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Henry A. Kissinger's (HAK) Office Files
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DOCUMENT WITHDRAWAL RECORD [NIXON PROJECT]
DOCUMENT
DOCUMENT
not
SUBJECT/TITLE OR CORRESPONDENTS
DATE
RESTRICTION
NUMBER
TYPE
01
cable
From Helms to HAK
1/10/69
B,A
03
Report
Selection of Professional Personnel in CIA
N/D
B
04
memo
to HAK
n/D
8
PeR RAC REVIEW
SANITIZED
6/13/2008
FILE GROUP TITLE
BOX NUMBER
HAK
2
FOLDER TITLE
RESTRICTION CODES
A. Release would violate a Federal statute or Agency Policy.
E. Release would disclose trade secrets or confidential commercial or
B. National security classified information.
financial information.
C. Pending or approved claim that release would violate an individual's
F. Release would disclose investigatory information compiled for law
rights
enforcement purposes.
D. Release would constitute a clearly unwarranted invasion of privacy
G. Withdrawn and return private and personal material.
or a libel of a living person.
H. Withdrawn and returned non-historical material.
NATIONAL ARCHIVES AND RECORDS ADMINISTRATION
11.
*U.S.GPO:1989-235-084/00024
NA 14021 (4-85)
F-ile-Moore
C4
19 August 1968
MEMORANDUM FOR THE RECORD
SUBJECT:
Interview of General V. Clifton, by Dr. Legere and
Dick Moose, July 29, 1968
General Clifton's office, Washington, D. C.
General Clifton had readily agreed to this interview on the
basis of a phone call. When we arrived at General Clifton's office
we found him very eager to talk. He had set up a tape recorder to
preserve our conversation for his own records. He explained that
he hopes eventually to write a book. Clifton had apparently heard
of our study from Brom Smith.
Transition from Eisenhower to Kennedy
There was very little interchange between the Kennedy and
siie
Eisenhower staffs prior to January 20th, 1961. Eisenhower and Kennedy
iii
had met, and McGeorge Bundy had talked some with General Goodpaster.
0
However, on the morning of January 20th, the new staff assembled and
started "practically from scratch" to sort things out.
Clifton confirmed that General Goodpaster, at Kennedy's request,
had stayed on to effect a smooth team for Bundy and Clifton. Eventually
Zla,
Goodpaster's "secretary of the general staff type functions went to
ZI
Bundy. Clifton observed that Goodpaster under Eisenhower had worn
more hats than any man either before or after. He handled practically
every type of subject. Bundy slowly began to absorb the Goodpaster
function taking certain papers and saying 'I'll take care of this kind
of thing from now on." The intelligence function exercised by Goodpaster B
went to Clifton, working closely with Bundy.
Kennedy and Intelligence
For the first ten days of the Kennedy administration, Goodpaster
briefed Kennedy, accompanied by Clifton. Differences in style between B,Zo,
Eisenhower and Kennedy became immediately apparent in this period.
Kennedy preferred to read rather than to listen to oral briefings.
Clifton noted in this respect Kennedy's phenomenal reading speed and
his unusual powers of retention. Kennedy also wanted more depth of
21
information than Eisenhower had. He wanted the source documents as
well as the summary items. When this occurred, Clifton would go back
to the agencies for more material. Clifton performed an over-all
intelligence liaison function which he exercised until General Taylor
came on board in August, 1961. Clifton continued to exercise the
CONFIDENTIAL
WORKING PAPER
C4
2
2
primary briefing function until Kennedy's assassination. Clifton
11/1
and Bundy agreed that Clifton would attend the NSC meetings so that
he would not duplicate in his intelligence briefing items which the
President heard about in council briefings. The intelligence base
from which Clifton worked consisted of the CIA summary (CIB), two
State Department summaries, a DIA summary, plus individual summaries
from the services, a small AEC input, and the Watch Committee report.
To supplement this regular flow of summary material, Clifton developed P
contacts in the individual agencies. These were people who called
Clifton when they had something particularly hot or something too
sensitive for inclusion in the summaries.
Clifton noted that it was important to have a single contact
point for the intelligence agencies at the White House. This was
1
especially true when President Kennedy, after about six months in
office, began to travel a little bit more. Clifton initiated the
practice of having the morning CIA summary sent to the President by
teletype wherever he was. Eisenhower had not done this. For example,
when word of the construction of the Berlin wall was received, Clifton
was the only person out of the national security area with the President.
He gave the President the word, and the President talked with the
Secretary of State within four minutes after Clifton had informed him
of the event.
By February, 1961, President Kennedy felt that he was getting
more material from Clifton than he could effectively handle and he
asked for the preparation of a special booklet which would summarize
the material received each morning. A format was devised by Clifton,
Bundy, and Brom Smith consisting of headlines and short blurbs, with
a place for Kennedy to indicate if he wanted more information on a
particular subject. The latter feature gave rise to the name "Checklist".
When he did, Clifton, in coordination with Bundy, would go back to the
intelligence agencies for follow-up material, if time was available,
or alternatively, Bundy and his staff would respond to the President's
request. The Checklist was prepared by CIA between 3 and 4 in the
morning in two copies by 7 am. After Kennedy began to use it, he some-
times would call the Secretary of State or the Secretary of Defense
M
about an item in the Checklist and discover they were unaware of it.
As a consequence, the two Secretaries were added to the distribution
list as was General Taylor when he joined the White House.
Whenever possible Clifton would go over the Checklist with Bundy
the first thing each morning, and Bundy would give Clifton additional
material which he and his staff had either selected or had developed
themselves. This latter raises an interesting difference between the
Goodpaster and the Bundy operation. Goodpaster never created memoranda
CZI
or analyses of his own; he had always called upon the agencies to do
this. (From our subsequent interview with Art McCafferty we confirmed
CONFIDENTIAL
WORKING PAPER
C4
3
3
that Clifton, Bundy and Brom Smith worked very closely together
on this briefing function and that the potential conflicts and con-
fusion that might have come from their joint handling of this respon-
m
sibility -- a danger alluded to by General Goodpaster -- was avoided
because of the good personal relationships which existed between
Clifton and the others.
The Situation Room
After the Bay of Pigs episode, McGeorge Bundy moved from the
EOB to the White House to be closer to the President so that he could
B.25
be available whenever the President needed him. The President was in
the habit of having impromptu meetings. Sometimes Bundy couldn't get
WM
from the EOB over to the Oval Office for short meetings on brief notice.
Simultaneously there was a growing recognition of the need for a White
House facility to keep track of fast-breaking developments. Consider- P,W
ations of space and security led them to choose the West Basement. The
Navy built the Situation Room because it had the funds. (Clifton's
comments about the creation of the Situation Room corresponds to Art
McCafferty's).
As 1961 wore on, the amount of material handled became so large
that Clifton could not handle it by himself. This led to more involve-
ment of Bundy and his staff in the information and intelligence area.
Also the potential difficulties with separate lines of communication
became more apparent. Clifton stuck very strictly to intelligence
business, while Bundy and his staff expanded their activities in the ZI,N
substantive operations area. Bundy had enlarged his staff in order
to be able to respond to the President's requests. As noted, Bundy
was preparing his own memoranda, but he did this very carefully. When
putting together a paper on a subject he very clearly identified his
own opinion. He would say, in effect, "Here is the paper you need
zla,C
to make the decision. The Secretary of State sees it in this way, and
the Secretary of Defense might say the following:
After
a
meeting
to consider such a paper Bundy would do a directive to the departments
and agencies if the President's decision did not exactly fit the alter-
natives in the departmental papers.
Clifton said that crisis intelligence came to be handled apart
from his regular briefings. It went to the President, and to members
of ExCom (not ExCom as such, but to members of the inner circle).
Clifton was also cut in on this flow.
In concluding this portion of the interview, Clifton emphasized
the importance of having someone to carry forward the intelligence
business from one administration to the next and to advise the President OB
on intelligence matters preferably as Goodpaster had done with Kennedy.
