Chapter 10:
The Winds of Change
Late in the fall of 1950 some vague rumors were
circulating that Newton Drury was considering going back to California.
Then, in February, Associate Director Arthur Demaray disclosed that he
was thinking of retiring in April. He had spent some forty years in
government service, including thirty-four years with the National Park
Service, of which he had been associate director for eighteen years. But
before Demaray had a chance to retire, Director Drury announced his
decision to resume his work with the Save-the-Redwoods League and to
accept appointment as director of the state parks of California, which
had been offered him by Governor Earl Warren, a classmate of his and of
Grace and Horace Albright's at the University of California. Secretary
of the Interior Oscar L. Chapman informed me that he was planning to
appoint me director of the National Park Service but wanted to offer the
job first to Arthur Demaray if he would stay on. He asked me if I would
talk to Demaray to see if he would defer retirement if appointed
director. Chapman wanted to honor Demaray by giving him the directorship
before he retired. I too felt Demaray deserved the position and urged
him to accept the appointment, and he agreed to stay on for a short
time. Newton Drury's resignation took effect on March 31, 1951, and
Demaray took office the following day. I was appointed to succeed him as
associate director.
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Arthur E. Demaray, director of the
National Park Service from April 1, 1951, to December 8, 1951.
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Demaray had done a considerable amount of work in
connection with budget and legislative matters and had represented the
director on the planning and zoning commissions for the city of
Washington. When he became director he assigned many of these
responsibilities to me. As associate director I began to appreciate the
tremendous amount of work that the Administrative Branch under
Assistant Director Hillory Tolson did in preparing the budget and
justifications.
In October, Director Demaray announced that he was
going to retire on Friday, December 7. I entered on duty as director on
Saturday, and my first day in the director's office was Monday, December
10, 1951.
Chapman and Demaray had timed their moves in
accordance with the fact that 1952 would be an election year. Though the
Park Service was a career service, there was always the chance that a
new secretary might try to change that status. I'm very sure that
Chapman and Demaray both felt that the new director should be in office
at least a year before the beginning of the term of the next secretary
of the interior, and that was expected to be January, 1953, whether the
Democrats or Republicans won the 1952 election. In other words, I had a
year to prove my capability in order to avoid the possibility of the
director's position becoming a political appointment.
As it turned out, Secretary Chapman left office
January 20, 1953, when the Eisenhower administration came in. Oscar was
a politician and a very, very good one. He was a strong believer in the
principles of conservation and in what we in the Park Service were
doing. He went out of his way to be helpful. I'm sure he felt that the
profession of politics required many of the qualities that a good
administrator should have. He believed strongly that a good job well
done was the best politics. He was always courteous, smiling, and
reasonable, and I developed a personal affection for him. I may be a little
biased, because it was he who promoted me to the directorship of the
National Park Service.
I will confess that nearly every day since my talks
with Secretary Chapman and Arthur Demaray in March I could not help but
think and plan for the time when I would be director, and as I did my
self-confidence got stronger and stronger. I analyzed my abilities and
considered what things should be done differentlynot that the way
they had been done in the past was wrong but that my own approach would
be different. Of one thing I felt certain: if my administration was to
be a success, it must earn the full support of the park people in the
field. True, I was a civil service career person with a good background
and considerable experience, but all of my twenty years with the
National Park Service had been in the Washington office. I had had a lot
of contact with the field people and had spent much time in the field,
but I felt very strongly that I needed a well-qualified, highly
respected field man to share in policy-making and administrative
responsibilities if my administration was to be strong and responsive
to the field forces. They were the real troopers in the front-line
trenches who protected the parks and gave the kind of service the people
had a right to expect.
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A statesman-politician in the finest
sense of the term, Oscar L. Chapman served ten years as assistant
secretary, two years and eight months as undersecretary, and three
years and eight months as secretary of the interior. Photo by Abbie
Rowe, courtesy National Park Service.
