CAREER SUCCESS IN GOVERNMENT

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP84-00780R000900040010-0
• Release Decision: RIFPUB
• Original Classification: K
• Document Page Count: 39
• Document Creation Date: December 12, 2016
• Document Release Date: July 3, 2002
• Sequence Number: 10
• Publication Date: January 1, 1965
• Content Type: MAGAZINE

4700780 R000900040010-0
Dr;.Frank Stanton
Less D
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ward Iay
Tra f ?f Ta
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 NATIONAL CIVIL
/08/1 5SSEtY I 0780R000900040010-0
Officers
President
EDITOR
JEAN J. COUTURIER
J. EDWARD DAY
Sidley, Austin, Burgess
& Smith
Chairman of the Board
BERNARD L. GLADIEUX
Boo-Allen & Hamilton Inc.
Vice Chairman of the Board
ROCCO C. SICILLANO
Wilkinson, Cragun & Barker
TABLE OF CONTENTS
SERVANT TO THE PUBLIC INTEREST ... introduction of
Dr. Frank Stanton, President of the Columbia Broadcasting
System by the former Chairman of the Federal Communica-
tions System, NEWTON MINOW ........................................4
LESS DECLARATION AND MORE REVELATION ... major
address to the annual award banquet of the National Civil
Service League, a provocative discussion by CBS President
DR. FRANK STANTON..- ........................................5
TRANSFUSION OF TALENT . . . the new president of the
National Civil Service League takes office with a new action
program. Sound suggestions for improving public service by
J. EDWARD DAY ............ ... ........................................ 12
The exciting story of career success in Gov-
ernment told in pictures, words and the
accolade of PRESIDENT LYNDON B.
JOHNSON ................................11, 20, 21
CAREER SUCCESS IN GOVERNMENT. .. an editorial .... 3
CHALLENGES & REWARDS IN GOVERNMENT ...
by John W. Macy, Jr . ...................................................... 15
ALAN L. DEAN ... by Najeeb E. Halaby ...................... ...16
RICHARD M. HELMS ... by William F. Raborn, Jr......... 17
GEORGE JASZI ... by John T. Connor ...............................18
HOMER E. NEWELL ... by James E. Webb ......................24
LEONARD NIEDERLEHNER ... by Robert S. McNamara. 24
CARL H. SCHWARTZ, JR.... by William D. Carey ---------- 25
WALTER E. WASHINGTON ... by Walter N. Tobriner .----- 28
ROBERT C. STRONG ... by Phillips Talbot --------- --------....28
ARTEMUS E. WEATHERBEE ... by Henry H. Fowler .._. 29
C. TYLER WOOD ... by David E. Bell ............................ .29
WHERE THE ACTION IS ... opportunities for public
service ............ . .. ................................................. ..... .26
GOOD NEWS MAKES GOOD HEADLINES ....... .36
Good Government is published quarterly in March, June, September,
and December by the National Civil Service League. Second Class
postage paid at Lebanon, Pa. Indexed in Public Affairs Information
Service Bulletin. Subscription: $4 per year. Single copies $1.25.
Treasurer
WESTON 4ANKIN
Price Waterhouse & Co.
Vice President
MURRAY SEA OOD
Paixton & Seasongood
Vice President
CHARLES P. TA FT
Tat, Lavercombe & Fox
Executive Director
JEAN J. COUTURIER
Board of Directors
JOHN J. Comm
Dir., McKhoey & Co., inc.
EDWARD GUDEMAN
Partner, Lehman Brothers
LEWELLYN A. JENNINGS
Chairman of the Beard
Riggs National Bank of
Washington, U C.
ROBERT S. KERR
Karr, Davis, Roberts,
Helmalin,
Irvine & Herbage
NEWTON N. MINOW
Senior Partner
Leiimvan, Williams,
Bennett, Baird and Minow
SAMUEL H. ORDWAY, JR.
President,
The Conservation foundation
FRANK PACE, JR.
Independent Consultant
WINSTON PAUL
Trustee
DON K. PRICE
Doan, Grad. School of Public
Adm., Harvard University
WILLIAM RUDER
Ruder & Finn, Inc.
WALLACE S, SAYRE
Professor of Public Law &
Gov't., Columbia University
SIDNEY W. SOUERS
Chairman, General American
Life insurance Co.
KATHRYN H. STONE
Del., Va. General Assembly
JAMES E. WEBB
(on leave)
WATSON W. WISE
Wise Operating Companies
President Emeritus
NICHOLAS KELLEY
Kai Drye Newhall
Magg nnes es & Warren
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 Career ' ~?L~` or eyea~ QQ?(Q$11e5 IA-RDP84-0078OR000900040010-p
AN EDITORIAL ...
FIFTEEN PERCENT OF AMERICA'S JOBS are in Govern-
ment. As our largest employer of skilled manpower, govern-
ment offers literally thousands of challenging and exciting op-
portunities to able young people who want the chance to serve,
earn good incomes and grow in their professions. Because good
and efficient government can serve well only if it attracts able
people, this special issue of Good Government devotes its pages
to telling our country's youth about the kinds of public service
careers that have been rewarding.
CAREER SUCCESS IN GOVERNMENT comprises our story.
It is told in terms of ten public servants who entered govern-
ment at the bottom and rose to the top in their jobs and in
their professions. Highly respected and well rewarded, they
stand out as leaders in administration, science, economics, social
service, law, diplomacy, financial management, intelligence and
the new worlds of aviation and space conquest.
FACTUAL CAREER INFORMATION forms our story. Ten
top government officials tell how these men built their careers,
describe the opportunities available to young people and explain
how to seek the good openings in government. The Chairman
of the U.S. Civil Service Commission writes about the govern-
ment's search for talent and President Johnson talks about
opportunities for top flight men and women.
WHERE THE ACTION IS. This issue also gives special govern-
ment job leads, where to go, whom to write and how to apply.
The National Civil Service League, a non-governmental citizens
organization offers this unique document as an objective guide
for young people seeking career guidance; placement officers,
guidance counselors and teachers; libraries and public officials.
SUCCESSFUL CAREERS IN PUBLIC SERVICE wrote the
record, this issue records it.
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 Servant to
the Public
Interest
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Member, Board of Directors,
National Civil Service League
Ir. Frank Stanton is familiar with close votes at a government agency where
I t sed to serve-The Federal Communications Commission. The FCC is fre-
qu :ntly divided, and there are many close votes. However, on one subject the
Cc rnmissioners and everyone in the communications industry are in unanimous
ag eement. That subject is our speaker; for everyone in both government and
in ustry concerned with communications agrees that Dr. Frank Stanton has
loi g been a faithful, dedicated, and talented servant to the public interest,
co ivenience and necessity-and a unique statesman in the development of
radio and television.
Born and raised in the Midwest, Dr. Stanton earned his doctorate at Ohio
St, te. His work there in audience research led to his joining CBS in 1935. He
be :ame president of CBS in 1946 while still in his thirties. Dr. Stanton some-
hex manages the time for an astonishing diversity of important civic, philan-
th opic, and public service responsibilities. He is former chairman of the
Center for Advanced Study in the Behavioral Sciences, a member of The
Business Council, trustee of The Rockefeller Foundation and the Carnegie
Institution of Washington, and a director of the Lincoln Center for the Per-
forming Arts. He is a fellow of The American Academy of Arts and Sciences
and of the American Psychological Association.
In 1961, for his leadership in bringing about the "Great Debates," he
received the George Foster Peabody Award-and the congratulations of
President Kennedy who commended "his role in making it possible for last
year's TV debates to take place." His awards in broadcasting are many too
many to mention here.
By appointment of President Johnson, Dr. Stanton serves as Chairman of
the Advisory Commission for the USIA. His Commission gives valued and
perceptive advice to aid the USIA in making the Voice of America ring with
truth and force throughout the world. He is also Chairman of the RAND
Corporation, which provides extraordinary service to our government leaders
or- crucial issues of survival and peace.
Perhaps Dr. Stanton's most important contribution is his imaginative leader-
ship in the use of communications satellites. He conceived the first internation-
al y televised TOWN MEETING OF THE WORLD, which prompted Presi-
dent Kennedy to congratulate him in these words: "Such interchanges of
views, seen and heard in our own and other countries, cannot help but create
better understanding among governments and peoples."
The FCC and the comunications industry often have differences of opinion.
This is inevitable in a free, competitive broadcasting system using a limited
number of channels which belong to the public. While I was at the FCC, we
h:+d our differences-including some with Dr. Stanton. But I believe these
were healthy differences-and led to healthy debates about how to provide
e~ er-improving service to the millions of Americans who regard radio and
television as indispensable companions and guides in our perplexing and
dangerous times. I believe that as long as we have men of the caliber of Dr.
Frank Stanton, our nation's broadcasting service is in wise and talented and
public spirited hands.
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 Address by Frank StaARproved For Rel~ae 2 L 8/15 : CIA RD 84-0078OR000900040010-0
President, Columbia L?
Broadcasting System
and More
Revelation
I1 I' A GREAT PLEASURE for me to
emerge under Mr. Minow's auspices
from I is vast wasteland to your vast
wonder land.
The idea of the National Civil Ser-
vice League was the offspring of that
zest for reform that is a refreshing part
of our national character. I have rea-
son to recall that Mr. Minow has had
some strong reforming impulses of his
own. It is most reassuring-I guess-
to know that he recalls me at all. On
the surface, it speaks well for his ge-
nial temperment that he has seen fit to
do so before this chaste and unim-
peachable company. For my own part,
I find it infinitely more delightful to
respond affirmatively to his invitations
than to his demands-although even
the command performances were stim-
ulating. In any event, I find it enjoy-
able indeed to be alongside Mr.
Minow-reasonably sure of no search-
ing interruptions-rather than oppo-
site him.
While this is not the first time that
the former Chairman of the Federal
Communications Commission has pro-
vided me with a forum, it is the first
time that he has introduced me to such
a distinquished forum-in excess of
seven---and such a pleasant occasion.
And if he thinks that either his elo-
quence or his magnanimity will stay
me from trying to make the most of
it, he has indeed been strangely affec-
ted by the strains and stresses of pri-
vate life.
