4 ~ fYPfMJH' l ötUnt! % SHlPB PLAHHIRG JWP S IQDT GBOTJP

FERSOflBEL PLANNING SECTION

29 January 19$!'

HHOBAMim FOE; Colonel SterWLrd, Secretariat

SDBJBCTt A Study cm the Organization and Function of Personnel and Aitoinistration, SHAPE Under the Proposed Celling of 10 Officers and 15 Odea's.

1. The attached study reconerids a realignment of Personnel

and Adndnistration functions In consonance.with the-Inposed strength

celling of ten officers and fifteen others.

2. The Personnel Planning Section accepted the concept

that coordination of personnel matters is in a lower priority

than operations and logistics planning. Tbe Section considers

It extremely lnadvisahle and unrealistic to accept iUie concept

that the Assistant Chief of Staff1 Personnel and Jblmlnlstratlont

must be concerned primarily with only the administration of

personnel assigned to SHAPE. As a basic preoise, therefore,

to the development of Uie study, -Uie Section adopted the concept

that the Assistant Cbief of Staff, Personnel and Admlnistratioti1 Knst concern himself with the study of certain KATO personnel

problems In order to render the proper assistance and support

to SACBDK In the aacanplishment of his mission.

3. Among other things, -Uie attached study provides the

following*

a. A discussion of each function originally proposed

in the 21 Janiuor study. (III» par 9» pp 4-10).

b. A charter for the PftA Division (III, par 12, pp 12-13) •

. c. A listing of B&A functions (IVi par 16, pp 14-1?).

d. A proposed PftA organization (IV, par 22, pl7).

e. A national breakdown of personnel (V, par 22, pgp 17-10).

Inclt Staff Study

TT USAF

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29 Jamtary 1951 ' A STÜPT

OB THE PROAHIZATIOH IHD TDHCTItMS OF PERSONNEL JHP AUGHISTRATION. SEIPB TOlDKR IHE PROPOSED CKt L T B G OIF 30 CfCTCERS AKD IS OIKHtg

.1 PBOBUH.

1* To make oOKtents on the 25 January 1951 Mauorandm for Record Iqr the Secretariat relative to the overall strengths and fonctions proposed far Headquarters, SHAPE. IhLa problan breaks down into the following sub-sidiary problmfli

«• To review the functions for Personnel «id Administration sited In Tab C of the 21 Jaimaxy menorandtm in Tiew of the strength ceiling now impoaed.

b. To detsntine what fonctions mast be deleted. c. To determine what functions most be retained at the expense of

any additionally required personnel. As a correlary, to propose where these additionally required personnel might be provided frco within the overall ceiling.

d. To develop a new Personnel and ldadnistraidon charter aa a result of 1Uie above cited review.

e. To study the problem of «hat internal organisational structure might be desirable under the- restrictions Imposed by the new strength ceiling.

f. To deteimine the breakdown of personnel by nationality, by service, br grade within Uie Personnel and Admini strati on Division-

g. To consider -Uie desirability of recosnendlng the immediate assignment of additional personnel either by name or by qualifications.

.II TACTS BEtHIHS 0« TOE PROBIBI. 2. Tbe headquarters will be held initially to 200 officer».

3» The personnel calling of the Peraonnel and Administration Division is 10 officers and 15 others*

-te Although the lnportance of the Fezwxmel and Artartrriatratloc Blvision * <

activity has been recognised. Personnel and Adnlnlstratiton planning has been

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é placed In loimr priority than Operations and IoglstieB planning. TIM

ceiling of 10 officers pro-supposes a recognition that coordination of personnel matters (aoce apt to insure the adad nl strati on of personnel assigned to SHIPS) is in a "relatively Tery Xoir priority."

5. The restricted calling for the administrative support (Adjutant General, Headquarters Ccoaand ant) presupposes that also art all the admini stration of headquarters personnel will not be done by an Integral staff el em ant of SHfPB.