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During the eight months of Demaray's incumbency as
director I had given considerable thought to several other things that
seemed very important to me. First, and of utmost importance, as
director I wanted to know the Washington office personnel intimately. I
wanted to hear them express themselves on various problems and subjects
pertaining to management of the National Park Service. In order to do
that I established, starting in February, 1952, a regular squad meeting
every Monday morning. The squad consisted primarily of branch chiefs,
together with one or two other special assistants to the director. At
these meetings we discussed general policy, work accomplished, and
important matters that should be handled and who was to handle them. I
also set up staff meetings for the first and third weeks in each month.
The purpose of these sessions was to let the staffthe branch heads
and their division chiefs and any special assistants they would like to
have presenttell in their own way of their accomplishments and
express any ideas they wished to expound. The meetings took on a seminar
quality and were very enlightening to me. They gave us all better
insight into the various problems encountered from day to
dayproblems that we perhaps would never have heard about if it
were not for those meetings.
Second, I wanted to reestablish what was known as the
superintendents' meetings, and I wanted these meetings held in the parks
and not in Washington. We had discontinued them during the war and the
following cold war period because of lack of funds. Although they were
called superintendents' meetings in the thirties, they were organized
by the Washington office, and the papers given were prepared mostly by
the Washington office staff. The field staff found this disturbing. I
felt that the superintendents should organize their own meeting, subject
to review in the director's office, that papers given by the Washington
staff should be limited to very important policy subjects, and that the
rest of the session should be an open forum, sort of an old-fashioned
town meeting.
Thirdand very importantthe Park Service
ever since the Mather and Albright days had paid a great deal of
attention to budget and legislative matters and to relationships with
members of Congress, and I wanted to be sure that there was no slippage
in these efforts and try if possible to improve them. The Park Service
had a lot of friends on the Hill: the result of good service, sound
budgets, and carefully drawn and reasonable legislation. Quite a few
people on the Washington staff knew various congressmen personally, and
we encouraged them to increase and enhance these friendships wherever
possible. For instance, on the House Appropriations Committee the chair
man, Mike Kirwan, was a very good friend of mine, and Ben Jensen, of
Iowa, the minority leader of the subcommittee handling Park Service
work, was a very close friend of Hillory Tolson's. A few days before our
hearings on the budget, Mike Kirwan and I would discuss our request in
his office. These talks gave me an opportunity to indicate to him both
the needs that we were unable to include under our budget ceiling and,
if the committee felt they had to reduce our request, which items we
considered absolutely essential. I'm sure that Hillory Tolson did the
same with Ben Jenson, especially when Ben was chairman. On the Senate
Appropriations Committee we had Carl Hayden, of Arizona, and Guy Cordon,
of Oregon. Most of our matters before the legislative committees had to
do with special items, and nine times out of ten these matters applied
to a state, or maybe two or three states, for establishing new park or
recreation areas. In cases where the representatives and senators from
the states involved wanted a bill reported favorably the committee
usually did so.
The first superintendents' meeting in the new style
was held in the fall of 1952 in Glacier National Park. We discussed it
in advance in the squad meeting and selected two superintendents to
organize the meeting. We suggested that at least two or three afternoons
be set aside as discussion periods in which people from the floor could
address the director and his staff, outline problems, and ask for
clarification or change of policy. The meeting in Glacier was a lively
one, and we gave answers to questions right on the spot whenever
possible, confirming them in writing within two weeks after the meeting.
Written response was given as promptly also to questions that could not
be answered from the platform. There were only about four or five out of
some forty or fifty issues raised that we had to delay answering until
we got back to Washington and checked the law or the administrative
policies of the secretary.
