tary (Management) since the latter part of 1947. In December 1949 the responsibility for military and civilian manpower control was centralized in the Directorate of Manpower and Organization under the Deputy Chief of Staff, Operations. (6) Evaluation of services' organizations for manpower control.—(a) The varying extent to which the organizations of the services have adjusted to centralized manpower control naturally reflects the changes necessitated in internal relationships by such centralization. The Air Force, which had in being a focus for manpower control, has an excellent working organization. The Army, which consolidated the control of military and civilian manpower on July 1, 1951, has made good progress in implementing its organization. The Navy, which recently designated a Special Assistant for Manpower, has advanced less far in its program. The Marine Corps, which centralized control of military and civilian manpower on July 27, 1951, is in process of establishing a working organization.

3. COORDINATION WITHIN THE OFFICE, SECRETARY OF DEFENSE

a. Working interrelationships have been established between the Assistant Secretary of Defense (Manpower and Personnel) and the Joint Chiefs of Staff, Office, Assistant Secretary of Defense (Comptroller) and the Munitions Board. The keynote has been to reduce overlap and duplication of effort in the respective areas of responsibility.

b. A concept paper delineating the responsibilities of the Assistant Secretary of Defense (Manpower and Personnel) and the Joint Chiefs of Staff in the field of manpower control has been prepared and tentatively agreed upon in principle by both agencies.

c. The responsibilities of the Assistant Secretary of Defense (Manpower and Personnel) and the Assistant Secretary of Defense (Comptroller) with regard to determination, review, and approval of manpower requirements are included in a memorandum which is awaiting formal approval. This memorandum provides for close coordination and combined efforts on the part of both Assistant Secretaries in insuring that no more personnel, military or civilian, are provided the services than they require to perform their missions.

d. Working arrangements have been established with the Munitions Board which will assist the Assistant Secretary of Defense (Manpower and Personnel) in carrying out assigned responsibilities. For example, the Munitions Board will furnish information concerning:

(1) The extent to which personnel requirements can be supported by available housing, training facilities, equipment, etc.

(2) The impact of military procurement programs on the labor force. (3) In addition to information provided on labor disputes by the services, the Board furnishes information on labor disputes and labor shortages affecting procurement programs.

4. REQUIREMENTS FOR AND ALLOCATION OF MILITARY AND DIRECT-HIRE CIVILIAN EMPLOYEES OF THE DEPARTMENT OF DEFENSE

a. In order to improve computation of manpower requirements, the Assistant Secretary of Defense (Manpower and Personnel), in coordination with the services, has reviewed present policies and standards, promulgated policy guidance, and assisted the services in the establishment of self-audit techniques.

b. The steps necessary to achieve the above were accomplished as follows: (1) The present policies and standards used in the Office, Secretary of Defense, were reviewed.

(2) The services reviewed their policies and standards and reported the results to the Assistant Secretary of Defense (Manpower and Personnel).

(3) After completion of these reviews mentioned in (1) and (2) above, a memorandum was prepared outlining in detail the concept of a coordinated and revised system of determination of manpower requirements. This memorandum was reviewed by appropriate agencies of the Office of the Secretary and the services. (4) After receipt and consideration of comments and recommendations, action documents were promulgated to the services. These documents prescribe in detail:

(a) Process for the review of manpower requirements. The detailed procedures apply both to the preparation of programs for budget estimates and to requests for ceiling adjustments within programs for which funds have been appropriated.

(b) Procedure for control of manpower requirements and allocation. (c) Forms to be used in submission and justification of manpower requirements and allocation.

c. Actions taken or under way in the services regarding requirements for and allocation of military and direct-hire civilian employees.

(1) The action documents recently promulgated to the services prescribe a coordinated system of preparation, submission, review, and justification of manpower requirements and allocation. These documents, which include policy guidance in addition to procedures, will serve as a basis for each service to develop similar documents for use internally. Each service has taken or is taking action to improve its methods of determining requirements for and allocation of manpower. Specific examples in each of the services are as follows:

(2) Army

(a) Revised procedures including forms have been developed and disseminated to major commands for their use in presenting detailed requests for changes in manpower ceilings.

(b) A guidance document has been prepared which will assist major commands in setting forth manpower requirements and justification therefor. (c) An improved system of manpower programing to determine future personnel requirements is planned. Major commands and agencies will submit, in accordance with a given set of assumptions, their recommended troop bases reflecting proposed utilization of military personnel 4 years in advance of the year it is to be budgeted and become effective. Two years prior to the year civilian requirements are to be budgeted, principal civilian requirements will be submitted, based on and paralleling the military personnel program.

(3) Navy

(a) A Navy-wide inventory and appraisal of available criteria, standards and other tools appropriate for manpower management purposes is under way. This survey is designed to isolate and select for Navy-wide usage the best criteria and techniques being used in individual bureaus and offices.

(b) Upon completion of the inventory and appraisal mentioned above, selected criteria, standards, and other tools will be put to use, as appropriate, at each level of management. Other improved or new criteria, standards and tools will be adopted or developed and applied as manpower control devices.