6. Fifty-coo percent ( 53j6) of the officer personnel spaces are allocated to functional planning activities. Forty-nine percent (4950 of the officer personnel spaces are allocated to command and top nanagenent activities (^Aß and^Vupport activities (3490*

H I DISCUSSION.

7* Basic Concept a* In the original otudy prepared ty the Personnel Planning Section the basic concept vas adopted that the Personnel and Administration Division would be concerned with problana which group themselves in two catégories* those which are headquarters functions; and those which are VATO functions* It vas considered further that those functions involving KATO problau were of prinary importance for planning purposes ty Personnel and Administration. Trctt the headquarters standpoint, It was considered that the basic, requirement vas to effect any necessary coordination between Uie Adjatant General and the Headqoarters Ccraaandant relative to their discharge of duties in this area* The Personnel Planning Section believes Uiat it is undesirable to accede to an implied concept that its primary functions ore restricted to those Concerned with the internal EXtAPE headquarters*

b. F<r -the ACofS,P&A to restrict Mmself solely to internal personnel administration would necessitate an abdication of his HATO personnel planning responsibilities/other staff sections; these sections are not interested

primarily in personnel activities and it can he expected that they would not

have personnel qualified to consider fully the personnel implications of

strategic plans. To establish supervisory responsibilities at the

Assistant Cbif of Staff Iwel, primarily to supervise two subordinate ^ .

to

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OSr-#

operating aàainistrative elements without engaging into personnel planning actiiritiea, appears to be a «aste of personnel spaces and mold result in an uneconomical vise of trained and specialised talent*

c. The Personnel Planning Section is in accord with the overall arrangaient of the crganizatlco appended to the Heatorandnm for Record of 25 January prepared by the Coccdlnating Section of -Uie Secretariat» It la considered that as long as the three Deputy Chiefs of Staff operate more or less as an integral office with each serving as an alter-ogo within his respective areas of responsibility, multi-reporting to several deputies ty the Assistant Chiefs of Staff is reduced to a minuttut.

:. AnaIvale of gfr̂ fftt». Allocated to Malor Headouartera Activities, a. The following table indicates tbe officer strength of headquarter« activities broken down Into three major areast ccwiand aod top managaent; functional planning^ support*

Coiand and TOP Manatranent Officers £

Office of SiCEDR Office of Deputies 28 1556 Office C/3 and Deputies Secretariat

Fimctiwrml PIgIHiJlPg P&A 10 Intelligence 20 OKT 20 51$ PfiO (less Ccmunications) 28 IogiatiLes 20

AG Headquarters Cceaiandant 64 34Jt EEO Caanmlcations b. It is noted that approximately one half of the officer a are

either "supporting* oar "reviewing and deciding" on the activities of Y

the remaining one half of the officers. Vlthln the functional planning activity about one half of the officers assigned to this activity are engaged 1» what are considered the normal G-3 functions (plans, operations and training) of a DS Aragr organisation. These suggest the possibility * of reconsidering the distribution of allocated strengths from an organisational balance standpoint. SECRET

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* OtnnrT' «§• SEGRET 9. Itwlw of JmetlqnB Tb« functions Ineloddd In Tab C, Urted as an Ineloswe In -Uie 21

Jainiaxy M«norancUim ftw Personnel Planning Section, serves as a basis for detailed discassions in this section of -Qie study. Tbese functions v<i7 be considered as to their desirability for deletion or retention under the new conditions imposed,

a. Personnel Manaewnt. (I) Prepares plans, develops policies and procedures for

personnel management activltiea which may be feasible for application to the national forces without infrlngaaent of national policy or law.

This is a basic personnel planning function; it should be retained as a planning activity.

(2) Prepares policies regarding the wearing of the military uniform and insignia of personnel assigned to Headquarters, SHAPE.

OOtMBIT

Tbls function beacnes a relatively minor one under -Uie concept -Uiat the Personnel and A&dmistratlcu SiTiaion is concerned primarily with EITD personnel planning problaaa. More properly, consideration of this problem might well be Initiated by one of the operating administrative elements of the staff with merely just review and policy guidance by the Personnel and Afelnistratioa Division. On the other hand, accepting the concept that Personnel and Admini stration is concerned primarily with internal administration of Uie headquarters, this function then beetles one of greater importance. Adhering to Uie concept that Personnel and AdministratlMit Division is sore concerned with ITATO planning activities than SHAPE internal activities this function can be deleted.

