CONGRESSIONAL RECORD-APPENDIX

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP70-00211R000300030009-5
• Release Decision: RIPPUB
• Original Classification: K
• Document Page Count: 5
• Document Creation Date: December 16, 2016
• Document Release Date: August 15, 2005
• Sequence Number: 9
• Publication Date: May 18, 1955
• Content Type: REGULATION

X55 Approved FoWN v4 S OS A$L2 ECORD P7 PPENDIX 300030009-5
At the same .time, the judge, no pussyfoot-
Ing jurist, charged witness Harvey Matusow
with criminal contempt of court.
The judge also barred a top attorney for
Local 890 of the International Union of
Mine, Mill and Smelter Workers at Bayard,
N. Mex., from his court.
Said Judge Thomason anent Lawyer Witt,
who had been called to the witness stand
and declined to answer questions about
possible Communist affiliation:
"No lawyer who takes the witness stand
of self-incrimination will be allowed to pracq, As one who is deeply concerned at
so forthrightly tearing the veil from
to arvey
Matusow's brazen attempt save onimu-
nists by gaining new trials for the through
repudiating his own testimony w ch helped
to convict them.
The judge also deserves theTation's com-
mendation for the action he took concerning
Lawyer Witt.
In California, the State bar association
is struggling with the same difficult problem
of lawyers and Reds.
A committee of the bar association has
proposed discipline, up and to the point of
disbarment, for attorneys who refuse to
answer questions on subversion, who show
disrespect for legislative committees or who
A Program of Great Promise
EXTENSION OF REMARKS
HON. ED EDMONDSON
OF OKLAHOMA
III THE HOUSE OF REPRESENTATIVES
Wednesday, May 18, 1955
Mr. EDMONDSON. Mr. Speaker, on
Monday this House passed H. R. 2126,
which would expand and extend our
wise program of research in the devel-
opment and utilization of saline waters.
I note with great pleasuer that the Sen-
ate Committee on Interior and Insular
Affairs yesterday reported favorably S.
516, a bill which is intended to accom-
plish the same purpose of continuing
and enlarging this program.
This is highly encouraging news, not
only to our citizens living in coastal
areas, but also to those residing in in-
land areas and suffering from drought
and water shortages. Research along
the lines provided for in this program
could well make available billions of gal-
lons of potable water to noncoastal areas
suffering a critical shortage, since there
are tremendous quantities of water
within States located all over the United
States which are not now usable be-
cause of high saline content. Devel-
opment of a successful process of puri-
fication could aid these States immeas-
urably, as well as those bordering on the
seacoasts.
The potentialities of this research are
almost limitless. It can be of tremen-
dous importance to the entire world, and
could be one of the most fruitful de-
velopments of all times, virtually revo-
lutionary in scope. Discovery of a cheap
and easy way of converting saline water
into a form which would be palatable
to mankind, to domesticated animals,
and to the plant life which provides so
much of our food and other necessities
of life, could transform countless re-
gions of the world. It could be the most
effective and inexpensive economic-aid
program ever conceived. It might be a
point 4 program without a peer in the
annals of history.
Top, 'in the event of an atomic war,
and'the bombing of municipal water
~dipplies, development of this process
the terrible impact of the drought upon
the face of the Nation, it is highly en-
couraging to me to see the Congress well
on its way toward taking another step
which may eventually do much to bring
some relief to so many citizens and so
many wasting millions of acres of our
land.
Let us hope that this bill speedily be-
comes law, and that the prospects held
out by this farseeing research come to
an early and triumphant conclusion.
Gen,, Chatles Pelot Summerall
A3435
Reed last August and had been in failing
health for months.
His son, Col. Charles P. Summerall, Jr., re-
tired, and his daughter-in-law, were at his
bedside when he died.
The general had been the oldest ranking
soldier since the death of Gen. Peyton C.
March, 90, last April 13. General March was
Chief of Staff during the First World War.
EULOGIZED BY STEVENS
Secretary of the Army Stevens was among
top officials and friends who eulogized the
veteran officer.
"During his 38 years of active service," Mr.