I congratulate the public servants
whom we are honoring tonight, and I
salute all of you here for the wide
reach of your labors and for their
effectiveness-not only here but all
around the globe.
The National Civil Service League,
as it moves closer to the century mark,
can look back on changes in the scope
and nature of governmental services
that are no less striking than those
that we have seen take place in com-
munications. In 1881, when the Lea-
gue was founded, communications for
the most part consisted of the mails,
newspapers, seldom exceeding eight
pages, and some crudely illustrated
magazines. Western Union was 25
years old, but the telegraph was still
used sparingly, and as practical things
the automobile, the Linotype, motion
pictures, phonographs, radio, and all
but local telephone lines were still to
come. The corps of men and women
who made up the Federal Civil Service
in 1881 offers a dramatic contrast
with today's. There were, for example,
only seven executive departments com-
pared to ten now; no independent
agencies compared to 65 now; and
serving all these and the rest of the
Federal establishment there were 100,-
000 civilian employees compared to
over 21/2 million now.
But all this quantitative growth,
dramatic as it is, seems to me far less
significant than the striking and re-
vealing changes in the nature, the ob-
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andi4mprky,eAfotk RW@giltl0aJ?1$ib3` arcIiRp884-00780 lip
whole spirit and tone of Federal Gov-
ernment activity today. One major
component of this change, in one way
or another, can be summed up in the
single word "international." Our in-
creasing involvement as a nation with
the rest of the world became techni-
cally plausible with that burst of in-
ventiveness that characterized the
1880's, and it became politically in-
evitable with the First World War.
Now, we have in the Federal Gov-
ernment, not including participating
units in the United Nations, over 60
departments and agencies dealing pri-
marily with international aspects of
our life as a nation and as a people.
All this activity is no longer a matter
solely or even largely-as it was in
the 19th and early 20th centuries-of
diplomatic maneuvering. It involves
economics, science, health and human
welfare, the exchange of ideas and ex-
periments, the whole fabric of life.
Internationalism has come out of the
staid enclosure of political positioning
and into the crowded arena of an in-
finite variety of human needs, and
hopes, and capacities.
Broad concerns of humanity
These broad concerns of humanity
around the world that have given new
dimensions and new depth to the pro-
fessional lives of many of you, have
not only created such relatively novel
agencies of governmental action as the
Office of the President's Special Rep-
resentative for Trade Negotiations and
the U. S. Information Agency, but
have also revitalized and enlarged the
responsibilities of offices in executive
departments as old as the Republic-
for example, those of the Assistant
Secretary of State for Educational and
Cultural Affairs and the Fiscal Assist-
ant Secretary of the Treasury, who
have profound repercussions no longer
only in American newspapers and fi-
nancial centers, but in London and
Rome, in Tokyo and Calcutta.
This past month, when the first
commercial satellite in synchronous
orbit began operations, television com-
munications in America also moved,
for the first time fully, into vibrant
and instant international life-because,
for the first time, the voices and the
presence of peoples around the earth
could be simultaniously seen and
heard without barriers of time and
distance at any time of day or night.
When Early Bird was first successfully
launched into orbit and then maneu-
vered into permanent anchorage 22,-
000 miles over the equator, a new
potential began for all mankind. The
mountains have been leveled and the
oceans dried up by an 85-pound piece
of scientific jewelry transmitting a six-
watt signal.
Power of Early Bird
The power of Early Bird's signal is
not more than a tenth of that of any
light bulb in this room. But it has
great potential in terms of its capacity
for generating a world community of
understanding and dialogue among
people and among statesmen. It brings
to fruition the promise of its prede-
cessor satellites for a new kind of in-
ternationalism in communications.
I do not think that, before this
audience, I need to dwell upon the
potential of all this for the future of
civilization. But you may want to re-
call with me some words of Woodrow
Wilson that pointed up inadequacies
that were already putting a heavy
strain on democracy in his time and
could destroy it in ours.
Commenting on the size and com-
plexity of modern socities, he said,
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by The New York Times Co. Reprinted by
permission.
"It makes the leaders of our politics,
many of them, mere names to our
consciousness instead of real persons
whom we have seen and heard, and
whom we know. We have to accept
rumors concerning them; we have to
know them through the variously
colored accounts of others; we can
seldom test our impressions of their
sincerity by standing with them face to
face. Here certainly the ancient pocket
republics had much the advantage of
us: in them citizens and leaders were
always neighbors; they stood constant-
ly in each other's presence. Every
Athenian knew Themistocles's man-
ner and gait and address, and felt di-
rectly the just influence of Aristides.
No Athenian of a later period needed
to be told of the vanities and fop-
peries of Alcibiades, any more than
the older generation needed to have
descrihed to them the personality of
Pericles. Our separation from our
leaders is the greater peril because
democratic government more than any
other needs organization in order to
escape disintegration; and it can have
organization only by full knowledge
of its leaders and full confidence in
them."
Wilson was speaking of the people
of a single nation, but his statement of
the democratic dilemma-as he would
be quick to recognize-has even more
forceful application to a world in
which, for better or worse, there are
no islands any more and no longer any
impassable borders or impenetrable
barriers.
Many of the world's turmoils, today
as throughout history, can be laid at
the door of distrust-one people dis-
trustful of another's actions and in-
tents, distrustful of the other's leader-
ship and institutions. The great oppor-
tunity of the new age we are entering
-the age of full and immediate inter-
national communications made pos-
sible by the satellites-is to diminish
and in time, we can have reason to
hope, to demolish that distrust.
The short-term gains
We cannot, of course, move towards
that goal if the use of Early Bird, and
its successors when they come along,
is misdirected or impeded. The temp-
tation is always great, when new and
effective communications media ap-
pear, to give priority to propaganda-
to seek to impose, by conscious ad-
vocacy, one group's or one nation's
ideas and institutions on the peoples
of another. In some of these instances
there may be short-term gains or,
more commonly, the appearance of
such gains. But in the long run, the
indiscriminate and repeated use of
propaganda not only falls on fallow
ground but boomerangs badly, for
eventually it becomes recognizable-
and the more immediate and direct
the medium the quicker and more cer-
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 recognition
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ernment pulled the rug out from under
us. We were refused use of the French
ground station at Pleumeur-Bodou, the
quicker and more certain, too, will be
suspicion about everything else dis-
seminated by the medium regarded pri-
marily as a vehicle of propaganda. The
stakes that we and all humanity have
in this ultimate weapon of truth and
mutual understanding are far too great
for us to allow it to be debased at the
very outset of an age that can be the
most promising the world has ever
known for the overcoming of ignor-
ance, distrust, and distortions.
Propaganda . . . Nationalism
Some other governments have
shown in the past a tendency to regard
satellite television communications as
nothing but an extension of familiar
tools of government policy, of propa-
ganda-an instrument of flagrant na-
tionalism. A memorable and disturbing
example of this attitude on the part of
the French Government occurred at
the time of the very first TOWN
MEETING OF THE WORLD broad-
cast by CBS News via Telstar II in
1963. On that occasion, four great and
respected statesmen of both hemi-
spheres participated in a discussion of
world affairs. They were former Presi-
dent Eisenhower speaking in Denver,
former Prime Minister Anthony Eden
in London, former West German For-
eign Minister Heinrich von Brentano
in Bonn, and the father of the Euro-
pean Common Market, Jean Monnet,
who was to speak from Paris.
To make this four-cornered broad-
cast, it was essential for technical rea-
sons to obtain the cooperation of the
British and French Governments,
which have jurisdiction over the satel-
lite ground stations in England and
France.
After intricate preparations, and just
eight days before the scheduled date of
the first live transatlantic television
only one on the continent, thus pre-
venting the two-way exchange of pic-
tures and sound. We were refused
even the use of a studio and telephone
lines in France, making it necessary
for M. Monnet to speak from Brussels.
And French officials refused to trans-
mit the discussion to the people of
France, who had to read it later in
their newspapers. The reason: accord-
ing to the French Ministry of Infor-
mation, it was apt to be "too political
and controversial." What had become
scientifically possible-bringing lead-
ing statesmen together in open discus-
sion-became politically impossible.
We went ahead with the first TOWN
MEETING OF THE WORLD any-
how, even though only the American
audience could see all the participants.
Not only the continental countries
were barred from witnessing the event,
the participants overseas could not
even see their American counterpart
or each other. But thanks to privately-
owned AT&T lines, they could at least
hear each other through the good,
old-fashioned, underseas cable.
Press Reaction
The reaction of newspapers, both
here and abroad, including French
papers, was well exemplified by the
lead editorial in the Washington Post,
which said in part:
"The `Town Meeting' lacked the
power of actual decision which in-
vests real New England town meet-
ings with a vital spark, but it pos-
sessed other virtues that recommend
its frequent repetition in a world
that needs to hear dispassionate and
friendly discussion of the problems
of greater Western unity. It is too
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ernment as lust another door to be
opened when there is a self-serving
point to be made and a door to be
slammed when that point is in danger
of being questioned.
And that, precisely, is the focus of
the concern which all of us must feel.
Early Bird must not be transformed
from the unprecedented opportunity
into the most universal and pervasive
censorship-both affirmative and neg-
ative-ever known.
Dr. Frank Stanton, President, Colum-
bia Broadcasting System, Inc.
had that the voices of these citizens
of the Free World were not heard
in France because of that country's
decision to foreclose the program's
reception."
Such episodes as France's banning
the use of Telstar purely for political
expediency make it all the more im-
perative that we, the world's most
powerful advocates of freedom of
communications, reject by our enter-
prise and our example all cynical uses
or arbitrary restrictions on the use of
Early Bird. There is an urgent need,
beyond any doubt, for the peoples of
the world to have the opportunity of
seeing, and hearing, the leaderships of
the world's nations stating their cases
directly and honestly-and showing,
thus, what manner of men these lead-
ers are and what manner of ideas and
institutions they represent. The Wil-
sonian longing for combining the sim-
ple directness of the Athenian democ-
racy with the strength of the huge,
self-governing societies of today can
only he achieved by such direct reve-
lation. But this must be done in an
atmosphere of freedom, with openness
and in candid discussion. Early Bird
should not be construed by any gov-
Nature of American freedom
In this conection, sending overseas
last Saturday's inter-university "Teach-
In" with its stimulating discussions of
our policy in Vietnam would have
been far more revealing of the nature
of American freedom, of the thought-
ful criticism of American foreign
policy here at home and, on the other
hand, of its consistency and strength
of purpose, than all the one-sided,
declamatory rationales imaginable. It
would have done more than give us,
as a government, a natural and pro-
vocative occasion to reassert and en-
large upon a policy of deep interest
and genuine concern overseas. It
would have given us a chance to show
-not merely to state-that we are
willing to subject our official policies,
however grave, to unofficial scrutiny
and free dissent.
