The mission of the I. & E. program is to provide active duty personnel with informational and educational opportunities designed to: increase their efficiency, broaden their academic and technical background, build and maintain their morale, and contribute to their well-being.

USAFI is very important to the Navy's continuing academic technical and vocational program. The educational side is similar to the original educational services and aims to help each Navy man to: prepare for career advancements; continue educational programs which an individual might have begun prior to his military service; employ leisure time profitably; or, possibly, to prepare himself for eventual return to civilian life.

The information part of the program is to assist personnel to understand: current national and international issues; individual and collective Armed Forces missions; the importance of the individual and his responsibility as a military citizen within the United States and overseas in promoting the interest of the United States in international good will; and principles of American democracy and the forces that threaten it.

Department of Defense information publications are distributed to individual Navy commands by the Chief of Naval Personnel who also provides guidance and monitoring. Most of our pamphlets, posters, motion pictures, news releases, et cetera, are produced by the Directorate for Armed Forces I. & E. (AFIE).

AFIE pamphlets are stocked at the major Naval Supply Centers, Norfolk and Oakland, from which distribution is made to all ships and stations on basis of 1 copy for 20 persons. The Chief of Naval Personnel determines the Navy applicability, distribution pattern, and stocking level of these materials.

Some 16 Armed Forces radio stations and 6 Armed Forces TV stations in oversea areas are operated by the Navy. Information and education programs of local commands are assisted through these stations. A television transmitter on Guam, which relays the signal of a commercial station, is also operated by the Navy.

Ships of the Navy operating at sea, far from normal sources of information, receive news copy in their regular fleet broadcast schedules. The Armed Forces Press Service provides the Navy about 2,000 words of news each day which is relayed through Naval Communication Service to worldwide U.S. naval radio stations, who retransmit to our ships at sea.

The Navy-produced I. & E. Manual, a semiannual I. & E. Catalog of Material, and quarterly I. & E. newsletter provide the basic guidance for the I. & E. program. Outstanding efforts and results of any Navy command are written up in the newsletter to inform other commands.

The third program in nontechnical training is naval leadership. After World War II demobilization, the Navy was faced with reorganizing to include thousands of people who came into the services during the war. These had not had an opportunity to absorb Navy traditions through long peacetime experience.

Officers who had entered from civil life had necessarily been given only brief indoctrination courses in the Navy. There were others who did not have an education background to the level we would have liked.

In 1958 the Secretary of the Navy issued General Order No. 21 which stressed the need to improve the quality of our people coincident with improvement of our ships and weapons. It stressed the ability to meet the challenge of the times through continually improving leadership by personal example, better moral atmosphere, and sound organization.

The special assistant to the Chief of Naval Personnel for Leadership, under the direction of the Chief of Naval Personnel, disseminates materials and publications which are designed to be of assistance to all commands in carrying out their responsibilities under General Order No. 21. He has an additional duty to assist the chairman of the Leadership Working Group, Under Secretary of the Navy Paul B. Fay. This Washington group coordinates leadership efforts of military and civilian personnel of the Navy and Marine Corps.

Our theory is that Navy people, even though technically proficient, must be inspired as individuals, trained in their own units and led in many complex tasks; thus the materials are furnished to the individual commanders to assist them in those areas in which they see the greatest problems.

The naval leadership program attempts to: increase interest in and promote discussion on leadership subjects; collect and improve materials which will assist command programs; teach successful group communication; teach the techniques for motivating people and stimulating the elements of leadership; and achieve long-term improvements through group discussions. These discussions cover many areas of naval responsibility such as better citizenship, American heritage, and the challenge of communism.

The BuPers Leadership staff is small and directs the efforts of field teams in Norfolk, Great Lakes, San Diego, Hawaii, and Yokosuka. These teams assist commanding officers in establishing or evaluating their leadership programs. They also assist in the training of officers and men as group discussion leaders. Group discussions where everyday items of interest and problems of the command are related to the many aspects of leadership are important tools of the leadership program. Communism, being an everyday item of discussion, comes up often and its threat and dangers are stressed.

