On April 23, the committee went to nearby Camp Meade in Maryland, the first of nine camps on a cross-country inspection tour. One camp, at Indiantown Gap, Pennsylvania, was found to have cost more than ten times the original estimate. Another, Camp Wallace in Texas, which was supposed to have been built for $480,000, wound up costing $2,539,000. In several instances the Army had shown “fantastically poor judgment” in selecting camp sites (Fort Meade was a prime example), and an estimated $13 million had been wasted just by renting trucks and other construction equipment instead of buying it all outright at the start.
The Army had made a special study of camp construction following the last war, when rampant waste and inefficiency had also prevailed, but as the committee discovered, this special study had been lost, news that left the chairman “utterly astounded.” If plans for the country’s military campaigns were comparable to those for construction, Truman reported to the Senate, the situation was truly deplorable.
The central problem was the system of cost-plus contracts. “There was no attempt to ask contractors what they had been in the habit of making in peacetime or even what they were willing to take,” Truman would write. “Huge fixed fees were offered by the government in much the same way that Santa Claus passes out gifts at a church Christmas party.” Some contractors were making in a few months three to four times what they normally cleared in a year, and at no risk. One architect-engineer was found to have increased his income through an Army contract by 1,000 percent.
Lieutenant General Brehon B. Somervell, the hot-tempered Chief of Services of Supply, who was known for his efficiency, complained loudly about the committee as a creature “formed in iniquity for political purposes.” It was “axiomatic,” he said, that time and money could not be saved at the same time.
“General Somervell was a very brilliant general,” remembered Matt Connelly, the chief investigator, “but he was also a martinet, and he resented any intrusion or stepping on his toes. But that did not impress Senator Truman. He went ahead anyway.”
Later Somervell would concede that in fact the Truman Committee’s investigations of Army camp building alone had saved the government $250 million. Further, as the committee had strongly recommended, the responsibility for camp construction was taken away from the Quartermaster Corps and given to the Corps of Engineers, as it should have been in the first place.
The senators on the committee worked extremely hard, almost without exception, and the chairman hardest of all. A few nights before the first interviews with Stimson and Marshall in April, Truman had what was diagnosed as a gallbladder attack. He had been wrenched from his sleep by such excruciating pains that Bess thought he must be having a heart attack. But there was no easing up on his schedule, and by June he was again badly exhausted.
“My standing in the Senate and down the street [at the White House] gets better and better,” he wrote on June 19, 1941, in a letter to Bess, who was back in Missouri once more. “Hope I make no mistakes.” If he weren’t working so hard, from daylight until dark, he didn’t know what he would do without her, he said, adding plaintively, “Hope I won’t be long here alone.”
On June 22 came the stunning news that Hitler had turned and attacked Russia along an 1,800-mile front. Asked what he thought of this colossal turn of events, Truman spoke his mind in a way no one could fail to understand and that would not be soon forgotten. “If we see that Germany is winning we ought to help Russia,” he said, “and if Russia is winning we ought to help Germany, and that way let them kill as many as possible, although I don’t want to see Hitler victorious under any circumstances.” It was hardly an appropriate observation at this juncture, but like many Americans, and many in Congress, Truman saw little difference between the totalitarianism of Fascist Germany and Communist Russia, and particularly since the Nazi-Soviet Pact of 1939 and Russia’s invasion of tiny Finland. Nor was he willing to close his eyes to the realities of the Soviet regime just because suddenly it was Russia under Nazi assault. Stalin was only getting what he had coming to him was the feeling, and one shared by a very large segment of the American people.
Worried about the world, worried about himself, he went to the Bethesda Naval Hospital for a checkup, only to be told there was nothing the matter with him beyond fatigue. He was suffering from severe headaches and nausea, he told the examining physician, who recorded in the senator’s medical record:
Last year he ran for reelection and had a particularly fatiguing campaign…in which a great deal of vilification was hurled at him…. The attack on him affected him and caused him much mental anguish. His symptoms increased more than ever from this time on. In the last few months there has been an increased amount of activity in the Senate…he felt that he would be unable to continue his present pace.
But back to work he went, the pressures on him only growing, his pace easing not at all, as increasingly the investigations seemed to cast a shadow on the White House. He refused to equivocate and people began taking notice as they had not before. In August, while speaking in the Senate, he was pressed by Senator Vandenberg to admit that the President was culpable. “In other words,” said Vandenberg, a leading Republican, “the Senator is now saying that the chief bottleneck which the defense program confronts is the lack of adequate organization and coordination in the administration of defense…. Who is responsible for that situation?”
“There is only one place where the responsibility can be put,” Truman answered.
“Where is that—the White House?”
“Yes, sir.”
“I thank the Senator.”
With others on the committee, senators and staff investigators, he traveled the length of the country—mostly by plane. They would put down at a city or military base, go through their routine for a day or so, and then be off again, like a roadshow, everybody by now knowing just what to do. War plants were inspected, hearings held in local hotels. In some places they found nothing out of line. They were in Memphis and Dallas in late August, then on to San Diego, Los Angeles, San Francisco, Seattle, and Spokane. Bess was kept posted nearly every day, by letter or phone call, often by both, no matter how grueling his schedule. Some letters spoke candidly of what they were finding:
Biltmore Hotel, Los Angeles, Calif.