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M F W 5 OCpnrr . « b. HlMWWf.

(1) Oerelops personnel proeanMiit policies which nay be Bade applicable to all national force« without infringement of national policy or law.

OOMgHT Thio is a basic manpower function which should be retained in any personnel planning aotivity.

(2) Develcps replaçaient policies to assure an adequate manpower replacement pool for units allocated to SACEOR.

sSttSS

Although replacement policies of the Hatilonal Forces may be considered to be of national responsibility, it is inctsbent apoo SACEDiE to assure replaotit policies in order to keep units allocated to him at an operating lerel once ccanitted. It Is considered, therefore, that this is a vital rlMlwtllg function whioh ahould be retained*

(3) Framnlates personnel utilisation policies as may be required*

C O M M

This Amotion should he delegated to the National Forces concerned. It,therefore, can be deleted as a function for consideration Iy SHAPE Headquarter«.

(4) Prepares and analyses statistical data relating to military Meinpower.

OOtIBtT The Secretariat contains a statistical analysis section. This function bee ones one of merely analysing statistics which are developed by the Secretailat based upon requests from the Assistant Chief of Staff» Personnel and Administration. In a IiMlted sense, the analysis part of this function should be retained a« a larger part of the overall manpower function.

($) Develcps Tables of W.strlb*rtion for any international Integrated wits.

CtMBHT Thie Amoticn oa^yrtylflr yyle^Lakaa by the Personnel

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• " s e c r e t é ~ • It is COisldeiradt therefore, that this fonction

should he deleted from Personnel and Administration

responsibility and reassigned to the Organisafcioii

and Training IlvisiMa.

(6) Derelops and supervises the application of idlltary

personnel procuraient policies for the Headquarters, SHAPE.

COMBlT

T M s fonction vi 11 be retained as merely a function of

review rather than a supervisory function, It is

believed that the Adjutant Qeneral might more properly

be engaged in the develojaient of detailed and minor

personnel procurement policies, for the Headquarters,

SHAPE,

c. Law sad Order.

(1) Studies the implication of civilian-military jurisdictional

problaas pertaining to individuals of the national forces

allocated to SACEDtR.

{2) Develops policies relating to the palmary and secondary

custodial problens of enemy prisoners of war and the allocation

of such prisoners of war to participating nations.

(3) Benders opinions on questions pertaining to International

law affecting the Headquarters,' SHAPE.

(A) Formulates and coordinates sgreanmts pertaining to the

apprehension and extradition of defaulters and deserters.

CCMMBfT

The following remarks are applicable to all four of

the functions listed above. From a layman's viewpoint,

it is believed -Uiese functions properly fall within the

purview of the ACofS,P&A. It is recognized, however,

-Uie true implication of these functions ad ̂it not be

realized fcy the personnel now developing -Uds stufy.

These might veil be responsibilities which must be

considered on a higher international level. They are,

nevertheless, retained until such tine it has been SECfiET

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SEGRET determined that they are not properly Personnel

end Administration DliVisian responsibility.

(5) Ecailnes records of courts-martial of SHAPE Headquarters

personnel for legal sufficiency.

OP**™?

This function may be deleted since court-martial

responsibility for personnel assigned to this

headquarters probably will be delegated to lower

administrative commands within the -various national

elements.

(6) Renders opinions on the administration of military justice.

C(HMH)T

This function can be deleted because it should be

delegated to national farces concerned.

(7) Fomulatea overall disciplinary policies for personnel of

Headquarters, SHAPE, in coordination with the accredited

liaison offices.

Disciplinary responsibility for personnel assigned

for duty with headquarters, SHAPE will, In all

probability, rest with the senior officer of the

respective nationalities because of differing legal

requirements* This then becomes a function for each

of the senior liaison officers for their respective

nationals here in the headquarters. This function

should be deleted*

d. Welfare and Services.