Nor should the use of Early Bird be
subject to arbitrary restrictions that
unnecessarily limit its availability.
Last week, for example, there occur-
red in England one of the most pro-
foundly symbolic events in Anglo-
American history. An acre of Britain's
most historic land-where the Magna
Carta, the source of our common dem-
ocratic heritage, was promulgated-
was given the United States as a per-
petual memorial to President Kennedy.
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A hazardous precedent science, the arts, the conflict of ideas,
CBS News requested use of Early
Bird to broadcast the ceremonies live
so that all America as well as Britain
and Europe might witness this event
as it was taking place. But the decision
was made by COMSAT that Early
Bird could not be made available to
bring these dramatic events at Runny-
mede to the American people unless
all three television networks requested
it. As a result, you and I had to watch
film and tape reports on our television
screens 14 or more hours after the
event, whereas we could have been
there at the very time of the cere-
monies if Early Bird had been made
available to us. This seems to me both
senseless in a practical way and a haz-
ardous precedent to set. No useful
purpose can be served by insisting on
saturation as a condition of sight and
sound reporting of an event from one
country to another. There is, to be
sure, only one two-way television
channel available in Early Bird, but
it seems to me poor logic to conclude
that all television networks must simul-
taneously want to use it for a single
purpose and that otherwise none can
use it at all. What we need is a variety
of interchanges between the world's
peoples-not all of which will interest
all the people at the same time.
Highest use of Early Bird
The world is, I suspect, sick and
tired of proclamations, manifestos,
ultimata, and communiques. Some are
necessary, of course, but there has
been an unending flood of them in our
tempestuous times. What the peoples
of the world yearn for-and what
peace for the world needs-is less
declaration and more revelation. This
is the highest use of Early Bird. It
should reveal us to one another on
many occasions and on many levels-
the ways and customs and diversions
of a people-and not just on occasions
of state and on a political level. Politi-
cal purposes and objectives are not to
be ignored, but they have little mean-
ing in themselves. They have reality to
the great body of mankind only insofar
as they have roots in the matrix of
those elements that make up the daily
lives and the constant hopes of the
men and women with whom we wish
to establish more effective contact.
In speaking of all those areas of the
world with which we seek deeper and
stronger associations, one of the most
respected and effective of our public
servants, Eugene Black, said, in The
Diplomacy of Economic Development,
"Nor is it enough to talk about an
integration of political aims and ideals
between the West and these parts of
the world; there will be no such inte-
gration unless it grows out of a long
period of constructive contact in tasks
of common interest."
To us in broadcast communications
the advancing of political aims, how-
ever generous, and of political ideals,
however lofty, requires-if it is to be
effective-the background of a free,
constant, and, from time to time, spon-
taneous interchange relating to funda-
mentally human problems. It is in this
sphere of human problems, I am sure,
that the majority of you here in this
room are spending a major part of
your professional activity-many of
you at the international level. It is in
this sphere, too, that I think you in
government and we in communica-
tions must make common cause. And
it is certainly ultimately in this sphere
that if we all bring imagination and
vision and courage to our tasks, we
will achieve a common progress that
can indeed move the world forward
-an inch or two.
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Distinguished AWARDS PRESENTED BY
Members of the Board of the
National .ag
I Cvi:
UagL
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 A League Challenge
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Remarks by
Hon. J. Edward Day
President, National Civil Service League
A funny thing happened to me on
the way to the Presidency of the Na-
tional Civil Service League.
I had the opportunity to watch the
Civil Service-and lack of it-at work
in one of our largest states. Then in
a very large private enterprise, I
talked the businessman's language on
and about government service. Next
I watched the Federal Civil Service at
its best during two and a half stimu-
lating years as a member of the Presi-
dent's Cabinet. Now as an attorney
here in Washington, I find myself in
the position of explaining the vital
role of civil servants to my clients.
Hindsight might well say that my
course over the years had been care-
fully plotted to bring me to the Na-
tional Civil Service League. Because
that's what the League is really all
about in my view-designing an ap-
propriate course of action to bring
business and government closer to-
gether to understand and support the
strongest possible civil service at every
level.
A little over four years ago at one
of the first Cabinet meetings held by
President Kennedy, I well remember
Dean Rusk, the Secretary of State,
discussing a most provocative subject.
It dealt with what he called the crisis
in talent.
He was talking partly about the
crisis in talent in the newly emerging
undeveloped countries where there are
few college graduates, few engineers,
few technicians-not even enough
people with training to run their gov-
ernment establishments or their tele-
phone and utility systems.
But he also talked about the gen-
eral crisis in talent encountered as our
whole social structure becomes more
and more complex. This is true in
both the private and public sectors. It
is hard for business, for technical in-
stitutions, for government at all levels,
to find men who are big enough and
bright enough and deep enough to
cope with the increasingly tangled web
of problems.
A New Course of Action
Crisis created the League many
years ago; it matured in a period of
great growth in the federal govern-
ment; it contributed substantially to
the development of a strong federal
civil service parallel with expanding
federal responsibilities.
Now I believe it is time for the
League to launch a new course of ac-
tion-a course designed to create a
mutual appreciation society between
business and the career government
servant at the federal and especially
at the state and local levels.
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 Ap roved For Release ?002/08/15 : CIA-RDP84-0078OR000900040010-0
Together, business and government the i' ationo Civil Service
must recognize that many of the very League has r,- ttdered impor-
most talented seek not merely security
and tranquility, but challenge, re-
sponsibility, variety and excitement.
The businessman can no longer be
satisfied to write off the civil servant
as "one who does not know business
firsthand and who has never met a
payroll", nor can the career man in
government any longer be satisfied
with the illusion-sometimes comfort-
ing-that the businessman simply
doesn't understand me."
The problem is how to mutually
transfuse the private economy and
government with people who know
both sides of the street. Business
needs desperately in its executive
ranks of the future, not just conven-
tional, unimaginative babbits. It needs
men who can understand and cope
with politics and government. Gov-
ernment-particularly the increasing-
ly enlarging state governments of to-
day-needs with equal desperation in
its career ranks not just conventional
unimaginative drones. It needs men
who can understand and cope with
business and competitive economics.
Whatever one's politics or idealogy,
we have to admit that government-in
fact lots of government-is here to stay.
Proposals for new types of legisla-
tion, for new types of regulation, even
new types of taxation are facts of life
that are bound to be with us. They
cannot be wished away with slogans
or speeches or swear-words. It takes
smart and skillful work to cope with
"7 hrough the indispensable
understanding, cooperation
and constructive criticism of
... the National Civil Service
League, our efforts to im-
prove the Federal Service
were greatly aided."
-Dwight D. Eisenhower
tan! public sei ice in remind-
ing the Atne, an people of
the high qua! v of the Fed-
eral career se ice."
-.h it F. Kennedy
them effectively-from inside or out-
side our government.
Knowing government and how to
work on an equal plane with people
in government is one of the must jobs
of key business leaders in our increas-
ingly complicated economy. Knowing
business and knowing how to work on
an equal plane with business execu-
tives is one of the must jobs of key
career government people in our in-
creasingly complicated social and eco-
nomic structure today.
While I am glad to say I see no
threat of formal full-scale regulation
of many of our industries I think we
often fail to realize to how large an
extent many business are already en-
tangled with federal and state gov-
ernment or to put it another way how
many people in the career ranks in
Washington or the state capital have
a deep responsibility in the affairs
of many businesses.
What can the League do about these
related problems? Undeniably busi-
nesses compete with one another and
the business community as a whole
competes with the civil service in at-
tracting the most talented people from
our colleges and universities. Unde-
niably there are too few civil servants
who know business and its problems
firsthand. There are however, even
fewer business executives who know
government firsthand. And unques-
tionably the need for top talent in the
civil service is a problem of acute
interest to the businessman who looks
to the future at all.
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 I suggest that progresepro aP~do orwR0echas are too ~i11 2108rnu5h' oflA Dor84-007808000900040010-0
these fronts could be made by devising
a program under which executives of
companies across the entire spectrum
of our economy, junior executives and
many specialists and technicians could
after a period in private enterprise
serve in the state or federal govern-
ment for two to five years and then
return with no loss of status or seni-
ority to their original employers.
And I would suggest further that in
many areas of endeavor the same kind
of exchange could benefit the career
man in government.
The Civil Service Commission in
Washington is very interested in de-
veloping such a program. It has been
conducting studies on the subject.
Many of our states where the prob-
lem of developing a stable, strong and
professional civil service has con-
cerned many people would welcome a
version of the same approach.
Business Cooperation
But government-federal or state-
cannot perfect such a program alone.
It would require cooperation and lead-
ership by some significant sector of
the business community to make it
work at all.
It requires imaginative thinking, for
example, about a more realistic and
practical approach to conflict of inter-
est rules. After all men take leaves of
absence from business during war time
for significant positions in those parts
of the government and armed forces
which deal with business. The spe-
cific duty assignments under the in and
out program could be arranged so as
to minimize potential conflicts of in-
terest. The program also requires
some suitable flexibility in Civil Serv-
ice rules. And it definitely needs to be
insulated from patronage and politics
in some parts of the federal govern-
ment scene and distressingly obvious
in too many state capitols.
The encouragement of such an ex-
change and transfusion of talent can
be an exciting and rewarding new
program for the National Civil Serv-
ice League I am convinced.
The Brookings Institution has a fine
program whereby men from business
come to Washington and serve in gov-
ernment for three or four months. But
valuable as such training experience
is it is far more limited than the pro-
gram of actual government service I
am talking about. With a program
such as I suggest the chance for vari-
ety in his total working career could
well help to attract outstandingly tal-
ented and dedicated prospects to given
industries and it could broaden the
outlook of areas of the career civil
service. The businessman who returns
to his original employer would provide
first hand insight into the workings of
state or federal government. The ca-
reer civil servant would return to his
post with a greater understanding of
private business and its problems.
