tuation in the number of meetings held by committees for which WAE and WOC consultant-type personnel are primarily utilized.

The largest increase in number of full-time civilian employees was made in the Office of the Assistant Secretary of Defense (International Security Affairs) which were required to perform additional functions and increased emphasis on other functions as a result of the reorganization approved during 1955. The largest decrease in any area was effected in the Office of the Assistant Secretary of Defense (Supply and Logistics), primarily as a result of the transfer of personnel performing cataloging functions to the Department of the Air Force under the management-fund arrangement. Small increases and decreases in other offices of the Office of the Secretary of Defense resulted in a net decrease of personnel.

The Director reported that no major reorganizations have been effected within the Office of the Secretary of Defense since the implementation of Reorganization Plan No. 6 of 1953, but that during the 1956 calendar year further improvements and refinements have been made in internal relationships and assignment of functions. Some of the more significant changes made during the year which provide for greater effectiveness in the internal organization are listed below:

A position of Special Assistant to the Secretary of Defense for Guided Missiles was established in the early part of the year. This was done in order to provide the Secretary of Defense with an additional competent, experienced executive to assist in the direction and coordination of activities connected with research, development, engineering, and production of guided missiles, particularly ballistic missiles.

In anticipation of the completion of the identification phase of the Federal Catalog System during the latter part of 1956, plans were approved to realine the central cataloging operations in the Defense Department to handle the maintenance and processing functions, Under this plan, the central maintenance and processing functions of the cataloging operation will be carried out as a joint effort of the three military departments under the direct supervision of the Assistant Secretary of Defense (Supply and Logistics). The personnel performing these functions were transferred to the administrative control of the Department of the Air Force and are paid from a management fund supported by the three military departments. While this arrangement retains direct supervision by the Assistant Secretary of Defense (Supply and Logistics), it decentralizes operational functions to the military departments and is consistent with the policy of the Secretary of Defense to confine functions of the Office of the Secretary of Defense to policy and management aspects to the greatest practicable extent.

A Data Systems Policy Council, consisting of senior policy representatives from each of the military departments and the Assistant Secretaries of Defense (Comptroller, 'Supply and Logistics and Manpower, Personnel and Reserve) and under the chairmanship of a representative designated by the Deputy Secretary of Defense, was established. The purpose of this Council is to provide a more effective means of fostering the development of common policies and joint programs in the development and application of automatic data processing systems to business procedures within the Department of Defense. In addition to the Council, a Data Systems Research Staff reporting

directly to the Assistant Secretary of Defense (Comptroller) for administrative purposes was established. The general functions of this staff are to provide staff assistance to the Policy Council, the Office of the Secretary of Defense, and to promote the fullest exchange of information on automatic data processing systems among the military departments.

During the past several years the staff organization of the Office of the Assistant Secretary of Defense (Research and Development) consisted primarily of a committee structure having specifically assigned research and development fields of interest such as aeronautics, guided missiles, piloted aircraft, electronics, materials, and so forth. Under a reorganization of the internal staff arrangements within that Assistant Secretary's office, staff responsibilities for the specific research and development functions previously assigned as a primary staff responsibility of the coordinating committees were realined and assigned to five staff offices; i. e., Office of Aeronautics, Office of Electronics, Office of Ordnance and Supply, Office of Sciences, and Office of Specialized Warfare. The coordinating committees were continued as an advisory and coordination mechanism for both the Assistant Secretary of Defense (Research and Development) and the new staff offices.

The Office of the Deputy Comptroller in Europe was dissolved and its functions reassigned within the Washington staff of the Assistant Secretary of Defense (Comptroller) and the Washington and Paris staff of the Assistant Secretary of Defense (International Security Affairs), as appropriate.