He also emphasized the importance of having an individual to serve as
21
a corporate memory in the way that Bromley Smith has.
CONFIDENTIAL WORKING PAPER
C4
4
4
Johnson and Intelligence
When he became President, Johnson did away with the regular
intelligence briefing of the type Kennedy had received. The material
which had previously reached Kennedy in those briefings now went to
President Johnson in his night readings. As a result, no one ever
B,Zo,u
knew what he had or had not read. (Comment: "This seemed consistent
with what Art McCafferty had told us concerning the period at which
Kennedy had turned down the Aide's proposal to run the Situation Room.
The President's Military Adviser
General Taylor's study of the Bay of Pigs led the President to
VVV
the conclusion that he needed a military adviser. Clifton suggested
the President did not have confidence in the JCS - either the Chairman 20,21,X
the following reasons for this conclusion: (1) following the crisis
or the Chiefs; (2) The Secretary of Defense had not yet worked out
his own arrangement or rapport with the JCS. Clifton noted that this
was a violent period in their relations. Dr. Legere interjected the
x6
comment that this was the period of the "71 trombones"; (3) Both
Kennedy and Bundy understood that the President needed to have the
X5
"five men in uniform" on his team. Upon taking office, Kennedy said
he wanted to get acquainted with the Chiefs and indicated he wanted
the Chairman of the Chiefs to regularly attend the NSC and not be
limited to an "advisory" capacity. The President specifically wanted
his own separate contact with the Chiefs and had instructed Clifton
to work at this liaison activity. Kennedy had told Clifton that he
(Kennedy) was not well enough acquainted with the military system
and he didn't know the questions to ask the military and the military
didn't know what the President should know; (4) if the President had
lost confidence in the Chiefs and if they did not communicate well,
he needed a means of making up for this, therefore in effect, General
Taylor became Chairman of the Joint Chiefs.
The reaction of the men in uniform to the President after the M
Bay of Bigs was one of suppressed resentment. After the Bay of Pigs,
McNamara was a long time in excusing the Chiefs, whereas President
Kennedy had publicly taken the blame.
New President Needs Military Adviser: President - JCS Relationship
Clifton said this suggested that any new President should have
a military representative in order to establish and develop his rela-
O,Zo
tions with the JCS and to help him at least through the difficult
initial period of his Presidency. Clifton noted that President Johnson
had not wanted a military aide between him and the Chiefs. Johnson
ZI,X
had wanted to work with his two principal secretaries and with Mac-
Bundy. He turned the Departments over to these two men and expected
vv
them to run policy. He noted in passing McNamara, Rusk, and Bundy
had invented the Tuesday lunch, and that it had not originally in-
cluded a military man. President Johnson had felt that the Secretary
23,X6
CONFIDENTIAL
WORKING PAPER
C4
5
S
of Defense represented the JCS. In time, President Johnson and
the Chiefs came to understand each other better and learned how
to communicate with one another. By the time of the Johnson admin-
istration, of course, Secretary McNamara had asserted his power
over the chiefs.
Kennedy and McNamara and the JCS
Kennedy and McNamara had never really agreed over Kennedy's
relations with the Chiefs. Kennedy had often sent General Clifton
revizo
to the heads of the respective services and to the Secretaries of the
Services. McNamara resented the President's reaching beyond him
directly to the services, but had been unable to do anything about
x5.X6
it. For example, President Kennedy once instructed Clifton to seek
the views of the Army Chief of Staff and the Director of the Selective
M
Service System, General Hershey, concerning proposed revisions in
the draft. He did this although he had already asked McNamara to give
him a report on the subject. Clifton was President Kennedy's man
with the services. He wanted to know for example "what the Navy
really wants," not what McNamara said they needed.
Clifton's position was ticklish not only with the Secretary
of Defense, but also with the military aides at the White House.
21
Ultimately, Kennedy designated Clifton as Defense Liaison Officer.
Eisenhower had General Goodpaster but Eisenhower's aides had
been junior officess. Eisenhower knew the military system, but Kennedy
had a problem in this respect. Clifton had helped him some, serving
as more than a mere baggage carrier, but he was not in the position
to do the kinds of things that a three or four star general that
Taylor was later able to do.
White House Staff - DOD Relations
The foregoing discussion led us to consideration of the question
of why Bundy and his staff had not been involved with the Defense Depart
ment, why in fact there had been no Defense representative on his staff.
Clifton said that the Kennedy-Bundy group was fascinated with foreign
policy but that President Kennedy had not been particularly interested
ZI,X
in military matters until after the Cuban crisis. Kennedy had not
realized to what extent the activities of the Defense Department influ-Zo influ-
ence foreign policy. One of the connections in which this first became
evident to the Kennedy people was during the Berlin crisis when they
discovered that in order to find out what was going on in Berlin they
would have to call a General. Clifton pointed out, nevertheless, that
B
Kennedy was more aware of Defense potential than the other people
CONFIDENTIAL
WORKING PAPER
6
around him. Another reason why the Kennedy people had spent less
time on Defense was that they had to spend more time on State because
it was not responsive in a disciplined way, as was the Department of
Defense under McNamara.
Bundy had dealt directly with McNamara or Gilpatric, rather
than dealing with the Defense Department in the same way that he and
his staff were dealing with the State Department. In Clifton's opinion
m
Kennedy and Bundy early on decided to be, collectively, Secretary
of State. At this point, Clifton digressed briefly and posed the
question: "Who does an American ambassador represent -- is he the
President's or the State Department's man?" The President may have
given him his appointment; however, his next job is more likely to
come from the State Department. He is therefore divided in loyalty
and if he wants a next appointment, he had to keep his lines straight
with the State Department. Clifton noted that as Vietnam developed,
our Ambassador to South Vietnam developed a direct link to the Presi-
dent.
Dr. Legere asked Clifton whether he thought President Kennedy
had relied to a great extend on General Taylor for the Defense input
on foreign policy. Clifton's reply was not altogether clear but he
seemed to feel that Taylor's presence had strengthened the military
aspect of Bundy's summary presentations.
Zo,
President Johnson; upon taking office, had begun by shoving
the military away from him. He didn't want to meet with the JCS and
he didn't want a Defense Liaison Officer. He preferred to deal with
Zo,
McNamara. In this sense, Clifton felt that McNamara had been happier
with Johnson than he had been with Kennedy. Toward the last, Johnson
had made it clear that any Chief could see him whenever he wanted.
Clifton was present for the presentation of the first Defense
budget to President Johnson at the lunch on December 30, 1963. The
Chiefs were present at that occasion as they also were the following
year. Along with the Chiefs were Secretary McNamara and Deputy Sec-
retary Vance. It was Clifton's belief that after 1964 the President
dealt exclusively with McNamara on the Defense budget.
In summary, General Clifton recommends that a new President
needs (1) a military advisor and (2) an intelligence advisor.
o,ziy
Clifton intends to pass these ideas to the two nominees.
R. Moose
CONFIDENTIAL
WORKING PAPER
NIXON PRESIDENTIAL MATERIALS PROJECT
DOCUMENT CONTROL RECORD.
ITEM REMOVED FROM THIS FILE FOLDER
A. RESTRICTED DOCUMENT OR CASE FILE HAS BEEN REMOYED FROM
THIS FILE FOLDER. FOR A DESCRIPTION OF THE ITEM REMOVED
AND THE REASON FOR ITS REMOVAL, CONSULT DOCUMENT ENTRY
NUMBER 01
ON EITHER THE DOCUMENT WITHDRAWAL RECORD
(GSA FORM 7279 OR NA FORM 1421) OR NARA WITHDRAWAL SHEET
(GSA FORM 7122) LOCATED IN THE FRONT. OF THIS FILE FOLDER.
A sanitized copy substituted for an original item which
contains information restricted under the Privacy Act.