Stevens said, "General Summerall was a de-
voted and distinguished soldier. A veteran
of the Philippine Insurrection, he was se-
lected by General Pershing to command vari-
ous Army corps in Germany during World
War 1.
"He was cited five times for gallantry by
the President. A brilliant leader, as Chief of
Staff, he contributed immeasurably to the
Army's progress. The general was truly a
great American who shall be missed by all
who knew him."
Gen. Matthew Ridgway, present Army
Chief of Staff, hailed General Summerall for
a "personal life and brilliant military career
that exemplified the true patriot and great
fader. Both the Army and the Nation bene-
fited immeasurably from his tireless ener
gy
EXTENSION OF REMARKS rand unstinting devotion to duty during his
or /,and of almost four decades," General
OF FLORIDA
Wednesday, May 18, 195
Mr. MATTHEWS. Mr. Spe er, it is
with deep regret that I ann ce to the
House that a grand old oldier who
reached the top of his profession in
another era of infantry jfarf ahas now
passed on. Gen. C les Pelot Sum-
merall, former Arm "Chief of Staff, and
oldest ranking sold' r, died May 14 at the
Walter Reed Hos tal. I am very proud
of the fact tha this great general was
born in my gressional district, the
Eighth Distr" t of Florida. Charles P.
Summerall as born on March 4, 1867,
near the utiful little city of Lake City
In Colum a County, Fla., the son of
Elhanan ryant Summerall and Mar-
PRAISED BY MARK CLARK
Gen. Mark Clark, who succeeded General
Summerall as president of The Citadel, saw
General Summerall yesterday morning be-
fore his death.
"He not only was a great soldier, but was
a great educator. He will be missed by every-
one who felt his influence. It is a great loss
and I will have a job trying to fill his shoes
and carry on," General Clark added.
At an age when he could have retired on a
full and distinguished 40-year military ca-
reer, General Summerall went on to carve out
an equally meritorious career as educator.
DOZENS OF DECORATIONS
The general was 64 in 1931 when he left the
Army after a 4-year term as its Chief of Staff.
Behind him were the glories of the Chinese
Boxer Rebellion campaign, leadership of the
famed Rainbow Division in World War I, and
dozens of decorations for soldiering in the
grandest tradition.
During the next 22 years until the age of
garet Co nelia Pelot Summerall. He 86, he was president of the Citadel, South
received is early education in Florida Caro tatg military academy at Charles-
schools andwent on to become one a.e
most distinguish l sons ,gL vky- eloved
native State. The w ifl e State mourns
his passing and I am sure that all
thoughtful citizens of the United States
share our bereavement at the departure
of such an outstanding soldier-citizen.
I should like to insert herewith an article
from the May 15, 1955, edition of the
Washington Star which summarized the
brilliant career of General Summerall.
Robert T. Stevens:
The general was truly a great Ame
The article follows:
GENERAL SUMMERALL IS DEAD; FASRMER
CHIEF OF STAFF, 88
Funeral services for Gen. Charles P. Sum-
merall, former Army Chief of Staff and oldest
ranking soldier, who died yesterday at Walter
Reed Hospital, will be held at 2:30 p. M.
Tuesday at the Fort Myer Chapel.
The 88-year-old officer will be buried in
Arlington Cemetery with full military hon-
ors. He died at 11:50 a. m. yesterday.
om a depression enrollment
up the "West Point of the
"I h loved the Citadel as I have loved
no o er institution," he said. Despite his
bli ring lectures and strict demands, the
was questioned, threatened to resign. The
entire corps signed a petition persuading him
to stay.
Always the vigilant soldier, General Sum-
merall tried to rouse the people to prepared-
ness 16 months before the Japanese attack at
Pearl Harbor. The summer before the blow
fell he said in a speech: "Because of our
weakness and indifference, we must wait like
fat oxen for the butcher with the carving
knife."
General Summerall's term as Chief of Staff
began in 1926 by appointment of President
Calvin Coolidge. He spent the next 4 years
improving the General Staff and building up
housing facilities in posts throughout the;
country.
