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sound principles on which to determine how such publicly- 

 owned lands and resources should be made available for 

 use and how to determine the charge for such use. 



In all of his business dealings Chris was straight 

 forward (no double talk), dynamic and quite positive. 

 His clear-cut analyses of complicated problems or his 

 devastating destruction of some specious argument was 

 often resented by some who failed to measure up to his 

 standards. He was called cold and distant by some who 

 could not match his intellect. 



The Forest Service is a far better organization 

 because Chris Granger was one of its top leaders from 

 1935 to his retirement in 1952. It was during his period 

 that the Forest Service grew and assumed many new and 

 important responsibilities. The demand for National 

 Forest resources intensified as did the demand for the 

 use of lands. Chris Granger guided the Forest Service 

 through many tight spots and left a clean record behind. 



It is interesting to note in his remarks on Earle 

 Clapp (page 89) that he blames F.D.R. for failing to 

 appoint Mr. Clapp as Chief of the Forest Service. One can 

 add that the failure to appoint Chris Granger as Chief 

 was another colossal blunder. 



John Sieker 



Chief of Divison of Recreation 

 U.S. Forest Service, retired 

 August, 1968 