NATIONAL ARCHIVES AND RECORDS ADMINISTRATION
NLN Form 101 (revised 6-85)
NIXON PRESIDENTIAL MATERIALS PROJECT
DOCUMENT CONTROL RECORD.
ITEM REMOVED FROM THIS FILE FOLDER
A. RESTRICTED DOCUMENT OR CASE FILE HAS BEEN REMOYED FROM
THIS FILE FOLDER. FOR_A DESCRIPTION OF THE ITEM REMOVED
AND THE REASON FOR ITS REMOVAL, CONSULT DOCUMENT ENTRY
NUMBER 03
ON EITHER THE DOCUMENT WITHDRAWAL RECORD
(GSA FORM 7279 OR NA FORM 1421) OR NARA WITHDRAWAL SHEET
(GSA FORM 7122) LOCATED IN THE FRONT. OF THIS FILE FOLDER.
A sanitized copy substituted for an original item which
contains information restricted under the Privacy Act.
NATIONAL ARCHIVES AND RECORDS ADMINISTRATION
NLN Form 101 (revised 6-85)
No Objection To Declassification 2008/06/13 : NLN-HAK-2-12-3-2
ELLIGENCE
CENTRAL INTELLIGENCE AGENCY
ACENCY CENTRAL
WASHINGTON, D. C. 20505
OFFICE OF THE DIRECTOR
UNITED STATES CR AMERICAN
MEMORANDUM FOR: The Honorable Henry Kissinger
SUBJECT
: The Future Role of the White House
Situation Room
1. The Situation Room has become, and should remain,
an operating arm of the Presidency. There are functions which
must be carried out in and by the White House, and the Situation
Room is the logical organization for these assignments. They
include:
a. Providing a White House terminal for the
"hot lines",
25X2
Presidential-action State traffic, the LDX network,
etc.
b. Providing a channel for the routine dissemina-
tion of finished intelligence to the President and his
immediate personal staff.
c. Providing an around-the-clock alerting
center for the White House.
2. These functions are essential; there may be others
which can usefully be performed. On the other hand, President
Johnson, Mr. Rostow, and the Vietnam war have in combination
caused the Situation Room to acquire certain other functions
which can be better performed elsewhere. The White House is
receiving, on a routine basis, a considerable flow of raw intel-
ligence reporting--CIA TDCS's, NSA reports and translations,
PRESIDENTIAL LIBRARY REVIEW OF NSC EQUITY
SECRET
IS REQUIRED JUS 2/16/2012
No Objection To Declassification 2008/06/13 : NLN-HAK-2-12-3-2
No Objection To Declassification 2008/06/13 : NLN-HAK-2-12-3-2
Defense Attache reports, routine State traffic. (There is also a
massive flow of military operational traffic related to the war. )
These materials cannot be properly used without selection and
interpretation by trained analysts in a variety of specialties.
In fact, this task is the primary mission of the intelligence com-
munity in Washington. At the least, the present practice con-
fuses management lines; worse, it is dangerous and, ultimately,
expensive.
3. If the Situation Room is to serve only the President
and his immediate senior advisers, this flow of raw intelligence
should probably be stopped. The President should receive only
finished intelligence, and CIA can undertake to supply his intel-
ligence needs, through the Situation Room, at any time in any
form. The problem of raw material in the White House becomes
much more complicated, however, if the Situation Room is
also to serve the "NSC Staff", or whatever apparatus replaces
it. Normally such a staff will include men of considerable
substantive background, men who would expect and probably
need to read selected raw traffic for background. Thus,
definitive arrangements on this aspect of the Situation Room
cannot be made until we are advised by you as to your staff
requirements.
4. The fact of the Situation Room as an ongoing institu-
tion becomes a factor in the pattern of White House organization.
It provides a source of national security materials for the
President. For these to reach him, however, they must be
channeled through one of his senior staff. I assume this officer
will either be you or someone designated by you.
5. On this assumption, the Situation Room will be under
your control, but you will need someone to run it for you.
There are considerable advantages, both to you and to us, in
having this someone be a CIA professional. The job requires
-2-
SECRET
No Objection To Declassification 2008/06/13 : NLN-HAK-2-12-3-2
No Objection To Declassification 2008/06/13 : NLN-HAK-2-12-3-2
deep experience at information-handling in support of policy,
objectivity in regard to policy issues, and sensitivity both to
security and to the idiosyncracies of senior government
officials. The CIA senior duty officer system turns out in-
dividuals at the GS-14/15 level with precisely these qualities.
With such a man in charge, I could assure you of a professional
operation, directed at the President's interests (and your own),
and fully independent of the Departments.
25X1
6. In any case, I can assure you the present CIA
staffing of the Situation Room is worth the
it costs
us. From the White House view, we are the only source of
properly trained watch personnel. From our own view, our
people profit from the added experience and the broadened
variety of assignments the arrangement provides.
Micharditelm
Richard Helms
Director
-3-
SECRET
No Objection To Declassification 2008/06/13 : NLN-HAK-2-12-3-2
CAPTAIN ROBERT 0. WELANDER, USN
PRESENT DUTY: Military Fellowship Program of the Council on Foreign
Relations
EDUCATION:
U. S. Naval Academy, 1945, BS Degree (Naval Science)
graduated 22 out of
Air War College, 1962
1046
George Washington University, 1962, MA Degree (Foreign Affairs)
SUBSPECIALTY: International Affairs (9902P)
Defense Intelligence (9501P)
YEAR GROUP:
1945
AGE: 44
HOME STATE: New York
RELIGION:
Protestant
FAMILY STATUS: Married to the former
Patricia Ann Benson of San Diego, Cal-
ifornia. They have two children; a son
age 17 and a daughter age 12.
LANGUAGE:
French
PHYSICAL CHARACTERISTICS:
Height: 72½"
Weight: 184 lbs.
HOBBIES:
None
DECORATIONS: Republic of Viet Nam Navy
Gallantry Medal with Gold
Anchor (Foreign Award)
Bronze Star
Navy Commendation Medal
Meritorious Unit Commendation
(USS FOX (DLG-33))
PREVIOUS DUTIES:
Gunnery Officer, USS PURVIS (DD-709)
7/45 - 3/46
Communications Officer, USS CECIL (DD-835)
3/46 - 6/48
Student, Naval Air Station, Pensacola, Florida
6/48 - 6/49
Student, Naval Air Auxiliary Station, Corpus Christi, Texas
6/49 - 10/49
Gunnery Officer, USS LSMR 401
10/49 - 6/51
Post Graduate Student, Naval Intelligence School,
Washington, D. C.
7/51 - 6/52
Assistant Naval Attache, Thailand, Bangkok, Thailand
6/52 - 7/54
Communications Officer, USS BALTIMORE (CS-69)
10/54 - 5/56
Personal Aide and Administrative Assistant to Deputy Chief of
Naval Operations (Logistics)
5/56 - 12/57
Aide and Flag Lieutenant, Commander in Chief, U. S.
Pacific Fleet
1/58 - 8/59
Executive Officer, USS EPPERSON (DD-719)
9/59 - 6/61
Student, Air War College, Maxwell Air Force Base, Alabama
6/61 - 8/62
PREVIOUS DUTIES (Cont'd)
This is a particularly significant assignment
which I would like to describe in detail.
Assistant for Special Projects, Office of the Chief of Naval
y
Operations (90)
6/62 - 6/64
Commanding Officer, USS SEMMES (DDG-18)
6/64 - 12/65
Commanding Officer, USS FOX (DLG-33)
1/66 - 5/68
Temporary Assignment as Member of Politico-Military Policy
Division, Office of the Chief of Naval Operations
7/68 - 9/68
Navy Member, Military Fellowship Program of the Council on
Foreign Relations
9/68 - present
FITNESS REPORT EXCERPTS ON CAPTAIN ROBERT 0. WELANDER, USN, 448060/1100
Rear Admiral Ralph W. COUSINS, USN, Commander Carrier Division FIVE/
Commander Task Force SEVENTY-SEVEN
"Although the period covered by this report is a relatively short one,
it should be noted that the employment of Captain WELANDER's command, USS
FOX (DLG-33) was particularly arduous and demanding from every standpoint.
