SUPPORT BULLETIN FOR INFORMATION OF HEADQUARTERS AND FIELD PERSONNEL

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP78-04724A000600050001-4
• Release Decision: RIPPUB
• Original Classification: C
• Document Page Count: 22
• Document Creation Date: November 11, 2016
• Document Release Date: April 30, 1999
• Sequence Number: 1
• Publication Date: September 1, 1964
• Content Type: BULL

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CONTRI C
September 1964
SUPPORT BULLETIN
FOR INFORMATION OF HEADQUARTERS
AND FIELD PERSONNEL
i
SB-27
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OiUG CLASS PAGES REV CLASS N#
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JUST NEXT #EV ~--AIJTN,
GROUP 1
Excluded from automatic
downgrading and
declassification
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 ~ Si port Bulletin, published periodically is
present items which, in general, are of interest to all
S
ition
s.
uggestions and constructive criticism from
iTk~i '#~s for information only. It does not con-
? mater
, ..: s is .
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TABLE OF CONTENTS
25X1 C
Page
Where Do We Go From Here? . . . . . . . . . . . . . . . . . . 1
Federal Employees' Compensation Act . . . . . . . . . . . . . . 5
Moving Day! ! . . . . . . . . . . . . . . . . . . . . . . . . 6
Alien Child Adoption Procedures . . . . . . . . . . . . . . . . 7
Your Child's Proof of United States Citizenship . . . . . . . . . . 9
Supervisor, Key to Good Ideas . . . . . . . . . . . . . . . . . 10
The John F. Kennedy Memorial Library . . . . . . . . . . . . . . 11
ARCH: Airline Baggage Recovery Clearing House . . . . . . . . . 11
Sources of American Automobile Parts for Overseas Personnel . . . . 12
Central Travel Branch . . . . . . . . . . . . . . . . . . . . . 12
Paperwork: Good Source of Improvement Ideas . . . . . . . . . . 13
Thoughts - . . . . . . . . . . . . . . . . . . . . . . . . . . 13
The FAN System . . . . . . . . . . . . . . . . . . . . . . . 14
Reminders Regarding Requests for Materials . . . . . . . . . . . 14
The 100 Universities Program . . . . . . . . . . . . . . . . . . 15
Seat Belts a Must in . . . . . . . . . . . . . . . 16
Legal Matters . . . . . . . . . . . . . . . . . . . . . . . . . 16
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mums
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SB-27 CPYRCHT
WHERE DO WE GO FROM HERE?
PYRGHT by ROY PEARSON, Dean, Andover
Newton Theological School,
Newton Centre, Massachusetts
(Reprinted by permission from THINK
Magazine, Copyright 1964 by International
Business Machines Corporation)
FOR MANY YEARS, IT HAS BEEN PART
OF MY JOB to recommend men for employ-
ment or promotion, and seldom have the re-
jected men been told the real reasons for
their rejection. Sometimes, we simply lacked
the opportunity or the leisure to provide de-
tails. Sometimes, we thought it was not our
business to offer a man a catalogue of his li-
abilities. But more often, we didn't know
how to be frank without creating fruitless
embarrassment for everybody involved in a
decision which was already irrevocable.
What a man's best friends would find it hard
to tell him was even harder for us who were
only acquaintances. So we did not tell him.
It is improbable that our own experience
is unique, and in everything from industry
to education we are needlessly destroying the
sources of potential leadership. If a man
knows where he has failed, there is a good
chance for him to deal constructively with his
failure. But if even his best friends won't
tell him where he is falling short, he is likely
to wear himself out in nothing but the repro-
duction of his weakness or the repetition of
his blunders. And the damage is not confined
to himself: It affects both the particular or-
ganization he serves and the total social struc-
ture.
There are innumerable symptoms of failure
in executive leadership, but the more I have
studied men who have failed, the more I have
become convinced that most of the symptoms
can be traced to four basic causes. They are
presented here as mirrors. If the troubled ex-
ecutive looks in the glass and finds a few
smudges on his face, at least he will know
where to start washing.
The first major cause of ineffectiveness in
executive leadership is nothing more than
lack of drive. There is a deficiency of energy
and vigor in the man. He has no push-no
thrust, no punch, no kick.
This is not to say that there are no dangers
in the opposite of sluggishness. A modern
nnva1ist hag nne of hig eharaeters remark. "I
wish, Sezley, that you wouldn't come into a
room like the squirt of a siphon," and any
office with a Sezley wants to get rid of him.
But it is usually easier "to tame a fanatic
than put life in a corpse," and more execu-
tives fail as corpses than as fanatics. They
don't strike out because they swing and miss;
they strike out because they don't swing.
They don't blow up; they fizzle out.
I used to think that we could close the
books on such a man with the epitaph that
he was lazy, but considerable experience with
failures of this kind has forced the conclusion
that a better word would be "preoccupied."
Knowing what has happened to him, or not
knowing, the lethargic executive has become
the prisoner of something so much more
powerful than the motivations of his work
that however hard he struggles to put his full
mind on his job, he always fights a losing
battle.
The nature of his "preoccupation" may be
physical-a long-continued lack of adequate
sleep which makes sheer wakefulness a bur-
den, or a low-grade infection from which he
does not even know he suffers. It may be
connected with his domestic situation-hope-
less incompatibility with his wife or persistent
delinquency on the part of his children. Or
it may have to do with his own emotional
condition-a personal insecurity which de-
mands all his energy to keep him from slip-
ping backward and provides no reserve for
moving forward, or such disillusionment about
life itself that it no longer seems worth the
living.
But if my own experience is to be trusted,
the executive who lacks drive usually lacks it
because he has lost the professional reason for
driving. He has been distracted from effec-
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CPYRGHT
SB-27
tiveness by the apparent insignificance of
being effective. He works because he has to
work. How else could he eat, or how else
support his family? But he does not do his
job well because he has no real interest in
doing it at all.
He may have fallen into the wrong profes-
sion: Being in business, perhaps he ought to
be in education, or being a manufacturer, per-
haps he ought to be a salesman. Or he may
be on the wrong level of his profession: Ac-
cident or influence has lifted him too high
and he is lost in the midst of responsibilities
for which he has no competence, or a similar
accident or influence has denied a talented
man the chance to use his talents, and he
feels like an ocean liner confined to the har-
bor or like an airplane forbidden to fly. Or
he may be in the right position but still un-
awakened to his significance and opportunity:
He does not see the relevance of his particular
job to the total operation of the institution,
or the institution itself seems irrelevant to the
larger needs of the times.
