoes. Malaria exists among the civilian pop-
ulation of this area, and recurrences of malaria acquired outside of the
Continental United States have appeared among the convalescing patients.
There have been no new cases of malaria since the activation of the Post;
however, in 1945, there were two hundred sixty-three recurrent cases ad-
mitted to the Malaria Ward. Of these, two hundred fourteen were readmis-
sions. Two hundred thirty-six cases of fevers of undertermined origin were
also reported. The mosquito population on the Post was sampled by four
methods. These are (1) light-trap catches, (2) collection of adults from
natural resting places, (3) biting records, and (4) collection of larvae
in breeding areas. During 1945, 140 collections were made from light traps.
From the insects collected, some 3501 mosquitoes were identified. Of these
525 were anophelines including 13 quadrimaculatus. Thus, of the mosquitoes
taken by light traps, 14.9% were anopheles. A quadrimaculatus formed 0.37%
of the total catch. Resting places, 167 mosquitoes were taken. Of this total
eight were Anopheles quadrimaculatus, 26 were A. crucians and one was A.
walkeri. This gave a 20.9% catch of anophelines and an index of 4.79% for "quads"
almost 4-1/2% higher for "quads" than shown by the light traps. Some 378
visits were made to larval collecting points. Forty-one visits yielded larvae,
of which thirty-three were anophelines. One of these anopheline collections
on the Post was quadrimaculatus. Through arrangements with the Post Engin-
eer, all insect control was handled by the Medical Inspector's Office, except
for ditching, filling and ditch cleaning. All standard measures were used,
such as painting screens and/or walls with DDT solution, the use of space type
fly sprays, repellents, larviciding with diesel oil and/or diesel-DDT mixtures,
etc. The work has been facilitated by the use of a small "jeep" -mounted
power sprayer with a capacity of 30 gallons, operating at a pressure of 100
pounds with a variety of nozzles. With a Myers nozzle it has an output of
one gallon in 3-1/2 minutes.
b. Other Insect Pests:--Roaches are the insects of second im-
portance at this Post. Continued diligence was necessary to keep these
pests at a minimum in mess halls. Ants are also troublesome, but were not
so difficult to deal with. Since the completion of the DDT screen painting
program, houseflies do not constitute a problem on the Post.
- 9 -
C. Rodent Control:--Rats and mice have not been abundant on the
Post. Some difficulty was encountered in two mess halls and one warehouse,
but the use of traps and poison baits has kept them at a minimum.
3. Environmental Sanitation During the year 1945 barracks were
painted, improved ventilation facilities in the form of ceiling fans were
installed, and a program for the installation of downspouts and gutters were
completed. Under the direction of the Engineer for Malaria Control in War
Areas, a plane table topographical survey of the swamp area west of the
Camp was made during January and February. This survey was used to form-
ulate plans for drainage of the area. Recommended plans for the lowering
of a highway culvert came to a standstill when Florida State officials
failes to approve the project; however, in its place, as a substitute, a
four inch siphon was installed through the culvert to facilitate drainage.
In March and November all roadside drainage ditches within the cantonment
area were cleared of vegetation and segeral storm water drainage ditches
were regraded.
4. Messing and Mess Sanitation:-- All mess halls and service clubs
are inspected regularly and, in general, have been found to be quire satis-
factory. Dish cultures, taken at least once each month from each of the
mess halls and the service club cafeteria, have usually been classified
"excellent" by Behreno's method.
b. Dairy Supplies (1)Milk:--Milk is purchased under Quarter-
master contract from two local sources to supply require-
ments of the mess halls; the Post Exchange purchases its
milk direct. Weekly analyses have shown these supplies
to be satisfactory.
(2) Ice Cream: In general during the year 1945 the ice cream
supplies were satisfactory. from a bacteriological and
butter-fat content aspect although occasionally a sample
was found with a slightly high bacterial count. A little
difficulty was experienced by the Veterinary Officer in
keeping the butterfat count up to Army Standards, but in
all cases deficiencies were reported to the proper auth-
orities and corrective action taken.
5. Waste Disposal:-a. Sewage Disposal: All wastes discharged into
the hospital sewerage system are collected and conveyed by gravity to a
sewage pumping station located in the city. From this point it is dis-
charged, without treatment, along with the untreated sewage of the City
of Daytona Beach into a force main leading to the Halifax River.
b. Garbage: Plans for the construction of an incinerator (dur-
ing 1945) were disapproved by higher authority. Satisfactory arrange-
ments were made to dump non-edible garbage and other waste material at a
sanitary fill operated jointly by the City of Daytona Beach, the Daytona
Beach Naval Air Station, and this installation.
6. Water Supply:--Completely treated water is purchased from the
City of Daytona Beach whose water supply is pumped from deep wells.
- 10 -
Samples for bacteriological analysis are collected weekly and sent to the
Area Laboratory at Camp Stewart, Georgia for analysis. Once each month
duplicate samples are sent to Fourth Service Command Laboratory for analysis.
Samples have been generally satisfactory. When samples show the presence
of coliform organisms immediate recheck samples are taken, and an investiga-
tion made for possible sources of contamination. All recheck samples dur-
ing 1945 were reported satisfactory. Chlorine residuals have varied be-
tween 0.0 ppm and 0.8 ppm and have averaged approximately 0.2ppm.
VI. SERVICES:
1. Army Exchange Service The Army Exchange Service of Welch Conval-
escent Hospital expanded its overall activity during the year with the
opening of a large Main Exchange on 14 December 1945, the opening of five
Guest Houses during the month of November, and the opening of a new cafeteria.
The original Post Exchange set-up was rather inadequate for the post pop-
ulation; however, with the completion and opening of a Main Exchange, full
and complete services are now offered at this station. The new Main Exchange
building recently activated is complete and a model of its kind inthe
Service Command. It embodies not only normal exchange activities such as
cigarettes, candy, toilet articles, etc., but also offers clothing, jewelry,
supplies, a barber shop, cafeteria, soda fountain, and special mail order
service. These activities are pointed toward the best service for conval-
escent patients at this installation.
2. Band:--a. The 391st ASF Band, a T/O organization attached to
this station, has performed the normal functions of a Post Band, as well
as the handling of individual musical instruction in the Educational
Reconditioning Program. For fulfillment of their mission the Band is broken
down into three activities.
(1) Military Band:--The Military Band is primarily used to
furnish music for military programs and special ceremonies.
(2) Dance Orchestra: Two dance orchestras were formed which
played for an average of 35 dances per month for patient,
duty, and officer personnel in addition to weekly radio
broadcasts.
(3) Educational Reconditioning: The Band personnel used as
individual musical instructors have operated one of the
most popular Educational Reconditioning courses. There
are approximately ten different musical classes which are
well attended by patient personnel. Most popular have been
classes in guitar, banjo, ukulele, and similar instruments,
which readily lend themselves to class instruction; other
classes, on more difficult instruments, have involved
periods of individual instruction. Over all, it is be -
lieved that this program has been of great therapeutic
value to the patients.
b. Originally the greatest problem in the musical educational pro-
gram was the lack of adequate facilities, such as sound proof practice rooms
and class rooms. This condition was alleviated by the completion of an
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especially designed band building which includes band and class practice
rooms as well as a small amphitheater for concerts. These physical fac-
ilities have added immeasurably to the effectiveness of the program. Some
difficulty was encountered because of the lack of qualified instructors
among the bandsmen; however, this problem was overcome by the assignment
of bandsmen during the year who were sufficiently qualified on their in-
struments to instruct.
3. Chaplain:--a. A high point in the Chaplain's program for the year
was the formal dedication of the new Post Chapel on 18 November 1945.
This building is a well equipped Army Chapel, splendidly appointed and
nicely landscaped for the effective handling of religious services. The
Chapel is equipped with a Hammond Electric Organ and a public address
system through which music or calls to service may be broadcast throughout
the Post. This physical layout has aided the Chaplains in the more com-
plete fulfillment of their mission. Results have been most gratifying
since the completion of the plant.
b. Many specila problems were noted by the Post Chaplain at this
station because of the type of personnel assigned here as patients; the
great percentage of whom were from overseas and in need of the guidance a
chaplain can offer. Over 7,000 individual office interviews were handled
by the chaplains stationed at this Post and approximately 15,000 enlisted
men were welcomed at the Post's original orientation by the Post Chaplains.