The last night of the superintendent's meeting there
was a banquet. Howard Hayes, who was president of the Glacier Park
Company, the National Park Service concessionaire for Glacier National
Park, had arranged with the Blackfoot Indians to make the new director
an Indian chief. Two of the biggest, huskiest Indian chiefs I had ever
seen, all decked out in ceremonial dress with strings of beads,
feathered bonnets, and what not, came to the platform along with an
interpreter. They talked to me in their native language while the
interpreter translated their words into English and my replies into the
Blackfoot language. They finally put a headdress on me with the finest
colored Indian feathers I'd ever seen. I was told that I was a "blood
brother" and that my new name as a chief of the Blackfoot Indians was
Curly Bear. I thanked them, and then in a facetious way I told them I
had read in the newspapers that wethe Blackfoothad struck
oil on the reservation and that now as a blood brother I assumed I would
share in the profits. Before the Indian translator could pass this
along, one of the chiefs turned to me and said, "Hell no!" in very good,
loud English accompanied by a scowl that led me to believe he didn't
think I was kidding. He snatched the Indian bonnet from my head, we
shook hands, and the Indians left the stage. Mike Mansfield, then the
congressional representative from that district, was present and was
highly amused.
All told, the meeting was a howling success. One of
the greatest benefits of a meeting of this kind was getting people
together where they could talk things over and get to know and
understand one another better. We decided that future meetings should be
held in odd-numbered years to avoid national election years, when
political candidates might seek to get good local exposure. For the
Glacier meeting we had received a letter from the headquarters of one of
the major political parties offering to place a speaker on our program,
but of course we declined. The next meeting was therefore held one year
later, in 1953, in Yosemite National Park, and from then on the
meetings took place every two years.
These meetings paid big dividends; they were great
for morale building, and they provided every superintendent, from the
smallest park to the largest, equal opportunity to bring up any problems
he felt ought to be discussed. They were a service not only to the
superintendents but also to the branch chiefs in the Washington and
regional headquarters. They gave all those attending a far clearer idea
of the workload and the requirements of the field and the problems of
the Washington and regional offices. But the biggest dividend as far as
I was concerned was the firsthand insight I got into the ability,
character, and habits of the key people of the service, which was
particularly helpful in selecting people for promotion.
Knowing that I was to become director a number of
months before I was actually appointed enabled me to give considerable
thought to the selection of an associate director, the number two man. I
knew that from the standpoint of service morale as a whole a field
person should be selected for that position if at all possible. Had it
seemed otherwise, the logical choice would have been Hillory Tolson; but
although Hillory was a sincere, very capable, and loyal National Park
Service man, he had been pretty well fastened to the Washington office
during his entire service, as I had been, except for the short time he
had been regional director in Santa Fe.
By the time I took office I had made up my mind that
I needed a park superintendent as associate directora person with
a good record who would be thoroughly acceptable to the field forces. He
also had to be a person who could work with both Hillory Tolson and me.
The one field man who came to mind almost every time I started thinking
about filling the job was Eivind T. Scoyen. Although getting close to
retirement, he was held in high regard by everyone. He had been
superintendent of Sequoia and Kings Canyon national parks in California
since 1947 and had literally spent his whole life in the national parks.
He was born in Old Fort Yellowstone at Mammoth Hot Springs, headquarters
for Yellowstone National Park before the National Park Service was
established, and had been a ranger in the early Mather days. In length
of service and field experience, he was senior to both Tolson and me. I
finally selected him, and he entered on duty in Washington on January
17, 1956, just as Mission 66 was getting under way. I could not have
made a better choice. He had everything I needed in that position and
fitted right into the Washington office.
When Dwight D. Eisenhower took office as president of
the United States in 1953, he appointed Douglas McKay, former governor
of Oregon, as secretary of the interior. I liked him from the day I met
him. I went to him with a memorandum about the National Park Service and
told him that I was the director, that I liked working at that job, and
that I thought I could do a good job for him, but that if he felt
somebody else in the Park Service would make a better director, I would
step aside and would appreciate getting my old job back in the Park
Service. He smiled and said he had given some thought to that and had
come to the conclusion that I had to stay in the job and he wouldn't
think of replacing me under any circumstances. He believed strongly in
the career service, and while I had been in the job as director for only
a year, he had nothing but good reports about the Park Service. It was
in Doug McKay's term of office that we came up with Mission 66, and he
certainly supported that programevery feature of it.
I learned a lot from Doug McKay, and there is one
incident I like to tell about because it illustrates a sound principle.