During this time, with the FOX performing both as PIRAZ (CTU 77.0.2) and
North SAR ship in the Tonkin Gulf, Captain WELANDER's performance of duty
was outstanding in every respect. From my personal observation I can at-
test that Captain WELANDER maintained his ship in superb material condition
and trained his crew to a high peak of readiness, achieving the very finest
performance through the use of the highly technical electronic equipment
with which his ship was specially equipped.
The FOX made several significant recommendations for improvement in
PIRAZ procedures. Captain WELANDER also helped develop the Strike Support
Ship concept and FOX was acting in that capacity when our fighters were
close-controlled to intercept and destroy two MIG aircraft, a first in TF-
77 history. Also, Captain WELANDER performed most effectively as SAR com-
mander, handling fast-moving and dangerous situations in a top-notch manner.
As a result of FOX's fine performance in the northern reaches of the
Tonkin Gulf I have recommended the ship for the Navy Unit Commendation.
In my opinion Captain WELANDER would make a fine flag officer and I
earnestly recommend his consideration therefor."
Rear Admiral W. V. COMBS, USN, Commander Cruiser-Destroyer Group SEVENTH
Fleet
"Although I have not been able to personally observe Captain WELANDER
frequently, I have been in a good position to witness and evaluate the out-
standing performance of his ship in her outstanding performance in one of
the most demanding assignments in the Tonkin Gulf, that of PIRAZ ship. In
brief, as PIRAZ ship it was FOX's responsibility to keep tract of all friend-
1y air traffic in the Tonkin Gulf-numbering frequently in the hundreds at
any instance. To successfully command such a sophisticated and complex ship
as FOX is a challenge in itself to do so with distinction, as Captain WE1-
ANDER has done, in the high tempo and demanding operational environment of
the Tonkin Gulf today, is the mark of an outstanding naval officer. In ad-
dition to PIRAZ Captain WELANDER has commanded FOX equally well in assign-
ment on Northern SAR station. He also is imaginative and productive in the
development of new operational concepts which will concurrently more fully
utilize the great capabilities of his ship and the installed NTDS system
Rear Admiral W. V. COMBS, USN, Commander Cruiser-Destroyer Group SEVENTH
Fleet (Cont'd)
and extended range radar. Several such concepts are in the middle stages
of implementation in SEVENTH Fleet with a resultant substantial improve-
ment in efficiency and effectiveness of the attack career strike force op-
erations being carried out in the air over the Tonkin Gulf and North Viet-
nam. Captain WELANDER has demonstrated his outstanding abilities. It is
now the Navy's opportunity to benefit further by his assignment to future
demanding positions of increasing responsibilities. He is strongly recom-
mended for early selection to flag rank."
Rear Admiral George R. MUSE, USN, Commander Cruiser-Destroyer Flotilla ELEVEN
"Captain WELANDER is without a doubt one of the finest and most compe-
tent young Captains in the fleet today. His performance of duty as Command-
ing Officer, USS FOX has been outstanding in every respect. He is dedicated
and highly motivated. Precept and example are the means by which he very
effectively leads his personnel. This officer is highly respected by seniors
as well as juniors. He is by nature aggressive, without offending, and in
his approach to all problem areas, has the capability of knowing the details
without getting lost in the details, resulting in satisfactory solutions
to even the most complex of problems. Captain WELANDER is acutely aware
of the needs of his ship and his personnel, both officer and enlisted, who
so proudly man her. He leaves no stone unturned in attending to these needs.
During the period of this report, USS FOX has been exposed to a par-
ticularly strenuous schedule which had to be condensed and tight-fitting to
meet an unexpected earlier-than-anticipated WestPac deployment. It has
taken Captain Welander's dynamic leadership to persevere successfully over
all obstacles under difficult and demanding conditions. He has personally
and very effectively directed the planning efforts of the ship in preparing
for Ship Qualification Acceptance Trials (SQUAT), Final Acceptance Trials
(FAT), Post Shakedown Availability (PSA), Shakedown Training and Fleet ex-
ercises. In addition, FOX was exposed to many inspections in preparation
for deployment on 7 June 1967. Among these inspections was a Nuclear Weap-
ons Acceptance Inspection, which had to be split up in two sections since
the JCS safety rules for ASROC in the DLG 26-Class were not available. FOX
prevailed beautifully in all the above and enjoys a fine reputation. Since
Captain Welander personally directs the efforts of his ship, it is largely
because of his close interest and attention to detail that FOX has enjoyed
so many successes at this point in her short history. FOX has recently
headed West for her first deployment. It is with the knowledge of Captain
Welander's strong and effective leadership that his Flotilla Commander ex-
pects to hear even greater successes in the future for this fine ship. He
is complemented by a charming and attractive wife, and together they form
a highly effective husband-wife team. Captain Welander is an officer with
marked potential for higher and broader responsibilities and is one who
should be among those considered for early selection to Flag Rank."
Captain William M. MONTGOMERY, USN, Commander Destroyer Division SIX TWO
"CDR WELANDER has continued to perform in the same highly professional
and totally competent manner demonstrated during the previous reporting
period. His exceptional capabilities have again been demonstrated both in
his personal achievements and those of his ship.
SEMMES participated in the highly successful project F/R-69 for which
performance she was commended with the participating Task Group. In May
and early June, during the DOM REP Contingency OPS, CDR WELANDER and SEMMES,
by magnificient seamanship and superb shiphandling under adverse conditions,
saved the derelict merchant ship SS SAN CARLOS from imminent beaching. CDR
WELANDER was awarded the Navy Commendation Medal for this accomplishment.
In July 1965 SEMMES was declared the winner of her second consecutive
DESRON SIX Battle Efficiency pennant as well as Engineering and Weapons
Departmental awards (both second's) for excellence during the FY 1965 com-
petitive year. This performance is in great measure due to CDR WELANDER's
inspired personal leadership, as well as to his outstanding professional
ability.
The level of CDR WELANDER's performance is amply documented by the
enclosures hereto (not included with excerpts). The depth of his leader-
ship is further indicated by the wonderful esprit which permeates SEMMES
and is reflected in a first cruise reenlistment rate above the force "tar-
get", and a 66 percent success rate (including three E-8's) on the last
enlisted advancement exams.
In his collateral duty as Chairman of the DESRON SIX Operations Board
of Analysis, he has ably directed the efforts of the Squadron Operations
Officers in analyzing mutual problems and recommending solutions for the
Squadron Commander's action, lending his drive and initiative to spark
their effort and his experience and sound judgment as a stabilizing influ-
ence.
CDR WELANDER is a truly outstanding Naval Officer with immense poten-
tial for further advancement. He was selected for promotion to Captain
by the last board to meet. He should soon be a prime candidate for flag
rank."
Rear Admiral H. A. RENKEN, USN, ACNO (General Planning and Programming)
"Commander Welander is one of the most able officers of his rank in
the Navy. His understanding of Navy problems and his grasp of the proper
manner of solving them are extraordinary. He is very convincing in his
oral and written explanations and recommendations. He is a hard and will-
ing worker whose results are invariably outstanding. A great deal of his
time has been spent in responding directly to tasks laid upon this office
by CNO; the satisfaction of CNO with his abilities and performance is
reflected in the commendatory memorandum appended. He is particularly
qualified in matters relating to program matters before Congress and the
Office of the Secretary of Defense. He has a brilliant mind which he uses
to the best interests of the Navy. His discretion and loyalty are equalled
only by his determination to perform consistently and well. His appearance
and personal life are above reproach. Commander Welander is destined for
positions of great importance and responsibility in his future career."