(1) Studies the effect on morale, welfare and personal service

matters of the attachment of individuals and units frat

one nation to the forces of another nation.

COMHIaiT

This is & relatively minor function which might be

studied through the

use of an adhoc committee, members

of which are made of Individuals fro« the national

forces ConCMyei-^It I m u s , therefore, the responsibility imr

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V-I •

to 1Uio headquarters for Uie proper coordination

of any such studies; «a now limited, It should be

retained as a coordinatlve function.

(2) Prepares plans, develops studies, and establishes procedures

pertaining to cesmon rights, privileges and prerogatives

which night be made applicable to personnel of headquarters,

SHAPE*

BtyMTOT

This is a basic function to which continuing study

oust be made fcy the Personnel and AdniniBtration

Division*

(3) Develops plans and foraulates and recommends policies

concerning physical, mental, health and psychological

standards which are necessary for adoption at SHAPE

level to assure the health of the forces, proper care for iUie sidi and wounded, evacuation, hospitalisation and

reconditioning of military personnel.

(4) Develops plana for the conservation of manpower through the

prevention of disease and injury.

OOMEHT

Tbe following remaries are applicable to functions 3

and A above* The medical support for the headquarters

- itself Is a proper function of the Headquarters Ccmnandant.

From planning and polity standpoints itia eactrenely t

doubtful whether there can be, or whether there should

be, attested any degree of standardisation of medical

care and trea.'teent among Uie participating nations other

than that dictated toy professional necessity and propriety».

It leaves, therefore, for consideration froa» policy and

planning viewpoints the matter of planning for medical

supplies and medioal logistical support. These are

matters which are of primary concern of the ACofS,

Logistics — not only fron a standpoint of supply and

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• SECRET é st andardi *ati on of supplies but Aroa aa installations

TleHpoint as vail. Logically, it follows that the

medical supply planning should be a responsibility of

the JCofS, Logistics. In view of the highly restrictive

personnel ceiling lupoaed on the Aß/S,P&A, medical

health problems must be delegated to the national

forces for solution. Therefore, these functions should

be deleted*

It QppMPB that the OTerall fiscal planning will be

accomplished at the Standing Group level for SHAPK.

Atsy fiscal planning which night be required en this

level can be considered a logistical function. This

function should be deleted*

(6) Prepares plans, policies and procedures pertaining to

•finance service. This function can be considered from two

viewpoints i (a) Is a responsibility of the Headquarters

Canuodant for all personnel assigned to the headquarters or

(b) as a responsibility of the Individual concerned In

liaison with his respective national LIFTL SOP OIFFLC€TE LDSPMNCH

as it appaars that th« Aiieiice support for individuals

ssslgnM must be handled Ioy agendas other than those which

are an integral part of Uils headquarters, this function

should be deleted.

'. Chaplain (1) Supervises the spiritual welfare of the command.

(2) Maintains liaison with other Chaplains of subordinate

ccmanders to assure adequate spiritual ministration.

CCWB1T

(5y Performs fiscal planning as required.

If SACEDR considéra it essential that there be a

Chaplain assigned to SHAPE, provision for a space

or spaces must be made for his assignment outside

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'""x ' î11 " î .. 1 i.jf ' - .s. ' -vo y ' s t •;£? ''-iîTt̂

# SECRET * of -dis present Personnel and Administration Sivieion strength allocation. Ijroa a purely psychological viewpoint, it is believed that serious consideration should be given to providing spaces for a Chaplain and a very small personal staff* Vhether or not he is placed, organisationally, ander the purview of the ACofS,P&A is of adnor h

y consideration. TJntil further decisional on this ' matter are made, these functions have been deleted*

10* Functions Btnadning aa a Result of the Review. As a result of the foregoing review the following functions, still

grouped in the general area of Personnel Management, Manpower, Iiaw and Order and Vetfare and Services, remain)

a. Peraonnei Mapaflenent (l) Prepares plans, develops policies and procedures for

personnel managanant activities which may be feasible for application to the national forces without infringement of national policy or law.

b. Manpower (1) Develops personnel procurement policies which »ay be made

applicable to all national forces without Infrlngaxnt of national policies or laus*

(2) Develops replacement policies to assure an adequate replacement manpower pool for units allocated to SACEDB.