C. A volunteer choir was successfully organized during the latter
part of the year. This group has added to the effectiveness of the re-
ligious services held in the Post Chapel.
4. Fiscal Division:--The original organization of the Fiscal Division
at this station consisted of a Class B Agent Finance Office, a subsidiary
of the Finance Office, USA, Jacksonville, Florida. However, on 21 August
1945, a Disbursing Office was organized in lieu of the Class B Agent
Office. A high standard of immediate payment of enlisted patients arriving
at this hospial was carried on throughout the year. As early as February
1945, the Finance Officer was paying all patients arriving at this in-
stallation within 72 hours after arrival. These payments were not simply
"partial payments", but brought the man's financial status with the Army
completely up-toedate. The Budget and Accounts Branch was particularly
active during the late months of 1945 and much progress was made in the
adjustment of budgets to eliminate excessive expenses at this Post.
5. Information and Education:--The Information and Education Branch
initiated the publishing of a Post newspaper - "The Welchman", in addition
to their normal activities. This paper, consisting of four to eight pages
is a successful morale builder. I & E has been most effective in the
orientation of patients and duty personnel at this station. Subjects of
current interest as well as a periodical round up of news and world events
in a dramatic form are presented.
6. Judge Advocate:-The activities of the Post Judge Advocate at this
installation were normal, with the exception of a heavy load of claims
resulting from a heavy influx of overseas patients. The majority of the
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claims handled were attempts to locate baggage and personal belongings.
7. Personal Affairs:-One of the most active agencies at this station
during the latter months of 1945 was the Personal Affairs Office. This
extended activity was the result of many inquiries regarding separation
from the service under War Department Circular 290, AR 615-362 and AR
615-365. As many as 200 applications for separation were completed per
month for military personnel. A normal volume of work regarding family
allowance, insurance and Army Emergency Relief was handled.
8. Postal Service The Postal Section as originally organized at
this Post functioned with a main office and mail rooms in each conval-
escent company operated by company enlisted personnel. During the month
of April 1945 a successful experiment was undertaken under which battalion
mail rooms, manned by Post Office personnel, were established in place of
company mail rooms with a designated company clerk picking up the battalion
mail from the mail rooms twice a day. Undeliverable mail was returned
to the battalion mail room for directory service. In November 1945 bat-
talion mail rooms were discontinued for lack of personnel and designated
company clerks picked up the company mail at the Central Post Office.
This has operated successfully with a reduced patient load.
9. Red Cross The American Red Cross activity offered valuable
service to the patients at this Post during 1945. Their program has been
divided into two phases - Social Service and Recreation. The Social Service
program was exceedingly active due to the great number of men who were on
furlough and the presence of NP patients who offer many and varied prob-
lems of a personal and domestic nature. The heavy CDD rate here has added
quite a burden to the Red Cross because of the service they have offered
dischargees in the completion of Veterans Administration Form 526 for
claims and pensions.
b. The Recreation Program was highly esteemed by the patients
at this hospital especially after completion of five battalion recreation
busildings. The "Rec" halls were opened in August and September and offered
not only the routine movies, parties, games, etc., but also have completely
equipped kitchens. These are available to the patients for the preparation
of any food or snacks they may desire including fish frys with fish they
have caught on fishing trips. This has been exceedingly popular and has
aided in creating a "homelike" atmosphere.
C. Until July the Red Cross operated an arts and crafts program
and a Playhouse in comection with Special Service; however, these activi-
ties were taken over by Occupational Therapy and Special Services, respec-
tively, in a reorganization of these activities. Beach activities have been
expanded during the year and have been well attended by officer and enlis-
ted patients. Regular trips to nearby places of interest such as Silver
Springs, St. Augustine and Elgin Grove have been sponsored by the Red Cross
and have been highly successful.
10. Security and Intelligence Activity in the Security Branch
of the Security and Intelligence Division has been very extensive during
the year 1945 because of the many thousands of patients reporting into this
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station directly from overseas. Daytona Beach, Florida, as a tourist town,
offers many possibilities for de linquency. To alleviate this, a large
number of MPs were used to cope with the situation. In addition to roving
patrols in the City of Daytona Beach, it has been found effective to have
a Military Policeman riding with each local police patrol.
b. Intelligence Branch:-Until 15 August 1945 the Intelligence
Officer carried on an extensive program on foreign and technical intel-
ligence collections. Five patient officers were recruited to assist in
interviewing and screening and they were invaluable in handling the heavy
load. Since 15 August 1945 activities of the Intelligence Office have been
normal.
11. Signal:--a. On 1 January 1945 the Telephone Section consisted
of a two-position non-multiple type switchboard operated on a 24 hour basis;
however, with increased activities on the Post, a three-position multiple
type board was installed 16 February 1945. A one-position board was added
on 1 September 1945 at which time a maximum of 373 phones were installed
at this station to handle the peak load between 0800 and 1700. A long
distance telephone center was operated by a commercial telephone company,
and this activity has been well patronized during the year.
b. The telegraph section originally was set up with one type
printer machine on a direct line to Jacksonville, Florida. As the load
increased, a duplex system was installed to replace the single system.
A maximum load of approximately 2400 messages has been handled weekly by
this section.
C. Film Library: The Educational Reconditioning Program has
taken full advantage of motion pictures as visual aids for instruction.
Showings have varied from a minimum of 39 in February to a maximum of
483 per month during the latter months of 1945. To accommodate this load,
a school for training projectionists was established, so that a trained
projectionist could be assigned to each of the using agencies on the
Post. This has increased the eficiency of the film library.
d. Photographic Laboratory:- In addition to furnishing supplies
and equipment for a photography course in Educational Reconditioning, a
complete up-to-date photographic laboratory was completed and operated
effectively during the latter months of 1945.
VII. PROFESSIONAL SERVICES:
1. Receiving and Disposition Division:- Receiving Section: This
section continued its function of receiving patients. As the tempo of
the war increased, particularly in the European Theatre, the patient load
increased and it became imperative to streamline the admission procedures
in order to effectively handle the load of 10,214 patients admitted during
the peak period from January to August 1945. The following action was taken
with. the result that the mission was accomplished with a minimum increase
in personrel:
(1) The R & D Office: Quarters were enlarged to include
- 14 -
a reception room and snack bar to accommodate incoming
patients until they could be processed by the R & D
Division. The installation of a multi-section desk
allowed processing on a production line basis. Extra
mimeograph machines enabled the use of WD MD 55-A,
Clinical Record (brief mimeograph form), thereby saving
other agencies many man hours in assembling information.
Other changes include the assigning of a baggage truck
and a bus to the R & D Division from the Post Motor Pool,
the classification of administrative channels, and the
designation of specific and additional duties to civilian
and enlisted personnel.
(2) The R & D Battalion: This Battalion during the early part
of the year was designated the First Battalion. At that
time Company A received all NP patients, Company B was
designated as the separation company, and Company C re-
ceived Orthopedic and Medical Patients. Initial break-
down of incoming patients was accomplished by the R & D
Office and assignments to the proper company were made
through First Battalion Headquarters. Later the First
Battalion was re-organized as the R & D Battalion.
Company C was eliminated and all patients were placed
in Company A, staffed by two officers and ten enlisted
men, for processing and assignment to the proper Con-
valescent Battalion. During the early part of the
year patients were processed as individuals which re-
sulted in some confusion and considerable idle time
which could not be utilized to advantage by these pa-
tients. The average length of stay in the battalion was
five to seven days. This time was cut to approximately
three days by accomplishing processing in groups - each
under the director of a cadre man. For the first six
months of the year a bad state of morale existed in this
battalion culminating in June 1945 with 130 delinquencies
for the month. During the re-organization period the
following things were accomplished, all of which helped
to reduce delinquencies to a bare minimum:
(a) A system was established so that men could be paid
within 48 hours after arrival.
(b) Increased clothing stocks permitted the issuance
of comple te authorized allowances.
(c) Furloughs or TDY were given to all patients quali-
fying under the liberal Post pdicy.
(3) Medical Examining Section: This Section examines all
patients admitted to the hospital, in addition to hold-
ing daily sick call for the R & D and 1st Battalions.
