brigade was rather awesome. Prior to the curtailment, the brigade had fifty-six approved construction projects, the cost of which totaled a little more than thirteen million dollars. After reviewing these projects, USARV cancelled half of them because they did not fall within the urgency criteria established. Those projects which were approved, totaling approximately six million dollars, a decrease of fifty percent from the pre-curtailment figure, were primarily upgrade projects which had to do with improving utilities, like water, sewage, electrical, and air-conditioning systems. Nursing Services The mission of nursing services was to advise the brigade commander on all aspects of nursing service program within the command; coordinate overall nursing service activities; supervise and provide staff direction in professional matters pertinent to nursing services to all elements within the command. The functions of Nursing Services include: Recommending assignment and reassignment of Army Nurse Corps personnel Defined, prepared, recommended, and coordinated nursing service policies in the command Implemented brigade policies and directives and disseminated technical nursing information to subordinate units Accomplished required nurse planning consistent with the plans of higher and subordinate headquarters Maintained close liaison with S-1 of brigade Headquarters and of each medical group relative to nurse assignment and all personnel actions pertaining to all Army Nurse Corps officers within the 44th Medical Brigade Provided guidance to Army Nurse Corps officers relative to career plans in individual interviews given at meetings during visits to each installation A total of 180 staff visits were made to hospital units during 1969. Emphasis was made on staffing needs, career guidance, and standards of patient care. During 2d quarter a liaison visit was made to the Americal Division to visit the aid stations. The feasibility of assigning a Medical-Surgical Nurse (MOS 3448) to the Office of the Division Surgeon and/or sending medical­ surgical nurses from nearby hospitals on periodic visits to the division medical companies were discussed. A total of 727 Army Nurse Corps officers were interviewed, oriented and assigned. The major problem area was the delay in in-processing occurring at the 90th Replacement Battalion, resulting in officers remaining there 2–5 days awaiting orders and transportation. This has been resolved since early November 1969 when a 44th Medical Brigade personnel team was initiated to meet all incoming AMEDD officers and bringing them directly to the Personnel Branch Office or the Surgeon where orders were cut. The system greatly expedited reception and in-processing. During the