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Nebraska-Continued

Midland College

State and college-Continued

Municipal University of Omaha Nebraska State Teachers College

Union College

University of Nebraska

Nevada University of Nevada

New Hampshire:

Dartmouth College

Mount St. Mary College

University of New Hampshire

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Antioch College

Baldwin-Wallace College
Bluffton College

Bowling Green State University
Capital University

Case Institute of Technology
College of Wooster
Denison University
Heidelberg College
Hiram College

John Carroll University
Kent State University
Kenyon College
Marietta College
Miami University
Mount Union College
Muskingum College
Oberlin College
Ohio State University
Ohio University

Ohio Wesleyan University
Otterbein College
University of Akron

University of Cincinnati

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University of Dayton

University of Toledo

Western Reserve University

Wittenberg University

Youngstown University

Oklahoma:

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Ambrose College

Other American schools

La Crosse State Teachers College

Bentley School of Accounting & Finance Mary-of-the-Woods College

Clarion State College

De Sales College

Griffin College

Helena Commercial College

Milchaels College

Oshkosh State Teachers College Pepperdine College

Tanier School of Aeronautics

Foreign schools

Assumption University, Canada

Balboa Graduate University
Barcelona University, Spain
Bombay University

Bishop Cotton College, India

British Columbia University, Canada
College de Normandie, Paris, France
Edinburgh University
Geneva University
Glasgow University
Gregorian University, Italy
Habana Business School, Cuba
Konsular Akadmie, Austria
Lausanne University, Switzerland
Lycée Janson de Sailly, France
Manitoba University, Canada

Oslo University, Norway
Oxford University, England
Paris University, France
Praha Commercial College
Rome University, Italy

Royal Technical University, Hungary
St. Andrews University, Scotland
St. George Williams College, Montreal
Shivenham American University
Toronto University

Uppsala University, Sweden
Universite d'Aix-Marseille, France
Victoria University, New Zealand
Vienna University

Washington Hall, Belgium

EXHIBIT VII

A CAREER MANAGEMENT PROGRAM

(Department of State Paper, 1963, Supplied to the Subcommittee by Deputy Under Secretary of State Crockett)

From the Report of the Secretary of State Public Committee on Personnel, June 1954

"If the Department's management of the Foreign Service is fully to meet the demands of present conditions, there must be a fundamental reorientation in both its thinking and structure. It must, in the process of reestablishing itself more firmly in the context of American domestic policy and thinking, also open its ranks to a large number of people with a high degree of specialization in other than the general practice of diplomacy.

"It should be a major premise of any career development plan that every form of specialization is of value to the Government; that there should be equal opportunities for advancement within all career situations; and that specialists should have confidence that, while their careers will tend to center upon their specialities, they will be given equal opportunity to broaden their experience into other appropriate fields."

From Personnel for the New Diplomacy, December 1962

"The variety of professional skills required for the conduct of foreign affairs is in direct proportion to the greatly increased scope, complexity, and magnitude of the U.S. role in foreign affairs. Unless the need for specialized competences is fully recognized, especially in initial selection of personnel and in their subsequent assignment, promotion, development, and training, our successes may be more than matched by our failures. It is particularly important that the foreign affairs agencies draw on the best professional resources of the United States and that professional skills not readily obtainable on the outside be nurtured and strengthened by imaginative in-service programs of training and development."

At many different times and in a variety of ways, the Department's managers have, since the end of World War II, attempted to improve the caliber of the Foreign Service. The time has arrived when we should consolidate the gains, assess our present status and undertake further refinements to strengthen the Service.

An objective analysis of the current Foreign Service indicates the availability of a large number of specialists. This is not surprising in light of the everincreasing complexity of foreign affairs. The fact is and will remain that the preponderance of positions in the Foreign Service can only be adequately filled by men and women with considerable specialized experience and training.

The same analysis will also reveal that to some extent the existing specialization has developed by accident rather than design. Considerably more attention must be devoted to the development of both required specialists, and officers who are competent in two or more functional fields. This is the basic objective of the career management program.

This program incorporates the following features:

(a) A well-conceived, individually tailored career development program for each Foreign Service employee.

(b) A recruitment program which recognized the role of specialization in the Foreign Service.

(c) The establishment of a number of well defined career management fields: administration, commercial, consular, economic, labor, political as well as area and language and a large number of highly technical skills.

(d) The vigorous development of the Foreign Service Staff Corps as envisaged by FAMC 48 of February 14, 1962, to provide broader career opportunities for officers in certain specialized and technical fields. (See annex 1.)

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