Through 15 March 1945 the staff consisted of four medical
officers and three or four civilian and enlisted personnel.
- 15 -
After 15 March the permanent staff consisted of two
medical officers and two enlisted men. By relieving
the officers from CDD board meetings and instituting
a shorter examining form, the staff was able to per-
form its duties in an efficient manner in spite of
the peak load experienced in May, June, July and Aug-
ust, during which period 6,035 patients were proces-
sed, compared with 3,519 patients processed during
the period January - April. During the year the Sec-
tions Physical Plant was remodeled to provide facil-
ities equal to anything of its type in the Army.
(4) Patients Supply and Baggage: This unit inventories
all the clothing of incoming patients and arranges
for issue by the Quartermaster of all items of cloth-
ing and equipage necessary to provide the men with
the authorized allowance. The unit also handles
all incoming baggage and acts as a storage facility
for the baggage of all patients leaving the hospital
on furlough or TDY. During the year the quarters
allotted were refurnished to provide adequate facil-
ities for accomplishing this mission.
b. Disposition Section:-Company B of the R & D Battalion
was designated as the Separation Company. Originally designed to handle
those patients being discharged by CDD, it also accommodated those men
discharged on points and length of service during the period 17 Septem-
ber - 15 November when this Post functioned as a separation point.
Staffed by one officer and three enlisted men, separation was accomplished
very efficiently by handling separatees by groups - each under the sup-
ervision of the senior Non-Com in the group. During the peak period
100 men per day were separated from the service.
2. Primary Reconditioning Division:--a. Medical Service: --
Medical patients have never been a large problem at this hospital,
comprising about 20% of all patients treated by the Primary Recondition-
ing Branch. One company was designated as the Medical Company and has
been composed of patients convalescing from dermatoses, rheumatic fever,
gastro-intestinal disorders, hepatitis, upper respiratory and pulmonary
diseases, arthritis (non-traumatic), and eye, ear, nose, and throat
diseases. Such patients are assigned to as much of the regular conval-
escent training program as their disabilities will permit.
b. Surgical Service :--During the early months of the year cases
were grouped as follows: (1) 4th Battalion - neuro surgical cases and
injuries of the back and trunk; (2) 5th Battalion - injuries of the lower
extremities; (3) 6th Battalion - injuries of the upper extremities
(the medical cases were a part of this Battalion also). Within these
divisions, further grouping by companies of the several physical act-
ivity levels of the patient was possible. During the latter part of
the year, as the patient load decreased, the 6th Battalion was inac-
tivated. However, the basic system for grouping was maintained.
- 16 -
(1) An advanced Reconditioning Branch was maintained as
long as there was a large number of patients in the
hospital needing treatment at a high activity level.
At the middle of the year the need ceased and this
Branch was absorbed by a company within Primary Re-
conditioning.
(2) The program for the year stressed physical activity.
A remedial gymnasium under the control of the Phys-
ical Reconditioning Branch made possible exercise even
more specific and beneficial than was afforded by the
general physical program. Liberal utilization was
made of the other varied facilities of Physical Re-
conditioning.
(3) To meet the increasing demand for physical therapy,
a new building was constructed. A gradual expansion
of virtually every type of treatment known to the
physical therapist. Particular emphasis has been
placed on the treatment of convalescing peripheral
nerve injuries.
(4) Following the advice of the Surgical Consultants from
the Fourth Service Command, a system of ward rounds
was established that enabled the Chief of Primary
Reconditioning to review each patient every two
weeks. These were in addition to the regular rounds
made by the Company Surgeons. The rounds were made
in the barracks with the patients undressed, the Clin-
ical records and X-rays by the bedside, and in Com-
pany with the Battalion Commander, The Company Sur-
geon, the Company Commander, the enlisted Physical
Reconditioning instructors, and the Battalion File
Clerk. All dispositions and major changes in treat-
ment were recommended at this time. The contact of
all those directly concerned in the case of the
patient facilitated decisions, and insured the ex-
ecution of changes of the individual's program with
a minimum of administrative overhead. Profession-
ally, it disseminated evenly throughout the entire
section the ideas and policies governing the control
and care of the patients.
(5) Occupational Therapy shops were activated in August
and the specific therapy thus afforded for crippled
extremities was used to supplement the rest of the
physical program.
(6) By careful scheduling throughout the day, the major-
ity of patients were able to take part in some educa-
tional activity without any reduction of their phys-
ical activities.
(7) A brace shop, under the control of the Chief of Recon-
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ditioning, constructed all orthopedic braces, performed
shoe alterations, and provided necessary maintenance.
3. Neuropsychiatric Division:--a. The basic principles upon which
the Neuropsychiatric Division is organized was presented in detail in the
Annual Report for 1944. These principles have not altered significantly.
The progress made during 1945 was essentially a refinement and strength-
ening of the organization and methods described in the earlier report.
b. Early in the year each company of 80 to 100 men was staffed
with a Psychiatrist and one Psychiatric Social Worker. Later a Clinical
Psychologist was added to each company. These three acted as a team -
a concept that proved increasingly valuable in that, through this method,
it was possible to give each patient a Teeling that there was a genuine
professional concern about his individual problems, in spite of a very
heavy case load per Medical Officer.
C. It became obvious that a significant, but small, percentage
of the patients did not respond well to the methods of mass treatment.
With most of these patients the basic symptom picture arose deep within
the personality of the patient and not purely from the situational ele-
ments in his history. A Special Treatment Company was set up, therefore,
with facilities and personne] competent to give intensified therapy
as indicated in the individual cases. Hypnosis, narcosynthesis, ambu-
latory insulin, andprolonged narcosis were all given as indicated by
individual needs. The results of this treatment were eminently satis-
factory in that it was possible to return 80% of these patients to duty
in spite of the fact that they constituted the more seriously ill patients
of the group.
d. Group therapy was continued as a very necessary part of the
program because of the overwhelming patient load. It became apparent,
however, that a standardized method for all therapists in the hospital
should be written in order to insure a uniform quality of therapy. Acc-
ordingly, a manual was organized and distributed which contained specific
instructions for the carrying out of an adequate group therapy program
for the type of patients treated at this hospital.
e. In order to increase the quality of the professional care
of patients it was deemed necessary to inaugurate an In-Service Training
Program. Two such programs were initiated one for the Clinical
Psychologists and one for the Psychiatric Social Workers. The emphasis
in both programs was to orient the student to the specific responsibi-
lities of the treatment program at this hospital, rather than to attempt
to offer full post-graduate training in the specialty. As a result of
this In-Service Training a definite improvement in the quality of the
work was noted.
f. As theConvalescent Training Program emerged from a vague
concept to an efficiently functioning organization it was possible to
make full use of this training as an integrated, constructive part of
the treatment, designed for the primary purpose of relieving symptoms
- 18 -
and returning the patient to a higher level of efficiency in either the
military service or civilian life. Eventually the elective diversion
hours were eliminated from the patients' schedule and all patients were
mandatorily assigned to either an educational class or Occupational Therapy.
Formal calisthenics were abandoned and the entire physical reconditioning
part of the program was devoted to supervised recreation, in which the pa
tient had a choice of numerous activities under the leadership of enlisted
Reconditioning Instructors.
g. In April the function of counseling patients for educational
classes was transferred from Classification and Counseling to the individ-
ual company Psychiatrists. This made possible a more efficient use of
the Educational Reconditioning program as a therapeutic aid to the recov-
ery of the patient.
4. Infirmary Division:--a. The mission and organization of the
Infirmary Division remained substantially the same as that given in the
Annual Report for 1944 with the exceptions noted below:
(1) The peak of the patient load occurred during July
when an average of 167 beds were occupied contrasted
with an average of 4032 beds occupied in the entire
hospital. The authorized bed capacity of the Infirm-
ary was 400 and most of the outlying wards were in use.
Subsequently, as the patient load decreased, the out-
lying wards were closed until at the end of the year
only two (contagious and detention) were still open.