CAPTAIN REMBRANDT CECIL ROBINSON, USN
PRESENT DUTY: Commander Destroyer Squadron THIRTY-ONE
EDUCATION:
George Washington University, Bachelor of Arts Degree
Armed Forces Staff College, Norfolk, Virginia
SUBSPECIALTY: Politico-Military Strategic Planning (9900S)
YEAR GROUP:
1944
HOME OF RECORD: Clearfield, Pennsylvania
AGE:
44
DECORATIONS AND AWARDS:
Distinguished Service Medal
FAMILY STATUS: Married the former
Bronze Star Medal with Combat "V"
Joan Dufton of Clearfield, Pennsyl-
Joint Service Commendation Medal
vania. They have two sons ages 20
American Campaign Medal
and 17.
European-African-Middle Eastern Campaign
Medal
Asiatic-Pacific Campaign Medal
World War II Victory Medal
RELIGION:
PROTESTANT
Navy Occupation Service Medal with "Europe"
and "Asia" Clasps
China Service Medal
National Defense Service Medal
PHYSICAL CHARACTERISTICS:
Korean Service Medal
Height: 5' 10"
United Nations Service Medal
Weight: 180 lbs.
Korean Presidential Unit Citation
Vietnam Service Medal with Silver Star
Republic of Vietnam Campaign Medal with
Device (1960-
)
NOTES OF DISTINCTION:
Received Distinguished Service Medal in 1968 for exceptional service
on the Staff of Commander in Chief Pacific.
Received CNO Leadership Award in 1960 for his performance in command
of USS BERRY (DE-1035).
Early selected for promotion to both Commander and Captain.
PREVIOUS DUTIES:
First Lieutenant, LST-485
10/44 - 8/46
Navigation Officer, LST-1032
9/46 - 12/46
Gunnery Officer, LST-601
12/46 - 9/47
Executive Officer, LST-912
9/47 - 7/48
Student, Naval School General Line, Newport, R.I.
7/48 - 5/49
Engineering Officer, USS ENGLISH (DD-696)
6/49 - 3/52
Head, Naval Reserve Officer Training Corps Program,
Bureau of Naval Personnel
4/52 - 9/54
Executive Officer, USS WALKER (DDE-517)
10/54 - 8/56
PREVIOUS DUTIES (CONT'D):
Student, Armed Forces Staff College, Norfolk, Virginia
8/56 - 1/57
Assistant Head, Command Policy Section, Strategic Plans
Division, Office of the Chief of Naval Operations
2/57 - 6/59
Commanding Officer, USS BERRY (DE-1035)
8/59 - 11/60
Commanding Officer, USS BRADFORD (DD-545)
12/60 - 1/62
Objective Plans Officer, Strategic Plans Division, Office
of the Chief of Naval Operations
2/62 - 8/64
Commander in Chief Pacific
Assistant Head, Southeast Asia Plans and Policy Section
9/64 - 6/65
Executive Assistant and Aide
7/65 - 9/68
Commander Destroyer Squadron THIRTY-ONE
9/68 - Present
2
EXCERPTS FROM THE OFFICIAL RECORD OF CAPTAIN REMBRANDT C. ROBINSON, USN
1. Excerpts from Performance Records (Fitness Reports) submitted on
Captain ROBINSON while serving as Executive Assistant and Aide to Admiral
U. S. G. SHARP, USN, Commander in Chief Pacific from July 1965 to Septem-
ber 1968. For his exceptional performance during this period he was awarded
the Distinguished Service Medal. (Copy of CINCPAC's recommendation for Dis-
tinguished Service Medal and Citation attached.)
"In summary, this energetic, forceful, brilliant and dedicated officer
is the best captain with whom I have ever had the pleasure of serving. He
gives every indication of being one of the great naval leaders."
"Captain Robinson has continued his superb performance as my closest
personal adviser. He is intimately involved in all matters which reach the
CINC level from my staff and from other echelons. Officers of all ranks and
all Services constantly seek his advice and counsel. Despite his own heavy
workload, he never seems too busy to help them. The smooth and efficient
functioning of my very large staff and indeed the outstanding team work in
the Pacific Command as a whole is due in no small measure to Captain Robinson's
tireless, close attention to the countless matters which the Commander in
Chief must deal with. His understanding and judgment is the type you expect
of an officer who wears four stars. The wartime direction of the Pacific
Command has required constant seven-day week attention. In three years as
my Executive Assistant, Captain Robinson has been on a seven-day week with
practically no time off. The durability of his enthusiastic, completely
competent and spectacular performance under these conditions has been amazing.
It would be virtually impossible to duplicate the rich professional back-
ground and experience he has gained during the past three years. He has
accompanied me to almost every major strategy conference. He has been in
attendance when I have held sensitive policy discussions with my component
commanders and with General Westmoreland and General Bonesteel. He partici-
pated in three presidential meetings in the Pacific, and has read and absorb-
ed almost every command level message and directive concerning the war in
Southeast Asia. I can think of no comparable exposure of an officer in the
fields of strategic and operational planning. During over 600,000 miles
that we have traveled together Captain Robinson has become known by all of
our American Ambassadors in the Far East as well as the military leaders of
our Asian Allies. He is admired throughout the Pacific."
"Knowing his exceptional talents, I made a great effort to have him
assigned as my Executive Assistant. When he took over this assignment, my
workload decreased 25 percent. His great intelligence, astute judgment
and ability to express himself with clarity both orally and in writing make
him invaluable to me."
2. Excerpts from performance records while serving in the Strategic Plans
Division of the Office of the Chief of Naval Operations from February 1962
to August 1964:
"I have watched this young officer for many years engaged both in opera-
tional commands at sea and in demanding planning jobs ashore and am continu-
ously impressed with this officer's brilliant, outstanding performance, re-
gardless of the job assigned. His exemplary performance of duty has been and
continues to be characterized by a wide professional background and experience,
sound judgment, and brilliant intellect coupled with intense initiative, un-
limited energy and extraordinary discernment." Signed by RADM W.F.A. WENDT, USN
"He has the qualifications of intelligence and wisdom and the qualities
of initiative, industriousness and attention to detail required of the senior
ranks in the Navy. He has the rare capability of doing a truly superlative
job regardless of the task assigned, the shortness of the deadline, or the
stress imposed. He shows unusual acuity to separate the important aspects
from the unimportant." Signed by RADM W.F.A. WENDT, USN
(Excerpt from letter to then VADM U.S.G. SHARP from Dr. Thomas C. Schelling
of Harvard University, Center for International Affairs, regarding the per-
formance of then Commander ROBINSON as a member of an Interdepartmental Long
Range Study Group) "I am sure I need not explain to you what a superbly
helpful and reliable colleague he can be. I am also sure that his record
is replete with evidence of his fitness. But I would like the privilege of
contributing to that record.
Commander Robinson joined the project expressing his readiness to serve
in whatever capacity I might choose to make use of him. I ended up choosing
to make use of him in many more ways than I expected at the outset. He was
a full-fledged and responsible member of the group. He was also, frequently,
a source of advice and information to me on how to get things done, and done
properly, in an environment that I was not entirely used to. He also perceived
early that I needed more reliable administrative support than I had, and he
personally took it on himself to remedy that deficiency, did so in a tasteful
manner, and proceeded to teach me what a comfort it can be to have an absol-
utely reliable executive officer.
In a group like mine, spending an intensive ten weeks together, personal
qualities can make a lot of difference. I know that everybody in the group
liked and appreciated Commander Robinson, and I am sure I am not the only one
in the group who looks forward to continuing a personal friendship with Comman-
der Robinson.
