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May 18, 1955
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X55 Approved FoWN v4 S OS A$L2 ECORD P7 PPENDIX 300030009-5 At the same .time, the judge, no pussyfoot- Ing jurist, charged witness Harvey Matusow with criminal contempt of court. The judge also barred a top attorney for Local 890 of the International Union of Mine, Mill and Smelter Workers at Bayard, N. Mex., from his court. Said Judge Thomason anent Lawyer Witt, who had been called to the witness stand and declined to answer questions about possible Communist affiliation: "No lawyer who takes the witness stand of self-incrimination will be allowed to pracq, As one who is deeply concerned at so forthrightly tearing the veil from to arvey Matusow's brazen attempt save onimu- nists by gaining new trials for the through repudiating his own testimony w ch helped to convict them. The judge also deserves theTation's com- mendation for the action he took concerning Lawyer Witt. In California, the State bar association is struggling with the same difficult problem of lawyers and Reds. A committee of the bar association has proposed discipline, up and to the point of disbarment, for attorneys who refuse to answer questions on subversion, who show disrespect for legislative committees or who A Program of Great Promise EXTENSION OF REMARKS HON. ED EDMONDSON OF OKLAHOMA III THE HOUSE OF REPRESENTATIVES Wednesday, May 18, 1955 Mr. EDMONDSON. Mr. Speaker, on Monday this House passed H. R. 2126, which would expand and extend our wise program of research in the devel- opment and utilization of saline waters. I note with great pleasuer that the Sen- ate Committee on Interior and Insular Affairs yesterday reported favorably S. 516, a bill which is intended to accom- plish the same purpose of continuing and enlarging this program. This is highly encouraging news, not only to our citizens living in coastal areas, but also to those residing in in- land areas and suffering from drought and water shortages. Research along the lines provided for in this program could well make available billions of gal- lons of potable water to noncoastal areas suffering a critical shortage, since there are tremendous quantities of water within States located all over the United States which are not now usable be- cause of high saline content. Devel- opment of a successful process of puri- fication could aid these States immeas- urably, as well as those bordering on the seacoasts. The potentialities of this research are almost limitless. It can be of tremen- dous importance to the entire world, and could be one of the most fruitful de- velopments of all times, virtually revo- lutionary in scope. Discovery of a cheap and easy way of converting saline water into a form which would be palatable to mankind, to domesticated animals, and to the plant life which provides so much of our food and other necessities of life, could transform countless re- gions of the world. It could be the most effective and inexpensive economic-aid program ever conceived. It might be a point 4 program without a peer in the annals of history. Top, 'in the event of an atomic war, and'the bombing of municipal water ~dipplies, development of this process the terrible impact of the drought upon the face of the Nation, it is highly en- couraging to me to see the Congress well on its way toward taking another step which may eventually do much to bring some relief to so many citizens and so many wasting millions of acres of our land. Let us hope that this bill speedily be- comes law, and that the prospects held out by this farseeing research come to an early and triumphant conclusion. Gen,, Chatles Pelot Summerall A3435 Reed last August and had been in failing health for months. His son, Col. Charles P. Summerall, Jr., re- tired, and his daughter-in-law, were at his bedside when he died. The general had been the oldest ranking soldier since the death of Gen. Peyton C. March, 90, last April 13. General March was Chief of Staff during the First World War. EULOGIZED BY STEVENS Secretary of the Army Stevens was among top officials and friends who eulogized the veteran officer. "During his 38 years of active service," Mr. Stevens said, "General Summerall was a de- voted and distinguished soldier. A veteran of the Philippine Insurrection, he was se- lected by General Pershing to command vari- ous Army corps in Germany during World War 1. "He was cited five times for gallantry by the President. A brilliant leader, as