The authorized bed capacity for the Infirmary was
cut to 250 on 15 November and on 4 December to 150.
pep
(2) Since most of the Dental Service rendered at this
hospital was done for the Reconditioning Program as a
part of the patients' treatment program, the Dental
Service was removed from the jurisdiction of the
Infirmary Division and placed under the Reconditioning
Division. Under this new arrangement, it has been
possible to integrate dental service more closely to
the patients' schedule. In addition, supply and
personnel problems were simplified.
(3) In November the out patient Clinic was consolidated
with the Attending Surgeon's Office and his Dispen-
sary, thus forming a Central Records Section for all
out patient records. This has enabled the Attending
Surgeon to screen with greater efficiency all persons
applying for out patient service. The consclidation
has made possible a saving of military and civilian
clerical personnel.
(4) Because of the large number of routine X-rays made
for patients, a complete X-ray unit was set up in a
central location in the Battalion Area. This was
planned so that its functional and administrative
- 19 -
activities could be integrated into the reconditioning
program with maximum efficiency.
b. During 1945 the Infirmary Division has handled 29,469 out
patients and 4,844 in patients. The average number of days per patient
spent in the Infirmary was 6.7.
5.
Officer
Section:--a.
The mission of the Officer Section has been
to complete the convalescence of the officer patient and to prepare him
for return to the status which his physical and mental condition finally
permits. This has been accomplished by a coordinated program which in-
cludes professional services, an educational program, a physical recond
itioning program, and a program of recreational activities.
b. Originally this section was organized, administratively, as
one company comprising approximately 200 patient officers who were housed
in three double wing barracks. This company was staffed by one officer,
two enlisted physical instructors and four orderlies. In March the ground
work for a battalion organization was laid and a separation into a battalion
headquarters and two companies was effected. The patients were divided
as follows: Company A - Medical and Surgical cases; Company B - Neuro-
psychiatric. This organization functioned effectively; however, in July
it became evident that patients in Company B (neuropsychiatric) were feeling
stigmatized. All medical cases were, therefore, shifted to Company B
and the company redesignated as the "Medical Company."
C. At the beginning of the year the professional services were
rendered by the various professional consultants of the hospital. Fol-
lowing the battalion organization in March, professional personnel were
assigned to the battalion. The consultation service was maintained on a
weekly basis for the benefit of the more difficult cases. This organ-
ization has made for better coverage of the patients.
d. A Patient Officer Council was established for the Section
in March. In the beginning the Council dealt largely with "gripes" and
complaints. Following the re-organization of the administrative and
professional services, the complaints subsided and the Council then un-
dertook surveys and studied projects designed to improve the lot of the
officer patients. Beginning in June this Council met weekly with the
Commanding Officer of the hospital to discuss the problems of the officer
patients. The Council has been of great benefit in the liaison work it
has done for administrative control and discipline.
6. Veterinary Service The Veterinary Service has continued
to inspect dairy farms and milk pasteurization plants from which hospital
supplies are obtained. Constant supervision has been maintained over
the various meat boxes on the hospital grounds and the Quartermaster
Cold Storage. Supervision also has been given to the training and ef-
ficiency of mess personnel, conservation of food, and the improvement of
food and service and sanitation.
b. In cooperation with local health authorities, various res-
- 20 -
taurants and similar establishments have been inspected for cleanliness
and observance of sanitar procedures.
VIII. CONVALESCENT TREATMENT PROGRAM
1. Organization: The Convalescent Treatment Program was organized
as a part of the Reconditioning Division. This Program consists of a
Physical Reconditioning Section, an Educational Reconditioning Section,
a Classification and Counseling Section, and an Occupational Therapy
Section, and furnishes to the various convalescent battalions the facili-
ties for a full convalescent program.
2. Phsyical Reconditioning Section: The Physical Reconditioning
Program at this hospital has been divided into three parts: first, remedial;
second, conditioning; and third, recreational activities. Orthopedic
patients have taken part in all three phases of the program as directed
by the Company Medical Officers. Neuro-Psychiatric patients took part in
the second and third phases until July when it was determined that the
best results could be obtained from participation in the third phase only.
b. This Section, during the early part of the year, was organized
with a Chief, several Officers, and all the enlisted Physical Instructors
operating in one headquarters. The majority of the Physical Reconditioning
Officers (5521) were acting as Company ommanders in the various Battalions.
In March the section was reorganized and the officers were relieved of their
duties as company commanders and assigned to full time Physical Recondition-
ing duties. The enlisted Physical Instructors were assigned to the com-
panies, although administrative control was retained in the Physical Recon-
ditioning Section. This arrangement has insured the maximum utilization
of the personnel available.
C. Throughout the year the facilities of the Section were energet-
ically expanded until at the end of the year, this hospital had a Physical
Reconditioning plant of extremely high efficiency. This plant included
two gymnasia fully equipped for remedial and recreational needs, a beach
house, 215 bicycles, swimming pool, archery courts, recreation areas for
each battalion, eight tennis courts, outdoor basketball, volley ball, hand
ball, and shuffle board courts, and bowling alleys.
d. Throughout the year full use was made of all these facilities.
In addition, the Transportation Officer furnished boats which were used
for patient fishing trips both on the Inland Waterway and the Atlantic
Ocean. During those months when the hospital experienced the peak patient
load, Physical Reconditioning Section handled 80,200 man hours of patient
participation per month.
3. Educational Reconditioning Section January 1945 found the
Educational Reconditioning Section operating under severe handicaps. Five
officers and eleven enlisted men were assigned to the Section and were being
assisted by 15 patients on a part time basis. To accomplish the mission,
it was estimated that 22 officers and 144 enlisted men were necessary.
Housing, equipment, and supplies were also lacking. At this time a limited
shop and classroom program was in operation only for patients in the neuro-
psychiatric battalions. An orientation program was being cnducted five
- 21 -
days a week in the Post Theatre and a Military Education Program for
patients in the Advanced Educationing Section.
b. During February increased personnel, supplies, and equip-
ment arrived making it possible to open Educational Reconditioning
classes to the Primary Reconditioning Section, leaving them restricted
only to patients in Advanced Reconditioning who continued to receive
Military Education. Plans were drawn and approved for eleven shop
and classroom buildings which were felt would be adequate to house the
projected program. As the new buildings became available through August
and September they were put into immediate service. This increase
in facilities enabled an increase in the number of courses offered from
twelve to twenty-one.
C. During the early months of the year enrollment did not go
above 700 students because of the lack of facilities for expansion,
particularly in the shop courses, and because of the wholly voluntary
system of enrollment for the patients. The advent of larger facilities,
a modification of the enrollment policy, and a change in scheduling
resulted in a vastly increased attendance. The peak occurred in early
August when over 1800 patiets were enrolled.
d. One of the extra curricular phases of the Educational Re-
conditioning Section has been its Patient Advisory Council which was
organized late in March for the purpose of considering the program and
making constructive criticisms concerning its operati This council
was composed of one representative from each company in the convalescent
battalions and met once a week with the Chief of Educational Recondition-
ing. Problems concerning the whole hospital soon became an integral
part of the discussions, and various representatives of Post Agencies
were invited to appear before the council to answer questions regarding
the services they provided for the patients. Beginning in September
representatives from this Council met weekly with the Commanding Officer of
the hospital, to discuss the problems of the enlisted patients. This
series of meetings has been of great value in maintaining a high state
of morale among the enlisted patients.
4. Classification and Counseling Section The activities of this
section were divided into the following phases:
(1) The counseling of patients for placement in Education-
al Reconditioning classes.
(2) Separation counseling for patients leaving the service.
This included completion of WD AGO Form 100 (Army
Separation Qualification Record).
(3) Counseling of patients prior to return to duty, in-
cluding remaking of WD AGO Form 20 (Soldier's Qualifi-
cation Card).
(4) Vocational Counseling.
b. In addition to its counseling activities the Section grad-
ually assumed an important part in the orientation of patient personnel
- 22 -
tothe entire hospital program. This has been accomplished through in-
formal lectures delivered to incoming patients, outlining for them the
purpose and nature of the recorditioning activities in which they will
be engaged while at the hospital. Group orientations also were given
to patients prior to discharge, emphasizing veterans' rights and ben-
efits and other personal problems of interest.