DEPARTMENT OF THE AIR FORCE

The Secretary of the Air Force reported an increase of 25,002 employees during calendar year 1956, of which 230 were reported by Headquarters, United States Air Force, 1,071 in the Air Defense Command, 2,611 in the Air Materiel Command, 151 in the Continental Air Command, 927 in the Strategic Air Command, 881 in the Tactical Air Command, 10,266 in the Air Training Command, 3,752 in the Air Research and Development Command, and 1,827 in the Military Air Transport Service. The overall total increase in the personnel assigned to duty in the continental United States was 22,775, and 2,227 on overseas assignments.

The Department submitted the following statement covering appreciable reorganization changes, during calendar year 1956, in manpower authorizations and personnel assignments, that have resulted from organizational actions and other activities:

Air Force organizational buildup

The number of wings in the Air Force operational program increased from 127 to 134 during the period January 1, 1956, to December 31, 1956, but during the same period total authorizations were decreased. The net decrease in authorizations amounted to 24,015, of which 19,149 were military, and 4,866 were civilian spaces. The reduction in military authorizations was caused primarily by the transfer of SCARWAF responsibility to the Army. The overall civilian change was primarily the result of the deutschemark reduction when Germany assumed financial responsibility for operation and maintenance costs associated with training of the German Air Force. It

must be recognized however, that during the year many other changes, both reductions and increases, resulted in the end calendar year position shown. A comparison of manpower authorizations at the end calendar years 1955 and 1956 follows:

The Secretary reported that the general objective of the Air Force is to utilize a maximum amount of military manpower resources in the operating forces and a minimum in the supporting and training areas. Through a program designed to reduce requirements in the support and training areas and/or substitute civilian for military where practicable, an increasing ratio of military personnel has been made available to the operating forces during the force buildup which occurred during calendar year 1956. The following table illustrates the increasing ratio of military personnel assigned to the operating forces with a corresponding decrease in the other categories:

The increase in military personnel assigned to the operating forces, as reflected in the above table, is made up generally of additions of approximately 41,000 in combat wings and squadrons; 8,800 in radar and air defense; and 4,000 in air transport. During this period a decrease of over 30,000 occurred in the combat services which are included as a part of the operating forces. This decrease consisted primarily of the SCARWAF function which became a responsibility of the Army. Had the SCARWAF remained a function of the Air Force, the operating forces would have increased by a larger percentage than the above statistics indicate. The reductions in supporting and training forces are the result of vigorous action to reduce to a minimum the personnel devoted to these functions.

Utilization of manpower resources

The following discussion outlines some of the individual actions taken during calendar year 1956 to achieve improved utilization of manpower resources:

The functional utilization system. The functional utilization system, as used by the Air Force for the past 2 years, provides an improved capability for authorizing, reporting, programing, evaluating, and costing manpower. Using a unified standard nomenclature for functions and organizations, each function has been defined and identi

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fied in magnitude and complexity. The system also provides for identification and evaluation of manpower requirements by function at each echelon from unit to total Air Force.

Using the procedures inherent in the functional utilization system, the authorizations of major air commands are continually reviewed and analyzed. Current manning, intercommand comparisons, application of manpower policy and criteria, climatic conditions, mission, extent of indigenous employment, military and civilian mix, and many other factors are being weighed in relation to workloads and combat capability requirements. When analysis reveals that workloads do not substantiate manpower authorizations, action is taken to withdraw manpower and make it available for higher priority require

ments.

Some specific examples of functional utilization reviews conducted in calendar year 1956 are shown below:

(1) Airborne Navigation Equipment. An evaluation of radio navigation equipment requirements revealed that manpower savings could be made through the use of new, high frequency voice radios in first-line transport and cargo-type aircraft. The original equipment required the use of a full-time radio operator, whereas the new equipment may be operated by the pilot or copilot, thus eliminating the requirement for airborne radio operators on aircraft so equipped. As a result, 690 military authorizations were saved.