Chief of Staff, he contributed immeasurably to the Army's progress. The general was truly a great American who shall be missed by all who knew him." Gen. Matthew Ridgway, present Army Chief of Staff, hailed General Summerall for a "personal life and brilliant military career that exemplified the true patriot and great fader. Both the Army and the Nation bene- fited immeasurably from his tireless ener gy EXTENSION OF REMARKS rand unstinting devotion to duty during his or /,and of almost four decades," General OF FLORIDA Wednesday, May 18, 195 Mr. MATTHEWS. Mr. Spe er, it is with deep regret that I ann ce to the House that a grand old oldier who reached the top of his profession in another era of infantry jfarf ahas now passed on. Gen. C les Pelot Sum- merall, former Arm "Chief of Staff, and oldest ranking sold' r, died May 14 at the Walter Reed Hos tal. I am very proud of the fact tha this great general was born in my gressional district, the Eighth Distr" t of Florida. Charles P. Summerall as born on March 4, 1867, near the utiful little city of Lake City In Colum a County, Fla., the son of Elhanan ryant Summerall and Mar- PRAISED BY MARK CLARK Gen. Mark Clark, who succeeded General Summerall as president of The Citadel, saw General Summerall yesterday morning be- fore his death. "He not only was a great soldier, but was a great educator. He will be missed by every- one who felt his influence. It is a great loss and I will have a job trying to fill his shoes and carry on," General Clark added. At an age when he could have retired on a full and distinguished 40-year military ca- reer, General Summerall went on to carve out an equally meritorious career as educator. DOZENS OF DECORATIONS The general was 64 in 1931 when he left the Army after a 4-year term as its Chief of Staff. Behind him were the glories of the Chinese Boxer Rebellion campaign, leadership of the famed Rainbow Division in World War I, and dozens of decorations for soldiering in the grandest tradition. During the next 22 years until the age of garet Co nelia Pelot Summerall. He 86, he was president of the Citadel, South received is early education in Florida Caro tatg military academy at Charles- schools andwent on to become one a.e most distinguish l sons ,gL vky- eloved native State. The w ifl e State mourns his passing and I am sure that all thoughtful citizens of the United States share our bereavement at the departure of such an outstanding soldier-citizen. I should like to insert herewith an article from the May 15, 1955, edition of the Washington Star which summarized the brilliant career of General Summerall. Robert T. Stevens: The general was truly a great Ame The article follows: GENERAL SUMMERALL IS DEAD; FASRMER CHIEF OF STAFF, 88 Funeral services for Gen. Charles P. Sum- merall, former Army Chief of Staff and oldest ranking soldier, who died yesterday at Walter Reed Hospital, will be held at 2:30 p. M. Tuesday at the Fort Myer Chapel. The 88-year-old officer will be buried in Arlington Cemetery with full military hon- ors. He died at 11:50 a. m. yesterday. om a depression enrollment up the "West Point of the "I h loved the Citadel as I have loved no o er institution," he said. Despite his bli ring lectures and strict demands, the was questioned, threatened to resign. The entire corps signed a petition persuading him to stay. Always the vigilant soldier, General Sum- merall tried to rouse the people to prepared- ness 16 months before the Japanese attack at Pearl Harbor. The summer before the blow fell he said in a speech: "Because of our weakness and indifference, we must wait like fat oxen for the butcher with the carving knife." General Summerall's term as Chief of Staff began in 1926 by appointment of President Calvin Coolidge. He spent the next 4 years improving the General Staff and building up housing facilities in posts throughout the; country. Approved For Release 2005/08/24: CIA-RDP70-00211 R000300030009-5 O' Qvffl~ FILED. Approved For Relee, a 005/08/2 : CIA-RDP70-0021 0009-5 A~43~ CON AESSIONAL RECQ~ 'A'PL May 18 '~rPC;1DS MANAGEMENT D1Ht$iQN ?General Summerali began winning cita- tions for bravery as a first lieutenant of art tillery in the Philippines in 1899 and 1990. He was mentioned for gallantry six ti es during the campaigns against the insur/eec- tionists. In August 1900 he took a prominent part in a battle upon which the eyes of thl civ- tion during the Boxer Rebellion. COMMANDS FIGHTING FIRST Summerall sent his platoon of fi again cited for gallantry in