C. All individual counseling activities took place in the Class-
ification and Counseling building, except for a brief period in Jun° when
an experiment of decentralization was tried. Counselors were detailed
to function at the company level within the battalions. After several
weeks it was concluded that, although closer liaison with patients and com-
pany officers was possible under this system, the opportunity for voca-
tional guidance, offered during class enrollment interviews was consid-
erably lessened by the unavailability of reference materials. Unpropi-
tious surroundings and the inability of one counselor to keep the same
patient as his counselee during his entire stay at the hospital were al-
so unfavorable factors.
5. Occupational Therapy Section: This section was organized at
this hospital in March when a Chief and two assistant Occupational Ther-
apists reported for duty. Additional personnel and facilities were added
throughout the year until all patients in need of this type of therapy
could be accommodated.
b. The mission of the Occupational Therapy Section has been to
provide functional and constructive activity under medical supervision.
Occupational Therapy has been prescribed for restoration of functions to
injured or diseased muscles and joints; for controlled activity for ner-
vous and mental disorders; for readjustment attending chronic diseases;
for re-education in permanent disabilities; and for purposeful utiliza-
tion of leisure time. Because of this wide range of activities the Occupa-
tional Therapy shops have been furnished with equipment and facilities
far in excess of that generally found in hospitals. In addition to the
usual opportunities for simple leather craft, weaving, and work with plas-
tics, the shoos at this hospital have offered short courses in fly-tying,
manufacture of fly rods and surf rods, advanced leather work, jewelry
manufacture, art metal work, and others.
30
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COPY
from
THE NATIONAL ARCHIVES
Record Group 112
ADD. INFO. ENTRY 54A
UNIT ANNUAL RPTS
WELCH CONVALESCENT HOSPITAL
DAYTONA BEACH, FLORIDA
FINAL REPORT
JANUARY - JUNE, 1946
CARL J. MELNICK
Lt. Colonel, FD
Commanding
I. GENERAL:
1. This report covers the final six months of the operation
of Welch Convalescent Hospital. The hospital was activated 16 May
1944, pursuant to General Order No. 30, Headquarters Fourth Service
Command, Atlanta, Georgia dated 14 May 1944.
2. The hospital is located approximately two miles west of
Daytona Beach, Florida in the location of the old Halifax Hospital
and the Second WAC Training Center.
3. The final period of activity at this installation, January
to June 1946, was one of decreasing activity and gradual deactivation.
The tremendous load of convalescent patients which had been transferred
to this installation during 1945 had, for the most part, received the
maximum benefits of hospitalization and had been disposed of As
comparatively few new patients were sent to this hospital during the
current year, the patient census decreased gradually until shortly after
the surplus order was received. Since the annual report for the calendar
year 1945 covered in detail the activities at this installation, this
report will deal only with those problems which arose in the various
branches of the organization mainly as a result of the closing activities.
II. PERSONNEL:
1. With the decline in the patient load, the ceiling on personnel
was progressively lowered. During the early part of the year the ceiling
was difficult to meet. Through consolidation of positions and complete
elimination of any overlapping functions, the operation of the hospital
was continued without serious difficulty. The most difficult time came in
-1-
January and February when, in accordance with Army Service Forces
Circular No. 18 dated 18 January 1946, a drive was started to replace
as many military personnel as possible with civilian workers. The
Military Personnel Branch, Civilian Personnel Branch, and the Director
of Personnel, working with and through the Personnel Control Unit,
accomplished the task satisfactorily without impairing the completion
of the mission of this installation. Considerable success was
experienced in convincing separated officers and enlisted men to
accept, in a civilian capacity, those positions they held on the post
while in the service. Civilian Personnel activities increased following
the receipt of the declaration of surplus letter dated 3 May 1946 from
Headquarters, Fourth Service Command, Atlanta, Georgia. Activities
were directed toward reducing the total number of personnel on the post
and at the same time retaining the key personnel in those activities
whose operations necessarily increased following the receipt of the
above letter.
III. EQUIPMENT, SUPPLIES, AND TRANSPORTATION:
1. Equipment and Supplies.
a. Reconditioning Supply. Reconditioning Supply was
originally established in 1945 under an accountable officer, because a
tremendous volume of supplies was required to handle the operation of
the Reconditioning Program. With the decline in patient strength and
the subsequent closing of numerous activities of the Reconditioning
program, this supply office was no longer needed; therefore, on 22
March 1946, the transfer of accountability for these supplies back to
the Technical Services was begun.
-2-
b. Post Quartermaster.
(1) The activities of the Post Quartermaster increased
greatly beginning with 1 February 1946, the date Salvage and Surplus
property activities were started at this station, because of the closing
of Camp Blanding, Florida. This required additional administrative
personnel and warehousing space incident to the receipt, classification,
warehousing, and disposition of salvage and surplus property from the
entire Florida Military District.
(2) During May and June 1946, the Quartermaster made
disposition of approximately 75% of his property, in accordance with
instructions from higher headquarters.
C. Medical Supply. Activities continued in a normal fashion
until the inactivation of the Reconditioning Supply Accountability.
Since the major part of this supply originated from Medical Supply, the
transfer necessitated the deactivation of approximately 1,500 stock record
cards and added 20 memorandum receipt accounts. Following receipt of the
declaration of surplus letter, all attention was directed toward closing
out memorandum receipt accounts and toward the disposal of all medical
property.
d. Ordnance.
(1) Beginning in the month of March, 1946, seven (7)
stations in the Florida Military District were based upon this shop for
maintenance. This necessitated requisitioning a large amount of additional
tools and equipment. After the hospital was placed in the "surplus" category,
the seven stations originally based here for maintenance were assigned
other bases and every effort was made to dispose of all the excess and
-3-
serviceable property at this station.
2. Transportation. Transportation activities at this station
continued to be normal with the exception of the Water Section, which
was inactivated on 10 May 1946.
IV. ENVIRONMENT:
1. Building and Grounds. During the months of January and
February, the following facilities were constructed: completion of
roadway to main entrance, completion and painting of the Hydro-Therapy
pool, construction of wash rack and installation of two hydraulic hoists
at the Ordnance motor pool, construction of concrete walks near the main
Post Exchange Building, construction of a baseball diamond. Emphasis
was placed on completion of the landscaping program and the continuing
maintenance of all buildings on the post. During April, May, and June,
the Post Engineers engaged mainly in (1) closing of buildings and placing
them in a stand-by condition, (2) the packing and crating of hospital
supplies and equipment as well as furniture and household effects of
moving military personnel and (3) the disposition of Engineer stock and
equipment.
V. SERVICES:
1. Staff Judge Advocate. The activities of the Staff Judge
Advocate were normal except for the large number of cases which had to be
prepared for general courts-martial. These cases arose when, under the
provisions of War Department Circular No. 3 dated 4 January, 1946,
absentees and deserters, who surrendered or were apprehended in the State
of Florida, were confined at this station for proper disciplinary action.
-4-
The obtaining of records and documents necessary for the preparation
of the charges involved much correspondence and administration.
VI. RECEIVING AND DISPOSITION DIVISION.
1. This division continued its normal operation until 14 May
1946, when, in order to save personnel, the division was formally
abolished. The Receiving and Disposition Office was transferred to the
Registrar, the Medical Examining Section was eliminated, and the
Receiving and Disposition Battalion was redesignated as the Disposition
Company, with jurisdiction over the Patients Supply and Baggage Section.
The last enlisted patient was evacuated from the hospital on 17 June 1946.
$
CARL J. MELNICK
Lt. Colonel, FD
Commanding
-5-
COPY
from
THE NATIONAL ARCHIVES
Record Group 112
ADD. INFO. ENTRY54A
UNIT ANNUAL RPTS
FORVICTORY
SAVE
BUY
UNITED
STATES
WAR
BONDS
AND
STAMPS
ARMY SERVICE FORCES
HEADQUARTERS FOURTH SERVICE COMMAND
SPISM-D 210.61
ATLANTA 3. GEORGIA 27 February 1946.
SUBJECT: Survey of Professional Services by the Consultants in Surgery,
Medicine, and Orthopedics, Welch Convalescent Hospital,
Daytona Beach, Florida, 22-25 February 1946.
TO
: The Surgeon General, Washington 25, D. C. (Through: The
Commanding Officer, Welch Convalescent Hospital, Daytona Beach,
Florida, and The Surgeon, Headouarters Fourth Service Command.)