Whatever the origin of the preoccupation,
the executive who finds himself thus dis-
tracted is essentially a split personality. His
body is in one place and his mind in another,
and the advice not infrequently given him is
more precise than it seems: He needs to "pull
himself together." Either in his present work
or in another job more suited to his peculiar
capacities, he needs to clear the decks of his
distractions and put the whole of himself
behind an undertaking that offers a challenge
to his brawn and his brain.
The second principal reason for the failure
of executives whom. I have known is a defi-
ciency of imagination. They have no skill in
foreseeing the unachieved. They are better
followers than leaders and, confronted with
the question "Where do we go from here?"
they cannot tell, but only wait to be told.
Their expertness is limited to the analysis of
events which have already happened. The
area of their competence is always behind
them, and they do not march into a problem-
they back into it.
To be sure, many an executive has too much
imagination. He imagines that he has far
greater qualification for the presidency of his
organization than the president himself-
which may be true, but more often is not.
Or he imagines that his work will get done
with no work of his own-which, if accurate,
proves nothing but the fact that he is a dis-
pensable luxury on the roster of the institu-
tion. Or he imagines that everybody else in
the office is coveting his job, or spreading
gossip about his wife, or carrying tales about
him to the boss-which is eloquent testimony
that he cannot keep his mind on the work
he is supposed to be doing.
But for every executive with too much
imagination there are 10 with too little. The
executive function is inescapably bifurcated.
On the one hand, its purpose is to execute
policy already determined; but on the other
hand, its purpose is to determine policy worth
executing. Even when the movement of an
organization is in a fixed direction, imagina-
tion has a large place in the role of the execu-
tive. A straight line is not always the short-
est distance between two points, and if prog-
ress depends on an end run, it is an unfortu-
nate institution whose officers can think of
nothing but charging down the center. How-
ever, it is in the second aspect of effective
leadership that the lack of dependable imagi-
nation accounts for most of the breakdowns
in executive efficiency.
When the untried has to be tried, it is
important that it be tried with success, if pos-
sible, and in any event without catastrophe.
But the essence of the unexplored is that no
one has ever explored it, and one of the prin-
cipal justifications for the job the executive
holds is the assumed capacity of its holder
to complete the exploration in fiction before
he undertakes it in fact. And it is precisely
at this point that incompetence most fre-
quently reveals itself. The leader fails in his
leading because he did not expect the unex-
pected. He should have foreseen the inapti-
tude of his staff to handle the new responsi-
bilities, but he did not. He should have fore-
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seen the imminent collapse of the market on
which his whole program was based, but he
did not. The reaction of competitive organ-
izations, the effect on the corporate image,
the response of the stockholders and the gen-
eral public-all these he should have fore-
seen but did not. And he runs his ship
aground, not because he did not do his best
to avoid the rocks as soon as he saw them,
but because he should have been aware of
their existence without the need to see them.
Any organization which keeps its top execu-
tives sufficiently free from routine responsi-
bilities to have leisure for constructive idle-
ness is indulging either in the deepest folly or
in the highest wisdom. If it has not mis-
judged its personnel, the unhurried use of
the executives' imagination will be the
shrewdest investment the company could
make; but discovering that it has overesti-
mated the caliber of its officers, it is not likely
to be fooled a second time. Even their best
friends will not tell the stalled officers why
they never climbed any higher, but if they
had any imagination, they would not need
to be told.
The third basic cause for failure in leader-
ship is the most frequent of all: lack of com-
mon sense.
This claim of exceptional frequency is not
made lightly, and the suspicion that such an
elementary deficiency could lie at the bottom
of so much executive disaster was as incred-
ible to me as it is to most of its victims. How-
ever, after a careful study of our own records
and after innumerable conferences with the
placement officers of other institutions, I am
left with no alternative to the conclusion that
the largest proportion of executive failure has
no connection with the specific qualification
of the executives as executives. Rather, it
stems from an insufficiency of that perception
and judgment which are inescapable ingredi-
ents of any satisfactory human relationship.
But let me be specific. With only the iden-
tifiable references removed, here are quota-
finns from the files of personnel officers ex-
plaining their reasons for discharging or fail-
ing to promote an executive.
"He's always putting his foot in it. . . ."
"He has never really grown up. He is not
a mature person, and he does not know the
meaning of tact or even courtesy...."
"He tried to turn the place upside down
the week after he got here. He fired the shop
foreman, and he warned everybody else that
they had better toe the line if they didn't
want the same treatment. . . ."
"You never see him in the office without a
cigarette dangling from his mouth. He looks
unshaven, unwashed and unpressed. As a
representative of the company, he leaves
much to be desired.. . ."
"He cannot keep his mouth shut. Five
minutes after a conference every secretary in
the office knows what was discussed. . . ."
"He is a procrastinator. The local trades-
men complain that he does not pay his bills,
and here in the office he does not answer his
letters or keep his appointments. . . ."
"The man has never learned that while it
is always right to be truthful, it is not always
right to speak the truth. . . ."
"He takes command of every meeting, and
he cannot tolerate disagreement with what
he says. . . ."
"Apparently he considers himself to be a
ladies' man. He spends a great deal of time
flirting with the secretaries, and he shows no
discretion in telling off-color stories. The
psychiatric report indicates that he is trying
to prove his own manhood...."
"He takes himself far too seriously. He
does not have any sense of humor. . . ."
"There is no reason to believe that he is
strictly an alcoholic, but his lack of restraint
in drinking is a matter of common knowledge
and comment. . . ."
Accusations of this nature are hard to clas-
sify. Some are matters of personal habit,
others of simple discretion and still others of
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CPYRGHT $B_27
sensitivity in human relationships. Many
people would say that few of them have im-
mediate pertinence to the products which a
company manufactures or the services which
an organization renders, and among the
many would probably be numbered the exec-
utives from whose dossiers I have quoted.
But this serves only to prove the point that
what a man does not know and his friends
will not tell him can still do him much dam-
age; for the fact remains that in the multitude
of records that have passed through my
hands it has been the lack of common sense
which has represented the largest single item
in the case against an unwanted officer.
The fourth of the most prevalent sources of
weakness in executives is inability to com-
municate. It has been said of Senator Everett
M. Dirksen, "He is one of the very few men
in the Senate who actually make votes when
they speak on an important issue." Whether
by speaking or by writing, it is one of the
principal tasks of a leader so to communicate
his convictions that others will follow, and
again and again the file of a discharged officer
could be summarized in the judgment that he
could not get his ideas across to other people.
