| Secret Service at Fault    Criticism of the Bureau by Ex-Chief Ha[z]en.      Nowhere, in the opinion of ex-Chief 
              William P. Hazen of the Secret Service, will the reaction of the 
              present national feeling work so radically as through that division 
              of the Treasury Department; and the Government will in the end have 
              a thoroughly organized and disciplined corps.“Contrary to general belief,” said 
              Mr. Hazen to-day, “the Government Secret Service is nowhere near 
              the size and importance that magazine articles and half-tone illustrations 
              make the reading public think. When I was at its head, four years 
              ago, it had something like twenty-eight men, and an annual appropriation 
              of about $60,000 to conduct it. That sufficed for the country from 
              ocean to ocean, and a chase over the sea, if necessary. Since then, 
              I believe, the division has been enlarged a trifle. A newspaper 
              man who had to be rewarded is now Chief; the bars have been taken 
              down, and all sorts and conditions of men out of a job have b[?]en 
              appointed to places as detectives. There are men in the division 
              now who would have to think well before they put down their past 
              history in black and white; men whose careers would not look well 
              in cold printer’s ink.
 “The Government Secret Service is 
              really used only for one thing—chasing counterfeiters. That is the 
              work for which its appropriations are voted by Congress, and if 
              the head of any department wishes the use of a man, he makes a request 
              to the Treasury Department, has his man assigned, and takes him 
              on his own department’s pay-roll. To run down counterfeiters, it 
              does not take a remarkably sharp man. Money will buy all the information 
              one wants, and will save much time, besides. You can imagine what 
              kind of a man it takes to do a little ‘slick’ work with money; and 
              after they get in the habit of working that way, they fail when 
              they run up against a big case.
 “It is not for an ex-chief of the 
              service to point out what ought to have been done at Buffalo, after 
              it is all over, but I cannot as a plain citizen refrain from criticism. 
              Three men were detailed by the Secret-Service head at Washington 
              to watch for the safety of the Chief Executive, the largest ‘plain 
              clothes’ body guard [sic] that any President of this country has 
              ever had. They had their instructions, or should have had, and were 
              responsible for the President’s life. Under the discipline, as it 
              should have existed, they should have taken their orders from no 
              one but their chief, and never should have given up their positions 
              of vantage where they could command a view of each person approaching, 
              and be near enough to stop any one that looked suspicious. These 
              officers, one in particular, I understand, stepped to one side to 
              make room and to oblige the Presidential party. It was carelessness 
              and lack of discipline. The men did the best they could, and I do 
              not blame them. One had to be detailed from Chicago, and another 
              from Rochester, the third followed the President from Washington.
 “The system is poor. Congress is partially 
              to blame, for there have been measures prepared before this, authorizing 
              the reorganization of the Secret-Service Division, and it has [been?] 
              shelved each time it was presented.
 “There would probably never have been 
              any guard for the President if Mrs. Cleveland in her time had not 
              established th[e] precedent. President Cleveland objected strongly, 
              and the result was a compromise in which we provided for a watch 
              upon the President every time he left the White House. The arrival 
              of Coxey’s army occasioned the first use of detectives at receptions. 
              This illustrates how crude are the workings of what we call our 
              Secret Service. It did do a little something at the time of the 
              Spanish-American war, but nothing, compared to what it might have 
              accomplished if it had been constructed o[n] different principles. 
              President Roosevelt, with his experience in police and army organization, 
              and his enthusiasm in civil-service reform, could accomplish much 
              in rebuilding this important division of the Government’s Treasury 
              Department.”
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