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A~43~ CON AESSIONAL RECQ~ 'A'PL May 18
'~rPC;1DS MANAGEMENT D1Ht$iQN
?General Summerali began winning cita-
tions for bravery as a first lieutenant of art
tillery in the Philippines in 1899 and 1990.
He was mentioned for gallantry six ti es
during the campaigns against the insur/eec-
tionists.
In August 1900 he took a prominent part
in a battle upon which the eyes of thl civ-
tion during the Boxer Rebellion.
COMMANDS FIGHTING FIRST
Summerall sent his platoon of fi
again cited for gallantry in action.
After America entered World Wa
eral Summerall was assigned to
the artillery brigade of the 42d
sion, but later was transferred to
Division as commanding general of
His brigade went through the
fighting in May 1918, the first I
credited with producing artillery
without precedent In United States
The next month he was promoted
general and given command of the
I Gen-
mmand
portant
it was
results
istory.
major
later known throughout the Army
Fighting First. He led it in the Aisne
Second Marne, and Meuse-Argonne
sives.
MANY DECORATIONS
A month before the armistice 0
Summerall took command of the 5th
which as usual with his commands, re
all objectives. After the armistice he
Corps.
His leadership and ability in France
for him the Distinguished Service Medal,
Legion of Honor of France, Belgium's Gr
Officer of the Crown, and Italy's Comman
of the Order of the Crown.
City, Fla., March 4, 1867, the son of Elhanan
Bryant Summerall and Margaret Cornelia
Pelot Summerall, both natives of South
Carolina.
He received his early education in the
palian preparatory school, for 3 years. After
graduating from Porter he taught s o01 for
2 years.
He was graduated from West Point in 1892.
Isis first Army assignment was with the In-
fantry, but after a few months he transferred
to the Field Artillery. He married Laura
Mordecai in 1901. Their son, Charles P., Jr.,
served in World War II. As a lieutenant
colonel commanding a field artillery bat-
talion he was awarded the Silver Star for
gallantry in action. General Summerall was
an Episcopalian and a 33d degree Mason.
Mrs. Summerall, the daughter of Brig.
Gen. Alfred Mordecai, died in Charleston,
S. C., in Appril 1948. She was buried in
Arlington Cemetery.
Too Little and Too Late
EXTENSION OF REMARKS
of -
HON. ABRAHAM J.MULTER
OF NEW YORK
IN THE HOUSE OF REPRESENTATIVES
Tuesday, May 17, 1955
Mr. MULTER. Mr. Speaker, the fol-
lowing editorial which appeared in the
New York Herald Tribune of May 17, can a final decis on be reached on the
1955, is deserving of our attention: merits of the recommendation.
Too LITTLE AND Too LATE However, there is no question that pre-
If Mrs. Hobby's proposals for distribution vious recommendations of the Hoover
of the Salk vaccine had been issued on April Commission which have been put into
12-simultaneously with the expected favor- operation have already resulted in a tre-
able report of Dr. Francis-or at least whelk mendous reduction in the cost of Gov-
the Public Health Service cleared vaccine sup- ernment.
plies shortly thereafter, they might have
made sense. Coming now, more than a One of the latest reports of the Hoover
month later, with the emergency situation Commission covers the problem of in-
th
14
e
created by short serum supply intensified, ternal paperwork management in-
they fall lamentably short of what the prob- Government agencies which employ
lem requires. - about 95 percent of all Federal em-
Only one of Mrs. Hobby's 11 recommends- ployees.
tions shows any imagination, any grasp of The total cost of paperwork in the
the emotional factors involved in the anti- Government for 1 year, according to the
polio program. That is the suggestion for report, has reached the staggering fig-
purchase grants-in-aid to States for the
purchase of vaccine beyond the limits of ure of $4 billion, a figure that shows the
the free distribution offered by the National cost of paperwork alone in the Govern-
Foundation for Infantile Paralysis. And ment approximating the entire budget
there are indications that this plan was in- for total operating costs of the Govern-
jected into the report at the last minute. ment prior to 1933.