If I am ever asked to take on another project like that one, I can think
of only one condition that I would insist on--that I be permitted to ask the
Navy for Commander Robinson again. "
3. Excerpts from performance records while in command of USS BRADFORD
(DD-545) from December 1960 to January 1962 and USS CHARLES BERRY (DE-1035)
from August 1959 to November 1960. He was selected for the CNO Leadership
Award for his performance as Commanding Officer, USS BERRY (DE-1035):
2
As Commanding Officer USS BRADFORD (DD-545) "In reporting upon CDR
ROBINSON's personal characteristics and performance of duty, one is moved
to the use of superlatives. He is unquestionably one of the most outstanding
officers presently in command of a ship of this Force. His daily performance
of duty is characterized by tremendous and tireless energy and drive skill-
fully directed to the achievement and maintenance by his command of the highest
degree of readiness, utility, morale and well-being. His ship is smart, taut,
spotlessly clean throughout and literally ready for inspection at any hour of
the day. Discipline, highest morale and pride in the ship are manifest from
stem to stern. CDR ROBINSON is an exceptionally broad-gauge, brilliantly
capable and thoroughly dedicated naval officer, perceptive, resourceful and
decisive. I consider it to be in the best interest of the naval service that
CDR ROBINSON receive an accelerated promotion. " Signed by Captain John M.
ALFORD, USN
"Inasmuch as CDR ROBINSON has command of one of the Pacific Fleets
most obsolescent destroyers and is being evaluated in comparison with comman-
ders of our newest missile frigates there is no factor of lucky assignment
operating in his case. CDR ROBINSON has tremendous energy, excellent judgement,
exceptional ability, confidence in his own ability, and an appropriate degree
of humility. His ideas are excellent and he possesses the ability and the push
to make them work. His officers and men have never worked harder or been
happier as evidenced by their high morale, enthusiasm and confidence. CDR
ROBINSON hashad a profound effect for the good on every activity in the BRADFORD
from general mess and wardroom to material and operational readiness. He is
an articulate speaker and fine writer. He and his family would represent the
Navy and the United States with distinction in any position. A truly outstand-
ing officer who should be seriously considered and is strongly recommended for
deep selection. Signed by Captain B. A. SMITH, USN
As Commanding Officer USS CHARLES BERRY (DE-1035) "The superlative
performance during the Philippine "goodwill cruise" and in the "People-to-
People" program have contributed in bringing considerable credit and respect
to the U.S. Navy and improving U.S. Relations in these areas. ROBINSON is a
dynamic personality; extremely conscientious, industrious and enthusiastic.
He runs a very smart ship; the cleanest ship this officer has ever seen.
ROBINSON's dynamic personality is reflected throughout the crew. "
Signed by Captain J. P. RIZZA, USN
"LCDR Robinson is not only an outstanding officer, but the best in
grade I have ever been associated with. His performance and that of his
ship during deployment to the SEVENTH Fleet was spectacular and led me to
recommend him for the CNO Leadership Award which was given him. "
Signed
by Rear Admiral J. W. LEVERTON, Jr., USN
Excerpts from CNO Leadership Award:
"It gives me great pleasure to
inform you that you are the officer selected to receive the Chief of Naval
Operations Leadership Award for 1960 from among the many outstanding officers
in the U.S. Pacific Fleet.
I have noted the outstanding performance of your command in practically
every area in which it can be judged. This, of course, is truly the reflec-
tion of the leadership qualities of the Commanding Officer. General Order
No. 21 states that leadership is the sum of those qualities of intellect, of
human understanding and of moral character that enable a man to inspire and
3
manage a group of people successfully. It is significant that you were
able to achieve the results you did through the elements and aspects of
leadership contained in this General Order. I am confident that the re-
sults of your inspirational leadership will be reflected in the character
of your people and will extend far beyond your present and forthcoming
assignments
"
Signed by Admiral Arleigh Burke, USN
4
COMMANDER IN CHIEF PACIFIC
FPO SAN FRANCISCO 96610
00
Ser
2300
11 JUN 1968
From:
Commander in Chief Pacific
To:
Secretary of the Navy (Navy Department Board of
Decorations and Medals)
Via:
Chief of Naval Operations
Subj:
Distinguished Service Medal; recommendation for
Ref:
(a) SECNAVINST P1650. 1C
Encl:
(1) Proposed Citation
1. In accordance with the provisions of reference (a), it is recom-
mended that Captain Rembrandt C. Robinson, USN, 410647/1100, be
awarded the Distinguished Service Medal for exceptionally meritorious
service and distinguished performance of duty during three wartime
years from July 1965 to July 1968 in an assignment of great trust and
responsibility.
2. Captain Robinson assumed duties as Executive Assistant to the
Commander in Chief at a time when U. S. forces were first being
committed to combat in South Vietnam, when a logistics base in
Southeast Asia was practically non-existent, and when our air cam-
paign against North Vietnam was in its initial stage. Throughout
the subsequent force buildup and ensuing conduct of combat operations
he served as my principal assistant, closest personal adviser and as
a key member of the staff. His assistance, recommendations and
contributions in the field of basic policy formulation and strategic
direction of forces have been incisive, professional and in a measure
of value far beyond his grade or seniority.
3. Throughout his tenure he demonstrated the finest sense of loyalty
to me as the Commander in Chief as well as to the many elements of
the Pacific Command with which he was in daily contact. His skillful
assessment of problem areas, his forcefulness, and his perceptive
vision served as cohesive and motivating forces to the 650 officers on
the CINCPAC staff, many of whom sought his advice and counsel on a
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continuing basis. His retentive memory and broad professional
background were of incalculable assistance in providing continuity,
direction of effort, and imaginative new approaches to staff actions.
In the process he instilled in the members of the staff a dedication
and creativity reflecting much of his own vitality and superior per-
formance.
4. His exceptional knowledge and fine judgment are recognized by
senior military officers in all Services, as is the imaginative man-
ner in which he exercised the wide latitude I accorded him. A unique
combination of tact and executive ability enabled him to execute his
duties in a forceful and confident manner. His interest, diligence,
attention to detail, and sheer ability made him invaluable as my
closest personal adviser in the development of plans and policy for
the execution of the war in Southeast Asia, and in the achievement
of teamwork and balanced readiness throughout the Pacific Command.
He was my personal troubleshooter, expediter and contact with the
staff, initiating many measures to improve a smooth and efficient
operation. His imprint will remain throughout the CINCPAC staff
for many years.
5. With a broad background in the principles, doctrines and pro-
cedures of joint operations, Captain Robinson made one of his most
enduring contributions in the field of command relations. Since 1964
he has personally drafted and in many cases expedited and guided
the preparation of all CINCPAC policies on command arrangements,
interpreting each specific situation within the framework of the
National Security Act, the Functions Paper, and pertinent directives
of the Joint Chiefs of Staff and the Commander in Chief Pacific. When
combat operations commenced in Southeast Asia he was of great
assistance in the initial drafting and development of my position that
all allied forces should remain under national command - a policy
that has been endorsed repeatedly at the highest levels of government
during the past four years. The allied and joint U. S. relationships
which govern combat operations in Southeast Asia are based on the
principles of command set forth by CINCPAC, and are a testimony to
the persistent and thorough manner in which Captain Robinson has
reviewed and helped formulate dozens of operation plans. On one
occasion he worked in closed session with the American Ambassador,
drafting key sections of the terms of reference for the U. S. com-
mander in Thailand. The final product was approved by me, by the
Joint Chiefs of Staff, and by the Secretary of Defense without change.
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30
His singularly successful efforts to indoctrinate officers of all
Services in the principles of unified command and the inherent
Service responsibilities within this body of doctrinal policy have
been of great assistance. Combat operations in Southeast Asia
have provided a real test of the Unified Command Plan and the
over-all concept of joint and combined planning and operations.
When a future analysis is made of our wartime command struc-
ture I feel that it will validate these principles of command as
exercised by the responsible commanders. In large measure
it will also reflect Captain Robinson's persistent efforts as my
personal representative to ensure the proper interaction of these
command arrangements during an unprecedented period in our
military history.
6. It would be possible to document countless areas in which
Captain Robinson's recommendations contributed directly and
materially to the effective conduct of combat operations by U. S.
forces in the Pacific. This was nowhere more evident than dur-
ing my inspections to all parts of the command. Captain Robinson
accompanied me on fifty-two trips, covering over 600, 000 miles.