(4) Marine Corps

(a) The determination and review of military and civilian manpower requirements and allocation have been more closely integrated.

(b) More effective guidance will be provided headquarters agencies and field commands in regard to manpower control.

(c) Assistance will be given to field commands in the establishment of programs for self-audits, spot checks, and reviews of manpower requirements and allocation.

(5) Air Force

(a) Policies and procedures for administering the Air Force-wide management improvement program have been published and implemented. An Air Force management course of 6 weeks duration is being conducted at George Washington University. A total of 400 officers will receive training in this course.

(b) A field review program has been established to secure and disseminate information on organization and manpower at commands and bases throughout the Air Force. Field organization and method examiners will periodically visit Air Force installations to examine and evaluate procedures, to assist personnel in the field in applying better procedures, discuss manpower problems, and observe the adequacy of present directives, management tools, and reporting requirements.

(c) Basic manpower planning tables, providing basic manning standards for activities not organized under tables of organization, and designed to serve as a quick and accurate means for estimating personnel requirements are being prepared.

(6) Evaluation

(a) Progress in the implementation of procedures for determination of manpower requirements and allocation has been made by all the services. The extent to which a particular service has been able to establish a long-range and effective system is directly dependent upon the status of its program at the time the Assistant Secretary of Defense (Manpower and Personnel) directed that such a program be put into effect. For example, the Air Force, which had a central control for manpower, is the most advanced of the services in the field of requirements and allocation. On the other hand, the

Navy which had almost completely decentralized control of civilian manpower, is faced with the most complex problem.

d. In coordination with the Assistant Secretary of Defense (Comptroller) and the services, the Assistant Secretary of Defense (Manpower and Personnel) is reviewing the manpower programs of the services. Several examples of specific projects which have been completed or are in the process of being completed are as follows:

(1) The manpower requirements of Department of Defense agencies in the Washington area have been analyzed. As a result, on July 24, 1951, a 5-percent reduction in both civilian and military personnel ceilings was directed. This reduction was designed to force a breathing spell after a period of expansion to assure full utilization of personnel both in quality and quantity.

(2) The military manpower requirements of the entire Defense Establishment, both present and projected, are being studied in relation to the capacity of the Nation's manpower pool to provide necessary personnel for the foreseeable future without impairing the Nation's industrial capacity or draining off an inordinate share of scientific personnel.

(3) In April 1951 civilian manpower ceilings were prescribed for the military departments by the Assistant Secretary of Defense (Manpower and Personnel). The ceilings were below the end fiscal year 1951 ceilings approved in the budget, and resulted in a considerable saving in civilian manpower and funds. When subsequent requests for ceiling increases by the services were carefully reviewed and detailed justification submitted, it was found that the workload increase in one instance was not commensurate with the requested personnel increase. Consequently, the approved increase was 10,000 civilians below the requested number. (4) In June the Army requested an increase of 44,000 military personnel to provide partially for organization of three additional divisions (the remainder of the personnel required were to be provided from within present ceilings). A careful review revealed that the additional divisions could be manned with reduced supporting troops from within present ceilings. A saving of 44,000 individuals resulted from this review.

(5) The draft calls submitted by the services have been reviewed prior to submission to Selective Service. After analysis and consultation with service representatives necessary adjustments have been made to provide the most nearly level input consistent with approved programs.

(6) Formal reviews, including hearings, were conducted on August 8 and 10 involving requests for an increase in the Navy and Marine Corps fiscal year 1952 militray strengths. The analysis of the data submitted is continuing and no decision has yet been made concerning the requests.

5. MANPOWER UTILIZATION

a. Objectives.—(1) The manpower utilization program within the Department of Defense has been developed to answer the following three questions:" (a) Is the job necessary?

(b) What are the essential factors in determining the class of manpower to fill a necessary job?

1. Combat qualified military personnel?

2. Restricted duty military personnel?

3. Female military personnel?

4. Direct-hire civilian personnel?

5. Outside contract personnel?

(c) Having filled a necessary job with the desired class of manpower, is the manpower being fully utliized:

1. In terms of highest order of his skill?

2. In terms of productivity?

b. Organization.-The Office of Manpower. Utilization has been organized under five functional branches, as listed and briefly described below:

(1) Manpower utilization controls: To establish a system of DOD-wide manpower utilization controls which will be employed by all echelons of DOD as to their military and civilian personnel.

(2) Manpower utilization standards: To evaluate and improve existing manpower utilization standards; to develop utilization standards where none presently are established.

(3) Occupational analysis: To develop facts necessary to relate actual job requirements to actual manpower capabilities; to establish comparable facts in support and advancement of manpower utilization controls and standards and qualitative distribution.

tive distribution: To accomplish equitable apportionment of actual power among the services in accordance with the factual needs of

wer utilization surveys: To develop and establish techniques for nentation of manpower utilization controls and standards, occupa, and qualitative distribution.

