REVIEW OF PROMOTIONS OF OFFICERS IN THE ARMED SERVICES WEDNESDAY, APRIL 1, 1953 HOUSE OF REPRESENTATIVES, SUBCOMMITTEE No. 2 OF THE Washington, D. C. The subcommittee met at 10 a. m., the Honorable Leslie C. Arends, chairman of the subcommittee, presiding. Mr. ARENDS. The committee will come to order. Mr. BLANDFORD. I think we ought to start this morning, Mr. Chairman, on the Deputy Chief of Staff for Development. Mr. ARENDS. Where is that? Mr. BLANDFORD. That is on page 2. TESTIMONY OF MAJ. GEN. E. S. WETZEL, DEPUTY CHIEF OF STAFF, PERSONNEL, UNITED STATES AIR FORCE Resumed General WETZEL. May I make a statement before we start? Mr. Chairman, I would like permission to have the job descriptions of each Air Force general officer position under discussion during these hearings inserted in the record at the beginning of the testimony on each of these jobs. Mr. ARENDS. Without objection, it is so ordered. Mr. BLANDFORD. May I suggest, Mr. Chairman, that instead of giving it to the reporter, which will delay things somewhat, that the Air Force, when they correct the testimony, insert that at the beginning of each discussion on general officers. Deputy Chief of Staff, Development: Those are, I presume, the officers charged with developing new weapons, new types of aircraft, concerned with characteristics of aircraft, overcoming difficulties, all that sort of thing? General WETZEL. Yes. Mr. BLANDFORD. I suppose it is a perfectly logical thing for any service to have somebody charged with developing new weapons, so long as it doesn't duplicate what Research and Development Board is doing. General WETZEL. This Deputy Chief of Staff, Development, is a relatively new staff job. In the past it was all concentrated under the Deputy Chief of Staff A-4. It was the Chief who determined about 2 years ago that he should separate the research and development people from the people that buy the airplanes, buy the parts, and see that the Air Force is supplied properly. All, of course, with a view to insuring that the United States Air Force is ahead of the world in aircraft, and in the air-force business. Because, as we have often said, the second best air force is just no better than any air force at all. Mr. BLANDFORD. This is similar General WETZEL. That is the purpose of it. Mr. BLANDFORD. Similar to a Ship's Characteristic Board in the Navy, probably, I think would be one comparison, plus their own research and development people. I don't actually know whether it has a counterpart. General WETZEL. I am not sure it does. Mr. BLANDFORD. Insofar as aviation is concerned. General WETZEL. I have a brief job description of the Deputy Chief of Staff, Development: Develops and evaluates new and improved air weapons systems and determines the qualitative requirements for equipment, facilities, and techniques associated therewith. Initiates, supervises and directs the Air Force research and development program to meet these requirements. Plans and supervises the operation of the Air Force program of basic research in pertinent fields including human resources and the physical and geophysical sciences. Coordinates with other agencies of the Air Staff, in preparation of future programs and with other departments and agencies of the United States Government on matters of research and development. He also represents the Air Force on the Research and Development Board. It is a terribly important function. Mr. BLANDFORD. Now, are we going to find duplication in connection with this staff job on development and the actual Air Research and Development Command? General WETZEL. Oh, I don't think so. Mr. BLANDFORD. Is the staff function directly under the Chief of Staff of the Air Force? General WETZEL. Yes. Mr. BLANDFORD. Is it the job of the Deputy Chief of Staff for Development to keep tabs on the Air Research and Development Command? General WETZEL. That is exactly correct. Mr. BLANDFORD. Now, again we get into the situation similar to operations, because of job description. You have a Director of Research and Development. Now, how does his job differ from the Deputy Chief of Staff for Development? General WETZEL. Well, he is one of the officers that helps the Deputy Chief of Staff, Development, to discharge his responsibilities. You can't just have one general doing this whole thing. It is bigger than that. And I think you find that in any staff organization. The Deputy Chief of Staff, Development, is responsible for the overall area, and then it has to be split up into various functions that make up the whole. And each of these directors and assistants that work for him have certain areas of responsibility. DIRECTOR OF RESEARCH AND Development, DCS/DEVELOPMENT I. GENERAL Supervises at Air Staff level the formulation of the Air Force research and development program. Provides technical information and advice to the Air Staff on the progress of developments. Maintains coordination with the Departments of the Army and Navy, and other interested