Among the rest of the proposals is noth- As an example of some of the savings
ing new, nothing but the most obvious ar- that can be made in paperwork man-
rangements for voluntary allocation which
should have been put in effect before dis- agement, the Hoover Commission has es-
tribution of the vaccine began. There is no timated that $255 million can be saved
provision for any improvement in the present by more efficient operation of Govern-
inadequate and confusing service of infor- ment correspondence, reports, record-
mation to the public, no enlisting- of the keeping and mail handling.
country's administrative talents to insure the fleldt of reports, it cost the
efficiency and public confidence. It is a Government as much as $700 million a
routine approach to an unprecedented chal-
llect infer-
l
d
e
r
i
t
co
y
o prepare an
a
mp
s
lenge. y
A sizable section of the report is devoted mation contained in reports, and the cost
to proving how easy it is to make the vol- for a single report has reached $1 million.
untary system work. Yet it has taken more The - Hoover -Commission has further
than a month to draw up this oversimpli- found that some reports have been issued
fled system-a month in which plans for a long after they could serve any useful
vigorous and effective method of distribu-
tion purpose, and that better than $50 mil-
almost t have been assume held that t the abeyance. DepartmOneent of might lion could be saved annually through
a
Health, Education, and Welfare was trying careful management of Government
to demonstrate how slowly a government reports.
Huge Cost of Federal Government Paper-
work Should Be Curtailed
EXTENSION OF REMARKS
OF
HON. GORDON L. McDONOUGH
OF CALIFORNIA
IN THE HOUSE OF REPRESENTATIVES
Tuesday, May 10, 1955
Mr. McDONOUGH. Mr. Speaker, the
Hoover Commission has done a tremen-
dous job for the people of the United
States in investigating every phase of
Government expenditure to ferret out
the waste, extravagance, and duplication
which has cost the American taxpayer
billions of dollars each year, and which
can now be saved thereby increasing the
efficiency of the Government without
loss of services to the public.
I do not place a blanket endorsement
on all of the recommendations of the
Hoover Commission because each such
recommendation must ` receive a thor-
ough study and review by the Govern-
ment Operations Committee of -which I
am a member, and only after such study
viOW WLAJ.VSi lvt v ll.ly aiJiJOal OU ILA OSLO 1a,
Digest of the Hoover Commission report
on Federal Government paperwork with
some of- the recommendations for spe-
cific action to cut down this enormous
expense which is consuming the tax-
payers' dollars at an alarming rate:
FEDERAL GOVERNMENT PAPERWORK $4 BILLION
COST A YEAR
(A digest by research department, Citizens'
Committee for the Hoover Report)
The Federal Government creates and han-
dles some 25 billion pieces of paper each
year (exclusive of the tons used in printing
technical manuals, pamphlets, periodicals,
etc.).
To do this, it employs 750,000 full-time
employees.
The total cost of this paperwork is $4 bil-
lion a year. This figure aproximates the
entire Federal budget prior to 1933.
The annual output of paperwork includes:
More than a billion individual letters; 127,-
000 reports for use by Federal agencies; the
addition of 9 billion documents to the Gov-
ernment's permanent records.
The Federal budget .includes: $180 million
for office space for paperwork employees, plus
$40 million for records' storage space; $36
million for the rental of tabulating ma-
chines; $1 billion for letterwriting.
This report covers the problems of internal
paperwork management in the 14 agencies
which employ about 95 percent of Federal
employees. A second report will cover the
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CONGRESSIONAL RECORD - APPENDIX A3437
paperwork required of the general public by
the Government.
The possibilities for more economical and
efficient handling of the necessary paperwork
are illustrated by the accomplishments with
respect to records management, traceable to
the recommendations of the first Hoover
Commission, which were:
1. The creation of a records-management
bureau in the Office of General Services;
2. The enactment of a Federal records-
management law;
3. The establishment of an adequate rec-
ords-management program in each depart.
ment or agency.
In June 1949 the Congress established the
General Services Administration (GSA). In
1950 it passed the Federal Records Act, giving
GSA responsibility for the promotion of a
program to improve the management of Gov-
ernment records. This act also required each
agency head to establish a program for eco-
nomical and efficient management of his
agency's records.
