too, in farming out some of the colonels and the lieutenant colonels and finding billets for them.

Mr. PATTERSON. The Air Force has a greater casualty list than they would have in the Navy, Army, Marine Corps, or the Coast Guard, because a man could have a defect in his eyes which could be corrected by glasses and still be on the bridge of a ship or work with the Marine Corps or the Army.

General LEE. I wouldn't consider we have trouble finding spots for them. As I tried to tell Mr. Blandford earlier, they are qualified in another field if they get to the stage in life you discuss other than just flying aircraft.

Mr. PATTERSON. That comes to all of us. for that.

You have to prepare

General LEE. Yes. Normally, I would say, there is no difficulty. Mr. BLANDFORD. Deputy Chief of Staff, Personnel.

General WETZEL. Now, you are in my field.

Mr. BLANDFORD. I made a rough comparison, General. It may not be exactly correct, but I find there are five flag officers in the Navy directly concerned with personnel.

I find that the personnel planning, which compares with your Deputy Director for Personnel Planning, is performed by a captain in the Navy, and that the Director of Training is performed by a captain in the Navy compared to your major general's billet. That is not a sound comparison.

General WETZEL. No.

Mr. BLANDFORD. Because you probably have more authority concentrated in this general officer than that captain has, I am sure. General WETZEL. That is correct.

Mr. BLANDFORD. I think we can disregard the chaplains. That is by statute; is it not?

Lieutenant Colonel HYDE. No, sir; but the chaplains' list has authorized one permanent general officer.

Mr. BLANDFORD. Then let us get into a little religious discussion for a moment.

General WETZEL. Now, you are out of my field again.

Mr. BLANDFORD. What is the justification for a Deputy Chief of Air Force Chaplain? I realize the mail will be heavy after today, but what is the situation on that? If you are authorized 1 why do you have 2? If you are authorized 1 permanent, why do you have 1 permanent and 1 temporary?

General WETZEL. As a matter of fact, we do not have one permanent. They are both in temporary grades.

CHIEF OF AIR FORCE CHAPLAINS, DCS/P

Acts as advisor to the Chief of Staff, USAF, on the religious life, morals, morale, and related matters affecting USAF personnel.

Is responsible for administering the USAF chaplain program with necessary field trips to properly supervise its effectiveness; coordinates within Headquarters USAF all matters affecting the USAF chaplain program and related chaplain activities.

Is responsible for maintaining effective relationship between civilian church groups and the USAF; effects necessary USAF liaison with the Office of the Chief of Chaplains, Department of the Army; Office of the Chief of Chaplains, Department of the Navy, and other governmental, military, and civilian agencies.

DEPUTY CHIEF OF AIR FORCE CHAPLAINS, DCS/P

Assists in the discharge of the duties of the Chief of Air Force Chaplains, Headquarters, USAF, and, as directed or in his absence, performs his functions; serves as USAF representative on the Air Force-Army Chaplain Board established to coordinate policy of the Chief of Air Force Chaplains and Chief of Chaplains, Department of the Army. Liaison with the Office of the Director of Information, USAF, to supply material for release to the secular and religious press.

Mr. BLANDFORD. Why do you have two general officers? I am not disagreeing with the spiritual welfare of the Air Force, but I am wondering why it is necessary to have two general officers. I think the Navy has

Commander WHEELER. We have two.

Mr. BLANDFORD. TWO?

Commander WHEELER. Yes.

General POWELL. The Army has one general officer. We would like very much to have two if we can spare the billet. We do not feel at the present time that we can.

Mr. BLANDFORD. All right.

Mr. GAVIN. Did you realize the Air Force had two, General?

General POWELL. Yes, Mr. Gavin.

Mr. GAVIN. Surprising you didn't have two, then, also.

General POWELL. May I correct myself? We have just put on the second man.

Mr. GAVIN. Evidently you got a copy of this report here and were not aware the Air Force had two. I thought it strange you wouldn't keep up with the parade.

Mr. BLANDFORD. I am not sure but what this inquiry would not result in more general officers than we have presently.

At any rate, omitting the chaplains, you have seven general officers involved in personnel work in the Air Force. Those people under yourself and General Kuter deal with a myriad of problems. What is the situation with respect to those officers?

General WETZEL. I will be happy to read through the job descriptions.

Mr. BLANDFORD. Without the job descriptions, it is something you live with every day.

General WETZEL. Every day.