The failure to communicate has many
facets, but the following are most frequently
mentioned:
1. He has nothing to say, but he insists on
going through the motions of saying it * * *.
2. He does not treat the subject of his com-
munication with its merited importance. He
gives the impression that he is trying to sell
a bill of goods on which he is not really sold
himself.
3. He has not got to the heart of what he
wants to say or write. His material is disor-
ganized. He has a dozen ideas but no point;
he has all the parts of the puzzle, but he has
not taken the time to put them together. So
he lands hard on the inconsequentials, and
slides over the significant issues with no
awareness of their meaning.
4. He has not become familiar with his
audience or his correspondents. Counting
himself too busy to be sure of his target, he
shoots blind, and if he hits anything, it is
only by accident. It has been said that you
can never persuade anybody of anything "un-
less you first recognize the truth in the po-
sition which he holds and admit it, or, if
possible, strongly assert it." But many ex-
ecutives fail in their effort to communicate
because knowing nothing of the position held
by those to whom they are speaking or writ-
ing, they spend most of their time answering
questions which no one has asked.
5. He cannot express his ideas with clarity
and precision. Presumably, no executive
makes a speech or writes a letter unless he
wants what he has said or written to be un-
derstood, but the records of innumerable fail-
ures in leadership are crowded with speeches
made and letters written as if they had no
other purpose than to be incomprehensible.
In fact, any officer who has reason to question
his own performance in this area could do
worse than study two communiques about air
raid precautions, the first written by an aide
to President Franklin D. Roosevelt, and the
second written by Roosevelt himself.
The aide's memorandum read: "Such prep-
arations shall be made as will completely ob-
scure all Federal buildings occupied by the
Federal Government during an air raid for
any period of time from visibility by reason
of internal or external illumination. Such
obscuration may be obtained either by black-
out construction or by termination of illumi-
nation. This will, of course, require that in
building areas in which production must con-
tinue during the blackout, construction must
be provided that internal illumination may
continue. Other areas may be obscured by
terminating the illumination."
A mildly exasperated Roosevelt suggested
this revision: "Tell them that in buildings
where they have to keep the work going, they
should put something across the window. In
buildings where they can afford to let the
work stop for a while, they should turn out
the lights."
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SB-27
FEDERAL EMPLOYEES' COMPENSATION
ACT
How familiar are you with the provisions
of the Federal Employees' Compensation Act?
Do you know how to report job injuries and
secure medical care and compensation?
What protection does your family have if you
die in the performance of duty? Are you
aware that all compensation payments are tax
free? We believe that relatively few employ-
ees can answer these and similar questions,
yet FECA coverage is one of the more signifi-
cant benefits available to Federal employees.
It is certainly in the best interests of all em-
ployees to become familiar with at least the
basic features of the act so as to be better
informed about this important entitlement.
Detailed information regarding FECA, which
is administered by the Bureau of Employees'
Compensation, may be obtained from your
personnel officer or the Office of Personnel.
All we are hoping to accomplish here is to
make you conscious of FECA coverage and to
cover in some detail the Bureau's reporting
requirements.
The FECA is workmen's compensation, a
term familiar to most workers, which covers
personal work injuries, diseases, and death
that are proximately caused by the employ-
ment. Among the many FECA benefits are:
1. Payment for medical services and sup-
plies, regardless of whether the injury re-
sulted in loss of worktime;
2. Payment of the cost of travel incident
to obtaining treatment;
3. Compensation for loss of salary based
upon time lost from employment;
4. Compensation for loss of wage-earning
capacity based upon the nature or degree of
disability;
5. Scheduled awards based on specific dis-
abilities or disfigurements;
6. Allowance for vocational rehabilitation
of permanently disabled persons;
7. Death benefits based on the employee's
monthly pay and the number and relationship
of his dependents;
8. Allowance for the services of an attend-
ant for totally disabled persons; and
9. Allowance for funeral expenses.
Compensation for time lost and salary pay-
ments cannot be received for the same period.
An employee has the option of claiming com-
pensation for time lost from duty or of charg-
ing his absence to accrued sick or annual
leave. Sick and annual leave are paid for at
the employee's regular salary rate. Compen-
sation payments are limited to 662/3 percent
of base salary if the employee has no depend-
ents and is increased to 75 percent if there
are dependents. The maximum payment is
$525 a month which is tax free like all com-
pensation paid by the Bureau.
If compensation is received for time lost
from duty during any period of disability, the
employee will be placed in a leave-without-
pay status during the period covered by such
claim whether or not he has sick or annual
leave to his credit.
If sick or annual leave is used initially, com-
pensation for time lost may be claimed upon
termination of such leave.
Employees are not entitled to compensation
for time lost from duty for the first three days
of temporary disability unless the period of
disability exceeds 21 days or unless the tem-
porary disability becomes permanent.
If a claim is approved, the employee is eligi-
ble for benefits for the remainder of his life
for the approved disability regardless of
whether he separates from the Federal service.
Award of these various benefits, however, is
contingent upon compliance with the Bu-
reau's rules and regulations. Supervisors in
particular should know these rules and regu-
lations, copies of which are available from the
Office of Personnel, and be prepared to advise
an injured worker of the procedure to follow
in securing benefits.
One of the most significant benefits men-
tioned above is the coverage afforded to the
dependents of an employee who dies in the
performance of duty. For example, if a man
is killed in performance of duty leaving a
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widow only, she is entitled to 45 percent of
his gross pay at the time of death, not to
exceed $525 per month, for the rest of her life
or until remarriage. In the cases of young
widows who live the normal life span, this
benefit could amount overall to $150,000 to
$200,000; and remember all FECA benefits are
tax free. In the case of a widow or depend-
ent widower with unmarried children under
age 18 or incapable of self-support, the pay-
ment is at the rate of 40 percent of the
deceased employee's gross pay plus 15 percent
for each child, not to exceed a total of 75
percent and a dollar maximum of $525 per
month tax free. Orphan children are pro-
vided for at the rate of 35 percent for one
child and 15 percent for each additional child,
with the 75 percent and $525 a month maxi-
mums. Under certain circumstances the act
also provides for dependent parents.
To comply with the Bureau's initial report
requirements, the injured employee (or
someone on his behalf) should file Form CA-1,
Employee's Notice of Injury, within 48 hours
or as soon after the injury as practicable.
The filing of this form is of vital importance
and it should be completed even if the injury
does not appear to be serious at the time.
