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THE BDM CORPORATION<br />

, <strong>The</strong> bS should help, not substitute for, th• government of our<br />

V<br />

ally. To the extent that we "take charge," we postpone (and may<br />

even jeopardize) the achievement of our ultimate objectives. <strong>The</strong><br />

epplication of this lesson in practice, as we have uiscovered in<br />

Vietnam, is difficult and calls for a careful selection and<br />

training of advisers. If we could turn back history, the process<br />

of "Vietnamization" probably would have been started in 1961,<br />

1969,<br />

o To reduce corruption and minimize the undertaking of overly<br />

o<br />

ambitious projects that cannot be made<br />

not<br />

ope,.ationa& quickly, US<br />

officials should exercise restraint in initial programming.<br />

This, together with arrangements for continuing follow-through<br />

and accountability on the part of local officials, should serve<br />

to increase the effectiveness of US pacification assistance.<br />

<strong>The</strong> most efficient and farsighted naticnal government will be<br />

unab]l<br />

to extend its influence unless it establishes an effective<br />

presence in the form of local officials, In Vietnam, prcvince<br />

ard district chiefs performed this role by providing a<br />

link<br />

between village and hamlet officials and Saigon. Government<br />

cadre also are an essential element in closing the gap between<br />

the national government and the people. But in Vietnam the<br />

importance of careful selection and good trairing was<br />

often overlooked.166/<br />

all too<br />

5-74

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