Government agencies. Maintains liaison with civilian educational institutions, industry, and representatives of foreign governments engaged in research and development activities. II. DUTIES AND RESPONSIBILITIES Commands Research and Development Directorate consisting of approximately 160 military and civilian personnel. Provides broad policy guidance to the Air Staff on research and development matters. Provides continuous review of Air Force research and development program to insure its adequacy. Maintains close contact with Air Research and Development Command. Issues directives and policies to the command in the name of the Chief of Staff, USAF. In conjunction with Deputy Chief of Staff, Development and Assistant for Programing, DCS/D, reviews the research and development budget. Maintains check on research and development funding and expenditures. Authorizes reprograming and deviations on the part of the Air Research and Development Command. Member of Aircraft and Weapons Board composed of general officers meeting approximately once each week. This Board presents recommendations to the Air Council concerning the aircraft program in addition to other functions. Member of several panels and committees of the Research and Development Board, attending as required. The Research and Development Board is responsible for coordinating research and development throughout the services. Maintains close contact with other staff agencies concerned with introducing new development items into service to insure orderly conversion. Has frequent contacts with representatives of civilian institutions, industry, and potential inventors. Establishes contacts and procedures for conducting joint research with other United States Government agencies and with foreign nations. Designated as group head of approximately nine air standardization coordinating committees. These committees are responsible for standardizing items of equipment by the UK, Canada, and the United States. As group head, the director must review accomplishments and provide guidance to these committees. Mr. BLANDFORD. The Deputy Chief of Staff for Materiel: I have several questions on that, General. I find in the Navy that there is a vice admiral and 4 rear admirals dealing with materiel as such, comparable to what you have here, in which you have 10 general officers. The one that to me is very obvious is your assistant for mutual security, who is the retired general we were discussing the other day, who I believe is being is he the one who is going to be retained? General WETZEL. He is the one that is going to be retained; yes. Mr. BLANDFORD. I find in the Navy that there is a captain who is a foreign military assistant for Mutual Defense Assistance Pact. General WETZEL. Yes. Mr. BLANDFORD. And I am wondering why it is necessary for the Air Force to have a major general and the Navy to have a captain. Is it because of the tremendous amount of money that is going into airplanes compared to a much less amount of money going into ships for these allies of ours? Is that his principal job? General WETZEL. That is his total job. ASSISTANT AND DEPUTY ASSISTANT FOR MUTUAL SECURITY, DCS/M The mutual security program is under the overall coordination and supervision of the Director of Mutual Security, Mr. Stassen. The Secretary of Defense has the primary responsibility and authority for the administration of military assistance and is charged with the responsibility of supervision and coordination of the three military services concerning the development of the MDA program, the procurement, supply and shipment of end items, and the development and implementation of military training programs. In the setting described above, the Department of the Air Force is responsible for aid programs to foreign aid units. The Office of Assistant for Mutual Security has been established under the Deputy Chief of Staff of Materiel to discharge the responsibility for the Department of the Air Force in the MDA program, and serves as the focal point for foreign aid matters in the Department of the Air Force. The responsibilities of the Assistant for Mutual Security extends through every aspect of the MDA program, as follows: (a) Development of budget requirements for the Air Force portion of appropriations for mutual security. (b) Development of detailed programs of specific military end items and personnel training assistance to recipient countries. (c) The development and presentation of Air Force policies on matters relating to MDAP. (d) Furnishes information to MDAP to air staff agencies responsible for war plans and mobilization requirements. (e) Insures that every possible action is taken within the air staff and appropriate agencies outside the Air Force to procure and deliver end items and support material contained in the approved MDA programs. (f) Responsible for determining the relative importance of country requirements and initiating delivery priority for critical and scarce items