He was in attendance at almost every major strategy conference
in the Pacific, including three Presidential meetings. Many of
the position papers which I took on trips were a product of Captain
Robinson's perceptive ability to forecast problem areas. He took
detailed notes at every stop and during all briefings. His com-
prehensive trip reports provided the basis of my debriefings for
the four-star component commanders, and for follow-on staff
actions. During these trips he became known to all of our American
Ambassadors in the Far East as well as the military leaders of our
Asian allies. He is admired throughout the Pacific.
7. I am aware that the Distinguished Service Medal normally is
awarded to individuals at the peak of their careers, and that its
presentation to officers in the grade of captain is reserved for
instances of unusually distinguished service. I have given long
thought to this action in this light, and consider Captain Robinson's
performance to be unsurpassed. He brought to his duties a degree
of determination, wisdom and consummate professional skill which
contributed directly to the efforts of U. S. and allied forces in
Southeast Asia and to the over-all Pacific Command. By his
resourcefulness and devotion to duty throughout an extended and
singularly demanding tour in which he worked without leave and
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virtually without respite for over three years in a position of
great trust and responsibility, he rendered invaluable service
to his country and upheld the highest traditions of the United
States Naval Service. His enduring contributions to the Pacific
Command were of a nature normally expected and received from
flag officers only. I know of no one more deserving of this award.
8. The facts as contained in the proposed citation are personally
known to me.
9. Captain Robinson has been awarded the Bronze Star Medal
with Combat V for service during the Korean War.
10. The estimated date of his detachment from present assign-
ment is 1 August 1968.
U.S.G. SHARP
4
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THE SECRETARY OF THE NAVY
WASHINGTON
The President of the United States takes pleasure in presenting
the DISTINGUISHED SERVICE MEDAL to
CAPTAIN REMBRANDT C. ROBINSON
416647/1100
UNITED STATES NAVY
for service as set forth in the following
CITATION:
For exceptionally meritorious service to the Government of the United
States in a position of great responsibility as Executive Assistant to the
Commander in Chief Pacific, from July 1965 to July 1968. Exercising
outstanding professional ability, perception, and creativity, Captain
Robinson was responsible for providing personal assistance and advice to
the Commander in Chief Pacific in matters ranging from current combat
operations to the long-range aspects of national and international strategy
and policy. During his tenure, more than 500,000 United States troops
were deployed to Southeast Asia and a logistic base superior to any in
history was built to support these forces; other free-world troops were
deployed and their capabilities integrated with those of the United States
and Government of South Vietnam; and U. S. Navy and Air Force forces
increased significantly in both strength and firepower. By his interest,
diligent attention to detail, and sheer ability, Captain Robinson filled at
significant role in the development of plans and policy for the execution of
the conflict in Southeast Asia and in the achievement of teamwork and
balanced readiness throughout the Pacific Command. He was singularly
successful in his efforts to ensure the uniform application of the principles
of unified command and joint doctrine on all plans and operations during
an unprecedented period in our military history. As a close personal
adviser and principal staff assistant to the Commander in Chief Pacific,
Captain Robinson provided continuity, direction of effort, and imagination
to the total scope of staff planning. His professional knowledge, sound
judgment, organizational ability, and loyal devotion to duty were of inesti-
mable value to the nation, and reflect great credit upon himself and the
United States Naval Service.
PERSONAL AFFAIRS DIVISION
MEDALS & AWARDS BRANCH
For the President,
938-68
Copy to:
JUL 08 1968
Citation Files
JUL 9 1968
Pers-16 (4)
AM
PM
PAUL R. IGNATIUS
All Hands
789212123456
Secretary of the Navy
Secretary of the Navy
Ref: SecNav 1tr of 27 June 68 (bd ser 59361
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COLONEL ALEXANDER M. HAIG, JR., USA
PRESENT DUTY: Deputy Commandant, U.S. Corps of Cadets, West Point,
New York
EDUCATION:
Notre Dame, Indiana College, 1944
U.S. Military Academy, 1947, BS Degree (Military Science)
Columbia University, 1955
Naval War College, 1960
Georgetown University, 1962, MA Degree (International
Relations)
U.S. Army War College, 1966
YEAR GROUP:
1947
AGE: 44
HOME STATE: Pennsylvania
RELIGION:
Roman Catholic
FAMILY STATUS: Married to the former
Patricia A. Fox of Washington, D.C.
They have three children; two sons
ages 16 and 15 and a daughter age 11.
LANGUAGE:
None
PHYSICAL CHARACTERISTICS:
Height: 71"
Weight: 186 lbs.
HOBBIES:
None
DECORATIONS:
Distinguished Service Cross
Silver Star (1 Oak Leaf
Cluster)
Distinguished Flying Cross
(2 Oak Leaf Clusters)
Legion of Merit (1 Oak Leaf
Cluster)
Bronze Star Medal for Valor
(1 Oak Leaf Cluster)
Air Medal (23 Oak Leaf
Clusters)
Army Commendation Medal
Purple Heart
Combat Infantry Badge
National Order of Viet Nam,
5th Class (Foreign Award)
Gallantry Cross with Palm
(Foreign Award)
PREVIOUS DUTIES:
Student Officer, The Ground General
School, Ft Riley, Kansas
6/47 - 1/48
Student Officer, The Armored School,
Ft Knox, Kentucky
1/48 - 8/48
PREVIOUS DUTIES: (Con't)
Platoon Leader, Troop F, 8th Cavalry,
Far East Command
8/48 - 8/48
Platoon Leader, Headquarters Troop,
1st Cavalry, Far East Command
8/48 - 12/48
Athletics and Recreation Officer,
Service Troop, 8th Cavalry, Far
East Command
12/48 - 4/49
Athletics and Recreation Officer,
Headquarters and Headquarters Company,
8th Cavalry, Far East Command
4/49 - 4/49
Administrative Assistant, Office of the
Chief of Staff, Headquarters, Far East
Command
6/49 - 9/50
Aide-de-Camp, Headquarters, X Corps,
Far East Command
9/50 - 6/51
Aide-de-Camp, Headquarters, Far East
Command
6/51 - 8/51
Company Commander, Headquarters, Headquarters
and Service Company, 131st Tank Battalion,
Ft Knox, Kentucky
8/51 - 11/51
Company Commander, Company B, 131st Tank
Battalion, Ft Knox, Kentucky
11/51 - 6/52
Training Inspector, G3 Section, Ft Knox,
Kentucky
6/52 - 9/52
Student Officer, The Armor School, Ft Knox,
Kentucky
9/52 - 6/53
Tactics Instructor, Combined Arms Detachment,
1802d Special Regiment, West Point, New York
6/53 - 9/53
Tactical Officer, U.S. Corps of Cadets, U.S.
Military Academy, West Point, New York
9/53 - 6/55
Company Officer, Midshipman Company, U.S. Naval
Academy, Annapolis, Maryland
6/55 - 8/56
Battalion S-3, Headquarters and Service Company,
899th Tank Battalion, US Army Europe
8/56 - 12/57
Logistics Staff Officer, Installations Branch,
G-4 Division, Headquarters, US Army Europe
12/57 - 6/59
Student Officer, Naval War College, Newport,
Rhode Island
8/59 - 6/60
Member, Staff and Faculty, Naval War College,
Newport, Rhode Island
6/60 - 8/60
Student Officer, Georgetown University,
Washington, D. C
9/60 - 2/62
PREVIOUS DUTIES: (Con't)
Staff Officer, Intelligence and Policy Planning
Division, Office of the Deputy Chief of Staff
for Operations, Washington, D. C.
2/62 - 7/63
Military Assistant to the Secretary of the Army,
Washington, D. C.
7/63 - 2/64
Military Assistant, Office of Assistant to the
Secretary of Defense (Cuban Affairs),
Washington, D. C.