Filing the Form CA-1 will satisfy the Bu-
reau's requirements, will be a permanent rec-
ord of the occurrence, and may be the basis
for claiming benefits at some future date if
there should be some unforeseen worsening
or recurrence of the injury. By all means,
complete the Form CA-1 in the event of work-
injury and protect your rights.
Supervisors should secure signed statements
from witnesses to the occurrence and forward
these with the employee's Form CA-1 to the
Office of Personnel. Supervisors have a more
active role in those cases where the employee's
injury is likely to result in a medical charge
or results in disability for work beyond the
workday or has some other serious effect; i.e.,
prolonged treatment, future disability or any
permanent disability, including total or par-
tial loss, or loss of use, of a member of the
body, or serious disfigurement of the face. In
these instances, the supervisor should com-
plete Form CA-2, Official Superior's Report
of Injury, and submit it to the Office of Per-
sonnel with the employee's Form CA-1 and
as much information as he can obtain of the
circumstances surrounding the injury. If the
employee's disability is not likely to exceed
three days, the submission of these documents
to the Office of Personnel may be withheld
until the employee has returned to duty. The
employee should submit Form CA-4 (and
Form CA-4a if he has at least one dependent)
within 60 days after the injury if he wishes
to claim compensation. In death cases Form
CA-5, Beneficiary's Claim for Compensation
on Account of Death, must be filed by qual-
ifying survivor within one year after death.
All possible assistance is given by the Office
of Personnel to the survivor in developing a
claim.
As you can see, FECA benefits are not auto-
matic; rather, they must be applied for in
accordance with a specified procedure. In-
formed supervisors can be of valuable assist-
ance to their employees in securing these ben-
efits, and the employee himself and his
family, aware of the nature and extent of
benefits, may be spared some anxious mo-
ments of concern in the event of disabling
injury or death.
MOVING DAY! !
The Government spends thousands of dol-
lars each year shipping and storing household
effects which are no longer serviceable and
practically useless to the employee.
Put yourself to the test. Take a good look
at the items in your home. Would you pay
the bill to ship them or store them? If not,
dispose of them. Such things as excess fur-
niture and accumulated "items" which have
little useful value are just as costly to ship
and store as the valuable articles. Think
about this! Look around! ! Get rid of those
useless items and save Uncle Sam those un-
necessary shipment and storage expenses.
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ALIEN CHILD ADOPTION PROCEDURES
My wife and I would like to adopt an orphan
while we are abroad. How do we go about
this? Would the child need an immigration
quota number? May we adopt more than
one orphan? The following information will
answer these questions and should save those
who contemplate adopting alien children time
and expense.
ELIGIBLE ORPHAN
A United States citizen and spouse who
wish to bring to the United States an "eligible
orphan" adopted abroad or to be adopted in
the United States must file with the Immigra-
tion and Naturalization Service Form 1-600,
Petition to Classify Alien as an Eligible
Orphan. The forms are available from U.S.
Consulates and Immigration and Naturaliza-
tion Service offices. The petition must estab-
lish that the petitioners will care for the
orphan if he is admitted to the United States
and, if he has not been adopted abroad, that
they will adopt him in the United States;
also, that the preadoption requirements, if
any, of the State of the orphan's proposed
residence have been met.
The petition (Form 1-600) to classify the
alien as an eligible orphan for issuance of a
nonquota visa must be filed by a married
U.S. citizen. It is not required that the pe-
titioner's spouse be a U.S. citizen. If the
petition is approved, the orphan will be classi-
fied as a nonquota immigrant and need not
be placed on a quota waiting list before issu-
ance of an immigrant visa.
The petition may not be filed until the
orphan's identity is known. However, where
a U.S. citizen and spouse plan to select a child
abroad for adoption and so notify the Immi-
gration and Naturalization Service, that Serv-
ice, upon request, will initiate processing so
that when the child is selected much of the
processing will have been completed, making
it possible to render a decision on the petition
more expeditiously.
An "eligible orphan" means an alien child
who is under the age of fourteen at the time
the visa petition is filed and who is an orphan
because of the death, abandonment, separa-
tion or disappearance of one or both parents.
If there is one parent remaining, such parent
must be incapable of providing for the orphan
and must have irrevocably released, in writ-
ing, the child for emigration and adoption.
In addition, the orphan must have been
adopted by a U.S. citizen and spouse, or must
be coming to the United States for adoption
by a U.S. citizen and spouse.
If the orphan was adopted abroad it must
be established that the petitioner and spouse
personally saw and observed the child before
or during the adoption proceedings. If such
is not the case, then the petitioner and spouse
must submit a statement from an appropriate
official in the State where the child will reside
that readoption can be accomplished in that
State for the described child.
PETITION PROCEDURES : The petition
(Form 1-600) should be submitted to a U.S.
Immigration and Naturalization Service Offi-
cer or to a U.S. Consular Officer for forward-
ing to the Immigration Service. The petition
must be supported by the following docu-
ments:
Proof of Petitioner's U.S. Citizenship:
Birth Certificate, Baptismal Certificate, or,
if certificates unavailable, affidavits of two
U.S. citizens who have personal knowledge
of the petitioner's birth. If citizenship was
acquired by naturalization or derived
through citizenship of the parents, evidence
of citizenship is necessary. (Do not photo-
stat or otherwise reproduce copies of Natu-
ralization Certificate or Certificate of Citi-
zenship through parent.)
Proof of Marriage: Certificate of Marriage
or authenticated copy and proof of termi-
nation of any prior marriages (divorce de-
cree, death certificate) of petitioner and
spouse.
Proof of Age of Orphan: Certificate of or-
phan's birth if obtainable; if not, explana-
tion with best available evidence of age or
birth date.
Evidence of Ability to Support and Care
for Orphan: This may consist of financial
statement (estimate of net worth), copy of
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income tax returns, bank statements, letter
from employer stating annual salary. Nec-
essary also is the number of other people
who are dependent on petitioner for sup-
port.
Proof of Adoption: Adoption decree or
certified copy from competent authorities
that the orphan has been adopted. If
adoption papers are in other than the Eng-
lish language, a certified copy of the trans-
lation must be attached.
Statement from Remaining Parent: If
there is one parent, a statement from that
parent that he or she is incapable of pro-
viding for the orphan's care and the reason
therefor, and that he or she is irrevocably
releasing the orphan for emigration and
adoption.