The National Press Club in Washington had a luncheon for McKay shortly
after he took office, and some of the bureau chiefs of the department
were invited over to hear him speak. The press club dining room was
crowded. The secretary was given fifteen minutes to make a statement,
after which he was plied with questions. The first reporter asked him
what he thought of Oscar Chapman's water policy. McKay answered
something like this:
Well, Oscar Chapman is my friend, and I am not going
to say anything about his water policy.... I have the Chevrolet agency
in Salem. I have been in business for quite a few years and I learned a
long time ago to tell a customer coming into my shop about Chevrolet,
all the good parts at least, and never tell him what's wrong with the
Ford because there is a Ford agency down the street and I know he would
be pretty sure to go down there and check me out and I'd have a good
chance of losing a sale. So if you want to know about my water policy
I'll be glad to tell you, but you'll have to talk to Oscar Chapman about
his water policy.
When President Eisenhower asked McKay to run for the
Senate from Oregon, the president appointed Fred Seaton as secretary of
the interior. He was an excellent man, in my opinion, who left it pretty
much up to the Park Service personnel to do a good job but to keep him
posted. In fact, he practically took me in as an adopted member of the
secretarial staff, inviting me to their parties when other bureau chiefs
were not included. I did the same thing with Fred Seaton as I had done
with Doug McKay when he came into office: I called on him, presented him
with a resume on the Park Service, and expressed my hopes that he would
still want my services as director. Fred Seaton felt the same way about
the Park Service as Doug McKay. Seaton had been an assistant to
President Eisenhower and was at the cabinet meeting when we presented
Mission 66 to the president.
The superintendents' meetings in the field provided
an effective way of developing comprehensive policies and plans, and the
early meetings contributed to the formulation of Mission 66. The 1952
meeting in Glacier did a great deal to breach the change in directorship
and develop amongst us a better understanding of each other: we saw that
each man's job, each area of the system, each office was very important
to a successful total operation. The 1953 meeting in Yosemite brought
out the importance of the concessionaires as a part of the team. And it
got us thinking of trying to find some way out of our quandry over
financing a reconstruction program. It emphasized the need of working
out new concession contracts and mending the bad feeling that had
developed when in the forties the department's solicitor had told the
concessionaires that when their contracts were up, all their investments
accrued to the federal government. The Public Lands Committee of
Congress then put on record the term "possessory interest" so that the
concessionaires investments in the parks placed on government property
in accordance with the terms of their contracts had the same legal
status as improvements on private properties. Both the Glacier and
Yosemite meetings set the stage for a united effort that resulted with
the development of Mission 66. By the time of the Great Smokies meeting
of 1955, Mission 66 was presented in nearly final form (as described in
Chapter 9).
On June 1, 1954, we were finally able to establish
western and eastern design and construction offices as recommended by
Tom Vint, with Sanford (Red) Hill in charge of the San Francisco office
and Edward S. Zimmer heading the Philadelphia office. The regional
offices retained a liaison officer who could go out and help the small
areas on minor matters, and each of the larger parks had its own
professional planners. But the design offices, in accordance with Tom
Vint's recommendation and my concurrence, were to handle all design and
construction work. In winter the field men would be pulled into the
central offices at San Francisco and Philadelphia, and there the landscape
architects, engineers, and architects would meet and talk over the
past summer's accomplishments and plan the next year's work. This
procedure helped greatly in devising detailed master plans. The eastern
design office handled almost everything east of the Mississippi, and the
western office covered the parks west of the Mississippi.
The spirit was running high, and by 1957 when we had
our meeting in Yellowstone and Teton I'm sure we all had the feeling
that nothing could stop us. We were in our 1958 fiscal year, the program
called for $73,794,500, and Congress had given us $76,005,000 in
accordance with our adjusted request.
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Three horsemen start out on a seven-day
trip to the Two Ocean Plateau and Heart Lake Basin of Yellowstone
National Park; Associate Director Eivind Scoyen, Director Conrad L.
Wirth, and Superintendent Lemuel A. "Lou" Garrison. Courtesy National
Geographic Society.