2/64 - 5/65
Military Assistant to the Special Assistant to
the Secretary and Deputy Secretary of Defense,
Washington, D. C.
5/65 - 6/65
Student Officer, US Army War College, Carlisle Barracks,
Pennsylvania
8/65 - 6/66
G-3, 1st Infantry Division, Viet Nam
7/66 - 10/66
Battalion Commander, 1st Battalion, 26th Infantry,
1st Infantry Division, Viet Nam
10/66 - 4/67
Brigade Commander, 2d Brigade, 1st Infantry Division,
Viet Nam
4/67 - 5/67
Commanding Officer, 3d Regiment, US Corps of Cadets,
US Military Academy, West Point, New York
7/67 - 6/68
Deputy Commandant, US Corps of Cadets,
US Military Academy, West Point, New York
6/68 - Present
EXTRACTS FROM EFFICIENCY REPORTS ON COLONEL ALEXANDER M. HAIG, JR., USA, 050790
Position: Commander of 3d Regiment,
Date: June 1968
U. S. Military Academy
Evaluator: Colonel A. J. Hughes,
Deputy Commandant,
West Point
"An affable, well mannered officer Polished and erudite, he is an
outstanding organizer; is adept at handling a great amount of detail smoothly
is a perspicacious and analytical thinker who works hard, plans ahead, and
gets results
He is long on good sound common sense. Possesses an outstanding
knowledge of military and world affairs and he speaks and writes well
an
extremely capable Colonel who is definitely General officer material for he
has the qualifications, the drive, and the ability. He will stand out at or
near the top of the list in any competition
of resolute character and high
morals and he is a fine husband and father. Recommended for key positions,
staff or command, at the very highest echelons in the Army and the Defense
Establishment
"
Evaluator: Brigadier General Bernard W. Rodgers
Commandant of Cadets, West Point
"I have served with Colonel Haig in previous assignments, to include
combat as well as staff assignments at the highest level. In all types of
assignments, Colonel Haig performs in a manner which is truly outstanding
and better than any other officer I have known.'
Position: Battalion Commander,
Date: March 1967
1st Infantry Division, Vietnam
Evaluator: Colonel William B. Caldwell III,
Brigade Commander
"Lieutenant Colonel Haig is the most outstanding Infantry Battalion
Commander I have seen in combat in Vietnam. He is articulate, intelligent,
courageous, and is possessed of high personal and professional standards
dedicated to the accomp lishment of his mission
For his actions against two
Viet Cong Regiments during Operation Junction City, 31 March thru April 1967,
Lieutenant Colonel Haig was awarded the Distinguished Service Cross Because
of his outstanding performance of duty, he was selected on the field of battle
to be a Brigade Commander when the former Brigade Commander was wounded.
Lieutenant Colonel Haig is General officer material and should be given posi-
tions of great responsibility."
Evaluator: Major General J. H. Hay
Commanding General
"Lieutenant Colonel Haig is without doubt one of the finest combat leaders
the United States Army has produced during this war. He possesses all the
qualities that such a leader should have; namely, great professional knowledge,
initiative, perserverence, aggressiveness, and the ability to elicit from
subordinates maximum effort in their performance of duty He is erudite,
articulate, imaginative, and refuses to accept any form of mediocrity.
Lieutenant Colonel Haig has the capability and potential to rise to positions
of great authority and responsibility in the military establishment
"
Position: Battalion Commander
Date: February 1967
1st Infantry Division, Viet Name
Evaluator: Colonel Sidney B. Berry Jr.
Brigade Commander
"Colonel Haig possesses to an unusual degree the intellectual, personal,
and professional qualities which make him equally effective as a high level
staff officer or as a battlefield commander
He is capable of serving in
positions of highest responsibility and is a potential three or four-star
general.
"
Evaluator: Major General W. E. DePuy
Commanding General
"He has already demonstrated beyond any doubt that he is a masterful
tactician, a cool and courageous combat leader, and I now regard him as the
best battalion commander in the division I expect lieutenant colonel Haig
to rise high in the ranks of general officers. I strongly recommend that he
be considered for selection to brigadier just as soon as possible and well
ahead of his contemporaries. "
Position: G-3, 1st Infantry Division, Vietnam
Date: November 1966
Evaluator: Major General W. E. DePuy,
Commanding General
"Lieutenant Colonel Haig is one of those officers who should one day wear
four stars. As the G-3 of this division, he was the primary moving force in
planning and in operations. He is brilliant, extremely courageous, a 24 hour-a-day
worker and a man of complete integrity and high moral character
Colonel Haig
has all the tickets to go all the way and the Army should be very careful to
manage his future assignments and to accelerate his promotion so that the
Army and our country can enjoy the benefits of what this officer has to offer."
School: US Army War College
Date: June 1966
(student)
Evaluator: Major General Eugene A. Salet,
Commandant
"A highly intelligent, well-informed officer who freely, cheerfully and
enthusiastically participated in all curricular and noncurricular activities
of this installation. Quiet in manner, he displays an excellent sense of
humor and a very pleasant personality
In all respects he exhibited superior
leadership qualities. He demonstrated complete objectivity when considering
matters of national significance, and is considered fully qualified for
assignment to joint, combined, unified, allied, or OSD staffs
His poise,
persuasiveness, and professional maturity mark him clearly as one of the
outstanding members of his class. During the academic year, he and his family
have made an outstanding contribution to this military community. He assisted
in the Boy Scout Program and the Catholic Youth Program. He organized and
conducted a Horse Show; and he actively participated in adult athletic programs.
His wife served as a Gray Lady and was active in many programs sponsored by
the Officers' Wives Club
He is general officer material."
Position: The Military Assistant to The Special Assistant Date: April 1965
to the Secretary and Deputy Secretary of Defense
Evaluator: Mr. Joseph A. Califano, Jr.,
The Special Assistant to the
Secretary and Deputy Secretary
of Defense
"Lieutenant Colonel Haig is the most outstanding officer of his rank I
have ever worked with. In a post which I consider one of the most difficult
and demanding in the Department of Defense, he has worked day and night,
under extreme pressure with total dedication, in duties which cover the full
spectrum of the Department of Defense
His duties as military point of
contact between the Office of the Secretary of Defense and the Office of the
President required him to deal with a large number of important Government
figures. This he did with great tact and competence. I have counted on him
to handle White House correspondence of personal interest to the President,
to pass on most of the cases himself, and to select those few which needed my
personal attention. He was personally selected by the Secretary of Defense
to develop and prepare briefings which the Secretary gave to the highest
officials of the Executive and Legislative branches of the government. The
President personally commented on the excellent work on important matters
performed with the White House staff
Lieutenant Colonel Haig is the most
outstanding Lieutenant Colonel of any service whom I have ever known."
Evaluator: The Honorable Cyrus R. Vance,
Deputy Secretary of Defense
"Lieutenant Colonel Haig has performed his important mission in a
manner that could be expected of very few officers. He is one of the most
outstanding military men with whom it has ever been my privilege to be
associated. The depth of his professional background in political and mili-
tary affairs, the total nature of his integrity and dedication and the
sensitivity of his judgement have made him an invaluable assistant. He is
a tremendous asset to the Army and to the country."
Position: Staff Officer, Politico-Military
Date: August 1963
Branch, International Policy
Division; Office, Deputy Chief of
Staff for Military Operations
Evaluator: Major General C. E. Hutchen, Jr.
Director of Strategic Plans and
Studies
"Lieutenant Colonel Haig is outstanding. He has poise, an incisive
intellect, a fine sense of humor, and a remarkable ability to look ahead.
He is polished, sociable and obviously physically fit
he demonstrated an
unusual grasp of both international affairs and staff procedures
Demon-
strated mature judgement and finesse. A man of high standards, he took a
great interest in his family and his community. A pillar of strength in
plans - a topnotch team player, an accomplished planner -- this officer should
be specially marked for positions of great responsibility
"