Mr. BLANDFORD. Obviously you will not say you can eliminate half of them, but just bear in mind, we will say, that the Navy has four. Why does the Air Force need seven? I use that as a rough comparison.

General WETZEL. Let me answer that first. The Navy personnel policies are long-established and I gather they are quite good.

The United States Air Force is a young service. There are still a great many things that General Lee, who is the Director of Personnel Planning, who is here, must concern himself with daily-future personnel plans of the Air Force, that is. If anything should be sound, stable, and solid and good for all time it ought to be our personnel planning. He deals in futures.

In our opinion, that is a major general's job. He is here and he can tell you what he does. He is a very busy man. He has a brigadier general deputy who also is a very busy man and who also has a great deal of responsibility.

DIRECTOR OF PERSONNEL PLANNING

Under the direction and broad policy guidance of the Deputy Chief of Staff, Personnel, is responsible for the following plans and policies affecting USAF military personnel (Reserve forces included):

(a) Develops plans and policies to assure the most effective utilization of personnel resources available in furtherance of the missions of the Air Force, consistent with providing individuals with adequate career opportunities and the highest possible motivation.

(b) Formulates policies for the separation of individuals from each of the components of the Air Force which will insure the elimination of the unfit, the maintenance of a vitalized force and, at the same time, protect the rights and earned benefits of the individuals concerned.

(c) Analyzes, formulates, and recommends improved personnel management and utilization programs and actions with an objective of attainment of maximum efficiency and effectiveness of Air Force personnel.

(d) Develops policies pertaining to the administration of aeronautical ratings and flying status within Air Force which will be equitable and will provide incentives necessary to continue the manning of flying positions on a volunteer basis. (e) Formulates policies for the procurement of the highest quality of personnel for each component of the Air Force under terms of service, etc., which will assure maximum usefulness.

(f) Monitors, for Headquarters USAF, the universal military training program. (g) Formulates policies pertaining to the promotion and demotion of officers, including the method of selection, eligibility criteria, numbers to be promoted, and schedule of promotions.

(h) Develops the personnel portions of the USAF war and mobilization plans including emergency Air staff actions, mobilization requirements, assessment of war-planning factors and war requirements for all USAF military personnel.

(i) Develops and monitors the personnel aspects of current and projected programs for both active establishment and the Air Force Reserve. This includes forecasting military personnel gains and losses, planning promotions, planning enlistments, recalls, and the assembly of the above-mentioned data into formalized programing and budget documents.

(3) Establishes the Air staff position on all legislative matters which affect USAF military personnel.

(k) Monitors the preparation, presentation, and implementation of those portions of the Department of Defense legislative program which pertain to USAF military personnel.

(1) Preparation of the USAF military personnel budget program including pay and allowances, travel allowances, and subsistence allowances.

(m) Develops and maintains the career program for Air Force officers. This program outlines the responsibilities and procedures required for the progressive development of all officers in accordance with their career development needs and projected Air Force requirements.

(n) Develops USAF classification policies and procedures and maintains the officer and airman classification structures.

(0) Develops and monitors the USAF military personnel testing program. (p) Establishes and maintains an effective officer evaluation program including effectiveness reports.

(q) Formulates policies pertaining to the promotion and demotion of airmen, including eligibility criteria, numbers to be promoted, and schedule of promotion. (r) Develops and implements policies affecting the utilization, promotion, and assignment of warrant officers.

(8) USAF member on the Department of Defense Reserve Forces Policy Board.

(t) Regular member of Section V Committee (Reserve and Air National Guard Policy Board).

(u) Member of the USAF Budget Advisory Committee.

(v) Represent the Chief of Staff and/or the Deputy Chief of Staff, Personnel, at conferences, hearings, etc., involving other Department of Defense agencies, Bureau of the Budget, and the Congress.

Mr. BLANDFORD. I assume from that that being still in the developing stage

General WETZEL. I would say "Yes."

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Mr. BLANDFORD. Eventually you can see your way clear to a stable Air Force when you might be able to reduce the general-officer requirements once you have a complete going organization where you do not have to come out with a new and changed policy. In other words, when you get to, say, a 143-wing Air Force and your policies have been established, you might then combine some of these officers together.

General WETZEL. It is quite possible. I do not believe, at least it has not been true in the past, that we will ever achieve a level of Air Force and stay there. We will grow or someone will determine there is not the requirement for 143 wings, and then you will really need a personnel planner to find out how you will cut down size.