Evidence of Residence Requirements:
Evidence that preadoption requirements, if
any, of the State of the orphan's proposed
residence have been met, if the child is to
be adopted in the United States.
Fingerprint Chart: Fingerprint charts of
the petitioner and spouse on Form FD-258.
A petitioner and spouse may not bring more
than two eligible orphans to the United States,
unless necessary to prevent separation of
brothers and sisters.
A separate petition (Form 1-600) must be
submitted for each orphan and a ten dollar
fee must accompany the petition. The pe-
tition must be executed under oath.
CHILD IN LEGAL CUSTODY FOR TWO YEARS
If a child is legally adopted abroad while
under the age of fourteen (whether or not the
child is an orphan) and has resided with
the adoptive parents for at least two years,
the child may be admitted to the United
States as a nonquota immigrant provided he
has not reached his twenty-first birthday and
is not married.
In such cases the procedures applicable to
"eligible orphans" do not apply. Form 1-600
is not necessary; instead Immigration Form
1-130, Petition to Classify Status of Alien Rel-
ative for Issuance of Immigrant Visa, is sub-
mitted. This form may also be obtained at
U.S. Consulates.
The required supporting documents for
Form 1-130 are proof of the U.S. citizenship
by the petitioner and evidence of adoption and
custody of the child for two years. This pe-
tition should be submitted to an Immigration
and Naturalization Service Officer abroad or
the nearest U.S. Consulate with a ten dollar
fee.
CHILD FROM NONQUOTA COUNTRY
If the immigration quota for the child's
country of birth is current or the child is
classified as a nonquota immigrant by birth
in a Western Hemisphere country, it is not
necessary that the alien minor meet the re-
quirements of either an eligible orphan or a
child in legal custody for two years. In fact,
an unmarried person may sponsor such alien
minor into the United States. Under these
circumstances a Form FS-510, Application for
Immigrant Visa and Alien Registration, is
submitted by the adoptive parent or parents
to the U.S. Consular Officer.
Before the visa for the child is issued the
U.S. Consular Office will require evidence of
adoption and evidence that the petitioner will
properly care and provide for the child.
ASSISTANCE FROM SOCIAL AGENCIES
Assistance in connection with adoption of
orphans may be obtained from the following
agencies :
American Branch of International Social Services,
Inc.
345 East 46th Street, New York 17, New York
Catholic Committee for Refugees
National Catholic Welfare Conference
265 West 14th Street, New York 11, New York
Church World Service, Inc.
215 Fourth Avenue, New York 3, New York
United HIAS Services, Inc.
425 Lafayette Street, New York 3, New York
Greek Archdiocese of North and South America
10 East 79th Street, New York 21, New York
REMEMBER
that all forms and supporting documents, as
required, should be obtained and submitted
to a U.S. Immigration Service Officer or to
a U.S. Consular Officer before the actual adop-
tion of a child is initiated in a foreign country.
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YOUR CHILD'S PROOF OF
UNITED STATES CITIZENSHIP
(The following article is based on an
Army publication. Although this sub-
ject has been covered in previous issu-
ances of the Support Bulletin we print
another article on the subject because of
its importance to many of our employ-
ees.)
A recent high school graduate, whose par-
ents are both deceased, seeks admission to the
United States Military Academy at West
Point. Unable to present proof of United
States citizenship, he is faced with the diffi-
cult problem of proving his status.
A young college man applies for a criti-
cal job that must be filled immediately. Un-
able to substantiate his status as a United
States citizen without extensive documenta-
tion and investigation, he loses the opportu-
nity to obtain the position.
A young woman, after making arrange-
ments for an early sailing to Europe, applies
for a passport. Finding that a question as
to her citizenship exists, she misses her sail-
ing date.
What do all these people have in common?
They are all children born overseas of Amer-
ican parents. Their births were recorded
with the United States Consulate, yet their
citizenship status is in question. These
problems could have been avoided had the
parents, or the children themselves, obtained
a Certificate of Citizenship upon returning
to the United States. This document, issued
by the Immigration and Naturalization Serv-
ice, is a conclusive determination of a per-
son's citizenship status.
Children born overseas obtain citizenship
by derivation, where both parents are U.S.
citizens or where one parent is a citizen and
the other a foreign national. Where both
parents are citizens, one of them must have
had a residence in the United States or its
outlying possessions before the birth of the
child. In cases where one parent is an alien,
the citizen parent must have been physically
present in the United States or its outlying
possessions for not less than ten years, at
least five of which were after attaining the
age of fourteen. Periods of honorable serv-
ice in the Armed Forces may be included
in computing this ten-year physical presence
requirement.
Children born to one alien and one citizen
parent are required to be continually present
physically in the United States for at least
five years between the ages of 14 and 28 to
retain U.S. citizenship, except for absences
of less than 12 months in the aggregate.
The five-year residence is not required if the
alien parent obtains U.S. citizenship while
the child is under 16 years of age.
To avoid having your child's citizenship
questioned, parents should record the birth
of their child as soon as possible after birth
to the nearest U.S. Consulate by completing
Department of State Form FS-240, Report of
Birth Abroad of a Citizen of the United States
of America, commonly referred to as Consu-
lar Report of Birth. A copy of the report is
returned to the parents upon request and a
payment of the fee of $1.50. The original is
forwarded to the Department of State in
Washington.
At the same time parents should request
the U.S. Consulate to furnish them a Form
FS-545, Certificate of Birth, a shortened ver-
sion of the Consular Report of Birth. This
form will prove especially useful when chil-
dren seek to establish birth facts for school
entry, work permits, etc., but it does not re-
place the Consular Report of Birth, nor is it
considered proof of U.S. citizenship.
The Consular Report of Birth is considered
a basic citizenship document by the Depart-
ment of State and is accepted as such by
many other governmental and non-govern-
mental agencies. However, it cannot be con-
sidered as a conclusive finding of citizenship,
since there is no statutory basis providing
for the Consular Report of Birth as proof of
citizenship. The Immigration and Natural-
ization Service determines whether or not a
person is a U.S. citizen.
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To obviate the necessity of producing other
detailed documentation every time citizen-
ship is questioned, Congress has made avail-
able, through the Immigration and National-
ity Act of 1952, the Certificate of Citizenship.
This certificate contains a conclusive finding
that the petitioner is a U.S. citizen, settling
this sensitive question once and for all. Par-
ents should make application for the Certifi-
cate of Citizenship to the nearest office of the
Immigration and Naturalization Service on
INS Form N-600 after return to the United
States. The fee is $5. All documents bear-
ing on the citizenship of the child should be
submitted with the application.