I. GENERAL
The Commanding Officer of the Post is Colonel Harry A. Bishop.
At the time of the visit there were 1613 patients. The location of this
hospital is ideal for convalescent patients. The entire Post is neat and
attractive and all buildings seem to be in excellent repair. The morale
of the duty personnel and patients seemed far superior to that seen in
most hospitals. The number of AWOLs was negligible. The general organ-
ization of this Post is entirely different from that of a General, Reg-
ional, or Station Hospital. The emphasis is placed on the care of conva-
lescent patients (Class I & II) who are physically and mentally suited to
take part in the extensive Reconditioning Program which has been established.
The physical equipment and the arrangement of the buildings shows careful
planning and apparently functions well.
The receiving office is well arranged and attractively decorated.
It was planned to handle large groups of patients in a short period of
time, perhaps much larger than is needed at the present time as the ad-
missions only run about 25 to 40 a day. The organization of the patients
into battalions of various types has apparently been an excellent arrange-
ment, some companies having their Educational Reconditioning in the morn-
ing, and Physical Reconditioning in the afternoon; while one group of
companies have their Physical Reconditioning in the morning, and Educa-
tional Reconditioning in the afternoon.
All patients receive a physical examination in the receiving of-
fice and on the basis of this are assigned to the proper battalion and com-
pany. Patients able to go on furlough who have not had one are given a
furlough at this time before being assigned to a definite battalion.
(Welch Convalescent Hospital)I
The medical officer in charge of each battalion examines the
new admissions every day within 48 hours of their admission. A brief sum-
mary of the entire case is made and a program of medical treatment out-
lined. Patients are seen on regular rounds at least once or twice a week
and their physical progress noted.
The greater part of the patient's time each day is taken up
with the Reconditioning Program. All Physical Reconditioning is done at
the direction of the medical officer in charge of the patient. If Occu-
Me
pational Therapy is ordered, the patient is given credit for Educational
Reconditioning so that he can still carry out all the Physical Recondi-
tioning in addition to Occupational Therapy.
All patients are disposed of as soon as it can be determined
what the proper disposition can be. CDDs are advised on the patients
who will continue to improve but will not benefit from prolonged medi-
cal supervision. There has been considerable delay in disposing of pa-
tients who have enough points for discharge. These are patients who do
not have sufficient disability to warrant CDD. As soon as the patient
has received maximum benefit, his chart is promptly completed and sent
in with a request for orders to transfer him to the proper Separation
Center. There is a delay up to two weeks in many of these instances in
obtaining orders sending these patients to their Separation Centers. It
is very bad for the patients' morale to remain in a hospital (even a con-
valescent one) after it has been determined that he is eligible for sep-
aration. It also means that a great many hospital days are wasted in this
way. Some effort should be made to expedite the transfer of patients from
hospitals to Separation Centers.
The personnel assigned to the Convalescent Hospital Program was
at one time more than adequate. It is now barely adequate to continue
the excellent program which has been developed and carried out. At one
time there were 38 officers assigned to Physical Reconditioning. At pre-
sent there are only 12. At one time there were 30 officers and civilians
assigned to Counselling and Classification. At present there are 14.
This, however, seems to be sufficient for the present patient load.
II. INFIRMARY
The Infirmary at this Post is located in a beautiful, modern,
and well designed civilian hospital. The physical arrangements are ex-
cellent and with very little additional equipment, this Infirmary could
perfectly well function as a Station Hospital. At present the main hos-
pital building is open and caring for patients. An expansion unit of
seven W-1 wards is closed. These wards are on the ground floor level
and are connected by a covered walk-way with the enlisted men's mess
which is now operating for the enlisted personnel of the Post and the am-
bulatory patients in the Infirmary. In addition there are three nearby
barracks which could be used for patients.
With the assignment of a small number of enlisted and medical
personnel, a considerable number of ambulatory patients could be cared for
in this group of wards. They would be entirely suitable for a group of
patients who were able to dress themselves and get to mess but who are
unable to engage in the active Reconditioning Program as now set up.
If the activities of this Post increase, it is quite likely
that this Infirmary will have to function more as a Station Hospital
than at present. When the Station Hospital at Camp Blanding closes,
this will be the only Army Service Forces Hospital south of Fort Benning,
and even though it is termed an Infirmary, a considerable amount of Sta-
tion Hospital type of medical care would be demanded of it. With the
- 2 -
addition of very little extra equipment and addition of some medical of-
ficers, this Station Hospital work could be carried out at this Post and
a large group of severely crippled patients (selected from Class III)
could be cared for here. These patients would benefit not only by the
climate and pleasant surroundings, but also by the excellent Educational
Reconditioning Program which has been developed here.
SURGICAL SERVICE:
The surgical cases at Welch are under the direction of Captain
Irving V. Glick, Orthopedic Surgeon. He is assisted by:
Captain Franklin W. Kapke, D-3108. MD, University of Wisconsin;
internship, Medical College of Richmond (Va.), one year; residency, River-
side Hospital, Newport News, Va., obstetrics and gynecology, two years.
Captain Edward J. Wagner, D-3108. MD, Jefferson Medical College,
Philadelphia; internship, two years, Lenox Hill Hospital, N. Y., surgical,
and Sloane Hospital for Women, one year, obstetrics and gynecology. This
officer has been in the private practice of general practice and surgery
for 10 years.
?
It. Charles G. Young, D-3130. Recommend additional MOS of D-3150.
MD, Medical College of Virginia; internship, Medical College of Virginia
Hospital, 9 months; residency, Sheltering Arms Hospital, Richmond, Va.,
18 months, surgery.
The hospital is run as an infirmary and the surgical procedures
are limited to the most minor operative interference and emergency sur-
gery that cannot be transferred. The Infirmary is under the immediate
supervision of the Chief of Surgeons who is assisted by Captain Kapke, in
?
charge of obstetrics and gynecology end all surgical cases in the Infirm-
ary. Two other surgically trained officers at this Post, Captain Wagner
and Lt. Young, spend only a. small portion of their time in the Infirmary
and most of the time as Company Commanders in the Surgical Battalion.
Cases are seen which need only very minor surgical procedures
but instead of being accomplished at the Infirmary are returned to the
General Hospital from which the patient was originally transferred.
While no major surgery should be done at this hospital and no interference
with plastic procedures, it does seem that time is lost in transferring
patients when a very simple surgical procedure and a. few days subsequent
treatment would often save the patient a long journey. The Recondition-
ing and Educational Program is so much better here than at any other
place, it seems a pity that these long-term cases should not have the
benefit of this excellent program. While the patients do not maybe al-
together fit into Groups I and II, the Surgical Consultant feels that the
enlargement of the program of Welch could well be considered at this time
for future installation.
The surgical procedures carried out in the Infirmary have been
well done and the whole Infirmary runs smoothly. The surgical cases in
the Battalion are well supervised and there is no complaint from any of
the patients for lack of medical care.
- 3 -
X-ray:
Now in the charge of Captain Alexander Kaiser, SGO classification
unknown. Captain Harold G. Jacobson, B-3306, is to be transferred from Camp
Gordon Johnston to this station.
The equipment is not working as satisfactorily as it should and
recommendations have been made and approved that a maintenance officer be
sent to Welch to inspect and repair the equipment.
E.E.N.T.:
Chief: Major Edwin L. Wilds, C-3106. MD, Medical College of
South Carolina; internship, Georgia Baptist Hospital, Atlanta, Ga., one
year, Grady Memorial Hospital, Atlanta, E.E.N.T., one year, and Brooklyn
(N.Y.) Eye Hospital, two years.
This department is not active at this time, only taking care
of the acute emergencies.
Operating Pavilion:
In the charge of Captain Kapke. The operating room is in the
Infirmary and is very well arranged but there is very little activity.
It seems that even with the present personnel it might be used to care
for more minor surgical conditions.