This is unquestionably a field of
leadership where the League should by
definition have a preeminent position.
I suggest we use the League's long
history of substantial aid to the growth
of the civil service and its many years
of close working relationship with the
members of the business community
who have supported it to erect a brand
new two-way bridge for the transfu-
sion of talent between government and
business.
Such a meaningful and mutually
beneficial exchange of talent between
business and government can add a
whole new dimension to state and fed-
eral career civil service.
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 Challenges Approved For Release 200
and Rewards
in Government
by John W. Macy, Jr., Chairman
U. S. Civil Service Commission
THE PRIMARY OBJECTIVE of the
Federal civil service is to achieve and
maintain a Government work force of
the high quality exemplified by the
recipients of the National Civil Service
League's Career Service Awards. The
purpose of the Civil Service Act and
the merit system it created was to pro-
vide continuity as well as competence
in Government service, and the ca-
reers of these outstanding public ser-
vants show that that purpose can be
achieved.
Within the last few years there has
been increased emphasis on excellence
in the Federal Government service.
This emphasis takes on added urgency
in relation to the new objectives of the
Great Society which President Johnson
has so clearly set forth. In pursuing
the goals of civil rights, adequate edu-
cation, elimination of poverty, and all
the rest, it is not enough to pass laws.
Every law must be competently exe-
cuted if the program is to succeed-
executed by civil servants of the high-
est competence. This means that, more
than ever before, we must seek out,
cultivate, and reward excellence in the
public service. Our Federal recruiting,
examining, and career development
programs are geared to this purpose.
The Great Society will require a
substantial investment. This means,
in the words of President Johnson
himself, that as a Nation we cannot
afford to waste a single dollar of our
resources on outmoded programs,
which once may have been essential
but which time and events have over-
taken; and that as a Government we
must get the most out of every dollar
of scarce budget resources, reforming
old programs and using the savings for
the new programs of the Great Society.
The stringent economy and frugality
that President Johnson has directed
all Government agencies to practice
does not reduce the need for high-
quality recruits, nor does it reduce the
advancement opportunities for com-
petent and ambitious employees. On
the contrary, it increases them. In
addition to the urgent new programs,
there is continuing, long-term, vitally
important work which the American
people depend upon their Government
to do. Therefore the quest for quality
which the Civil Service Commission
and other Federal agencies have been
engaged in for the last four years is
being intensified. For we know that
our goals can be met only if we em-
ploy the most talented and energetic
people we can find, and develop each
employee's potential ability to the
highest degree, to assure the best util-
ization of human resources in serving
the public interest.
(Continued on Page 16)
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ALAN L.
DEAN
Associate Administrator
Federal Aviation
Agency
traffic control system to handle the
new big jets. Today, it is planning
for the supersonics. Tomorrow's plan-
ning-much of it-will be done by
today's youngsters who are preparing
themselves for aviation careers.
FAA goals, as set by Congress, are
to foster and promote the safety and
development of air commerce. FAA
responsibilities begin at the drawing
boards where aircraft are conceived
and at the factories where they take
shape. These responsibilities continue
with the men who dispatch the air-
craft from airports, the pilots who
fly them, the aviation mechanics who
maintain them and the air traffic spe-
cialists who control their flight. FAA's
responsibilities include the airspace,
the navigation aids, the airways sys-
tem, the airports, and finally the re-
search that will keep American civil
(Continued on Page 19)
be always responsive to the people's
changing needs. The coming years will
see the emergence of many new career
fields, just as much of the present work
has developed within the last decade
or so. In every program of Govern-
ment, old or new, every year brings
new challenges. Who will meet those
challenges? This is a question every
college student should seriously con-
sider.
In Government service, competent
and well-prepared young men and
women will find work that is always
interesting and often exciting, that
makes use of their talents and training,
and that provides room for advance-
ment and rewards for excellence. They
will find work that matters, that serves
some real purpose in the world. They
will find top-quality leaders, and corn-
By Najeeb E. Halaby, Administrator,
Federal Aviation Agency
AVIATION IS A DEMANDING, exciting,
rapidly changing profession.
The often opposing objectives of
the dissimilar groups the Federal Avi-
ation Agency serves-the airlines, the
military, and the various segments of
general aviation which range from the
Sunday-for-pleasure flyer to the most
sophisticated business pilot-are the up-
setting factors which provide, at once,
the demand, excitement and the change.
There is also the fast pace. Yester-
day, the FAA was girding its air
(Continued from Page 15)
liven if the size of Government re-
mains the same, normal turnover in a
work force of nearly 2t/z million re-
quires the hiring of over 250,000 re-
placements every year. About 15,000
of these new appointees are recruited
from the colleges; they may begin their
careers at salaries of $5,000 to $7,220,
depending upon their qualifications.
They are selected by 50 or more Fed-
eral agencies, for virtually every kind
of professional and administrative oc-
cupation. Government scientific re-
search today extends from the ocean's
depths to outer space, and Govern-
ment services touch the life of every
American every day.
The Government's work is constant-
ly changing, because ours is a govern-
ment by and for the people and must
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RICHARD M.
HELMS
Deputy Director
Central Intelligence
Agency
By William F. Raborn, Jr.,
Director of Central Intelligence
THE MEMBERS OF THE United
States Central Intelligence Agency are
exceedingly proud to have Richard
Helms, a career officer who has
grown up with CIA, receive the 1965
National Civil Service League's Ca-
reer Service Award. This great honor
bestowed by the League, which is
doing so much to improve the ex-
cellence of public service, has been
shared by four other CIA officers in
the past five years-a record which
is very inspiring to our employees
petent, stimulating associates; and
they will find fair treatment without
favoritism or prejudice, good pay
equitably assigned, enlightened em-
ployee-management relations, and
modern-day financial benefits.
Under the Federal merit system all
citizens may compete on equal terms
for Government employment. Abso-
lutely no discrimination on the basis
of politics, race, sex, religion, national
origin, or physical handicap is toler-
ated in the Federal civil service. The
merit principle controls not only open
competition and selection for appoint-
ment, but opportunities for training,
career development, and promotion.
But the strongest attraction of Gov-
ernment service is not these funda-
mentals of a good personnel system,
important as they are. It is the sig-
whose accomplishments cannot often
be heralded no matter how note-
worthy they may be.
Mr. Helms is widely known and re-
spected as the senior United States
foreign intelligence operations officer.
His twenty-three years on the "fron-
tiers of foreign affairs" exemplify an
exciting and personally rewarding
career. Mr. Helms' service will cer-
tainly be counted as truly dedicated
in the long sweep of public service
history. His record in Government
serves to challenge capable young men
and women, aspiring to be in the
mainstream of our nation's foreign af-
fairs, to consider seriously the im-
portant service that can be rendered
their country in an intelligence ca-
reer.
Born in 1913, Mr. Helms early
in life was exposed to the interna-
tional scene. He received his second-
(Continued on Page 22)
nificance of the work itself, and above
all, the sense of personal worth and
personal satisfaction that comes from
contributing directly to the strength of
our Government and the welfare of
all Americans. This factor is regarded
by most successful career men and
women as one of the greatest rewards
of Federal service-a form of com-
pensation that they feel they could not
attain in any other field.
Vice President Humphrey recently
said: "There isn't any such thing as
good government and effective govern-
ment without dedicated public ser-
vants; and if there ever was a group of
unheralded heroes in the cause of free-
dom, that group is the public servants
who give unselfishly, whole-heartedly,
of their time, talent, and energy to the
public good." 17
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GEORGE the best interests of his Nation and its
Director, Office of
Business Economics
Department of
Commerce
people. George, who is Director of
the Commerce Department's vital Of-
fice of Business Economics, is widely
known as "Mr. GNP"-the father of
the Gross National Product, that in-
dispensable detailed accounting of the
national income. In the words of
Gardner Ackley. one of those who
considerably upped the superlative
count of George's nomination for his
Career Service Award, "Gross Na-
tional Product has become a house-
hold expression, and-more than any-
one else-George deserves credit for
that development."
George was there when the first
figuring began on how to present a
comprehensive accounting of the Na-
tion's economy. That was in 1942,
his first year with the Department,
when the accounting was needed to
detect the strengths and weaknesses of
the economy for maximal defense
mobilization. He has been with us
ever since, and has played a key role
in every major step in the advance of
national economic accounting.
His latest achievement was launch-
ing and supervising the input-output
study which won wide acclaim as an
economic microscope for analyzing
the interdependence of industry and
final markets, or in other words, how
the spending of one dollar here affects
the spending of other dollars else-
where. This is an essential instru-
ment for calculating the impact of one
segment of the economy on another,
and that is essential for placing all the
pieces of the economic puzzle in their
proper place.
George has been a superb repre-
sentative of the United States at Inter-
national Conferences, has written a
treasury of economic reports for
(Continued on Page 23)
By John T. Connor,
Secretary of Commerce
Regretfully, the public image of the
civil servant pictures a drab, anony-
mous creature burdened by drudgery
and deadening routine, his imagina-
tion and ambitions stifled by rigid
regulations. Here certainly, is the per-
sonification of the organization man
at his very worst.
1 f there are such people in the pub-
lic service-and there are a few-they
are not the ones who are involved in
the conquest of space, the all-out at-
tack on poverty, the rebuilding of
American cities. Nor are they the
ones, to name but a few areas in my
own Department, who are engaged in
building the world's greatest system of
roads, which is saving thousands of
lives every year, (while opening new
arteries of commerce to quicken the
growth of the Nation's prosperity),
who are urgently attempting to con-
trol or at least perfect the prediction
of weather, in order that lethal storms
will become a thing of the past, who
are probing the mysteries of the
world's oceans, experimenting with
the fascinating properties of the laser,
or refining the tools of economic anal-
ysis so that private and public policies
can be more accurately set to prevent
recessions and depressions.