Mr. BLANDFORD. There are two officers under that Chief of Operations who logically should be under a Deputy Chief of Staff, Personnel. That is the same question we got into the other day. Why do you have a Director of Manpower and Organization and a Deputy Director of Manpower and Organization, both of whom deal with people?

General WETZEL. Dealing with the requirements for people.

DIRECTOR OF MANPOWER AND ORGANIZATION, DCS/O

Represents the Chief of Staff, United States Air Force, in all matters pertaining to the development and maintenance of sound USAF organization and the administration of the USAF manpower program.

Establishes policy on matters pertaining to the constitution, activation, inactivation, reorganization, or disbandment of USAF units, in accordance with the Department of the Air Force troop program.

Develops plans and policies designed to assist commanders and staff officers at all levels of management in the discharge of their responsibilities for maintenance of sound organization and effective manpower utilization.

Develops criteria for evaluating manpower requirements and recommending improvements in methods and procedures in order to insure the most effective and economical use of manpower resources.

Prepares and defends before the Air Force Budget Advisory Committee, the Joint Chiefs of Staff, the Office of the Secretary of Defense, Bureau of the Budget, and the Congress of the manpower requirements of the USAF program.

Develops a management-improvement program for the USAF and provides functional guidance and management-engineering services for the implementation thereof.

Periodically appraises the effectiveness of the USAF management program and reviews the results with management concerned.

Mr. BLANDFORD. Why wouldn't that more logically come under Deputy Chief of Staff, Personnel? I am not advocating you take two general officers and put them up in that position. I am asking why the Director of Personnel Planning, to add to General Lee's burden, can't also take over manpower and organization?

General WETZEL. That is a question that organization people in the Air Staff have considered for a long time. I suppose in the Army and perhaps in the Navy they have considered that, though I do not know how they are established.

The responsibility for tables of organization for troop basis, the determination of numbers of units, personnel in the units, the equipment that goes with the unit, that traditionally and always has been G-3 function, at least in the Army, Army Air Force, and in the Air Force now. I believe it remains so in the Army now.

The requirement for establishing, or the responsibility for establishing requirement of the people and units, troop basis, that always has been a G-3 function.

The personnel function, then, is to procure, train, put in position, plan, do all the daily personnel actions-retirements, promotions, separations, the business of carrier monitoring and planning, all the myriad of things that go into the personnel function.

The operations function doesn't worry about that. The Director of Manpower and Organization under Operations establishes the total manpower tab for 143-wing Air Force. He decides on the number of units, the makeup of the units, and the personnel authorizations for the 143-wing force. The Director of Manpower and Organization does not concern himself with the daily personnel and the individual personnel actions.

As a matter of fact, today the subject still is being discussed. It could very well be that within the next year or so that function will be taken out of operations and placed under Deputy Chief of Staff, Personnel.

Mr. BLANDFORD. You do not have a director of civilian personnel as a military man?

General WETZEL. No. He is a civilian.

Mr. BLANDFORD. A civilian?

General WETZEL. Yes.

Your

Mr. BLANDFORD. Your Deputy Chief of Staff, Operations. assistant for programing. Is that comparable to your readiness position in the Navy? Do you know that?

General WETZEL. I am not familiar with the Navy setup. The Assistant for Programing is the individual. in this case a major general in the Air Force, who worries about the program straight across the board-materiel, personnel, air bases, aircraft, to see that the whole thing is in line.

When Mr. Kyes, new Deputy Secretary of Defense, wants to be convinced that the Air Force program in all of its phases is moving forward, it is that officer who has the responsibility and who has been doing this all through the months and years to handle the question.

Mr. BLANDFORD. This is the chap who advises the Under Secretary as to whether a base should be opened, closed down, whether they need to expand it, and all that sort of thing. Is that par of his job?

General WETZEL. No, I would not say that is part of his job. His job is a broader job than that.

Mr. BLANDFORD. He appears to be comparable to the Director, General Planning Group of the Navy. Would that be a rough description?

Commander WHEELER. It sounds similar from the description I

know.

Mr. BLANDFORD. It seems to me they have a roughly similar category.

General WETZEL. Would you like me to read the description?
Mr. BLANDFORD. Yes.

General WETZEL. Works for the Deputy Chief of Staff, Operations, and concerns himself with matters affecting coordination of overall Air Force programs, exercises direction over the development and preparation of Air Force programs and analysis incident thereto, to insure continued correlation of all related phases from their initial planning to the resources distribution necessary to their final implementation. Provides himself or secures assumptions, policies and reconsiderations thereof necessary for effective planning and pro