and keeping the air staff advised of the progress and status of materiel deliveries to MDAP recipients. (g) Insures that the necessary technical advice and assistance is available to the MAAGS and military missions to insure proper utilization of equipment by recipient countries. (h) Responsible for monitoring the reimburseable aid program under section 408 (e) of the Mutual Defense Assistance Act of 1949, as amended. (2) Responsible for the administration of the Air Force sections of MAAGS and/or missions and act as the command headquarters for all personnel assisgned to MAAG Air Force sections. (j) Monitors the Air Force-wide MDAP manpower ceiling imposed by recent congressional action (Public Law 400). (k) Insures that the programing of training aircraft and personnel training programs is coordinated and geared to the delivery of materiel end items. (1) Maintains a program management control agency which insures that the many phases of the MDA program are analyzed and that the progress against this program is documented and evaluated. (m) Provides the air staff and other agencies with the necessary information to view the overall USAF MDA program so that all future programing and acts are fully coordinated. Mr. GAVIN. What is that classification you are talking about? Mr. GAVIN. Where is he located? General WETZEL. He is located here in Washington. He works for the Deputy Chief of Staff, Materiel. The mutual security program, as you know, of course, is under the overall coordination and supervision of the Director of Mutual Security, Mr. Stassen. The Secretary of Defense's primary responsibility and authority is for its administration, and he is charged with the responsibility of supervision and coordination of the three military services concerning the development of the program. Procurement, supply, and shipment of end items; development and implementation of military training programs. I would say that the Air Force program in this area is so much larger, volumewise, dollar wise, and so on, that it would be not quite proper to compare the two jobs as far as rank and authority goes. Mr. BLANDFORD. The first impression you get when you read this list of names of general officers in the Air Force is that a tremendous number of general officers are involved in materiel work. Here are 10 on the staff level. Then in the Air Materiel Command, there are 36 general officers. In other words, there are 46 general officers out of a total of 367 that you have now General WETZEL. Sixty-six as of this morning. Mr. BLANDFORD. Sixty-six. General WETZEL. Sixty-five, I take it back; 365 as of this morning. Mr. BLANDFORD. But here is a total of 46 general officers involved in this materiel work. General WETZEL. Yes. Mr. BLANDFORD. Ten of them at a planning level, as I understand it, and 36 in actual operating level. General WETZEL. Yes. Mr. BLANDFORD. It is an impressive figure. I just don't know enough about materiel to know why you need that many general officers. I am sure that there must be some good reason for it. General WETZEL. I can assure you that the requirement is there. The Air Materiel Command, if we are on that subject Mr. BLANDFORD. Well, I wanted to make that comparison. General WETZEL. Is the biggest business in the world, I mean dollarvaluewise, number-of-itemswise. It is just bigger than anybody else's business. It takes a great deal of management to run it. There is a terrific responsibility there. Most of the Air Force dollars are spent by the Air Materiel Command. Mr. BLANDFORD. What is this Director of Transportation? General WETZEL. He is the Air Force general that concerns himself with Air Force transportation, with seeing that our people, our equipment, our supplies, get to where they are supposed to go. FUNCTIONS-DIRECTOR OF TRANSPORTATION, DCS/M, HQ USAF I. POSITION SUMMARY Represents the Chief of Staff, United States Air Force, on all matters pertaining to transportation and traffic management within the United States Air Force and with specialized transportation agencies of the Department of Defense, Office of the Secretary of Defense, and other governmental and commercial agencies. Develops and supervises implementation of the transportation organizational and traffic management programs of the United States Air Force. Maintains continuous surveillance over the movement of Air Force personnel and materiel, worldwide, for the purpose of effecting more efficient and economical transportation methods and procedures. A. Major plans and policies Develops and establishes plans, policies, and procedures governing the utilization of worldwide airlift capabilities generated by the Military Air Transport Service; the procurement of commercial air transportation used by the Air Force and the Department of the Army including execution and administration of charter arrangements; movements of Air Force cargo and personnel through water ports of embarkation; establishment and operation of transportation control |