George Jaszi, one of the ten persons
honored this year with a prized Career
Service Award by the National Civil
Service League, is an outstanding ex-
ample of a dedicated public servant
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aviation where it has always been-
out in front. To keep these technical,
diversified responsibilities in proper
perspective, and to operate at peak
efficiency, requires effective manage-
ment.
Effective management is the major
key for carrying out FAA responsi-
bilities. The major locksmith is Alan
L. Dean, a most deserving recipient
of one of the National Civil Service
League's 1965 Career Service Awards.
Mr. Dean started his Government
career 23 years ago as a civilian per-
sonnel employee (GS-5) in the former
War Department. From that begin-
ning he moved ahead at a remarkable
pace in progressively responsible jobs
in personnel, training, budget and
management services. Prior to join-
ing the FAA in January 1959, Mr.
Dean was a senior management
analyst in the Bureau of the Budget.
He came to the FAA when it was
formed nearly six and one-half years
ago, first as Assistant Administrator
for Management Service and later,
Associate Administrator for Adminis-
tration. This man of broad experience,
boundless vigor, and faithful dedica-
tion to improvements and economies
in the administration of Federal ac-
tivities has become one of the na-
tion's top experts in organization and
management of Government oper-
ations. He is an effective manager,
which might be the biggest understate-
ment of the year when you look at
the FAA-an organiaztion of nearly
45,000 people operating with a cur-
rent budget of $750 million. Mr.
Dean's modern management concepts
and practices have contributed sig-
nificantly to the $65 million savings
that have been achieved by the FAA
in the past six fiscal years.
In addition, he is a valued advisor
to the Administrator on the total
range of FAA activities. Recently, he
was designated by President Johnson
to serve on a Presidential Task Force
on Cost Reduction. I consider this a
significant recognition of Mr. Dean's
worth. His career is typical of the
alert, enterprising young people who
aspire to Government careers.
I believe, through effective man-
agement, the FAA is a lean, clean,
keen organization such as I visualized
when I first became Administrator in
March 1961. Leanness means just the
resources necessary-no more, no less
-to be able to achieve what people
expect of us. Cleanness means objec-
tivity and integrity-honest, selfless,
dedicated service. Keenness is high
morale, initiative, enthusiasm, vigor,
and humor resulting from high pro-
ductivity and a sense of achievement.
Career opportunities in the FAA
are as varied and widely scattered as
its functions, yet each is dependent,
one upon the other. The FAA elec-
tronics maintenance technician at a
remote Alaskan air navigation fa-
cility contributes to the safety of an
aircraft whose certificate of airworthi-
ness was issued by an FAA engineer
in Georgia, whose pilot was checked
out by an FAA flight inspector trained
in Oklahoma, and whose flights are
guided by a cadre of highly skilled
FAA air traffic control specialists
working from 21 Air Route Traffic
Control Centers spotted throughout
the United States.
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 ? A ro F elease 2i02108115 : IA-RDP84
The Presiderft ers His C I)
President Lyndon B. Johnson offered
his congratulations to the 1965 career
award winners in the White House
Rose Garden. League Chairman Ber-
nard L. Gladieux (second from left)
introduced the awardees to the Presi-
dent. Mr. Johnson's remarks follow:
There is one thing that I want you
to know, and I want all of those in
high authority in Government to
know, and I want the country and the
whole world to know, and that is if
this administration has any bias in
its promotion policies it is a bias in
favor of the career service.
So those of you that have been
selected as the 10 outstanding public
servants, while you are welcomed here
this morning, I think you are in very
distinguished company when you are
one of the winners of the National
Civil Service League's Career Service
Awards.
The high quality of ability and per-
formance in the Government service
was never needed more-and I can,
speak with the cool authority of even
the last few days.
Responsibilities that have been
placed upon the Government in these
times affect the lives of all of our citi-
zens, and affect the future of the en-
tire world. There is too much at stake
for us to consider for a moment that a
position of responsibility is to be par-
celled out either as a plum of patron-
age or as a reward for partisanship.
That is true of the members of my
Cabinet. I have named only three
Cabinet members that are new. All
three of those men are somewhat
career men in the public service.
They have spent sometime in public
service. They were not selected be-
cause of their party, if they have a
party. They were selected because of
their dedication, because of their abil-
ity, because of their character, and
because I think that they are the best
equipped men that I can find.
That is going to be true of every
person I select. The only thing I find
wrong with the judgments of the peo-
ple who selected the winners of the
National Civil Service League's Ca-
reer Service Awards is that they ap-
parently confined their judgment to
stags. I just can't believe that the
odds are 10 to nothing in favor of
the men when it comes to making
an award based on merit.
The New York Times of May 20
quoted League Board Chairman Ber-
07802000900040010-0
nard L. Gladieux as replying to the
President that he "should speak to
your cabinet and tell them to nomi-
nate women".
Are there just men in the civil
service, or does it include women?
Where are the women? That is the
point I want to make. I think we have
a bias, and I think we have a preju-
dice, and I think we are inclined some-
time to think because we weigh more,
and because we are taller, and be-
cause our shoe size is bigger that it
is representative of our intelligence,
too, and our dedication, too.
I have not found that true in my
service in the Federal Government of
35 years. And I am going to insist
that Mr. Macy, and I would like to
suggest to the Civil Service League,
too, that we bear that in mind making
our selections.
ors
I want these honors that we give in
Government service, as far as the
Government is concerned, to be based
not on regions, not on religions, not
on race, and not on sex. We must
emphasize excellence.
On behalf of the Government and
the American people, I want to ex-
press my sincere appreciation and
gratitude for the skill and for the
devotion that each of you 10 men
have given your Government.
I think more than half of my ap-
pointments have come from the career
people. Perhaps 3/a of them have
come from people who have spent a
long time in Government service.
So, when you go back and talk to
your associates you tell them that
their name is coming up-quit watch-
ing that clock, quit worrying about
what time they are leaving in the
afternoon, quit being afraid to be
imaginative and adventuresome and
to give ideas.
The people that I reward, notwith-
standing what some think, are the
folks that come up with new ideas
in something different, and even some-
thing that I don't agree with, because
frequently they convince me that I
am wrong.
So, you tell the career people that
is what we want. Mr. Macy is look-
ing over their shoulder and if he
doesn't find them then suggest them.
We need more, and better, and ex-
perienced, and qualified people for
the Federal Government in the days
ahead, and we are going to the
career service to get them.
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 (Continued from PApprb)ied FortiRlgleaseer2002108945 ~CIAcR P84-00780R000900040010-0
ary schooling in Switzerland and Ger- the approbation of a Congressional
many, as well as in the United States. committee for his superbly document-
Following graduation from Williams
College in 1935, where he was elected
to Phi Beta Kappa, he served as
United Press correspondent in Berlin.
He later became national advertising
manager of the Indianapolis Times
Publishing Company. While with
the UP in Europe, Mr. Helms inter-
viewed Adolph Hitler. The account
of his interview appeared as a news-
paper feature article entitled "Hitler
and Mars Incorporated."
Mr. Helms began his career in in-
telligence during World War II as a
naval officer with the Office of Stra-
tegic Services. At the end of the
war, he served as a civilian in the suc-
cessor organizations to OSS and was
assigned to CIA when it was estab-
lished in 1947. His career in CIA
has been one of steady advancement
and continuing achievements in ac-
tivities of the highest importance for
the furtherance of our country's in-
ternational objectives. He served as
deputy to the Deputy Director for
Plans from 1952 until 1962 when he
was appointed by John A. McCone,
then Director of Central Intelligence,
as Deputy Director for Plans. On 14
April 1965 President Johnson
pointed Mr. Helms as Deputy
rector of Central Intelligence.
As Deputy Director for Plans, Mr.
Helms managed with great success
the intelligence programs which pro-
vide significant intelligence informa-
tion as a basis for United States for-
eign policy decisions. With the ob-
jective of safeguarding the security
of our country and seeking world
peace, CIA has the responsibility of
maintaining a constant world-wide
watch. Directing these "eyes and ears"
of CIA has been Richard Helms'
ed testimony on the activities of the
Soviet intelligence service (K.G.B.)
in formulating and distributing what
purported to be certain official papers
of the United States, Britain, and other
countries of the Free World. These
forged documents were intended, of
course, to discredit the United States
in the unsuspecting eyes of the
world. Mr. Helms' testimony, pub-
lished by resolution of the Senate
Committee on the Judiciary under
the title of "Communist Forgeries,"
was of such far-reaching value that
it subsequently was published in five
foreign languages and has served to
alert and instruct others as to the
techniques and fraudulent practices
of the opposition.
Richard Helms is known in our in-
telligence community to be a "man of
action" who has successfully served
his country for more than two decades
in a public service activity where the
stakes are great-and the penalties
for omission and error, greater. As
Deputy Director of Central Intel-
ligence, he now has an even greater
responsibility, involving the total
United States intelligence organization
-which can be thought of as com-
bining the scholarly environment of
a major university with the man-
agerial methods of a large business
enterprise, all geared to the timely
ap-
Di-
news gathering and fast pace
metropolitan daily newspaper.
of a
Intel-
ligence is a specialized and grave
responsibility, of the utmost im-
portance to the United States Govern-
ment. We are fortunate to have Rich-
ard Helms, a "pro" in intelligence
operations and a dynamic adminis-
trator, as the Deputy Director of our
Agency.
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 The Awards Program was carried by television and radio around the world.
(Continued from Page 18)
learned Journals, is quoted and held in
the highest esteem by experts in his
field. Yet, no one of these statistical
experts has ever calculated George's
value to the United States, and they
never will, for his contributions to the
economic progress of the country,
which benefits all Americans, are in-
calculable.
In terms of public service, what is
most significant about George Jaszi is
that he has spent his entire distin-
guished career in that service. He did
not first win recognition in academic
circles, as an industrial consultant or
whatever. All his accomplishments
were achieved while working for the
Federal government. This is proof
enough of what an individual in pub-
lic service can do to give meaning to
his life by contributing to the welfare
of his country and his fellow man.
And, it deserves notice, George Jaszi
is a naturalized American. He was
born in Hungary and did not come to
this country until he was 16 years old.
Federal, state and local govern-
ments cannot have enough men like
George Jaszi. Moreover, there are
countless young men and women with
talent and ideals who cannot afford to
dismiss the opportunity to serve which
public service offers-not if they want
to make their lives as meaningful and
productive as possible.