Thursday, August 21, 1941
Dear Bess:
Well I spent yesterday at San Diego. The navy sent a big transport plane for us. We left the airport at 9:00 A.M., arrived at San Diego at 10:00, and Admiral Blakely took us in charge for the usual show around. Looked at marine barracks under construction and had lunch with the recruits. A Missouri boy from St. Louis waited on me, one from New York took care of Mead, and one from Washington, Wallgren.
Looked over the new marine base camp and then got another walk around a plane plant, the Consolidated—said to be the biggest of ’em all. The managers are all such liars you can’t tell anything about the facts. Each one says he’s having no trouble and everything is rosy but that the other fellow is in one awful fix. By questioning five or six of them separately I’ve got an inkling of the picture, and it’s rather discouraging in some particulars but good in others. We are turning out a very large number of planes and could turn out more if the navy and army boys could make up their minds just what they want.
Labor is a problem. The same brand of racketeer is getting his hand in as did in the camp construction program. Some of ’em should be in jail. Hold some hearings today and tomorrow, spend Saturday and Sunday in San Francisco, and open in Seattle Monday….
Kiss Margie, love to you,
Harry
Flying in and out of Washington’s new National Airport, he looked down on the tremendous gouge in the mud flats along the Virginia side of the Potomac, downstream from Arlington Cemetery. It was the site of a gigantic new five-sided headquarters for the military, the Pentagon, a larger office building than any in the world and a clear sign of the direction the country was taking.
From modest beginnings an
d in only a few months, the committee proved its value, producing both results and attention. By fall its appropriation was increased from $15,000 to $50,000, its membership enlarged by one more Democrat, Harley Kilgore of West Virginia, and two Republicans, Harold Burton of Ohio, who was to become one of the most dedicated members, and Homer Ferguson of Michigan, a former judge, who, like Brewster of Maine, was to be a particularly tenacious interrogator at hearings. The staff, too, was expanded. Eventually there would be fifteen investigators and as many clerks and stenographers.
Hearings were held in the committee’s headquarters on the fourth floor of the Senate Office Building, Room 449, or, in special cases, in the great marble Caucus Room on the third floor. Frequently business was also transacted in what was called the Dog House, a small room behind Truman’s office with a few worn leather chairs, refrigerator, whiskey, and walls covered with Civil War scenes and photographs and cartoons telling the chairman’s political life story.
At Truman’s insistence any member of the Senate was welcome to sit in and take part in the hearings. When presiding, he seemed invariably well prepared and in charge, yet he seldom dominated. Instead, he would go out of his way to let other senators hold the stage. No one could remember congressional hearings being handled with such straightforwardness and intelligence. As in his earlier railroad investigations, witnesses were shown every courtesy, given more than ample time to present their case. There was no browbeating of witnesses, no unseemly outbursts tolerated on the part of anybody. One reporter wrote of a “studious avoidance of dramatics, no hurling of insults or threats of personal violence that characterize so many other congressional hearings.” Yet Truman could be tough, persistent, in a way that took many observers by surprise. It was a side of the man that they had not known. Columnist Drew Pearson wrote that one of the most remarkable developments of the committee was its chairman. “Slightly built, bespectacled, a lover of Chopin and a shunner of the limelight, Truman is one of the last men in Congress who would be considered a hard-boiled prober. In manner and appearance he is anything but a crusader.”
Above all the chairman was eminently fair. Once, during testimony from one of the dominant figures in the American labor movement, the flamboyant, pugnacious head of the United Mine Workers, John L. Lewis, Senator Ball questioned whether the witness was to be taken at his word when he said workers were going hungry:
“Mr. Lewis, you are not seriously trying to tell the committee that any large number of workers in the United States don’t get enough to eat? That is demagoguery, pure and simple, and you know it.”
Lewis, sitting forward on the edge of his chair, a dark scowl across his massive face, responded angrily in a deep stentorian voice that filled the room:
“If you ask the question, I will answer it. But when you call me a demagogue before you give me a chance to reply, I hurl it back in your face, sir.”
Truman broke in. “Now, Mr. Lewis, we don’t stand for any sassy remarks marks to the members of this committee,” he said, “and your rights will be protected here just the same as those of everybody else. I don’t like that remark to a member of the committee.”
“Senator, did you object when the Senator called me a demagogue?” replied Lewis, a man of fierce pride.
“Yes,” Truman said, “it works both ways. I don’t think the Senator should have called you a demagogue.”
