1685 



tt became overloaded with operational chores and tended to neglect other com- 

 initments. The differing intellectual demands of science policy and technology 

 policy, and the differing administrative requirements of science programs and 

 technological programs, made it difficult to allocate effort to deal with these four 

 functions in a balanced way. StiU, these are criticisms of a dynamically evolving 

 function in a Department and an administrative environment that tended to 

 resist change and new directions of growth."' 



The office of which Pollack assumed charge as Director (SCI) was 

 moderately staffed : it consisted of 32 persona m Washington (including 

 both officer and secretarial personnel), plus 22 scientific attaches or 

 deputies. By the beginning of 1975 the Washington staff had grown 

 to 98. The SCI budget had increased from $558,430 in the fiscal year 

 1965 to $2,439,400 in the fiscal year 1975. 



Growth on that scale could hardly be called impressive in light of 

 the extensive list of tasks for which SCI had become responsible by 

 1974.^*' The Bureau's performance fell far short of exercising the full 

 leadership and coordinating potential of the State Department in the 

 areas of scientific and technological support of U.S. diplomacy and of 

 international science and technology. Nevertheless, it reflected sub- 

 stantial gains in recognition and acceptance within the State Depart- 

 ment and the U.S. Government generally of the science and tech- 

 nology dimensions of American diplomacy. 



shift op presidential science advisory functions to nsf and 



state; creation of oes 



An added burden was imposed on SCI when the President, early 

 in 1973, dissolved the Office of Science and Technology (OST) and the 

 President's Science Advisory Committee (PSAC) and transferred 

 responsibiUty for the functions of the President's Science Adviser — 

 including management of the Federal Council for Science and Tech- 

 nology (FCST) — to Dr. Guyford Stever, Director of the National 

 Science Foundation. Dr. Stever in turn transferred from FCST to 

 State the jurisdiction over the FCST International Committee, 

 which was chaired by Pollack and staffed by SCI. With the termina- 

 tion of PSAC and its International Panel, and with the move of the 

 International Committee of FCST to SCI, the committee in effect 

 inherited both planning and operational coordinating functions, but 

 without interagency and Executive Office support. This was the 

 status of the Interagency Committee on International Science and 

 Technology when, in October 1974, the personnel and function of 

 SCI and of two other offices *'° were transferred to a new Bureau of 

 Oceans and International Environmental and Scientific Affairs (OES), 

 headed by an Assistant Secretary. 



Chosen to serve as first head of the newly created Bureau was 

 Dr. Dixy Lee Ray, former Chairman of the Atomic Energy Com- 

 mission. Upon confirmation, Dr. Ray took office January 30, 1975: 



. . . Her appointment was greeted by Science magazine as a challenge to her 

 "bureaucratic skills" as well as a test of the interest of the Secretary of State 

 and his senior associates in "upgrading science in the State Department and . . . 

 making it an effective ingredient in foreign relations." 



288 iMd.. p. 1358. 



^' See ibid., pp. 1366-1368, for such a list, broken down under the following headings : 

 Contributions to Policy Planning, Relations with Other Countries, Coordination of U.S. 

 Technical Mission Agencies, Management and Dissemination of Technical Information, 

 Facilitating the Work of Scientists, Increasing "Technical Literacy" In the Department of 

 State, and Administrative Chores. 



2*" The Office of the Special Assistant to the Secretary for Fisheries and Coordinator of 

 Ocean Affairs, and the Office of the Special Assistant to the Secretary for Population Matters. 



