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 Antioch College Baldwin-Wallace College Bowling Green State University Case Institute of Technology John Carroll University Ohio Wesleyan University University of Cincinnati University of Dayton University of Toledo Western Reserve University Wittenberg University Youngstown University Oklahoma: 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 Bishop Cotton College, India British Columbia University, Canada Oslo University, Norway Royal Technical University, Hungary Uppsala University, Sweden 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.) |