The documenting of waste and mismanagement in the construction of Army camps had been comparatively easy work, a way to give the committee credence in about the least time possible, which was why Truman had started with the camps. The larger work—more difficult, more time-consuming, more important, and much more risky politically—was the investigation of defense production, the gathering of facts, figures, specific detail, and no end of opinion on the building of ships and warplanes, on ordnance plants, automobile plants, labor unions, government contracts, the roles played by the giant corporations and small business, the stockpiling of vital materials. And what the committee turned up was extremely alarming: bad planning, sloppy administration, sloppy workmanship, cheating by labor and management, critical shortages everywhere.
There was too little aluminum, so vital for warplanes, too little copper, zinc, and rubber. Even after drastic cutbacks in production for civilian use, the annual output of aluminum was only about half the demand for building planes. One producer, Alcoa, the Aluminum Company of America, had a near monopoly on the manufacture of the lightweight metal and kept claiming it could supply both domestic and defense needs, yet could not come even close. Production of magnesium was even more woefully behind, and the reason, when revealed, would cause a sensation. An arrangement had been made through an interlocking cartel, between Alcoa and the giant German firm of I. G. Farben. To safeguard its American market for aluminum, Alcoa had agreed to hold back on producing magnesium, also to sell what magnesium it owned to the Germans at a cut price, with the result that Germany had far more magnesium than the United States.
Standard Oil of New Jersey, through its agreements with I. G. Farben, had intentionally delayed the development of synthetic-rubber plants. “Standard Oil,” reported Truman,
had agreed with the German I. G. Farben Company that in return for Farben giving Standard Oil a monopoly in the oil industry, Standard Oil would give the Farben Company complete control of patents in the chemical field, including rubber. Thus when certain American rubber manufacturers made overtures to Standard Oil Company for licenses to produce synthetic rubber, they were either refused or offered licenses on very unfavorable terms…. Needless to say, I. G. Farben’s position was dictated by the German government.
There was no “unpatriotic motive” involved here, concluded the committee in its report. It was only “big business playing the game according to the rules,” with a heavy price “to be borne by the entire nation.”
The American government, too—specifically the Office of Production Management—had been negligent in seeing the need for a greatly increased output of copper, lead, and zinc. For his part, Truman worried that shortages of steel were the most serious of all.
Automobile manufacturers had been allowed to do as they wished, which was to keep turning out cars as usual in 1941, on the grounds, they said, that only 10 percent of their equipment could be used for war production anyway. Automobile production for the first eight months of 1941 actually exceeded production during the same months in 1940, and consumed quantities of strategic materials—some 18 percent of the nation’s available steel, 80 percent of available rubber. The aircraft program was dawdling because the Army and the Navy had left it largely to the manufacturers to decide what planes to build. “There is no planned or coordinated program for the production of aircraft,” Truman would report. The committee uncovered “negligence and willful misconduct” in the Navy Bureau of Ships. (When Admiral S. M. Robinson, Chief of the Bureau of Ships, said he believed the efficiency of private and Navy shipyards to be about the same, but told the committee that comparisons were difficult because of different bookkeeping systems, the committee declared that in a matter of such importance the Navy should take steps to ascertain the actual facts.) With private shipbuilders the Navy was found to be “extremely liberal.” A representative of the Todd Shipyards Corporation in testimony about one contract with the Navy said that if it weren’t for taxes the company could not have handled its profits with a steam shovel.
By late October the German Army had advanced to within seventy miles of Moscow and Roosevelt offered Stalin a billion dollars worth of supplies.
The root of most troubles and delays, the committee concluded, was the Office of Production Management, the President’s own ungainly creation, where there were two heads instead of one, William S. Knudsen, formerly of General Motors, and labor leader Sidney Hillman, founder of the Amalgamated Clothing Workers. Roosevelt wanted the power divided. He had no wish to create a so-called “production czar,” which, the committee decided, was exactly what was needed most, a strong m
an with clear authority. This was the conclusion of the committee’s first annual report being prepared in the final months of 1941. Truman in particular had been outraged to discover Hillman withholding a construction contract from a low bidder because of his fear of trouble from “irresponsible” elements in the American Federation of Labor. “First of all,” Truman told the Senate on October 29, “the United States does not fear trouble from any source…. If Mr. Hillman cannot, or will not, protect the interests of the United States, I am in favor of replacing him with someone who can and will.”
The record of the OPM, said the report, was not impressive. Its leadership was inept. “Its mistakes of commission have been legion; and its mistakes of omission have been even greater. It has all too often done nothing when it should have realized that problems cannot be avoided by refusing to admit that they exist.”
The committee had also decided it would be best for the country and for the defense effort to dispense as soon as possible with all dollar-a-year men, of whom there were more than 250 in the Office of Production Management. Such corporate executives in high official roles were too inclined to make decisions for the benefit of their corporations. “They have their own business at heart,” Truman remarked. The report called them lobbyists “in a very real sense,” because their presence inevitably meant favoritism, “human nature being what it is.” They should be paid government salaries in keeping with other government positions of comparable responsibility, concluded the committee, and required to disassociate themselves from any other employment or any payment from companies with defense contracts. Divided loyalties, like the divided command at the top of the Office of Production Management, were a bad idea.
David McCullough Library E-book Box Set Page 446