Remember that the Consular Report of
Birth is not conclusive proof of U.S. citizenship
and can be questioned at any time, whereas
the Certificate of Citizenship, once issued, is
conclusive proof of citizenship and can only
be challenged for fraud or other illegality.
Although possession of a Certificate of Citi-
zenship is not mandatory, it will avoid a great
deal of difficulty in later years should citi-
zenship ever be questioned. Parents of chil-
dren born overseas are urged to obtain Cer-
tificates of Citizenship for them immediately
upon return to the United States.
SUPERVISOR, KEY TO GOOD IDEAS
The current emphasis on encouraging
economy and improvement ideas by employ-
ees puts the supervisor directly in the spot-
light. His is the important job of giving em-
ployees the needed encouragement, of inspir-
ing cooperative, constructive thinking by the
people for whose work he is responsible. You
as a supervisor can use the Suggestion Awards
Program to inspire this kind of thinking.
An example : one supervisor encouraged an
employee to send in, through very secure
channels, a report of a most sensitive achieve-
ment for award consideration. By his own
initiative, this employee had introduced a sig-
nificant improvement to the security of the
Nation. His supervisor not only endorsed the
technique, but saw to it that it was adopted
and used.
It is important to note that exceedingly sen-
sitive proposals can be considered for awards.
In such situations appropriate security clear-
ances are obtained for a very small, selected
ad hoc panel to consider the proposal. The
Operating Officials concerned are asked for
their opinions on the value of the contribution
and an award is authorized.
In this instance, the suggester received a
$7,500 award at a most impressive, but very
private, ceremony.
How do you get the individual members of
your team to step up with their work-improve-
ment ideas?
First, show your people that you are re-
ceptive to their ideas. Just let that much
get around your unit and the results will
please you. You'll find that many employees
will respond to a question like, "Have you
taken a good look at your job recently from
the standpoint of coming up with ideas to
improve it? I'd be glad to help in any way
I can."
In addition, when you hear an employee
remark about something being a waste of
time, encourage him to talk about it-en-
courage him to think of possible improve-
ments and to propose a better way.
Second, show your people that no procedure
or practice is sacred and that any worthwhile
improvement they suggest will be accepted.
Each of us has a built-in traffic light in our
mind. Our normal reaction when presented
with a new idea is to turn on the red light.
Turning the green light on when presented
with an employee idea is one of the most im-
portant things you can do to get employees
involved in improving the way things are done
in your unit. It is only by listening to and
looking for the good in a proposed change
that anything worthwhile can be accom-
plished.
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THE JOHN F. KENNEDY
MEMORIAL LIBRARY
On President Kennedy's birthday, May 29,
President Johnson launched a Government-
wide campaign for the John F. Kennedy Me-
morial Library. The campaign gave individ-
ual Federal employees an opportunity to sup-
port the establishment of the library proposed
as a national memorial to our late President.
The Organization participated in the cam-
paign, and employees in headquarters and
in the domestic field contributed over $7,000.
As of the last of July $1,500,000 had been re-
ceived from all Government contributors.
The library will be built in Boston on a site
donated by Harvard University and selected
by President Kennedy just eight weeks before
his death. He had intended to make his office
there. He hoped to use his experience to
help train and educate young people, both
from America and abroad, who wanted to
serve their countries and the world. It is the
wish of President Kennedy's family and
friends that the spirit of his plans be fulfilled.
Once the library is built by public subscription
it will be transferred to the United States Gov-
ernment which will thereafter assume respon-
sibility for its maintenance and operation.
The cost of the project is estimated at
$10,000,000.
It is envisioned that the library will have
three components; namely, a museum, an
archive, and an institute.
The museum will house the many memen-
tos associated with President Kennedy, such
as his rocking chair, a handwritten draft of
his Inaugural Address, the gifts he received
from 171 heads of state, and the cocoanut
shell he used in World War II to send word
that he and the crew of P.T. 109 were alive.
The archive, which will be used primarily
by scholars and researchers, will contain
President Kennedy's personal papers and
copies of public records pertinent to his ad-
ministration. Unique in historical records,
the archive will also have tape recordings to
be made by high Government officials, other
public leaders, and personal friends on their
recollection of significant discussions with
him.
The central purpose of the institution will
be the education of the young of all national-
ities in the understanding and practice of
democratic political life. It will also try to
bring together the world of ideas and the
world of public affairs. Scholarships, re-
search, lectures, seminars, and public pro-
grams will bring to the institute people from
all corners of the world.
Organization employees overseas who have
not had an opportunity to contribute and
who would like to make a gift to the nation's
memorial may send their individual contri-
butions directly to the John F. Kennedy
Library, Inc., P.O. Box 2500, Boston, Massa-
chusetts 02107.
ARCH: AIRLINE BAGGAGE RECOVERY
CLEARING HOUSE
A new system has been established by the
domestic scheduled airlines to facilitate the
speedy recovery of lost luggage. Airline Bag-
gage Recovery Clearing House (ARCH)
started operation on 1 June. All U.S. domes-
tic trunklines and most local service carriers
are participating.
The basic purpose of ARCH is to provide a
central clearing house which will enable the
lost and found departments of all participat-
ing carriers to exchange information on mis-
directed baggage which cannot be located
within a reasonable time. In essence, it will
accomplish the same job the airlines were
doing, but will do it with greater speed and
reduced workload for the individual partici-
pant, plus increased efficiency and flexibility.
It is anticipated that ARCH will be suc-
cessful approximately 80 percent of the time
and will require a minimum of 30 minutes
and a maximum of 24 hours to locate a lost
bag.
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CENTRAL TRAVEL BRANCH
A centralized system for processing staff
employee travel vouchers has recently been
instituted at headquarters. All travel vouch-
ers submitted by staff employees are now
audited and certified by one organizational
unit, the Central Travel Branch.
Staff employees returning PCS from over-
seas who will be submitting travel vouchers
to headquarters will be referred to the Cen-
tral Travel Branch, as part of their in-proc-
essing procedure, for assistance in the prep-
aration and settlement of their vouchers.
Faster service can be provided to such employ-
ees if they have with them, when they initially
check in, adequate records concerning (1)
their travel itinerary, including departure and
arrival times; (2) cost of transportation
tickets; (3) other reimbursable expenses not
covered by per diem; and (4) advances drawn
for the PCS return to headquarters. They
should also have their transportation ticket
stubs and receipts for expenditures over $15.