The 70-odd agencies and depart-
ments of the Federal government are
constantly on the lookout for people
of promise in virtually every profes-
sion. The pay is now almost com-
parable to that of private industry,
and there is absolutely no discrimina-
tion as to race, creed or color. In the
service of your country, you are your
own man-or woman.
You no longer see the World War
11 posters of Uncle Sam with his
finger imperatively pointing out, say-
ing "I need you." But the need is
even greater today, and if anything,
more satisfying, for those who want
to serve.
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Challenges Met...
HOMER E.
NEWELL
National Aeronautics
and Space
Administration
Shortly after World War II, in
1947, when rockets and space re-
search were relatively unknown to
the average man, he took charge of
NRL's Rocket Sonde Research Branch.
Then in 1955 he became Acting Su-
perintendent of the Atmosphere and
Astrophysics Division.
With the advent of Sputnik in Oc-
tober 1957, the nation looked for
men who could put this country's
space program into high gear. Dr.
Newell took over a key post as Assis-
tant Director of Space Sciences with
the formation of the National Aero-
nautics and Space Administration in
1958. The next year he became Dep-
uty Director of Space Flight Programs
and in 1961, Director of Space Sci-
ences. (Continued on Page 27)
By James E. Webb, Administrator,
National Aeronautics and
Space Administration
DR. HOMER E. NEWELL Joined the
Federal government in 1944 when he
went to work for the Naval Research
Laboratory in Washington, D.C. He
came from the University of Mary-
land where he had been a Professor
of Mathematics four years.
I AM DELIGHTED THAT Leonard
Niederlehner, Deputy General Coun-
sel of the Department of Defense, has
been selected by the National Civil
Service League for its Career Service
Award for his contribution to excel-
lence in Government. Mr. Nieder-
lehner, who has been Deputy General
Counsel of the Department of Defense
since 1953 and Acting General Coun-
sel since March 1964, exemplifies
that combination of professional skill
and dedication to public service with-
out which the United States Govern-
ment could not function.
Mr. Niederlehner entered the Fed-
eral Service through a nation-wide
competitive Civil Service examination
in 1940, and has since progressed
from one to yet another challenging
assignment. Today, he is a valued
advisor to senior officials of the Gov-
ernment on a wide range of matters
LEONARD
NIEDERLEHNER
Deputy General
Counsel
By Robert S. McNamara,
Secretary of Defense
which significantly influence national
policy.
More than two centuries ago, the
philosopher Jean Jacques Rousseau
wrote :
"As soon as the public service
ceases to be the chief business of
the citizens, and they would rather
serve with their money than with
their person, the State is not far
from its fall."
(Continued on Page 30)
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by ~ pportLunlty
MR. CARL H. SCHWARTZ, a dedica-
ted Government career employee,
worked his way through high school
and college, part of which was during
the depression years. He worked in
a manufacturing plant in Fort Wayne,
Indiana, during afternoons to pay his
way through high school, and he
cooked and served meals for a pro-
fessor of classics to finance his under-
graduate college education and his
master's in Business Administration.
Because he was an outstanding stu-
dent (Phi Beta Kappa) he then was
awarded fellowships to Columbia
University from which he received his
Ph.D. in Economics in 1938.
Mr. Schwartz's Government career
began in 1934, when he was appointed
as a Junior Economist, P-1 in the
Farm Credit Administration, where
he worked for over seven years, and
rose to the position of Principal Eco-
nomic Analyst, P-6. In 1942, when
the Farm Credit Administration
moved to Kansas City, Mr. Schwartz
was appointed to the Bureau of the
Budget which was then expanding its
staff. He began his Bureau employ-
ment as a Budget Examiner, GS-12,
in the Agriculture Unit. In only ten
years he rose to the position of Chief
of the Resources and Civil Works Di-
vision, the position he still holds to-
day.
Unknown to most of the public,
Mr. Schwartz occupies one of the
most sensitive career positions in the
Federal Service. He serves as the
program coordinator and advisor to
the Director and to the President on
activities relating to agriculture, con-
servation, natural resources, public
works, water resources, and recreation
CARL H.
SCHWARTZ, JR.
Chief, Resources and
Civil Works Division
By William D. Carey,
Executive Assistant Director,
Bureau of the Budget
development, and supervises the pre-
paration of the Federal budget for
these programs. The programs are
always urgent and create almost im-
possible time pressures for analysis,
clearance and action. They involve nu-
merous contacts with other Bureau
staff, White House staff, Congression-
al members and staff and the public.
Mr. Schwartz's ability to coordinate
the diverse program issues is a real
contribution to the effective function-
ing of the economy, and is extremely
important to the Nation's welfare.
A new young member of the Bu-
reau's staff is usually assigned as a
budget examiner in one of the five di-
visions: Military, International, Re-
sources and Civil Works, Commerce
and Finance, and Labor and Welfare.
(Continued on Page 31)
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 Approved For Release 20
Where the
Action is .. .
THE SUCCESS STORIES of the ten
career civil servants who won the
1965 Career Service Awards of the
League give an inkling of the jobs
open to able young people in govern-
ment today. But there's much more
to the story. Their successes, adven-
tures, rewards, satisfactions-though
admittedly not typical-are shared by
hundreds of thousands of other pub-
lic employes. And more than nine
million people who staff national,
state and local government share
these rewards today in every kind of
occupation. They range from man-
aging and manning thousands of so-
cial services to the frontiers of space.
YOUNG PEOPLE IN QUEST of ex-
citing careers should think first of
government. They should see their col-
lege placement officers or high school
guidance counsellors. They should
visit their local post office for infor-
mation, write their state capitol or
the U.S. CIVIL SERVICE COMMIS-
SION, WASHINGTON, D.C. The
heads of the ten agencies represented
by the 1965 awardees all invite your
requests for information at the ad-
dresses at right:
: CIA-RDP84-007 -
FEDERAL AVIATION AGENCY
800 Independence Ave., S.W.
Washington, D.C. 20553
Personnel Office
NATIONAL AERONAUTICS & SPACE
ADMINISTRATION
Washington 25, D.C.
Personnel Office
Executive Office of the President
BUREAU OF THE BUDGET
Washington, D.C. 20503
Board of Examiners for the
Foreign Service
DEPARTMENT OF STATE
Washington, D.C. 20520
Director of Personnel
OFFICE OF THE SECRETARY
OF DEFENSE
Washington, D.C. 20301
Office of Personnel
CENTRAL INTELLIGENCE AGENCY
Washington, D.C. 20505
Director of Personnel
U.S. TREASURY DEPARTMENT
Washington, D.C. 20220
Personnel Officer
AGENCY FOR INTERNATIONAL
DEVELOPMENT
Washington 25, D.C.
Personnel Officer
DEPARTMENT OF COMMERCE
Washington 25, D.C.
Personnel Officer
DISTRICT OF COLUMBIA
GOVERNMENT
Washington 25, D.C.
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146'T as it flew by the mysterious
(Continued from Page 24)
As Deputy Associate Administrator
for Space Science and Applications
today Dr. Newell can view an im-
pressive list of successful missions ac-
complished. His performance has con-
tributed immeasurably to the primary
position the United States now holds
in space science and the application
of many space advances to our every-
day lives.
For a program only dimly perceived
just a few years ago, it took a high
degree of management ability to en-
sure the best in coordination, coop-
eration and ingenuity so necessary to
make a complex program work so
successfully. At the same time it is
necessary to explain the whys and
wherefores in all their technical as-
pects to the Congress and the public.
In addition it was of first priority to
ensure the participation of the scien-
tific industrial and university commu-
nities in the development and execu-
tion of NASA programs. All these
functions were accomplished under
Dr. Newell's direction contributing
greatly to the success story of the
United States space program.
It would take too much space to
go into all the missions accomplished
in the Space Science and Applications
Program. However, to name a few:
The recent Ranger photos of the
Moon, more than 17,000 of them,
taken by Rangers VII, VIII and IX.
The, first close observation of Venus
which Mariner II accomplished in
planet. Communications satellites,
which have brought intercontinental
television for the first time as well as
first quality radio and telephone con-
nections across vast reaches of the
Earth. Weather satellites which have
improved the science of meteorology
to such an extent that accurate two
to three week weather forecasts are
considered quite likely in the next
several years. The observatory sat-
ellites which bring us information
about space, the solar system and the
Universe impossible to get by any
other means. The Explorer satellites
which have told us so much about
space around the Earth. And in July
we hope to receive the first pictures of
Mars ever taken at relatively close
range, about 5400 miles, from Mari-
ner IV. Looking to the future, sched-
uled to begin this fall, we see Sur-
veyor softlandings on the Moon,
which will take closeup TV pictures
and analyze the surface. Later a
spacecraft called Lunar Orbiter will,
as its name implies, orbit the Moon
taking pictures of the lunar surface
much like the Earth's surface is
photographed by meteorological sat-
ellites. A few years later, 1971, a
spacecraft weighing as much as 10,-
000 pounds, called Voyager, is sched-
uled to take even a closer look at
Mars with part of the spacecraft
soft-landing on the planet's surface
to find out whether or not life exists
there.
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Piblic careers .. .
IN HIS OFFICIAL CAPACITY as Exec-
utive Director of the National Capital
Housing Authority and as a commu-
nity I cader, roles which are mutually
supporting, Mr. Walter E. Washing-
ton h is made substantial and signifi-
cant ziccomplishment in the provision
of suitable housing and needed social
and welfare services to low-income
residents of the District of Columbia.
Mr. Washington has consistently dis-
played effective leadership in develop-
ing, directing, coordinating, and exe-
cuting the Authority's low-rent hous-
ing program and in stimulating the
community to provide needed social
and welfare services for Authority
tenants and to provide good housing
By Phillips Talbot,
Assistant Secretary of State
THE CAREER OF Robert Campbell
Strong should dispel once and for all
the myth of the proverbial diplomatic
servant cutting teeth on a silver spoon
and growing up to conduct glamo-
rous intrigue while lounging in a pri-
vate car as the Orient Express carries
him to and from exciting European
capitals. Mr. Strong exemplifies an
entirely different image, although not
less interesting. A former laborer and
golf caddy, he worked his way
WALTER E.