(2) Supply Functions. Manpower policy and criteria were developed for the supply function correlating the current and projected workload with the current and programed personnel requirements, and considering the improvements made in the supply system. Although there was a projected increase in the supply function along with the growth of the Air Force in the expanding combat force program, it was determined that personnel requirements in supply should not increase at the same rate due to such factors as a change in requisitioning cycles, machine accounting, and other improvements in supply procedure. Implementation of these criteria was effected in January 1956 and a reduction of approximately 2,000 authorizations was made during 1956.

(3) Motorized Ground Equipment. During the month of January 1956, manpower policy and criteria were also implemented for the motorized ground equipment function. The criteria were developed after analysis of extensive pilot tests on maintenance procedures. Although new personnel allowances have been established, it is not anticipated that further large-scale reductions will occur, since this function was reduced by approximately 9,100 spaces in fiscal year 1954 predicated on a reduction in the number of vehicles and preliminary results of the automotive pilot shop tests. However, a reduction of approximately 2,000 spaces was made in 1956.

(4) FEAF Survey. A reduction of 3,739 military and 3,126 civilian manpower authorizations in the Far East Air Forces was completed in February 1956 after a detailed study of manpower requirements. Application of manpower criteria, comparisons with other commands, extent of native employment and other factors influencing manpower requirements were considered in relation to workload and combat capability_requirements. Based on guidance furnished by Headquarters, USAF, FEAF made a complete review of such functions as the military personnel system, unit supply, food service, air

installations, laundries, air police, supply, communications, motor vehicle, aircraft maintenance, and the medical function to achieve this significant manpower saving.

(5) Air Police Function. Also in February 1956 revised manpower policy and criteria were developed and implemented for the Air Police function which establish utilization rates for the employment of Air Police throughout the Air Force. The new rates are based on several factors which were considered to be influencing the previous utilization of air police, such as the use of air policemen in controlling personnel at perimeter gates, guarding against pilferage, and other lowpriority security functions which would not result in the taking of unacceptable calculated risks if the air policemen were withdrawn.

(6) Crash-Boat Program. An analysis of the crash-boat program indicated that certain revisions could be made and still provide an acceptable degree of coverage for downed flyers with a smaller number of units. As a result, the marine function has been reduced by 72 warrant officers and 776 airmen, a reduction of 54 percent. Under further study is the elimination of all crash-boat rescue units, the rescue task to be performed by helicopters already available at Air Force Bases. Relying upon helicopters, harbor police boats, commercial water traffic, and Army, Navy, and Coast Guard craft may virtually eliminate the crash-boat program.

(7) Air Force Reserve Officers Training. Analysis of AFROTC detachment organization structure and manning revealed an excessive number of spaces being utilized for supervision and a top-heavy grade pattern in relation to workload responsibilities. A manning guide, designed to provide a more equitable and efficient utilization of manpower was developed and implemented throughout the AFROTC system. Through application of the AFROTC Manning Guide and substitution of 160 civilians for military, the Air Force has recouped 225 officer and 332 airman spaces. This resulted in a net savings of 397 spaces to the Air Force.

(8) Laundry and Dry Cleaning. The operation of fixed laundry and dry cleaning plants has been under analysis during the past 6 months. Manpower criteria setting forth policy for employment of these facilities and manpower allowances were then developed, one of the principal considerations being the elimination of peak-workload hiring. After completion of the analysis in April 1956, the laundry and dry-cleaning function was reduced by 638 civilian employees, a reduction of 13 percent.

(9) The Military Personnel System. The military personnel system, consisting of the functions of military personnel, personnel, and unit administration is under study. To date, 5,804 spaces have been reduced. This reduction is based on an analysis of the present workload being accomplished throughout the military personnel system and is the immediate part, or phase I, of the program. Phase II, the long-range objective, will be a systems analysis of all aspects of the functions involved. Action will consist of an evaluation of the necessity for each subsystem and a study of desirable organizational patterns, using management-engineering techniques to identify inefficiencies which may exist within the present system.

Personnel training and utilization program.-This program was established to insure that (1) Air Force personnel training and utilization directives are clearly understood and properly implemented;