There are more than 80 schools, academies and courses functioning as command leadership programs in support of the naval leadership program. Most of these schools devote considerable effort to Americanism and to the dangers and threat of communism.

The various discussion subjects should arouse in each man a desire to inspire by setting an example in appearance; displaying courage; conducting himself properly; adherence to codes and regulations; getting to know subordinates; looking out for subordinates' welfare; exercising discipline; and accepting responsibility for his actions. Moral responsibility is stressed by: emphasizing honesty, integrity and loyalty; developing uncompromising allegiance to worthy causes and ideas; understanding and living the Code of Conduct; Constitution of the United States; U.S. Navy oath; seeking self-improvement; and continuing to build upon the character guidance foundation established by initial Navy training. Better management is sought by knowing the job; ensuring that tasks are understood, supervised and accomplished; training men as a team; making and

demanding sound, timely decisions; developing commands within their capabilities; obtaining order and obedience through naval discipline; striving for efficiency; and accomplishing assigned tasks properly in shortest time with least confusion and cost.

The Navy also has a people-to-people program which is closely related to I. & E. though separately administered. Generally the aims of the President's national program are followed. It points toward improving the position of the United States in many countries visited by the Navy. Prior to deployment a BuPers people-to-people team briefs the crews of departing ships on the customs, culture, and the do's and don't's of the countries to be visited. Port visit books are maintained in deployed ships to provide up-to-date briefings for commanding officers who may be required to enter these ports at any time for a friendly visit in demonstration of U.S. military strength or to assist in a local disaster.

These port visit books are not sources of intelligence, but do contain much useful information on local customs, taboos, and attitudes of the port inhabitants. They may emphasize various local political factions and issues and point out the methods of avoiding involvement in such controversies. The books are used by commanding officers as current appraisals of the situation to be used in conjunction with AFIEproduced pocket guides and films to prepare the Navy man to get along with the people in the country he visits. If the situation demands a military landing or demonstration, the military operation is assisted when troops landing are properly indoctrinated by such methods.

As soon as we commenced our landings in Lebanon, the Soviets and United Arab Republic began an all-out propaganda war naming the United States as aggressor. Our counterinformation and the action of our troops, based on prelanding indoctrination-soon convinced the Lebanese people that our military forces came not as aggressors, but to guarantee the freedom and independence of Lebanon in answer to a request from their Government.

Although people-to-people is a program aimed at people abroad, considerable early conditioning of our Navy people is necessary to insure its success. To be a successful ambassador of good will, requires that everyone from the admiral to the junior seaman must understand the principles of our country's attitude toward our allies and the Communist bloc.

A monthly magazine, "All Hands," informs and interests many people in being better Americans. "Explanation of the Cold War, "What Is Communism," "What Is Democracy," "Seapower in the Cold War," "Cold War and You," "A Visit With the Dutch Navy," "Overseas Duty With MAAGS and Missions," and similar articles are distributed in such quantities as to reach every man.

The library services of the Navy and Marine Corps provide many books related to Americanism and the challenge of communism. Many commands publish up-to-date listings of books and periodicals on these subjects.

The Navy Cold War Advisory Panel was established by the Chief of Naval Operations and Commandant of the Marine Corps several years ago to assist existing headquarters staff organizations in carrying out their cold war responsibilities. Its suggestions and ideas come

from all naval personnel who have been alerted to the need to create in their everyday work an opportunity for the Navy to further the aims of the United States. It submits to the Chief of Naval Operations and the Commandant of the Marine Corps those ideas considered worthy of implementation by the Navy or Marine Corps to assist the United States in gaining the advantage in the cold war. The panel works with minimum clerical and administrative effort through those bureaus and offices of the Navy best fitted to carry out the proposed ideas. For example, it has sent out frequent personnel memorandums to keep retired officers informed of national programs and objectives in which they can be of assistance. Memorandums on "The Geneva Conference on the Law of the Sea," "Objectives of the People-toPeople Program," are other examples. It has received, reviewed, and instituted action on hundreds of helpful ideas.