WASHINGTON
National Capital
Housing Authority
By Walter N. Tobriner, President,
D.C. Board of Commissioners,
for all residents of our Nation's Capi-
tal. His role becomes increasingly
more difficult and significant with the
complexities and rapid changes of
modern urban living, with increasing
need for social and welfare services
(Continued on Page 32)
through Beloit College and still had
time to make Phi Beta Kappa. He
was awarded a University of Wiscon-
sin scholarship prize in 1938 and at-
tended that institution for one year.
Mr. Strong was born in Chicago on
September 29, 1915. Early in his
college career, it became evident that
his main interest was in international
relations and history. He passed the
highly competitve Foreign Service
Officer examination in 1939.
His career in the Foreign Service
has led him to South Africa where
he protected seamen and American
shipping during the War years of
blockade and assisted at funerals of
the victims of torpedoed ships-to
Hong Kong Harbor where he was in
charge of an Embassy which had its
office aboard a vessel-to the various
temporary capitals of Nationalist
(Continued on Page 33)
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Proudly Served
ARTEMUS E.
WEATHERBEE
Assistant Secretary
for Administration
By Henry H. Fowler,
Secretary of the Treasury
TO THE THOUSANDS of young men
and women who seek interesting and
rewarding carers in the federal serv-
ice, the outstanding record achieved
by Artemus Edwin Weatherbee, As-
FOR THE PAST FIVE YEARS, C. Tyler
Wood has served with distinction as
Minister for Economic Affairs and
Director of the Agency for Interna-
tional Development Mission in India.
In this job he was charged with plan-
ning and executing the largest U. S.
economic aid program in the world.
His fine performance ranks him as
one of the Agency's outstanding Mis-
sion Directors.
He was held in the highest esteem
by members of the Indian Govern-
ment at all levels and personally made
a significant contribution to the im-
provement of Indian-U. S. relations.
Three different Ambassadors under
whom he served commended him for
his outstanding public service. A.I.D.,
in recognition of his service, awarded
him its highest recognition-the Dis-
tinguished Honor Award.
His entire government career-fol-
lowing a number of years in public
sistant Secretary of the Treasury for
Administration, is a convincing ex-
ample of the success which could
crown their efforts.
Mr. Weatherbee has been chosen as
one of the 10 outstanding federal ca-
reer employees to be recognized this
year by the National Civil Service
League.
This is an honor that comes to few
-but those few can be looked upon
as representative of today's elite
corps of public servants from which
our national government draws the
high caliber career personnel it must
have to meet the demands for leader-
ship in the modern world.
(Continued on Page 34)
C. TYLER
WOOD
Agency for
International
Development
By David E. Bell, Administrator,
Agency for International Development
education and business-has been in
the highest traditions of the public
service. In 1947, as Deputy Assistant
Secretary of State for Economic Af-
fairs, he assisted significantly in the
development of the Marshall Plan,
and planned and participated in the
presentation of the Mashall Plan legis-
lation.
(Continued on Page 35)
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 Approved For
(Continued from Page 24)
Mr. Niederlehner and those Federal
careerists who are being honored with
him reassure me that America is not
threatened by this danger.
Seldom in the course of mankind
has public service been of such im-
portance. Perhaps never have the
people of any nation had such awe-
some but challenging opportunities for
public service as those confronting the
citizens of America today.
Within our own land, we face the
multiple problems of sustaining the
dynamic, questing spirit which gave
us birth and made us great. The jobs
have not all been done. As our re-
sponsibilities increase, as our popula-
tion grows and shifts, as our economy
reacts to technological change, as our
resources become more precious, and
as millions of people seek a fuller
realization of democracy's promise,
we cannot rest our efforts.
There is, to my mind, no greater
challenge than the challenge of public
service. The hours are often long, and
the monetary rewards are rarely equal
to those available in industry. There
are other rewards, however, and chief
among them I would place the knowl-
edge that one is contributing person-
ally, to shaping the destiny of man-
kind. Ours is one of those rare eras
in human history in which the effects
of small events become magnified by
time, until they are seen in retrospect
to have changed the course of history
and remade the world.
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If the day comes when the science
and technology of this era can be
employed fully and solely for the
betterment of man, the result can be
a society of such abundance as to
eclipse the Golden Ages of mythology.
The question of whether, or when,
this is to be may well be determined
in the next few decades. Many of the
critical decisions affecting the out-
come will be made here in Wash-
ington.
Opportunity for achivement and ad-
vancement in the public service are
not limited to the experienced and
long-time career men and women.
Each year, for example, the Office of
the Secretary of Defense appoints a
small group of college graduates as a
source of professional talent and ex-
ecutive potential. All appointments
are made from the Management In-
tern register of the U. S. Civil Service
Commission's Federal Service En-
trance Examination.
After a series of training assign-
ments, these interns are permanently
placed as weapons systems analysts,
budget examiners, fiscal economists,
foreign affairs specialists, computer
systems analysts, civilian personnel
specialists, and management analysts.
In each of these positions, these
young people play a significant role
in helping the Secretary of Defense
to meet his worldwide responsibilities.
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 P84-00780R00090004001 -
(Continued from Page 25)
The budget examiner is responsible
for carrying out all of the Bureau's
functions for the agency assigned.
This includes preparation and execu-
tion of the budget, analysis of and
advice on proposed legislation, and
improvement of management and or-
ganization. He is a program analyst,
reviewing plans and operations of the
assigned agency, advising on whether
those plans and operations are in ac-
cord with the intent of the President
and of the Congress, and whether
they are effective.
A junior examiner assists a senior
examiner by gathering facts, making
preliminary analyses and special
studies, compiling summaries, review-
ing material for completeness and ac-
curacy, and performing other duties
as a general aid. He is also assigned,
from the outset, specific responsibili-
ties for a small agency, a bureau, or
other segment of his supervisor's area
of responsibility.
For development of the young staff
member, the Bureau depends upon
his capacity for self development and
upon his supervisor. A minimum of
formal orientation is given. He does
not rotate. He is given responsibility
for a specific job as soon as he enters
on duty, and the responsibilities are
increased as rapidly as he can ab-
sorb them. Grade and salary increase
with responsibility.
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fContinued from rage )
related to displacement of low-income
families by highway construction, ur-
ban renewal and other Governmental
displacement activity.
Since Mr. Washingtoin's employ-
ment with the Authority in Septem-
ber 1941 as Junior Housing Assistant,
Mr. Washington has: performed his
assigned work with exceptional dili-
gence, insight, skill and abiilty; taken
on increasing responsibilities; broad-
ened his education and capacity for
personal growth over the years to be-
come the staff head of the National
Capital Housing Authority, an inde-
pendent Federal agency. The agency's
present program includes the manage-
ment of about 8,500 dwelling units
with more than 3,000 additional units
in the planning and construction
stages. In addition, he has been in
the forefront of experimentation
locally and nationally in expanding
the supply of housing for low-income
families in critical need. At present,
he has launched for the agency an ex-
perimental program of rehabilitation
of existing housing and a demonstra-
tion of national significance in the vol-
untary leasing of large private dwel-
lings for rental to large low-income
families.
The President and
Bernard L. Gladieux
Through his vision, vigorous and
effective leadership and cooperative ef-
forts, Mr. Washington has gained sig-
nificant and substantial support for the
NCHA program from various interests
including business, real estate, labor,
religious, and community groups.
The strength, vitality and astute-
ness with which Mr. Washington pur-
sues the task of extending the supply
of housing for needy families is well
known locally and nationally. He has
made a persistent drive to bring about
a better life for the disadvantaged
families in our community in the Na-
tion's Capital. It is this forthright and
at times dramatic effort to achieve the
legislative goals and policies of the
agency that has gained for him the re-
spect of many officials and citizens
alike. He is indeed a warm, under-
standing, tolerant, yet exacting ad-
ministrator in pursuit of his agency's
work.
Moreover, Mr. Washington is re-
garded as an agency director drawn
from the Career service whose life
and involvement in government and
community provides a positive and
constructive example for young peo-
ple. We believe that it is the hope,
aspiration and motivation from such
life-examples that ultimately will
spell the strength and success of our
Federal Career Service.
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 Approved FVjr q q#4%84350-ngI&.R P84-00780R000900040010-0
(Continued from Page 28)
China which he had to reach by flying
over Communist-held territory-to
war-scarred Sofia where his hotel had
heat only twice a day for an hour
-to the flaming Near East during the
Suez crisis of 1956 where he was in
charge of the Embassy at Damascus,
after the Ambassador was declared
persona non grata-to the Director-
ship of the Office of Near Eastern
Affairs, where he guided United States
relations from a low point of serious
concern of Sino-Soviet penetration
and coolness, to the point where rela-
tions improved and warmed consider-
ably, and to the ultimate aspiration of
every Foreign Service Officer, an Am-
bassadorship. In Iraq, where he was
assigned as Ambassador in 1963, the
attempt of a new regime to restore
stability was disrupted by two coups
in rapid succession which caused an-
other upheaval in that country's politi-
cal machinery. Ambassador Strong's
leadership of the American com-
munity and his energetic efforts to
ensure that this Government's interest
was again protected were clearly
evident.
In addition to serving overseas, Am-
bassador Strong attended the Naval
first group of Foreign Service Officers
to attend the institution. In 1958 he
was appointed State Department mem-
ber of the faculty of the United States
Army War College at Carlisle Bar-
racks, Pennsylvania, where he was one
of a faculty of approximately fifty
Army, Navy, Air Force and Marine
officers teaching a student body of two
hundred senior officers from the
armed forces and civilian agencies.
For his untiring, courageous and
outstanding service of four years in
politically fermenting Syria, Mr.
Strong was awarded the Department
of State's Superior Service Award in
1959.
Mr. Strong married the former
Betty Jane Burton on August 29,
1939 in London. The Strongs have
three children, Margaret Fay, Caroline
Georgette and Gridley Barstow.
Ambassdor Strong is a member of
the Foreign Service Association,
American Society of International
Law, Sigma Pi and Phi Beta Kappa.