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I arrived in Yellowstone early to work on an article
for the National Geographic Society (National Geographic, May,
1958) and one of their writers, Nat Kenney, was with me. We were going
on a five-day pack trip. I got sick the second day out and had to turn
back. I was laid up in the hospital for several days, and Senator Byrd
found out about it. One morning while still confined to bed, I looked
out the window and saw the senator and his old friend, Blackburn Moore,
the speaker of the House of Delegates of Virginia, coming across the
lawn from the hotel carrying a big covered platter. They came right to
my room, and on the platter was a Yellowstone Lake Cutthroat they had
caught the day before, all fixed up for my breakfast. It was at that
time that I prevailed upon Senator Byrd to attend the meeting and say a
few words. He told the meeting that his Committee on Finance had made a
study of the National Park Service and had come to the conclusion that
the service was getting $1.10 out of every dollar appropriated by
Congress. That statement was transmitted by both the United Press
International and Associated Press and was also printed in the
Congressional Record.
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"Ranger Onelick Evergreen," who
mysteriously showed up at the superintendents' conference in Grand Teton
National Park in 1959, is greeted by Director Wirth and ordered to
return to his ranger district as fast as he can.
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The meeting that started in Yellowstone and ended in
Teton was a hard working session. We had some in-house matters to
straighten out and we cleaned them all up before the meeting was over,
including the problem of housing needs presented by the wives of the
superintendents. They were very happy to know that in accordance with
their recommendations new houses were being built and many more were
financed. We ended the meeting with a skit featuring Ranger "Onelick
Evergreen" played by Superintendent John G. Lewis of Isle Royale
National Park, Michigan.
Also at that meeting I was presented with a scroll
signed by over six hundred people. I consider it the nicest thing
anybody could have received, because it expressed so well the spirit of
unity that prevailed.
The National Park Service Family
Assembled at the
Park Development Conference
September 10-17, 1957
Yellowstone National Park
Grand Teton National Park
Hereby subscribe their names for themselves, and for
the National Park Service employees they represent
in honor of
CONRAD L. WIRTH, DIRECTOR
With unswerving devotion to the principles of
conservation, together with perception of the needs for greater public
use and enjoyment of the National Park System, you have given
unsparingly of your energy and enthusiasm, and through your MISSION 66
Program, have awakened and sustained the interest of the public and
their elected representatives to the need for action and appropriations
to preserve and develop the NATIONS HERITAGE.
Your determination, strength and belief in PARK
IDEALS, your unfailing recognition of work well done, your friendly
manner and good humor, have won for you and your park family, respect
and acclaim. The recognition you have received in the form of
Trusteeships, Doctorates, Citations, Distinguished Service Awards, Gold
Medals, and other honors are all well deserved. We take pride in their
bestowal.
By this means, we wish to express our continued
ADMIRATION and APPRECIATION, and give you our pledge of FULL COOPERATION
in future years. May they be golden years, rich in the rewards of public
benefits from the good you are accomplishing.
WELL DONE, CONNIE!
Another honor came my way that year. I had been a
member of the National Geographic Society for many years. In 1957
Melville Bell Grosvenor was elected to the presidency and editorship of
the society. About two months after his election, he called me and said
he wanted to come over with Thomas W. McKnew, then vice-president and
secretary, to discuss an important matter. At the meeting they told me
they were considering filling a vacancy on the society's Board of
Trustees and wanted to know whether I would accept the position if
elected. I didn't take more than a split second to say yes and that I
would consider it a high honor. Apparently I was elected at the next
board meeting, because within thirty days I was informed of the date and
time of the first meeting I would attend as a trustee. I consider being
elected to the Board of Trustees of the National Geographic Society a
great distinction, affording, as it does, a close association with an
organization whose purpose and activities I wholeheartedly endorse. I
learned after I was on the board that I was filling the vacancy created
by the death of Admiral Richard E. Byrd, the renowned explorer and
brother of my good friend Senator Harry F. Byrd. I am now also on the
society's Executive Committee and its Research and Exploration
Committee.
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