19510129 nu study of personnel and admin division
TRANSCRIPT
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
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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
17
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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.
18
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