The Foreign Service, of which Am-
bassador Strong is a distinguished
member, embraces a wide range of
functions. The average Foreign Serv-
ice Officer will at one time or another
in his career engage in practically
every type of work, be it performing
services for American citizens and
business interests abroad, administer-
ing the immigration laws on behalf of
the Department of Justice, promoting
American foreign trade, reporting on
political or economic developments
or representing the United States Gov-
ernment in meetings of international
bodies. Whatever function the For-
eign Service Officer engages in, he is
expected at all times to promote the
interest and policies of the United
States.
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 Approved For RgJp1$g?0c3f$$JS15a, p9Jgi&DgP4-007 0
(Continued from Page 29)
The position of Assistant Secretary
for Administration in the Treasury
Department has traditionally been
held by a senior civil servant since
1933. His responsibilities are many
and varied, and they are of the utmost
importance to the welfare of this na-
tion, for the daily business carried out
by the Treasury Department touches
the lives of practically every American
citizen in one way or another. He is
the top Treasury official watching over
the performance of 13 bureaus and
separate offices which employ 88,000
men and women.
Among these Treasury agencies, for
example, is the Internal Revenue Serv-
ice, which collects over $100,000,000,-
000 in taxes through the services of
more than 13,000 professionally
trained accountants, a large number
of law graduates, and hundreds of
revenue officers and tax technicians.
Another is the Customs Bureau,
whose 9,372 employees carry out the
Customs laws by inspecting baggage
chandise from all parts of the world,
and levying the Customs duties.
The Treasury "family" also includes
a staff of over 4,000 Treasury enforce-
ment agents or "T-Men" who wage a
continuous battle against the smuggler,
the income tax evader, the dope ped-
dler, the moonshiner, the counter-
feiter, and the forger of Government
checks and bonds.
Treasury workers, 4,000 of them,
operate large banks of computers lo-
cated throughout the land-key punch
operators, programmers, systems ana-
lysts, and computer operators.
Also a part of the "family" in
times of peace, are the hundreds of
high quality civil service engineers
and technical assistants who perform
vital functions as members of the
United States Coast Guard team.
Thus, the business administration of
each Treasury bureau demands alert
and progressive young men and wom-
en for careers in personnel manage-
ment, organization and methods,
budget and general administration.
Keeping this vast machine running
efficiently and smoothly is Art Weath-
erbee's job. A look at his background
can answer some of the reasons why.
His academic record as a student in
the University of Maine-from which
he was graduated with honors in 1939
-shows a strong interest in govern-
ment administration. He was valedic-
torian of his class, a member of Phi
Beta Kappa, and was a nominee of
the University for a Rhodes Scholar-
ship.
In his 20 years with the Federal
Government he literally rose from the
bottom to the top of the career lad-
der. He began work in one of the
early intern programs sponsored by
the National Institute of Public Af-
fairs, followed by a succession of
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 progressively responsible positions in
the Federal Government with the
Farm Credit Administration, the Na-
tional Labor Relations Board, the
United States Navy and the War As-
sets Administration. In the State De-
partment he became Deputy Director
of Personnel; in the Post Office De-
partment he served as Assistant Post-
master General; he was appointed to
his present post in the Treasury in
1959.
In each of these major agencies he
gained valuable insight into the major
personnel and management systems in
the Federal Government, and con-
tributed a number of innovations in
(Continued from Page 29)
In subsequent years, he served as
Deputy U. S. Special Representative
for economic aid programs in Europe
with the rank of Ambassador; as Asso-
ciate Deputy Director for the Mutual
Security Agency; as Economic Co-
ordinator in Korea, where his excep-
tional performance earned him the
Agency's Distinguished Public Service
Award; and as Coordinator for the
President's Committee on the study
of the U. S. Military Assistance Pro-
gram, for which he received his second
Distinguished Public Service Award.
He also holds the Army's Dis-
tinguished Service Medal and the
Medal of. Freedom, and in 1961 he
was honored by his alma mater,
management. His knowledge of the
working mechanism of our govern-
ment is prodigious. He is a strong be-
liever in the delegation of authority to
qualified personnel, but he demands
effective reporting, inspection and
follow-up on the part of his subordi-
nates.
"Art" Weatherbee's work won per-
sonal praise from President Johnson
himself, when the President learned
that the Treasury's management im-
provement program since 1959 had
resulted in savings of more than $100
million.
Assistant Secretary Weatherbee is a
dedicated supporter of the merit sys-
tem and understands the value of
public service both to the public itself
and to the individual who performs
the service. He has no hesitation in
urging public-spirited young men and
women to enter the federal service.
He is a firm believer in his conviction
that the greatest resource of Govern-
ment consists of the individuals who
serve it.
Princeton University, by the award
of the Woodrow Wilson Prize in rec-
ognition of his contribution as an
alumnus to the public service.
Today he continues his service
working with senior officials of the
Agency for International Development
and the distinguished members of the
President's General Advisory Com-
mittee in their continuing examination
of American economic and military
assistance programs.
No employee of the U. S. Govern-
ment has given longer or more faith-
ful service to the U. S. economic
assistance program. None is more
deserving of the honor which the
award of the National Civil Service
League bestows.
(Continued from Pap4rpved FV-r @ se ? ,02/ , ClA-RpnP84-0078OR0009000400 -
Approved For Release 2002/08/15 : CIA-RDP84-0078OR000900040010-0
 Good New9pMa otf lff& ft 1nE~-RDP84-00780R000900040010-0
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SCANDAL. CRIME. CORRUPTION. HORROR. These are supposed to be
the grist of the news. But good news makes good headlines, too, and the
National Civil Service League has proved it again. On May 19, 1965, the
League conferred its coveted Career Service Awards on ten career civil
servants, honoring them for outstanding contributions to excellence and effi-
ciency in government. These ten were not merely good, they were the best. And
they proved the depth and quality of the career public service in our nation
-a service which makes up fifteen percent of the nation's work force.
THEY MADE THE NEWS because they exemplify the best in our society
in devotion, skill and accomplishment. The occasion made the news, too. The
President received and commended each at the White House, and honored
the League for honoring them. Over a thousand persons feted them-including
top officials of the Cabinet, the Congress, business and the professions. Press,
TV and radio carried their story worldwide, as the samples above show.
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 Approved For Release 2002/08/15 : CIA-RDP84-0078OR000900040010-0
NATIONAL CIVIL SERVICE '_EAG
1965
Career Service Awards Program Participants
The National Civil Service League gratefully acknowledges the support of the
many industries, organizations, and leaders who have joined with us to sponsor
this dinner. Our special thanks to the government agencies and friends of the
Awardees who have participated in such large numbers.
Financial Sponsors
American Telephone and Telegraph Co.
Armco Steel Corporation
Boaz ? Allen & Hamilton Inc.
Chrysler Corporation
Cresap, McCormick and Paget
Crown Zellerbach Foundation
Alfred E. Driscoll
Equitable Life Assurance Society
Federated Department Stores, Inc.
Ford Motor Company Fund
General Dynamics Corporation
General Motors Corporation
Hamilton Watch Company
Inland Steel-Ryerson Foundation, Inc.
International Business Machines
Corporation
International Harvester Foundation
Robert L. Johnson
Nicholas Kelley
Koppers Company, Inc.
Litton Industries, Incorporated
The Merck Company Foundation
McKinsey and Company, Inc.
Monsanto Company
North American Aviation, Inc.
Olin
Olivetti-Underwood Corporation
Pitney-Bowes, Inc.
The Procter & Gamble Company
Radio Corporation of America
Weston Rankin
The Riggs National Bank
Sears, Roebuck and Company
Standard Oil Company (Incorporated
New Jersey)
United States Steel Corporation
The Career Service Awards Progrcu is
made possible by the generous suppc t of
The Alfred P. Sloan Foundation
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 Introduef Mdr le sj ffa llhE f-RDP84-00780R000900040010-0
N CUNIC MAN&CEMLNT
4.IMI N CM INS.
.=
YIINIC CMIN Wa WINdNMIi
N P ANNN N
TNNr.? th,.. t.Nq f.w tiNa - N
GOOD GOVERNMENT-must reading for all who are interested in the
management and operation of the public service today. It consistently makes
the headlines because it's alive-intelligent-colorful-factual-readable. It
makes headlines by dealing with issues; by filling its pages with lively articles
by leaders of industry, government and the professions-people who have
something to say and say it well. Academics who want to "sound off" in a
non-technical way about problems they see in the growing "industry of govern-
ment" find it a perfect forum. GOOD GOVERNMENT makes news. You
should read it!
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 / JOIN the Le&Weued For Release 2002/08/15 : CIA-RDP84-0078OR000900040010-0
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ABOUT THE LEAGUE
THE NATIONAL CIVIL SERVICE LEAGUE is a nonpartisan,
nonprofit citizens' organization founded in 1881 to promote effi-
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oriented institution representing general citizen interest in improve-
ment of public management and is supported entirely by tax-
deductible contributions from citizens, organizations, corporations,
and foundations who are concerned with the quality of public ad-
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attested to by strong endorsements of its value and programs by
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as well as by countless leaders in private and public life. Member-
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 IN THIS
ISSUE
p
ease 2002/08/15: CIA-RDP8 -00780R000900040010-0
P*/
AFAV
MUST reading for ...
/ Government Recruiters
/ Placement Officers
/ Guidance Counsellors
/ Librarians
/ Teachers of Government
YOUNG PEOPLE PLANNING
CAREERS
Concise, accurate and objective
guidance on the kinds of careers
available in government. Includes
special articles by PRESIDENT
JOHNSON; CIVIL SERVICE
COMMISSION CHAIRMAN
JOHN W. MACY, JR.; TEN TOP
GOVERNMENT OFFICIALS
AND CABINET MEMBERS; and
THE NATIONAL CIVIL SERV-
ICE LEAGUE.
GOOD reading for ...
/ Businessmen
/ Public Administrators
/ Citizens Organizations
/ Professional Leaders
/ Communications Experts
CITIZENS INTERESTED IN
GOVERNMENT
CBS President FRANK STANTON
-introduced by NEWTON MINOW-
speaks out on governmental at-
tempts to misuse communications
satellites. Newly elected National
Civil Service League President J.
EDWARD DAY urges a bold ex-
periment for government and busi-
ness to exchange ideas and man-
power.
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