MEDICAL SERVICE:
There were 33 patients with medical conditions hospitalized
in the Infirmary Division. These were under the care of Captain Francis
X. Fallon who works under the supervision of the Chief of the Infirmary
Division, Lt. Colonel Joseph H. Shaffer. Several cases of hepatitis are
on the service at present and 2 few cases with musculo-skeletal complaints
referred from the convelescent area for evaluation, the other cases had
miscellaneous medical conditions requiring special study and for the most
part had been referred from the convalescent area. When a patient is
hospitalized from one of the convelescent groups, he is usually trans-
ferred back to his original group for disposition with the recommendations
of the Chief of Service. Only rarely are patients CDD'd from the Infirm-
ary. The records and workup of the patients are only fair which is ex-
plained by the loss of qualified officers and the present inexperienced
and less well trained personnel. It is essential that a qualified in-
ternist to assist Colonel Shaffer be assigned. One is on orders and
should reach there in a few days, Major Sidney Berkowitz, P-3139.
Personnel:
Chief of Infirmary Division: Lt. Colonel Joseph H. Shaffer,
B-3139. Eligible for separation 15 March 1946. A highly trained, cap-
able officer who has been doing a splendid piece of work. It is felt that
Major Sidney Berkowitz will be able to succeed Colonel Shaffer.
Captain Francis X. Fallon, D-3130. MD, Long Island College of
- 4 -
Medicine, Brooklyn, 1942; 12 months medical internship, same hospital;
completed 12 weeks course in neuropsychiatry at Mason General Hospital.
Captain Fallon's workup and general management of the medical cases was
not sufficiently good. However, with closer supervision, it is felt that
he can perform satisfactorily.
Outpatient Service:
In the charge of Lt. Russell D. Rodham, D-3130. MD, Jefferson
Medical College, 1943; 9 months rotating internship, Jefferson Hospital;
18 months residency, same institution, internal medicine. An extremely
enthusiastic young man who is doing 2. splendid job. The assignment of
an additional officer to this department is desirable and it is contem-
plated that Captain Fallon may be so assigned upon the arrival of Major
Berkowitz.
VD & Dermatology:
This service is handled by Captain Harold Rosenhaus, 3100. MD,
Middlesex University, Waltham, Mass.; 29 months "substitute rotating" in-
ternship, Beth Israel Hospital, New York; 10 months rotating internship,
Coney Island Hospital, Brooklyn; acting resident in OB, 5 months, latter
hospital. He is not a trained dermatologist but is enthusiastic and is
apparently doing a satisfactory job. He needs supervision in view of
his inadequate training and experience.
Laboratory:
Lt. Robert W. Withers, D-3325. MD, Duke Medical School, 1943;
9 months rotating internship, Los Angeles County General Hospital; 9
months assistant residency in pathology, Duke Hospital, Durham, N. C.
He is doing an efficient job in running the laboratory which at present
has a comparatively light load. If the Induction Station and Army Screen-
ing Board are transferred to Welch, it is felt that local facilities are
adequate to care for the added load and that Lt. Withers is capable of
acting in his current capacity as Chief.
X-ray:
Chief: Lt. Colonel Noll. Has just been separated. Assigned
is Lt. Alexander Kaiser, whose training in X-ray consists of an intensive
8 months course in the Army School of Roentgenology. Captain Harold G.
Jacobson is being assigned to this station from Camp Gordon Johnston.
These two officers should be able to handle the contemplated X-ray needs.
Neuropsychiatry:
During the week of 16 February there were 35 admissions to the
Battalion for NP convalescent patients. In the same interval there were
66 dispositions. Of these, 33 were sent to duty. Frequent use is being
made of WD Circular 391 in returning these soldiers to duty for separation.
24 patients were given CDD. Remaining on the section 22 February were 404
patients.
- 5 -
Headouarters personnel consists of a chief and two assistants.
Chief: Major Bernard A. Cruvant, B-3130, EAD 7 April 1941,
eligible for separation December 1945. He has had extensive training in
neuropsychiatry and is doing a splendid job. He has been in grade 39
months. Recommendation for promotion has been submitted on at least two
occasions and within the past few weeks by Colonel Bishop, the Command-
ing Officer. Both from point of view of position and cualifications he
rates a promotion.
Clinical Director: Captain Lawrence J. Roose, C-3130. Not
eligible for separation. MD, 1937, New York University College of Medi-
cine; one year surgical internship, Queens General Hospital, Jamaica,
L.I.; 2 years residence in psychiatry, Rockland State Hospital, Orange-
burg, N.Y.; one year residency in psychoanalysis, New York Psychoanalytic
Institute; appointment as assistant physician, Rockland State Hospital,
July 1940 - August 1942; senior psychiatrist, latter hospital, August
1942 to date. Diplomate of American Board of Feuropsychiatry, 1946.
He is an exceedingly able, energetic officer who supervises or partici-
pates in the treatment of these cases.
Major Charles Kaplan, C-3130, Battalion Commander. Well trained
in pediatrics in addition to having had an 18 months residency at the
State Hospital, Howard, R.I. Has charge of all administrative work in
the NP Battalion, seeing every problem case. Is doing an excellent job.
Upon separation of Major Cruvant, it is felt that either Major Kaplan
or Captain Roose could take over the duties of Chief.
Medical officers in the NP Battalion are:
Captain Joseph Vollnerhausen, C-3130; Captain Richard C. File,
D-3130; Captain Horace Greene, D-3130; Captain John B. Scanlon, D-3130;
and Lt. Millard McGee, D-3130.
The neuropsychiatrists assigned to the Officers Company are:
Captain John L. Schimel, D-3130, and Lt. Jacob M. Myers, D-3130.
These officers are all doing good work in their assignments.
Supervision of the patients is constant and treatment in indi-
cated cases is being effectively carried out. At the present time it
is felt that the personnel is adequate in this section.
ORTHOPEDIC SERVICE:
The only Orthopedic Surgeon on this Post at the present time
is Captain Irving V. Glick, C-3153. He is assigned as Chief of the
Primary Reconditioning. The executive work in the battalion area is
largely carried out by non-medical officers and his administrative and
clinical duties are largely restricted to examining patients and check-
ing their records and dispositions. He is assisted by three medical
officers: Captain John W. Griffith, D-3130, 1st Lt. Charles G. Young,
D-3150, and Captain John Munchak, Jr., 3100. These officers are enthu-
siastic and interested and carry out their work in an excellent manner.
- 6 -
The orthopedic cases present many problems in proper disposition. It is
often difficult to decide whether a patient should continue in a conva-
lescent hospital, return to a general hospital for further corrective or
reconstructive surgery, or be discharged in his present condition. The
decisions are being made after 2 careful study of the X-ray, and the pa-
tient himself.
In the Infirmary there were about 10 orthopedic cases. Sev-
eral of these were patients who had had recurrences of osteomyelitis and
who were awaiting transfer back to general hospitals for further surgical
treatment. Several others were cases who were physically unable to en-
gage in the Reconditioning Program and live in the barracks area. These
patients were able to dress themselves and go to mess and needed no
specific medical care. A large number of similar patients are apparently
given furloughs when they cannot carry out the Reconditioning Program.
A decision should be made whether these patients should be retained in
general hospitals or whether they should be cared for over a prolonged
period in the Infirmary. If they are maintained in the Infirmary, pro-
visions should be made for some type of Educational and Physical Recondi-
tioning Program for them.
It is essential that at least one orthopedically trained offi-
cer should be assigned to this Post as the decisions as to treatment and
disposition of cases require the best of orthopedic judgment. It is
not advisable, however, to keep an Orthopedic Surgeon in this position
for an indefinite period. If another Orthopedic Surgeon can be obtained
at any time, it would be advisable to assign him here for a period not
to exceed a year and transfer Captain Glick to an active general or
regional hospital for a period of active Orthopedic Surgery experience.
III. TRANSFER OF PATIENTS TO OTHER HOSPITALS
This hospital is primarily designed and equipped to care for
ambulatory convalescent patients. Because of the interpretation of di-
rectives as to what type of patient should be handled in this hospital,
a number of patients are admitted here who cannot engage in the Recon-
ditioning Program and live in ordinary barracks at some distance from
the mess hall. Many of these patients have to be returned to General Hos-
pitals. There is another group of patients requiring minor surgery and
some with chronic infections which flare up from time to time. In this
type of patient a minor surgical procedure performed locally would often
correct the condition. These patients are now being transferred long
distances to General or Regional Hospitals.