Principal benefits expected from this con-
solidation of functions are :
(1) a central location from which staff em-
ployees may obtain advice and assist-
ance on technical questions relating to
travel claims,
(2) faster service,
(3) more uniformity in the audit process,
and
(4) a reduction in the number of employ-
ees at headquarters directly engaged
in preparing and processing travel
vouchers.
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PAPERWORK: GOOD SOURCE OF
IMPROVEMENT IDEAS
If you work with records, reports, corre-
spondence, or forms you are in an excellent
position to suggest ways to reduce paperwork
costs.
Here are some hints on what to look for
to get started on the road to an award-win-
ning, paperwork-improvement idea:
LOOK AT RECORDKEEPING.
Is there unneeded duplication of effort in
keeping files and records?
Would there be any worthwhile advantage
from a physical rearrangement of the files?
Are there feasible improvements in the rec-
ords disposal schedule that will eliminate out-
of-date material?
LOOK AT REPORTS.
Is the report necessary, or are there ade-
quate substitutes?
Is information in the report unnecessarily
detailed, too lengthy, difficult to compile?
Can the information be reported once a
year rather than weekly, quarterly, or semi-
annually?
LOOK AT PROCEDURES.
Can two or more operations be combined
or eliminated?
How could the routing of incoming and
outgoing material be improved?
Could a machine do the work faster, more
economically, more accurately and would the
cost of the machine be worthwhile?
LOOK AT CORRESPONDENCE.
Would the use of a form letter instead of
individually typed letters in reply to routine
inquiries result in worthwhile savings?
How many carbon copies are really essen-
tial?
Are replies to correspondence lengthy,
wordy, hard to understand? How can they
be improved?
Can routine incoming mail be read and
answered by someone other than a profes-
sional staff member?
LOOK FOR IMPROVEMENT IN FORMS.
Is the form necessary?
Does the information overlap information
on other forms? If so, would it be worthwhile
to combine the different forms into a single
form?
Can the form be used by other agencies,
thereby expanding its usefulness?
Can forms be shortened or simplified so
they will speed up the typing or make them
more readable?
If you get the habit of looking for ways to
improve your paperwork job, you will find
ideas occurring to you-maybe not world-
shaking ideas, but ideas that will increase
productivity and reduce paperwork costs.
Don't hesitate to suggest an "everyday" idea-
the world-shakers are rare.
THOUGHTS -
I often say of George Washington that he
didn't write the Constitution-not a word of
it-but he sat for it. It's his portrait. He
just was a figure, but what a figure he was-
one of the few in the whole history of the
world that was not carried away by power.
He could have been. It's something to think
about.
-Robert Frost
It behooves every man who values liberty
of conscience for himself, to resist invasions
of it in the case of others. . . .
-Thomas Jefferson
Learning history is easy; learning its les-
sons seems almost impossibly difficult.
-Nicholas Bentley
If you are out to describe the truth, leave
elegance to the tailor.
-Albert Einstein
A free society is a critical society. . . .
-John F. Kennedy
I sometimes think that the saving grace of
America lies in the fact that the overwhelm-
ing majority of Americans are possessed of
two great qualities-a sense of humor and a
sense of proportion.
-Franklin Delano Roosevelt
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THE FAN SYSTEM
Everyone is looking for a bargain. Get
more for less. As activities increase and fund
resources become tighter, the Congress, the
Bureau of the Budget, and management ask
more questions (and in. greater depth) before
granting approvals. For years, we have been
attempting to satisfy these increasing de-
mands for financial information without plac-
ing an undue burden on those maintaining
the records. This approach has resulted in a
compromise, a moderate increase in record-
keeping workload and a sacrifice in manage-
ment information.
The coding structure used through fiscal
year 1964 was established about eight years
ago under electrical accounting machine
methods. At the time, the rigid structure
(12 digits) was the most feasible available
and had sufficient built-in flexibility to meet
foreseen requirements. The last few years of
increasing activities and growing budgets
have created a demand for financial data that
has exceeded the capability of the 12-digit
structure. The offices began maintaining
manual records to secure the additional finan-
cial data. This resulted in using manpower
for recordkeeping that could be better used
for other purposes.
Beginning with fiscal year 1965 we feel we
actually have a financial information bargain.
Through modern data processing equipment,
management can get a greater variety in the
reporting and analysis of financial data than
heretofore possible. At the same time, those
involved in processing the basic documents
from which the financial data is obtained will
be required to put less coding information on
the document. The new Financial Analysis
Number coding system is commonly called the
FAN system. The eight-digit number being
used is a machine address. The machine ad-
dress consists of a fiscal year, fund, office, and
organizational unit (or project) identifier.
"Residing" at each address are the various
management arrangements of basic data.
These arrangements can be changed and
shuffled for reporting purposes without the
necessity for changing addresses, similar to
rearranging, disposing of, or acquiring new
furniture in a house without the need to
change the house number.
The success of our financial information
bargain-improved data reporting-is de-
pendent upon the basic data getting to the
right address on time. Now you have only
eight numbers rather than 12 to place on
all 1965 financial documents (requisitions,
purchase orders, travel orders, billings, etc.)
passing through your office. Be sure the FAN
number is recorded in the right order, other-
wise the information will end up at the wrong
address.
The old 12-digit numbers are required on
any prior year (before 1965) document being
processed; eventually they will disappear and
only eight-digit numbers will be in use.
REMINDERS REGARDING
REQUESTS FOR MATERIALS
The Office of Logistics is constantly en-
deavoring to improve its customer service.
Many times, however, its efforts are hampered
unwittingly by the customer who does not
properly prepare his request for supplies or
services. It is to those customers that the
following reminders are directed:
1. Whether the request is submitted by
memorandum, dispatch, cable, or on
Form 88, limit the number of items on
any single request to six, if possible.
This reduces appreciably the amount of
time required for processing, reproduc-
tion, distribution, order filling, packing,
shipping, and follow-up.
2. Provide all of the available information
regarding the item desired. Cite the
stock number, if available. Give a com-
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plete description of the item including
dimensions, specifications, manufactur-
er, model number, catalog number and
date, page number, electrical character-
istics, and so forth, particularly if the
item is of a technical or special-use na-
ture. In an effort to provide timely
service, a substitute item meeting all of
the stated requirements of the order
might be procured and shipped. If the
item must be the one described and no
other, annotate the request "NO SUB-
STITUTION." This reminder for de-
tailed information is given not in an at-
tempt to avoid criticism but in the de-
sire to provide the customer with the
item he needs and with the kind of good
service that he is entitled to expect. In
short, provide any information you have.