action. After America entered World Wa eral Summerall was assigned to the artillery brigade of the 42d sion, but later was transferred to Division as commanding general of His brigade went through the fighting in May 1918, the first I credited with producing artillery without precedent In United States The next month he was promoted general and given command of the I Gen- mmand portant it was results istory. major later known throughout the Army Fighting First. He led it in the Aisne Second Marne, and Meuse-Argonne sives. MANY DECORATIONS A month before the armistice 0 Summerall took command of the 5th which as usual with his commands, re all objectives. After the armistice he Corps. His leadership and ability in France for him the Distinguished Service Medal, Legion of Honor of France, Belgium's Gr Officer of the Crown, and Italy's Comman of the Order of the Crown. City, Fla., March 4, 1867, the son of Elhanan Bryant Summerall and Margaret Cornelia Pelot Summerall, both natives of South Carolina. He received his early education in the palian preparatory school, for 3 years. After graduating from Porter he taught s o01 for 2 years. He was graduated from West Point in 1892. Isis first Army assignment was with the In- fantry, but after a few months he transferred to the Field Artillery. He married Laura Mordecai in 1901. Their son, Charles P., Jr., served in World War II. As a lieutenant colonel commanding a field artillery bat- talion he was awarded the Silver Star for gallantry in action. General Summerall was an Episcopalian and a 33d degree Mason. Mrs. Summerall, the daughter of Brig. Gen. Alfred Mordecai, died in Charleston, S. C., in Appril 1948. She was buried in Arlington Cemetery. Too Little and Too Late EXTENSION OF REMARKS of - HON. ABRAHAM J.MULTER OF NEW YORK IN THE HOUSE OF REPRESENTATIVES Tuesday, May 17, 1955 Mr. MULTER. Mr. Speaker, the fol- lowing editorial which appeared in the New York Herald Tribune of May 17, can a final decis on be reached on the 1955, is deserving of our attention: merits of the recommendation. Too LITTLE AND Too LATE However, there is no question that pre- If Mrs. Hobby's proposals for distribution vious recommendations of the Hoover of the Salk vaccine had been issued on April Commission which have been put into 12-simultaneously with the expected favor- operation have already resulted in a tre- able report of Dr. Francis-or at least whelk mendous reduction in the cost of Gov- the Public Health Service cleared vaccine sup- ernment. plies shortly thereafter, they might have made sense. Coming now, more than a One of the latest reports of the Hoover month later, with the emergency situation Commission covers the problem of in- th 14 e created by short serum supply intensified, ternal paperwork management in- they fall lamentably short of what the prob- Government agencies which employ lem requires. - about 95 percent of all Federal em- Only one of Mrs. Hobby's 11 recommends- ployees. tions shows any imagination, any grasp of The total cost of paperwork in the the emotional factors involved in the anti- Government for 1 year, according to the polio program. That is the suggestion for report, has reached the staggering fig- purchase grants-in-aid to States for the purchase of vaccine beyond the limits of ure of $4 billion, a figure that shows the the free distribution offered by the National cost of paperwork alone in the Govern- Foundation for Infantile Paralysis. And ment approximating the entire budget there are indications that this plan was in- for total operating costs of the Govern- jected into the report at the last minute. ment prior to 1933. Among the rest of the proposals is noth- As an example of some of the savings ing new, nothing but the most obvious ar- that can be made in paperwork man- rangements for voluntary allocation which should have been put in effect before dis- agement, the Hoover Commission has es- tribution of the vaccine began. There is no timated that $255 million can be saved provision for any improvement in the present by more efficient operation of Govern- inadequate and confusing service of infor- ment correspondence, reports, record- mation to the public, no enlisting- of the keeping and mail handling. country's administrative talents to insure the fleldt of reports, it cost the efficiency and public confidence. It is a Government as much as $700 million a routine approach to an unprecedented chal- llect infer- l d e r i t co y o prepare an a mp s lenge. y A sizable section of the