The GSA has been responsible for impor-
tant accomplishment in this field. It has
reported these savings for the fiscal year
1953:
Records disposal--------------- $11,500,000
Lower cost storage------------- 8,227,000
Filing and paperwork---------- 14, 443, 000
Total------------------- 34,170,000
The first Hoover Commission estimate of
savings possible in this area for the fiscal
year 1953 was $32 million.
The task force of the Hoover Commission
covered a wider segment of the paperwork
problem-taking up where the first Hoover
Commission left off.
FINDINGS AND RECOMMENDATIONS
The findings of the Commission led to
three major recommendations. These are
described in brief below:
Recommendation I
That the President establish a government-
wide paperwork-management program by
executive order and direct his top officials
to give it their support.
That the General Services Administration
be given the responsibility for general su-
pervision of paperwork management in the
executive branch, with a view to simplifying
and improving the quality of documents,
eliminating nonessential copies, reducing
the volume and cost of paperwork, and
standardizing procedures and practices.
That paperwork management staff func-
tions now existing in the National Archives
and Records Service be consolidated into
the organization established in the GSA to
implement this recommendation.
Bases for recommendation 1 are:
First. "The enormous volume of paper-
work imposed upon top Federal executives
interferes with their basic responsibilities
* * * makes these positions far more diffi-
The task force suggested that 1 style
manual (instead of the 55 it found) would
result in monetary savings and produce a
letter of higher quality, which would be
more acceptable to the public.
The Government spends about $700 mil-
lion to collect information and prepare 127,-
000 different reports. The Commission
found that "agency management is often
uninformed of the kind, quantity, purpose,
and cost of the information collected. Many
reports do not appear to be well conceived
as tools for management control, nor is the
data properly integrated and maintained
for this purpose. Some agencies could not
supply relative elemental information about
their activities,
Directives and instructions cost in excess
of $100 million a year. The Commission
found that few systems are effectively co-
ordinated. There are 2- to 3-year lapses be-
tween revisions and unwarranted delays
In -clearing and promulgating instructions.
In some agencies, subordinate echelons re-
write and expand Instructions received from
above. Not only is this practice costly, but
confusion as to the original meaning is in-
creased each time the original Is paraphrased
and interpreted. Thus, the energy, time,
and money spent on the establishment and
maintenance of the system is wasted, and
those who attempt to adhere to it are frus-
trated and confused.
The Federal Government was a pioneer
In the development of large-scale, high-speed
computers, but It "has taken a back seat in
their use * * * " Budgetary procedures are
the most important reason.for this-a ma-
chine must be bought from a single year's
budget. "It would pay some agencies, which
have been processing data separately, to buy
and operate a machine jointly." Personnel
poses a similar problem, as highly skilled
technicians are costly if each agency hires
its own. Coordinated effort is advantageous.
Quality control accounts for at least 10
percent of the total. paperwork cost ($400
million). In one unit of a military agency
the review of finished letters takes 15 per-
cent of the unit's total appropriation. "Even
saved $157,200 In its Baltimore office In r r
by streamlining its correspondence opera.
tion. Applied to all 64 district offices, this
would result in a saving of $5,500,000 by the
Internal Revenue Service alone.
On 1 project, covering 1 functional area,
the Department of the Navy consolidated
3,161 forms into 752. Overall, it eliminated
21,000 forms in a year with identifiable sav-
ings of $3 million.
The Commodity Stabilization Service (De-
partment of Agriculture) reduced its report
requirements from 1,400 to 600. This made
possible a 43-percent reduction in the num-
ber of employees working on reports in the
field offices.
The Army Finance Corps audits only 10
percent of its pay cards and expects to cut
its present low error rate in half. The
overseas error rate drooped from 7 percent
to 41/2 percent in the last half of 1953.
These important, but as yet somewhat
isolated, examples indicate what can be saved
in time and money if this problem Is given
the emphasis is deserves.
Recommendation 3
Enactment of legislation authorizing nec-
essary changes in forms 941 and 941A
(Employers Quarterly Federal Tax Return),
as recommended by the Internal Revenue
Service and the Social Security Administra-
tion.