(3) Beviews and coordinates, only when essential, the application of military personnel procurement policies for the Headquarters SHAPE.

(4) Analyses manpower statistical data essential for conducting overall manpower studies.

c* Law and Order (1) Studies the Implications of civilian-military jurisdictional

problems pertaining to individuals of the national forces allocated to SACEtHL

(2) Develops policies relating to the primary and secondary custodial problrf^fSETfnnppmfcsoners of war and the

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ti-r̂.̂;-, v: ornor t ocunc I «t j s T ^ allocation of auch p r i s m a » of var to th® participating

nations.

(3) Renders opinions on question» pertaining to tho apprehension

.and extradition of defaulters and deserters.

d. Welfare and Serrleea (1) Prepares plans, develops studies and establishes procedures

pertaining to common rights, privileges and prerogatives

which *£ght be made applicable to personnel of SHAfB.

(2) Coordinatea and reviews any studies, prepared hy other

command agencies, relative to the effect on morale,

welfare and' personal service matters of the attachment

of individuals and units front one nation to Uie forces

of another nation.

11. Pffljfftble T«t.Arr>»l Qrganiaaticns.

a. in brief 1Uie functions outlined in the two preceding paragraphe

embrace ten areas in which broad and diverse problaas occur. To under-

take simultaneously a study of only a few of these broad areas and their

attendant subsidiary problems would require a large planning staff. Not

more 12ian nine officers can be engaged In detailed staff studies within

the present strength ceiling of ten.

b. Three possible solutions suggest themselves* (l) functional

organisation divided into the four major areas - - personnel management,

manpower, law and order,Sewelfare and services} (2) functional organization

divided Into two major areas - - personnel management and manpower; (3)

cemittee arrangement with individual s assigned as working teams to study

particular problms.

c. Fonr Area Functicnal yiyH on. To divide the Personnel and

Administration staff into four areas of responsibility . - Personnel

Management, Manpower, Law and Order, and WelfaJre and Services - - results

in a neatly packaged organisational structure. The disadvantage to this *

arrangement Is that of Inf le« Xbiliiy. It can be expected that officers

assigned for duty will have, In addition to their general personnel

planning «perlenes, certain personnel specialities resulting from

their background. These specialities might not be fully utilised if 1

th«y are assigned to rigid and highly compartment all red units. Further,

arbitrarily to assign P r f t h 1 " " j t h u n i t s for study without -

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V i - • • StuntT * proper regard for the Importance, complexity and urgency for solution,

•• aa well aa the attendant'need for considering Oitlcerst qualifications undertaking -Oiese studies ia TmreifH s tic. ti

d. Two irea Functional Organlgation. This provides for the

division of Personnel and Adninistration Division into twfc organisational

elements Personnel Management and Manpower.. In general, all personnel

functions which affect personnel as individuals would be assigned as the

responsibility of the Personnel Hanagmwt unit; all personnel functions

which affect personnel in bulk would be assigned as the responsibility

of the Manpower unit. Such arrangements permits the assignment of a

greater number of officers to one unit. It introduces the factor of

increased flexibility, an advantage over the four area functional

organization; it does this without sacrificing the use of an organ!zational

structure with its advantages of clearly defined responsibilities and

functions.

e. The Working T e » ^frnrtttarM mn. Assigning specific officers to

^ problems as -Uiey arise, in order of priority, pexmits the full utilization

of their special skills and experience. It permits the assignment of an

individual to more then one project, in consonance with his experience

and background. The working team type of organisation facilitates

planning when there are only a few available to plan. The rigid assign-

ment of officers to organi national elements with fixed Amotions does not permit such flexibility. It is believed -Uiat a high degree of flexibility should

/be iiaintained during the initial planning phase of SHAPE. This type of

organization sacrifices the use of fixed units with defined areas of

responsibility and functions. It affords opportunities for greater

overlapping of responsibilities, duplication of effort end for a degree

of uncertalnity with attendant inefficient use of available personnel.