As soon as the Station Hospital at Camp Blanding closes, all
of these patients will have to be transferred great distances, many of
them as far as Kennedy General Hospital in Memphis, Tennessee. There is
a great waste of personnel in effecting these transfers as it is prac-
tically a three day trip for an attendant or medical officer to take a
patient to Kennedy General Hospital and return to this Post. If arrange-
ments could be made to use air transportation for routine transfer of
patients from one hospital to another in this Command, there would be a
great saving in time and personnel.
- 7 -
IV. RECOMMENDATIONS
1. No major improvements are suggested for the continuance
of this Post as a hospital for convalescent patients.
2. Because of the present and impending shortage of personnel
of all categories, every effort must be made to curtail unnecessary ac-
tivities and use available personnel to the best advantage.
3. If additional activities are transferred to this Station,
suggest personnel should be provided to carry them out as medical offi-
cers cannot be spared from the Infirmary or from the Convalescent Hos-
pital Program for outside medical examinations.
4. If the Station Hospital at Camp Blanding is closed and the
activities of this Post are increased, it is suggested that the Infirmary
be designated as a Station Hospital. If such a decision is made, an ap-
propriate assignment of personnel should be made and some additional hos-
pital equipment obtained.
5. The expansion wards of the Infirmary are ideally located
to care for several hundred patients who are ambulatory but not able to
participate in the active Reconditioning Program of Class I and II. If
a group of this type patients could be maintained in this expansion unit,
a great deal of the strain of the capacity of the General and Regional
Hospitals in this Service Command could be relieved and the patients
cared for here would be greatly benefitted.
GEORGE A. STEWART,
Colonel, Medical Coros,
Consultant in Surgery.
Richard
RICHARD P. STETSON,
Lt. Colonel, Medical Corps,
Consultant in Medicine.
Theodore CThompson
THEODORE C. THOMPSON,
Lt. Colonel, Medical Corps,
Consultant in Orthopedics.
- 8 -
COPY
from
THE NATIONAL ARCHIVES
Record Group 112
ADD. INFO. GEOGRAPHIC
FILE
WELCH CONVALESCENT HOSPITAL
DAYTONA BEACH, FLORIDA
28 November 1945
PERSONNEL & ORGANIZATION
X
BED CAPACITY
TOTAL PERSONNEL
Convalescent Beds
- 2350
Officers
- 189
Infirmary Beds
- 150
Warrant Officers
- 4
Enlisted Personnel
- 731
Authorized Bed Capacity - - 2500
Civilian Personnel - 1105
Total Personnel
- 2029
AUTHORIZATION
15 FEB 46
MC DC SNC V.C. JA CHC TOT w.o. ANC, E.M EW
C10 CIV TOT T/O P.W TOT
49 TOT CYM
38
7
3
\
1
4
166
4
20
680
60
375 535 1465
29 150 1644
REVISED FloR 115 FEB
3
31 MAR'46
126
2
15
1130
60
427
885
1615
29
1644-
35 5 3
\
1
3
160
2
15
525
0
237
394
1096
29
0
1125
325
289 594
40 November 1742
TOTAL RECAPITULATION
Officer
EM
CIV
PTA
Chart
VC
ChC
ANC*
PL
No.
MC
DC
SnC
JAD*
HD**
BI
WO
EM
CIV
49
Total
1. Commanding Officer
2
1
1
3
Control Officer
2
2
2
4
Public Relations
1
2
2
2
5
2, Infirmary
10
1*
20
1
67
31
24
130
3. Receiving Div.
2
5
41
12
12
60
4. Dir. Recond. Div.
1
4
6
5
5
16
Chief, Off. Recond.
3
1
10
2
2
16
Dental Branch
7
3
9
9
19
5. Chief, Class & Counsel.
4
28
11
11
43
"Physical Recond.
9
56
1
1
66
II Occ. Therapy
22
10
10
32
S. Chief, Ed. Recond.
10
66
14
14
90
1. N.P. Treatment
10
16
50
16
16
92
B. Primary Recond.
9
4
12
55
8
8
88
9. Judge Advocate
1*
1
1
1
2
2
6
Adjutant
1
1
8
19
19
29
Postal Section
1
5
4
4
10
Security Branch
2
99
2
2
103
Intel. Branch
1
1
1
1
3
Dir. Sec. & Intel.
1
1
Detachment Hq.
2
33
1
1
36
WAC Detachment
1
2
3
10. Fiscal Division
2
1
3
28
28
34
11. Dir. of Personnel
1
1
1
2
Civilian
If
2
25
25
27
Personal Affairs
2
3
3
3
8
Info. & Ed.
1
5
1
1
7
Chaplain
4
4
2
2
10
Athletic & Rec.
2
19
16
11
37
Army Exchange Br.
2
2
2. Military Personnel
5
35
40
40
80
13. Quartermaster
5
7
74
53
86
14. Transportation
1
1
4
40
33
46
Motor Pool
1
34
61
4
96
15. Med. Supply
6
14
10
20
Signal
1
6
24
24
31
Ordnance
1
6
16
6
23
Dir. of Supply
1
1
1
2
16. Post Engineer
2
325
150
327
17. Dietetics Div.
1**
3
33
249
4
286
Medical Insp.
1
1
1
3
1
1
7
Registrar
2
2
26
26
30
Veterinary
1
3
4
19. Army Retiring Bd
1
4
4
5
Army Recruiting Off.
1
2
1
1
4
Total
38
7
3
5
25
111
4
731
1105
574
2029
INFIRMARY DIVISION
Director Infirmary
(3135)
Lt. Col. (MC)
ADMINISTRATIVE SERVICE
SURGICAL SERVICE
dministrative Ass't
(2120)
(1) Chief of Service
(3150)
Major (BI)
Major (MC)
(1) E.E.N.T. Officer
(3111)
Major
(502)
Major (MC)
dm. NCO
(502)
(1) OBGYN Officer
(3108)
uty Soldier
(590)
Major (MC)
lerk
(055)
torekeepers
Civ-U
(15) Surgical Tech.
(861)
lerk-Steno
Civ.-G
(2) Optometrist
(452)
lerk-Typist
Civ.-G
essenger
Civ.-G.
(2) Ward Attendants
civ.-G
X-RAY SERVICE
NURSING SERVICE
hief of Service
(3306)
Lt. Col. (MC)
(1) Chief Nurse
(3430)
sst Chief
(3306)
Major (ANC)
a
Captain (MC)
(1) Asst Chief Nurse
(3449)
Captain (ANC)
=Ray Tech.
(264)
(1) Anaesthotist
(3425)
lerk-General
(055)
1st Lt. (ANC)
hief,X-Ray Tech.
Civ.-G
-Ray Tech.
Civ.-G
(17) General Duty Nurse
(3449)
eceptionist
Civ.-G
lerk-Steno
Civ.-G
ile Clerk
Civ.-C
lerk
Civ.-G
ATTENDING SURGEON
(1) Attending Surgeon
(3136)
Major (MC)
(1) Asst Attend. Surgeon
(3136)
Captain (MC)
(8) Surgical Tech.
(861)
COPY
from
THE NATIONAL ARCHIVES
Record Group 338
ADD. INFO. WELCH CONV.
HOSPITAL
1 January 1946
1ST LT RUSSELL D. RODHAM (MC), relieved Ward Officer Medical Service
Infirmary Division (Prim Dy) designated Assistant Attending Surgeon T
Infirmary Division (Prim Dy) and Member (Add Dy).
1ST LT KATHRYN PANCOE (ANC) and 1ST LT MARGARET M. GODFREY (WAC),
were granted three (3) and four (4) days extension on ordinary leave,
respectively.
1ST LT ESTHER NEWBY (WAC), designated Recorder, WAC Det Unit
Fund Council (Add Dy).
1ST LT HELEN M. REED (WAC), designated Member WAC AR 615-368 &
AR 615-369 Board (Add Dy).
CAPTAIN CHARLES E. DIEHL (DMC), designated Counsel for CAPTAIN
GROVER C. ROBINSON, JR. (FA), to appear before ARB this station pur-
suant to AR 605-250.
COPY
from
THE NATIONAL ARCHIVES
Record Group 338
ADD. INFO. WELCH CONV.
HOSPITAL
DAILY DIARY