The Navy Chief of Information is responsible for a Chinfo Newsletter to all Navy commands which generally carries a tearsheet of one of the most significant recent speeches for insertion in Navy speak

er's notes.

I have described many of the Navy's efforts in the non-technical information area. You have probably noted that it doesn't represent a controlled Washington effort. There is no Navy-wide requirement for mandatory attendance at information or leadership sessions, nor for a minimum time which must be devoted to such programs these determinations are within the discretion of the local commander, but commanding officers are responsible for conducting an effective program in support of stated objectives and consistent with command requirements.

In 1959 a poll of enlisted personnel in the Schools Command at Treasure Island reflected the information status of a cross-section of naval personnel with regard to communism. The poll showed such a diversity of opinions and attitudes that a review was made by the Offices of Chief of Naval Operations and Chief of Naval Personnel. It surveyed the principal Navy programs in use to combat communism and concluded that naval personnel did not have adequate knowledge of the Soviet threat nor a true appreciation of the cold war. A program based on a designated number of hours per subject each month was considered and investigated. It was decided that no directive should be promulgated directing coverage of specific topics or setting forth firm hour requirements. It would deprive commanding officers of some flexibility and latitude essential to command. Experience has shown that such action is more likely to result in going through the motions, or lip service, to satisfy the paper requirements than in an effective program. Changes were made to improve the programs and better monitoring methods were developed. In each case the commander must consider the size of his command, its overall mission, the operational requirements placed on it by higher authority. A fleet ballistic missile submarine, operating submerged for weeks; a heavy carrier; and an industrial shore activity, with ready access to many information media, both military and civilian; each requires a specific program.

Just as the program is generally administered, so it is monitored. Extensive and lengthy reports are avoided whenever possible. Every effort is made, however, to collect and disseminate the best and to screen out and improve mediocre efforts.

Monitoring the I. & E. programs is accomplished by means of an I. & E. quarterly report. All commands with 50 or more personnel are required to submit this report to the Chief of Naval Personnel, revealing in some detail the scope and intensity of the information program and the techniques and materials employed. This report, coordinated with the quarterly newsletter, constitutes the management tool in maintaining the vigor of the information program. Reports which evidence superior or substandard command programs become the subject of further communications.

The effectiveness of a command's various programs of nontechnical information effort is monitored by examination of a command during annual administrative inspections by the next superior in command, who is in good position to judge and to correct poor performance.

The effectiveness of the teaching methods is observed and evaluated by the Naval Inspector General and the Bureau of Naval Personnel Inspector General during their scheduled visits to each training activity.

The Naval Inspector General is charged by General Order No. 21 with examining the leadership program of each shore command that he visits. In addition to administrative inspections, evaluations, and examinations by the Inspector General, the BuPers leadership field teams assist commands in evaluating their own leadership efforts.

This integrated but many-sided effort has proven to be effective, manageable, and most responsive to the specialized requirements of the Navy's operating forces. It dwells upon the basic elements of the American spirit, tradition, and leadership which we know to be effective counters to subversiveness and propaganda. We think that it is good but that it can always be better. It is being refined and improved constantly to include new materials as they become available.

This concludes my statement, Mr. Chairman.

INFORMATION AND EDUCATION OFFICER APPOINTED BY COMMANDING OFFICER

Senator STENNIS. All right, Admiral.

Thank you very much.

We will proceed directly now to the questions, and anyone may direct a question to Admiral Heyward or either of the two captains who are with him.

Mr. Kendall, I recognize you for 20 minutes.

Mr. KENDALL. Admiral, as I understand it, each commanding officer is responsible for the appointment of an information and education officer within his command; is this right?

Admiral HEYWARD. That is correct, sir.

TIME DEVOTED TO INFORMATION DUTIES

Mr. KENDALL. And an officer appointed may be on a full-time basis, or his information and education duties may be merely collateral to his other assigned duties; is this correct?

Admiral HEYWARD. That is correct; yes.