report is devoted mation contained in reports, and the cost to proving how easy it is to make the vol- for a single report has reached $1 million. untary system work. Yet it has taken more The - Hoover -Commission has further than a month to draw up this oversimpli- found that some reports have been issued fled system-a month in which plans for a long after they could serve any useful vigorous and effective method of distribu- tion purpose, and that better than $50 mil- almost t have been assume held that t the abeyance. DepartmOneent of might lion could be saved annually through a Health, Education, and Welfare was trying careful management of Government to demonstrate how slowly a government reports. Huge Cost of Federal Government Paper- work Should Be Curtailed EXTENSION OF REMARKS OF HON. GORDON L. McDONOUGH OF CALIFORNIA IN THE HOUSE OF REPRESENTATIVES Tuesday, May 10, 1955 Mr. McDONOUGH. Mr. Speaker, the Hoover Commission has done a tremen- dous job for the people of the United States in investigating every phase of Government expenditure to ferret out the waste, extravagance, and duplication which has cost the American taxpayer billions of dollars each year, and which can now be saved thereby increasing the efficiency of the Government without loss of services to the public. I do not place a blanket endorsement on all of the recommendations of the Hoover Commission because each such recommendation must ` receive a thor- ough study and review by the Govern- ment Operations Committee of -which I am a member, and only after such study viOW WLAJ.VSi lvt v aiJiJOal OU ILA OSLO 1a, Digest of the Hoover Commission report on Federal Government paperwork with some of- the recommendations for spe- cific action to cut down this enormous expense which is consuming the tax- payers' dollars at an alarming rate: FEDERAL GOVERNMENT PAPERWORK $4 BILLION COST A YEAR (A digest by research department, Citizens' Committee for the Hoover Report) The Federal Government creates and han- dles some 25 billion pieces of paper each year (exclusive of the tons used in printing technical manuals, pamphlets, periodicals, etc.). To do this, it employs 750,000 full-time employees. The total cost of this paperwork is $4 bil- lion a year. This figure aproximates the entire Federal budget prior to 1933. The annual output of paperwork includes: More than a billion individual letters; 127,- 000 reports for use by Federal agencies; the addition of 9 billion documents to the Gov- ernment's permanent records. The Federal budget .includes: $180 million for office space for paperwork employees, plus $40 million for records' storage space; $36 million for the rental of tabulating ma- chines; $1 billion for letterwriting. This report covers the problems of internal paperwork management in the 14 agencies which employ about 95 percent of Federal employees. A second report will cover the Approved For Release 2005/08/24: CIA-RDP70-00211 R000300030009-5 Approved For Release 2005/08/24: CIA-RDP70-00211 R000300030009-5 CONGRESSIONAL RECORD - APPENDIX A3437 paperwork required of the general public by the Government. The possibilities for more economical and efficient handling of the necessary paperwork are illustrated by the accomplishments with respect to records management, traceable to the recommendations of the first Hoover Commission, which were: 1. The creation of a records-management bureau in the Office of General Services; 2. The enactment of a Federal records- management law; 3. The establishment of an adequate rec- ords-management program in each depart. ment or agency. In June 1949 the Congress established the General Services Administration (GSA). In 1950 it passed the Federal Records Act, giving GSA responsibility for the promotion of a program to improve the management of Gov- ernment records. This act also required each agency head to establish a program for eco- nomical and efficient management of his agency's records. The GSA has been responsible for impor- tant accomplishment in this field. It has reported these savings for the fiscal year 1953: Records disposal--------------- $11,500,000 Lower cost storage------------- 8,227,000 Filing and paperwork---------- 14, 443, 000 Total------------------- 34,170,000 The first Hoover Commission estimate of savings possible in this area for the fiscal year 1953 was $32 million. The task force of the Hoover Commission covered a wider segment of the paperwork problem-taking up where the first Hoover Commission left off. FINDINGS AND