Secretary of War
Roosevelt initially wanted Dern for the post of Secretary of the Interior but settled on appointing him to the War Department. Although he had no military experience and was reputed to have pacifist leanings, Dern won the support of military circles by promoting greater efficiency and readiness, calling for a military structure that could be expanded quickly and easily in a crisis. He also initiated a five-year plan to equip the army with newer airplanes, more tanks, semiautomatic rifles, and modernized artillery. He advocated increased strength for the army Air Corps and investigated charges of lobbying in the War Department, resulting in the court-martial and dismissal of two high-ranking army officers who were found guilty of lobbying. These reforms won him the support and admiration of most military leaders.
During Dern's tenure the War Department oversaw the administration of the Civilian Conservation Corps. Dern's department provided the CCC with food, clothing, transportation, and medical care for the 300,000 unemployed who joined its ranks for work in the preservation and conservation of America's public lands. The army's Corps of Engineers also began several important public works projects during Dern's tenure, including the dredging of the Mississippi and Missouri rivers, the construction of the Florida ship canal. Under the ageis of the PWA, the Corps also built such projects as the Bonneville and Fort Peck dams; and began the aborted "Quoddy" Dam project. Dern worked closely with army chief of staff Douglas MacArthur on such projects. Dern was often at odds with President Roosevelt over plans to coordinate water resource development, and in 1935 and 1936 he opposed legislation to establish a permanent National Resources Board, even though it was strongly supported by Roosevelt. While still serving as Secretary of War, Dern died in Washington, D.C., from heart and kidney complications following a bout with influenza.
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“The truth is, the whole administration under Roosevelt was demoralized by the system of dealing directly with subordinates. It was obviated in the State Department and the War Department under [Secretary of State Elihu] Root and me [Taft was the Secretary of War], because we simply ignored the interference and went on as we chose.... The subordinates gained nothing by his assumption of authority, but it was not so in the other departments.”
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