Basis for recommendation 3 is that these
forms now require 184 million lines of infor-
mation from employers each year, and also
they duplicate data sent to other Federal
agencies, "The saving to the Federal Gov-
ernment would be considerable, and the sav-
ing to the business world is estimated at
$22 million annually."
POSSIBILE SAVINGS
It is possible to do thenecessary paperwork
more economically and more efficiently. Im-
proved records management alone saved more
than $34 million in fiscal 1958. If the rec-
ommendations of this report are implement-
ed a further annual saving of $255 million
is possible. This means more than a 6-per-
cent reduction in the cost to the taxpayer.
100-percent inspecti
percent accuracy be
causes Inspection e
on does not Insure 100-
cause the drudgery ? ?
rrors."
The Task Force on Paperwork Manage-
ment has estimated the current cost and
possible savings on the seven major cate-
Personnel policy p
tt
t h
rovides another obstacle.
stand-
l
t
d to d
gories of paperwork.
e
Although I
as a
ards for 3 years, th
sion has tended to
e
eve
op
mp
e Civil Service Commis-
delay action until more
agencies establish -
- Agencie
programs
paperwork management
s " * * * either scatter
Paperwork activity
Possible
.
responsibilities for
various segments * * *
saving
among relatively
employees as a part-
untrained, low-ranking
time activity, or push the
Correspondence .............
$1,
000, 000, 000
$75,000,000
onsibility off on
res
to some higher ranking
Forms ----------------------
867, 000,000
50, 000, 000
p
employee too busy
to give serious attention
Reports ------------------ _ _
Directives and instructions--
700, 000,000
100,000,000
50,000,000
to it."
Record keeping------------
650,000,014)
50, 000,000
Government
The
keeps 26 percent of all
Mail handling---------------
104,000,000
30, 000,000
.
d ermanent
l Records kept per-
Supervisory and miscellanc-
y.
s p
recor
manently by private industry average closer
ous-----------------------
Total .................
4, ON, 000, 000'255,000, 000
cult than those of the top officers of large While the Federal Government has made Im-
corporations." TheCommission thought the portant strides, its records management pro-
handling of the personnel side of paper- gram is still lacking in centralized direction
work could, at best, be "characterized as and managerial drive.
haphazard and shortsighted." Encouraging Recommendation 2
results were found to be an exception. "On
the whole, agency heads and their principal The Commission suggests that some top
subordinates have not given proper atten- official in each agency be assigned the respon-
tion to potential economies in this $4-billion sibility of simplifying forms, eliminating
activity." nonessential copies, and determining the
Second. While the General Services Ad- number and character of reports with a view
ministration has developed successful meth- to reducing and eliminating the nonessen-
ods for improving the management of tial reports. This official should cooperate
records, other phases of paperwork man- with the General Services Administration in
agement leave much to be desired. determining methods and systems.
Bases for recommendation 2 include:
Many of the billion letters written en their each The possibilities of antra-agency improve-
y (at repr atia cost of $1 billion) "deserve ee ments are illustrated by some of the practices
and reputati long on for long paragraphs, words, further long obscured sentences, by commended by the Hoover Commission:
legal terms, abstract nouns, passive verbs, with ethe Internal General Revenue eesSAdme, working
and dangling clauses
Sarnoff Submits Program for Political
Offensive Against World Communism
To Win Cold War
EXTENSION OF REMARKS
Of,
HON. PATRICK J. HILLINGS
OF CALIFORNIA
IN THE HOUSE OF REPRESENTATIVES
Monday, April 4, 1955 .
Mr. mLLINGS. Mr. Speaker, recently
Brig. Gen: David Sarnoff, chairman of
the board of the Radio Corporation of
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A,*rica, announced a plan to keep our
?ecuntry on the offensive in the cold war
against communism.
General Sarnoff's recommendations
are similar to those of the Select Com-
mittee on Communist Aggression on
which I served during the 83d Congress.
In order that the Members of the House
may be apprised of the Sarnoff plan, I
wish to place in the RECORD a press re-
lease which outlines the program.