RECOMMENDATIONS The findings of the Commission led to three major recommendations. These are described in brief below: Recommendation I That the President establish a government- wide paperwork-management program by executive order and direct his top officials to give it their support. That the General Services Administration be given the responsibility for general su- pervision of paperwork management in the executive branch, with a view to simplifying and improving the quality of documents, eliminating nonessential copies, reducing the volume and cost of paperwork, and standardizing procedures and practices. That paperwork management staff func- tions now existing in the National Archives and Records Service be consolidated into the organization established in the GSA to implement this recommendation. Bases for recommendation 1 are: First. "The enormous volume of paper- work imposed upon top Federal executives interferes with their basic responsibilities * * * makes these positions far more diffi- The task force suggested that 1 style manual (instead of the 55 it found) would result in monetary savings and produce a letter of higher quality, which would be more acceptable to the public. The Government spends about $700 mil- lion to collect information and prepare 127,- 000 different reports. The Commission found that "agency management is often uninformed of the kind, quantity, purpose, and cost of the information collected. Many reports do not appear to be well conceived as tools for management control, nor is the data properly integrated and maintained for this purpose. Some agencies could not supply relative elemental information about their activities, Directives and instructions cost in excess of $100 million a year. The Commission found that few systems are effectively co- ordinated. There are 2- to 3-year lapses be- tween revisions and unwarranted delays In -clearing and promulgating instructions. In some agencies, subordinate echelons re- write and expand Instructions received from above. Not only is this practice costly, but confusion as to the original meaning is in- creased each time the original Is paraphrased and interpreted. Thus, the energy, time, and money spent on the establishment and maintenance of the system is wasted, and those who attempt to adhere to it are frus- trated and confused. The Federal Government was a pioneer In the development of large-scale, high-speed computers, but It "has taken a back seat in their use * * * " Budgetary procedures are the most important reason.for this-a ma- chine must be bought from a single year's budget. "It would pay some agencies, which have been processing data separately, to buy and operate a machine jointly." Personnel poses a similar problem, as highly skilled technicians are costly if each agency hires its own. Coordinated effort is advantageous. Quality control accounts for at least 10 percent of the total. paperwork cost ($400 million). In one unit of a military agency the review of finished letters takes 15 per- cent of the unit's total appropriation. "Even saved $157,200 In its Baltimore office In r r by streamlining its correspondence opera. tion. Applied to all 64 district offices, this would result in a saving of $5,500,000 by the Internal Revenue Service alone. On 1 project, covering 1 functional area, the Department of the Navy consolidated 3,161 forms into 752. Overall, it eliminated 21,000 forms in a year with identifiable sav- ings of $3 million. The Commodity Stabilization Service (De- partment of Agriculture) reduced its report requirements from 1,400 to 600. This made possible a 43-percent reduction in the num- ber of employees working on reports in the field offices. The Army Finance Corps audits only 10 percent of its pay cards and expects to cut its present low error rate in half. The overseas error rate drooped from 7 percent to 41/2 percent in the last half of 1953. These important, but as yet somewhat isolated, examples indicate what can be saved in time and money if this problem Is given the emphasis is deserves. Recommendation 3 Enactment of legislation authorizing nec- essary changes in forms 941 and 941A (Employers Quarterly Federal Tax Return), as recommended by the Internal Revenue Service and the Social Security Administra- tion. Basis for recommendation 3 is that these forms now require 184 million lines of infor- mation from employers each year, and also they duplicate data sent to other Federal agencies, "The saving to the Federal Gov- ernment would be considerable, and the sav- ing to the business world is estimated at $22 million annually." POSSIBILE SAVINGS It is possible to do thenecessary paperwork more economically and more efficiently. Im- proved records management alone saved more than $34 million in fiscal 1958. If the rec- ommendations of this report are implement- ed a further annual saving of $255 million is possible. This means more than a 6-per- cent reduction in the cost to the taxpayer. 