12. Personnel an* ^ - ^ t i o n Division Charter.

Jl review and analyses of the preceding paragraphs suggests the

following charter for the Assistant Chief of Staff, Personnel and

Administration.

12

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• SECfiET CHiRTIR

Th» Assistant Clilsf of Staff, Pairsoiiitiel and Administration,

Sti AFE, Is responsible for all natters pertaining to personnel

administration which are essential to the efficient fulfillment

of SACEDRtS mission» In carrying out Uiese responsibilities he

is charged with the necessary planning, formulation of policies

and coordination pertaining to personnel management, manpower,

lav and coder, »orale and personal services, and IegaL support.

Ee Is the advisor for administrative matters and matters per-

taining to manpower as a whole and to personnel as individuals

aa deemed necessary at SHAFS level..

15. Assistance fraa Other Agencies in Developing ßtmdlep. It is envisioned

that many times the ACofS,f&A will be called upon to explore personnel

problems which cannot be handled by the limited staff made available to

him. It will be necessary, therefore, for him to call upon various

regional ccovanxta for assistance in developing certain studies. The

ACofS,P&A will no doubt call upon the representatives of iUie national

forces for assistance in having developed certain studies. Furthermore,

it will be necessary for him to organise a^oo study committees made tip

of representatives of various commands to explore particular problems

which oan not be handled in any other way. In brief, full utilisation

of subordinate command staffs will be necessary in order for him to carry

out with aiqr degree t£ effectiveness and dispatch those personnel

responsibilities whlcl^ffect the NATO forces -as a whole.

14. Breaicdown by Batlonal Representation. With only ten spaces allocated

to the personnel function leaves very little latitude or flexibility

in the assignment of officers of various nationalities to the Personnel

and Admini strati on Division. This becomes much more evident when an

attempt is made to afford adequate representation of the various

nationalities* To consider representation on a grade and service basis

becomes almost an impossibility when dealing In such small ntxbora. The

only essential requirement, therefore, appears to be one of qualification

13

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• SECflET * for -the job rather then cue of service oar grade considérations,

Although, there la reocuneo&ed in this study a national breakdown by

function, tor nationality,' grade, and servies, it is believed primary

consideration should be given to an officer's qualifications for the

intended position with secondary consideration to his service or grade.

15. Imedlate Aaaifrnment of Additional Personnels At this time there are

three officers assigned to the Personnel and Administration Division:

one DS Air Forces Colonel, one US A n y lieutenant Colonel, one

Kethearlands Air Force Major. On the basis of current planning work

load the immediate assignment of additional officer« appears warranted.

To give representation to those countries which are major participants

in KATO activities, additional immediate assignments should be made

fro» the Vnited Kingdom and Franca. Additional clerical and

admini strative personnel should be assigned immediately to give

support to the additional planners now required.

IT CCMC UD3IOBS

16. Functions. It is concluded that the following functions are the

responsibility of .the Assistant Chief of Staff, Personnel and

Aëh&nistrationy. SHAPEt

a. Prepares plans, develops policies and procedures for

personnel management activities which may be feasible for application

to the national forces without infringement of national policy or low.

applicable to all national forces without infringement of national

policies or laws.

c. Develops replacement policies to assure an adequate

replacement manpower pool for units allocated to SACEOB.

d. Heviews and coordinates, only when essential, the

application of military personnel procurement policies for the

Headquarters, SHAPE.

b. Develops personnel procurement policies which may be made

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e. Ansitz«» manpower statistical data essential for

conducting overall manpcwer studies.

f . Stadias the implications of civilian-military jurls-

dictional problems pertaining to individuals <f the national forces

allocated to SACEOR.

g. Develops polcles relating to the primary and secondary

custodial probl«s of eneny prisoners of war and the allocation of

such prisoners of war to the participating nations.

h. Bcatdera opinions en questions pertaining to Uie appre-

hension and extradition of defaulters and deserters.

i. Prepares pi ens, develops studies and establishes pro-

cedures pertaining to coeuion rights, privileges and prerogatives

which night be made applicable to personnel of SHAPE.