-s of 15 August.

tive distribution of military manpower:

ce May 1, 1951, all military manpower accessions, whether by t or induction, have been proportionally distributed qualitatively e four services. In the absence of any better qualitative date job analysis, including mental and physical requirements of specific e filled), the best available basis for the distribution was determined mental group. Consequently, mental-group percentage limits were d to be used in all services for enlistees and inductees. Armed amining stations are being established to administer physical and xaminations, under common standards, for enlistees and inductees. y has been designated as executive agent under the Armed Forces g Stations (AFES) Policy Board.

e first 2 months of operation under qualitative distribution (QD) cated that there is a real question as to the validity of the Armed alification test percentile conversion table. An interservice workis being set up to evaluate the correctness of the conversion. ry enlistments and increased effectiveness of military manpower: careful analysis of the relative cost to the Government and the nanpower effectiveness of voluntary enlistees versus inductees has de. From both standpoints, it has been found that voluntary ts are much more desirable than inductees. All practicable adminefforts are being made to obtain as many voluntary enlistments as

Eional analysis:

inventory and reevaluation of the work done both by the services e Department of Defense in the field of occupational analysis is ducted.

ver utilization surveys:

npower utilization surveys have been conducted at one installation e Army, Navy, and Air Force. The survey teams were composed ependent outside consultant as Chairman, an OSD representative. ce members from both Headquarters and the field. The results of surveys are being analyzed. As a result of the analyses: Specific, immediate actions will be required of the services. Fruitful areas for broadening investigations will be indicated. Improved survey techniques and programs for self-audit and w by the services will be developed.

ce to the Congress:

siderable work has been done with the services in connection with supply or utilization problems in connection with investigations by congressional committees, as well as with individual Members ess. Another problem of major importance which involved close ion with the Congress and the services was that of Reserve forces The congressional committees are:

Joint Committee on Reduction of Nonessential Federal Expendi

Joint Committee on the Economic Report.

Preparedness Subcommittee of the Armed Services Committee of enate.

Subcommittee on Federal Manpower Policies of the Senate Come on Post Office and Civil Service.

Committee on Appropriations of the Senate.

Committee on Finance of the Senate.

Industrial Manpower Subcommittee of the Senate Select Small ess Committee.

Public Accounts Subcommittee of the House Committee on Extures in the Executive Departments.

Intergovernmental Relations Subcommittee of the House Come on Expenditures in the Executive Departments. House Committee on Appropriations.

11. Armed Services Subcommittee of the House Committee on Appropriations.

12. Kilday Subcommittee on Efficient Utilization of Military and Civilian Personnel within the Department of Defense.

13. Brooks Special Subcommittee for Civilian Components.

CHAPTER III. ACTIONS FOR FISCAL YEAR 1952

1. GENERAL

a. In the report to the President submitted on May 22, 1951, actions planned for fiscal year 1952 were outlined in general terms. Since the submission of that report, some of the actions scheduled for 1952 already have been completed, while some of the general plans for the year have crystallized into more specific projects. In the following paragraphs, some of the specific actions which are planned for accomplishment during fiscal year 1952 by the Assistant Secretary of Defense (Manpower and Personnel) and the services working together are outlined below.

2. ORGANIZATION

a. With the completion of the organization within the Office of the Secretary of Defense for effective manpower control, sufficient guidance and supervision can be given the various services, in completing or refining their manpower control organizations.

3. MANPOWER REQUIREMENTS AND ALLOCATION

a. The services, which have now received action documents from the Assistant Secretary of Defense (Manpower and Personnel) prescribing policies and procedures for determination, submission, review, and justification of their manpower requirements and allocation, can now develop their own internal policies and procedures based thereon. The staff of the Assistant Secretary will provide guidance and assistance to the services.

b. Formal reviews by the Assistant Secretary (Manpower and Personnel) of the service manpower programs, which have already commenced, will be conducted in a more comprehensive manner.

c. Control mechanisms win be instituted to monitor the actual accomplishment of manpower programs by the services after approval of such programs has been made by the Assistant Secretary (Manpower and Personnel).

4. MANPOWER UTILIZATION

a. As the qualitative distribution, Armed Forces examining stations machinery becomes more firmly setablished, it will be the medium for a thoroughly effective qualitative distribution of military manpower. This will be attained as better standards and criteria are developed and validated. Such criteria will include: (1) The true minimum physical and mental requirements of each specific job type.

(2) The true measure, through improved examining techniques, of the physical and mental capabilities of the enlistee and inductee.

(3) The establishment of comparability of job types among the services. b. More extensive use will be made of manpower utilization surveys. The Assistant Secretary of Defense (Manpower and Personnel) will actively partici pate in surveys conducted by the services. A checklist of manpower-utilization questions to be used by all survey teams will be developed. A Manpower Utilization Council composed of service and OSD representatives will be established. This council will provide a medium for the discussion of priority of actions, feasibility of program items, and development of the most practicable approach to their resolution.

CHAPTER IV. SUMMARY

1. To summarize the progress in the field of control of manpower requirements, allocation, distribution, and utilization since the President's statement on April 27, 1951:

a. The Assistant Secretary of Defense (Manpower and Personnel) has a staff organized to supervise, guide, and assist the manpower-control agencies in each service.

b. The Assistant Secretary has provided the services with standardized procedures for submitting and justifying manpower requirements and for monitoring the utilization of manpower. These procedures insure that manpower require