100-percent inspecti percent accuracy be causes Inspection e on does not Insure 100- cause the drudgery ? ? rrors." The Task Force on Paperwork Manage- ment has estimated the current cost and possible savings on the seven major cate- Personnel policy p tt t h rovides another obstacle. stand- l t d to d gories of paperwork. e Although I as a ards for 3 years, th sion has tended to e eve op mp e Civil Service Commis- delay action until more agencies establish - - Agencie programs paperwork management s " * * * either scatter Paperwork activity Possible . responsibilities for various segments * * * saving among relatively employees as a part- untrained, low-ranking time activity, or push the Correspondence ............. $1, 000, 000, 000 $75,000,000 onsibility off on res to some higher ranking Forms ---------------------- 867, 000,000 50, 000, 000 p employee too busy to give serious attention Reports ------------------ _ _ Directives and instructions-- 700, 000,000 100,000,000 50,000,000 to it." Record keeping------------ 650,000,014) 50, 000,000 Government The keeps 26 percent of all Mail handling--------------- 104,000,000 30, 000,000 . d ermanent l Records kept per- Supervisory and miscellanc- y. s p recor manently by private industry average closer ous----------------------- Total ................. 4, ON, 000, 000'255,000, 000 cult than those of the top officers of large While the Federal Government has made Im- corporations." TheCommission thought the portant strides, its records management pro- handling of the personnel side of paper- gram is still lacking in centralized direction work could, at best, be "characterized as and managerial drive. haphazard and shortsighted." Encouraging Recommendation 2 results were found to be an exception. "On the whole, agency heads and their principal The Commission suggests that some top subordinates have not given proper atten- official in each agency be assigned the respon- tion to potential economies in this $4-billion sibility of simplifying forms, eliminating activity." nonessential copies, and determining the Second. While the General Services Ad- number and character of reports with a view ministration has developed successful meth- to reducing and eliminating the nonessen- ods for improving the management of tial reports. This official should cooperate records, other phases of paperwork man- with the General Services Administration in agement leave much to be desired. determining methods and systems. Bases for recommendation 2 include: Many of the billion letters written en their each The possibilities of antra-agency improve- y (at repr atia cost of $1 billion) "deserve ee ments are illustrated by some of the practices and reputati long on for long paragraphs, words, further long obscured sentences, by commended by the Hoover Commission: legal terms, abstract nouns, passive verbs, with ethe Internal General Revenue eesSAdme, working and dangling clauses Sarnoff Submits Program for Political Offensive Against World Communism To Win Cold War EXTENSION OF REMARKS Of, HON. PATRICK J. HILLINGS OF CALIFORNIA IN THE HOUSE OF REPRESENTATIVES Monday, April 4, 1955 . Mr. mLLINGS. Mr. Speaker, recently Brig. Gen: David Sarnoff, chairman of the board of the Radio Corporation of Approved For Release 2005/08/24: CIA-RDP70-00211 R000300030009-5 A3438 Approved For CONGRE99PR 'R AG 70-OO ~QQ 00030009-5 A,*rica, announced a plan to keep our ?ecuntry on the offensive in the cold war against communism. General Sarnoff's recommendations are similar to those of the Select Com- mittee on Communist Aggression on which I served during the 83d Congress. In order that the Members of the House may be apprised of the Sarnoff plan, I wish to place in the RECORD a press re- lease which outlines the program. The press release follows: A firm and open decision to win the cold war, as the surest way to prevent a hot war, was urged upon our Government by Brig. Gen. David Sarnoff, chairman of the board of the Radio Corporation of America, in a memorandum presented to the White House on April 5, 