The press release follows:
A firm and open decision to win the cold
war, as the surest way to prevent a hot war,
was urged upon our Government by Brig.
Gen. David Sarnoff, chairman of the board
of the Radio Corporation of America, in a
memorandum presented to the White House
on April 5, 1955, and made public today.
Pointing out that the Kremlin's fixed goal
Is world dominion by means short of an all-
out war-propaganda, fifth-column subver-
sion, civil strife, terror, and treacherous di-
plomacy-General Sarnoff declared:
"Logically we have no alternative but to
acknowledge the reality of the cold war and
proceed to turn Moscow's favorite weapons
against world communism. Our political
counterstrategy has to be as massive, as in-
tensive, as flexible as the enemy's.
"The question, in truth, is no longer
whether we should engage in the cold war.
The Soviet drive is forcing us to take coun-
termeasures in any case. The question,
rather, is whether we should undertake it
with a clear-headed determination to use
all means deemed essential, by govern-
ments and by private groups, to win the con-
test."
General Sarnoff's memorandum, entitled
"Program for a Political Offensive Against
World Communism," grew out of his dis-
cussion of the subject with President Eisen-
hower in Washington on the morning of
March 15, and announced at the time by
James Hagerty, White House Press Secretary.
The same afternoon, at the President's
request, General Sarnoff conferred with Nel-
son Rockefeller, Special Assistant to the
President on psychological warfare, and offi-
cials from the United States Information
Service and the Central Intelligence Agency.
At the end of the meeting he undertook to
submit his views on the subject and a sug-
gested program of action.
The result was this memorandum, In
which he emphasized that "we must go from
defense to attack in meeting the political,
ideological, subversive challenge. The prob-
lem," he said, "is one of attaining the re-
quisite magnitude, financing, coordination
and continuity of action. The expanded
offensive With nonmilitary means must be
imbued with a new awareness of the great
goal and a robust will to reach it."
People everywhere, and especially behind
the Iron Curtain, General Sarnoff recom-
mended, should be told that "America has
decided, irrevocably, to win the cold war;
that its ultimate aim is, in concert with all
peoples, to cancel out the destructive power
of Soviet-based communism."
General Sarnoff declared that his proposals
"should not be construed as a substitute for
adequate military vitality," both in the new-
est weapons and balanced conventional
forces.
"But short of a blunder that ignites the
third world war which nobody wants," he
added, "the immediate danger is the debili-
tating, costly, tense war of nerves that is
part of the cold war. The primary threat
today is political and psychological."
If we allow ourselves to be defeated in
the cold struggle, he warned, "we will have
bypassed a nuclear war-but at the price
of our freedom and independence. We can
freeze to death as well as burn to death."
Existing organization for fighting and win-
ning the cold war must be "adjusted and
strengthened in line with the expanded scale
and intensity of operations," General Sar-
n.ff said. He proposed a "strategy board for
political defense, the cold war equivalent
of the Joint Chiefs of Staff on the m.ilitaly
side," functioning "directly under the Presi-
dent, with Cabinet status for its head,"
The conflict on the political front, he said,
"is not a preliminary bout but the decisive
contest, in which the loser may not have
a second chance. It must therefore, be car-
ried on with the same focused effort, the
same resolute spirit, the same willingness
to accept costs and casualties, that a hot
war would involve."
The specific activities cited as examples in
the memorandum would be carried out not
only by official agencies but by private groups
such as labor unions, veterans' organizations,
churches, youth and women's groups. The
Soviet-controlled countries, it showed, are
extremely vulnerable to precisely the kind of
psychological pressures the Communists are
using against free nations.
In outlining a vastly enlarged propaganda
effort, General Sarnoff drew attention to op-
portunities opened up by new technical de-
velopments 'in communications. For in-
stance, mobile big-screen television units in
black-and-white and in color would be effec-
tive in non-Communist regions where their
very novelty will guarantee large and atten-
tive audiences.
"Vast regions in Asia and elsewhere, where
illiteracy bars the written word and lack of
radios bars the spoken word," General Sar-
noff explained, "could thus be reached."