What seems unimportant or not appli-
cable to the customer might be just the
clue headquarters needs to completely
identify the item.
3. Provide the date that the materiel is
needed at its destination, recommended
method of shipment, and directions re-
garding any special packing or handling
that might be required.
4. Include the cost center account number
of the component or project which is to
bear the cost of the materiel.
5. If the item requested is under the cog-
nizance of one of the technical offices of
the Organization and technical repre-
sentatives of those offices are at the re-
questing activity, consult them regard-
ing the item and have them sign the re-
quest.
Most customers are aware of all of the above
requirements; however, in the press of oper-
ations they are often overlooked. Taking a
few minutes longer to carefully prepare a
requisition might save days or even weeks in
the delivery of the item. This timesaving,
afterall, is in the direct interest of the cus-
tomer. It also affords the Office of Logistics
more time to service more customers.
THE 100 UNIVERSITIES PROGRAM
Throughout the month of October, the Or-
ganization will conduct its second running
of "The 100 Universities Program," to ac-
quaint key faculty members and administra-
tive officials of the Nation's colleges and uni-
versities with the Organization's role in the
Federal community and to identify the varied
academic disciplines and professional skills
that are needed in our career field.
During the week of 4-8 November 1963,
108 universities were included in a series of
off-the-record presentations at informal din-
ner sessions in which some 2,000 university
guests participated.
Twenty-two senior officials, representing
the major components of the Organization,
were guest speakers and, paired with one of
our professional recruitment officers, fielded
all questions from the floor. The off-the-rec-
ord question-and-answer discussions gener-
ated by a straightforward presentation of our
activity did much to make clear that the
scope of our mission is wider than that pop-
ularly pictured by the press and other com-
munications media. The discussions also
brought into proper focus at the institutions
visited the various fields of study that can
lead to a career with us. Several of the meet-
ings lasted after midnight.
Moreover, these meetings confirmed our
worst fears that all too many academicians
unthinkingly accept our derring-do reputa-
tion as constituting our total dimension.
Under these circumstances, they would not be
expected to encourage their better students
to think of work with the Organization as
anything but an adventure.
Last year's "100 Universities Program" cor-
rected considerable misunderstanding in this
respect and our 1963 faculty guests are now
encouraging their better students to seriously
consider what we have to offer career-wise.
It would be highly speculative, however, to
suggest that the program's influence extended
on any campus much beyond those faculty
guests who gained new insight into our ac-
tivities at first-hand. Other faculty mem-
bers at the same institutions will have to be
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reached, by and large, by continuation of the
program year after year in both its recruit-
ment and broader public relations aspect.
The success of last year's program might
best be summarized in excerpts from the re-
port of one of our senior officials:
Throughout the week I was impressed
with the warm, sympathetic, interested re-
sponse. I came away with the feeling that
our acceptance by the educated public is
much greater and more positive than one
could have supposed from the virulence
and frequency of attacks by the press. In
particular I felt that we may have been too
sensitive to certain repeated charges. This
observation seemed all the more striking
because it is in precisely such colleges that
one would have expected to find some reso-
nance to the charges in the press. Several
of our guests left one dinner briefly to
picket the campus speech of Governor Wal-
lace of Alabama nearby, then returned to
ask interested questions about the Organ-
ization.
With a somewhat reduced professional re-
cruitment staff, seventeen teams will partici-
pate in this year's program and will include
in their itineraries a number of smaller four-
year liberal arts colleges which are not prime
recruitment targets, but which are known to
send a high percentage of their graduates on
to graduate study.
On the purely public relations side of the
coin, we mean, in any case, to cultivate the
faculty of any institution that will entertain
our invitation to describe the highly profes-
sional aspects of our mission. Thus far, not
a single institution has turned us down.
25X1 C
LEGAL MATTERS
EXPATRIATION OF NATURALIZED CITIZENS
On 18 May 1964 the United States Supreme
Court held that the Immigration and Nation-
ality Act of 1952 was unconstitutional as a
discrimination against naturalized citizens
which was so unjustifiable as to be violative
of due process of law under the Fifth Amend-
ment.
The decision was the result of a case of a
German national by birth who acquired de-
rivative American citizenship through her
mother but, subsequently, married a German
national and resettled in.Germany; and who
brought suit in the United States District
Court for the District of Columbia to enjoin
the enforcement against her of the Immigra-
tion and Nationality Act of 1952. The act
provides that a naturalized citizen loses his
nationality by having a continuous residence
for three years in the territory of a foreign
state of which he was formerly a national or
in which the place of his birth is situated.
MILITARY PAY RAISE
President Johnson has signed the military
pay raise bill providing military pay increases
for 2,762,000 active duty military personnel
and reservists. The law provides on 1 Sep-
tember 1964 for a 2.5 percent increase in the
basic pay for officers and enlisted personnel
with over two years of service and an 8.5
percent increase in base pay for officers with
under two years of service.
DUAL COMPENSATION
A bill to revise and codify laws regulating
Government employment and compensation
of retired military personnel and employment
of civilians in more than one Federal position
has been signed by the President. The law
permits a regular officer of the Armed Forces,
retired for length of service, to accept Federal
civilian employment and receive the full pay
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SB-27 rqTrAT
of the civilian job and the first $2,000 of his
retired pay, plus one-half of the remainder.
Members of the Armed Forces retired for
physical disability who had served without
component in a temporary grade higher than
or the same as the reserve commission pre-
viously held are granted special relief by this
law. Formerly, such persons were treated the
same as regular officers and were not per-
mitted to receive their retirement pay and
civilian compensation to the extent that an
aggregate of the two exceeded $10,000 a year.
The Dual Compensation Act retroactively
cures this by permitting these reservists to
apply to their respective departments for a
refund of previously withheld retirement pay.
FREE IMPORTATION OF PERSONAL AND
HOUSEHOLD EFFECTS
Legislation has been enacted to extend for
another two years, until the end of fiscal year
1966, the existing free entry privilege with re-
gard to personal household effects brought
into the United States by Government em-
ployees under Government orders. The origi-
nal act of 27 June 1942 provided for the
privilege to be effective until the day follow-
ing the proclamation of peace by the Presi-
dent, but it has been amended several times
to extend the date as an inducement for get-
ting personnel to serve abroad and also to
contribute to the morale of U.S. personnel on
duty outside the customs territory of the
United States.
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