1955, and made public today. Pointing out that the Kremlin's fixed goal Is world dominion by means short of an all- out war-propaganda, fifth-column subver- sion, civil strife, terror, and treacherous di- plomacy-General Sarnoff declared: "Logically we have no alternative but to acknowledge the reality of the cold war and proceed to turn Moscow's favorite weapons against world communism. Our political counterstrategy has to be as massive, as in- tensive, as flexible as the enemy's. "The question, in truth, is no longer whether we should engage in the cold war. The Soviet drive is forcing us to take coun- termeasures in any case. The question, rather, is whether we should undertake it with a clear-headed determination to use all means deemed essential, by govern- ments and by private groups, to win the con- test." General Sarnoff's memorandum, entitled "Program for a Political Offensive Against World Communism," grew out of his dis- cussion of the subject with President Eisen- hower in Washington on the morning of March 15, and announced at the time by James Hagerty, White House Press Secretary. The same afternoon, at the President's request, General Sarnoff conferred with Nel- son Rockefeller, Special Assistant to the President on psychological warfare, and offi- cials from the United States Information Service and the Central Intelligence Agency. At the end of the meeting he undertook to submit his views on the subject and a sug- gested program of action. The result was this memorandum, In which he emphasized that "we must go from defense to attack in meeting the political, ideological, subversive challenge. The prob- lem," he said, "is one of attaining the re- quisite magnitude, financing, coordination and continuity of action. The expanded offensive With nonmilitary means must be imbued with a new awareness of the great goal and a robust will to reach it." People everywhere, and especially behind the Iron Curtain, General Sarnoff recom- mended, should be told that "America has decided, irrevocably, to win the cold war; that its ultimate aim is, in concert with all peoples, to cancel out the destructive power of Soviet-based communism." General Sarnoff declared that his proposals "should not be construed as a substitute for adequate military vitality," both in the new- est weapons and balanced conventional forces. "But short of a blunder that ignites the third world war which nobody wants," he added, "the immediate danger is the debili- tating, costly, tense war of nerves that is part of the cold war. The primary threat today is political and psychological." If we allow ourselves to be defeated in the cold struggle, he warned, "we will have bypassed a nuclear war-but at the price of our freedom and independence. We can freeze to death as well as burn to death." Existing organization for fighting and win- ning the cold war must be "adjusted and strengthened in line with the expanded scale and intensity of operations," General Sar- n.ff said. He proposed a "strategy board for political defense, the cold war equivalent of the Joint Chiefs of Staff on the m.ilitaly side," functioning "directly under the Presi- dent, with Cabinet status for its head," The conflict on the political front, he said, "is not a preliminary bout but the decisive contest, in which the loser may not have a second chance. It must therefore, be car- ried on with the same focused effort, the same resolute spirit, the same willingness to accept costs and casualties, that a hot war would involve." The specific activities cited as examples in the memorandum would be carried out not only by official agencies but by private groups such as labor unions, veterans' organizations, churches, youth and women's groups. The Soviet-controlled countries, it showed, are extremely vulnerable to precisely the kind of psychological pressures the Communists are using against free nations. In outlining a vastly enlarged propaganda effort, General Sarnoff drew attention to op- portunities opened up by new technical de- velopments 'in communications. For in- stance, mobile big-screen television units in black-and-white and in color would be effec- tive in non-Communist regions where their very novelty will guarantee large and atten- tive audiences. "Vast regions in Asia and elsewhere, where illiteracy bars the written word and lack of radios bars the spoken word," General Sar- noff explained, "could thus be reached." His plan also included mass distribution of cheap and lightweight receivers tuned to