His plan also included mass distribution of
cheap and lightweight receivers tuned to
pick up American signals. In addition, a
simple, hand-operated phonograph device,
costing no more than a loaf of bread and
records made of cardboard and costing less
than a bottle of Coca-Cola could be made
available by the million in critical areas.
"Propaganda, for maximum effect, must
not be an end in itself-it is a preparation
for action," the memorandum stated.
"Words that are not backed up by deeds,
that do not generate deeds, lose their
impact."
The arena of action is the whole globe,
General Sarnoff believes. "We must aim,"
he said, "to achieve dramatic victories as
swiftly as possible, as token of the changed
state of affairs." He saw great possibilities
for encouraging and guiding passive resist-
ance by individuals, with a minimum of risk,
in the Soviet empire.
At the same time he took note of the fact
that pockets of guerrilla forces remain in Po-
land, Hungary, the Baltic States, China, Al-
bania, and other areas. These must be kept
supplied with information, slogans, and new
leadership where needed and prudent.
"We must seek out the weakest links in the
Kremlin's chain of power," General Sarnoff
declared. "The country adjudged ripe for a
breakaway should receive concentrated study
and planning. A successful uprising in Al-
bania, for instance, would be a body blow to
Soviet prestige and a fateful stimulus to re-
sistance elsewhere."
Among the specific activities discussed in
the memorandum were intensive collabora.
tion with emigres and escapees from Com-
munist countries and special schools to train
personnel for political-psychological warfare.
May'
Address of Albert M. Cole, Administrator,
Housing and Home Finance Agency, to
the Construction and Civic Department
Luncheon at the Annual Meeting of the
United States Chamber of Commerce,
Washington, D. C., May 3, 1955
EXTENSION OF REMARKS
OF
HON. GORDON CANFIELD
OF NEW JERSEY
IN THE HOUSE OF REPRESENTATIVES
Wednesday, May 18, 1955
Mr. CANFIELD. Mr. Speaker, under
leave to extend my remarks, I include an
address before the annual meeting of the
United States Chamber of Commerce by
a former colleague in the House and now
Administrator of the Housing and Home
Finance Agency, the Honorable Albert
M. Cole:
ADDRESS BY ALBERT M. COLE, ADMINISTRATOR,
HOUSING AND HOME FINANCE AGENCY, TO
THE CONSTRUCTION AND Civic DEPARTMENT
LUNCHEON AT THE ANNUAL MEETING OF THE
UNITED STATES CHAMBER OF COMMERCE,
MAYFLOWER HOTEL, WASHINGTON, D. C.,
TUESDAY, MAY 3, 1955
I like the title, "The New City," that Stuart
Fitzpatrick of the United States Chamber of
Commerce has asked me to -talk about here
today. It has the ring of real change in it.
And it is change we want in our urban
patterns.
But just to keep things entirely clear, I'd
like to enlarge on- that title a bit. Let's
make it "The New and Better City."
We have a habit of thinking that anything
new-or different-is also better. When we
buy anything new we assume it's better.
Well, maybe it is.
But let me ask you this. "When your wife
gets a now hat-and note I said your wife,
not mine-can you honestly tell me it is
always a better hat?"
No: just new things aren't necessarily bet-
ter things. A new home isn't always a better
home, nor a new neighborhood a better
neighborhood a better neighborhood-just
because it's new.
What we want in the new city is a really
better city-better suited to our needs and
times, better planned for our future growth,
better designed for the way our people want
to live.
We don't want change in order to have
something different but in order to get some-
thing better. We're not out just to destroy
everything we've built in the, past.
On the contrary, we are seeking to preserve
and revitalize the good we have built into
our cities at the same time that we replace
what we have outgrown and worn out. This
Is what we mean by the renewed city, and
by "urban renewal" as it is conceived in
President Eisenhower's new program and the
Housing Act of 1954 which so many of those
here in this room helped formulate.
As a result we can honestly say that we
are approaching the new and better city
we've talked and dreamed about for a good
many years. In a way, it still seems to be
something we hope for in the distant future,
a kind of castle in the air.
But I have news for you. This new city is
no longer a distant dream. It is materializ-
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