J. Coordinates end reviews any studies, prepared Iiy other

cconand agencies, relative to the effect «1 morale, welfare and

personal service matters of the attachment of individuals and units

fraa one nation to the foroes of another nation.

be

17. jtfltarnal Or^urri»«HUB, it is cœeluded that these fonctions can/best

arranged into two functional elan en ta tf the PeraonneMcAdmlnlstration

Division without sacrificing organisational flexibility and clarity.

These elements are»

fergopflel Hanajyanent

(To perform functions described In paragraph 16,

»»ffgjh.jt, and J.) b. ffl'TTrT

{To p erf com functions described in paragraph 16,

b,c,d, and e)

18. FaTfWIPfl and Afr* "<atratlen Divialcn Chartmrf It Is concluded that

the charter as developed In paragraph 12 beat meets the requirements

for the Assistant Chief of St^ff, Personnel and Administration, SHAPE.

19* Assistance from other Afreaicies. It is concluded that assistance

from other agsoiciee will be required for the Assistant Chief of Staff,

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» • SECRET * 1 . : ¾ P«raoEn®l and Administration, to discharge AffactiTely and quickly

all of his HAIO personnel planning responsi bill tiea. He «ill need to

take 1Oie initiative in seeking this assistance vhich will talce the fora

of staff studies prepared independently Iyr other agencies and the use

of joint adhoc study ccmndttees mad® up of representatives fro» various

commands and agencies.

20. Breakdown Iy HaticnalHy. It is concluded that assignment of officers

by nationality should be primarily on the basis of the officer's qualifications and secondarily on grade and servies.

t

21. TiMiwflBte Assignnent of Additional Personnel. It is concluded that

one British officer and one Prentdi officer should be assigned iisnediately

plus additional supporting clerical personnel.

V HEOOPMFFDAHOKS

22. It ia reeoDuendedj

a. That the conclusions outlined in Section IT of this study '

be approved.

b. That the conclusions form the basis for

(1) T he assignent of current personnel planning

responsibilities;

(2) The adoption of a charter and internal organizational

structure; and,

(3) The continuance of additional organ!zational planning

as may be dictated Iy future developments.

c. That the Personnel and Administration Division be organised

as shown.

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' . V i;

J* officer« 4 others

2 officers 2 others

I V O 4 others

A officers 4 others

Totali 10 officers I V O LV othoTff

V - . ¾ , •• î a <-.. ?

d. Thst the national breakdown folios the suggested

pattern with primary coneiderationgiven to the officer»1 qualifications

for the intended position.

OFFICERS Bg SEKffICE

QS UE

FRANCE

ITAir HESHHia MDS BEIGnjM-LÖÖMBOCRG

ODJHEtAL

Iff COL

«KP COL

MAJ

HAJ

HATY

CHDK CT CTTi

HAJ IS CMDR

AIE

COL

HAJ

HAJ

Totals 5 2 3

* Should be a legal officer tdth an International Lav Background

OFFICERS BX FUHCTI0«

iC/S, P&A 1 GENERAL

DEPDTT 1 COL

PEKS HQHT 2 LT OOL « 2 MAJ *

MANPOWER 1 LT OOL * 3 IIAJ *

Total 10 sEquiTalent ranks fl>r Heny and Air Force Personnel

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US DK France Italr Retberlanda Belgtm-Innceebtmrg

Totals

3 1

1

1

7

1

1

1

1

1

Ac/s, m IKqmly

Adninietration

Personnel Manageswnt

Manpower

Total

OTHHIS BT HlWCiyoy

1

1

I V O U

K

U m W

*, That ode Britiafc officer and one Frmob officer be assigned i»nediate2y with adequate clerical support.

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