pick up American signals. In addition, a simple, hand-operated phonograph device, costing no more than a loaf of bread and records made of cardboard and costing less than a bottle of Coca-Cola could be made available by the million in critical areas. "Propaganda, for maximum effect, must not be an end in itself-it is a preparation for action," the memorandum stated. "Words that are not backed up by deeds, that do not generate deeds, lose their impact." The arena of action is the whole globe, General Sarnoff believes. "We must aim," he said, "to achieve dramatic victories as swiftly as possible, as token of the changed state of affairs." He saw great possibilities for encouraging and guiding passive resist- ance by individuals, with a minimum of risk, in the Soviet empire. At the same time he took note of the fact that pockets of guerrilla forces remain in Po- land, Hungary, the Baltic States, China, Al- bania, and other areas. These must be kept supplied with information, slogans, and new leadership where needed and prudent. "We must seek out the weakest links in the Kremlin's chain of power," General Sarnoff declared. "The country adjudged ripe for a breakaway should receive concentrated study and planning. A successful uprising in Al- bania, for instance, would be a body blow to Soviet prestige and a fateful stimulus to re- sistance elsewhere." Among the specific activities discussed in the memorandum were intensive collabora. tion with emigres and escapees from Com- munist countries and special schools to train personnel for political-psychological warfare. May' Address of Albert M. Cole, Administrator, Housing and Home Finance Agency, to the Construction and Civic Department Luncheon at the Annual Meeting of the United States Chamber of Commerce, Washington, D. C., May 3, 1955 EXTENSION OF REMARKS OF HON. GORDON CANFIELD OF NEW JERSEY IN THE HOUSE OF REPRESENTATIVES Wednesday, May 18, 1955 Mr. CANFIELD. Mr. Speaker, under leave to extend my remarks, I include an address before the annual meeting of the United States Chamber of Commerce by a former colleague in the House and now Administrator of the Housing and Home Finance Agency, the Honorable Albert M. Cole: ADDRESS BY ALBERT M. COLE, ADMINISTRATOR, HOUSING AND HOME FINANCE AGENCY, TO THE CONSTRUCTION AND Civic DEPARTMENT LUNCHEON AT THE ANNUAL MEETING OF THE UNITED STATES CHAMBER OF COMMERCE, MAYFLOWER HOTEL, WASHINGTON, D. C., TUESDAY, MAY 3, 1955 I like the title, "The New City," that Stuart Fitzpatrick of the United States Chamber of Commerce has asked me to -talk about here today. It has the ring of real change in it. And it is change we want in our urban patterns. But just to keep things entirely clear, I'd like to enlarge on- that title a bit. Let's make it "The New and Better City." We have a habit of thinking that anything new-or different-is also better. When we buy anything new we assume it's better. Well, maybe it is. But let me ask you this. "When your wife gets a now hat-and note I said your wife, not mine-can you honestly tell me it is always a better hat?" No: just new things aren't necessarily bet- ter things. A new home isn't always a better home, nor a new neighborhood a better neighborhood a better neighborhood-just because it's new. What we want in the new city is a really better city-better suited to our needs and times, better planned for our future growth, better designed for the way our people want to live. We don't want change in order to have something different but in order to get some- thing better. We're not out just to destroy everything we've built in the, past. On the contrary, we are seeking to preserve and revitalize the good we have built into our cities at the same time that we replace what we have outgrown and worn out. This Is what we mean by the renewed city, and by "urban renewal" as it is conceived in President Eisenhower's new program and the Housing Act of 1954 which so many of those here in this room helped formulate. As a result we can honestly say that we are approaching the new and better city we've talked and dreamed about for a good many years. In a way, it still seems to be something we hope for in the distant future, a kind of castle in the air. But I have news for you. This new city is no longer a distant dream. It is materializ- Approved For Release 2005/08/24: CIA-RDP70-00211 R000300030009-5 Approved For Release 2005/08/24: CIA-RDP70-00211 R000300030009-5 FORM SEP 1N0. 36-8 946 ~) Approved For Release 2005/08/24: CIA-RDP70-00211 R000300030009-5