Document Type: 
Document Number (FOIA) /ESDN (CREST): 
Release Decision: 
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Document Creation Date: 
December 9, 2016
Document Release Date: 
July 10, 2000
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Publication Date: 
November 30, 1953
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PDF icon CIA-RDP79-00434A000200010003-5.pdf270.62 KB
Approved For Release 2Q,Qj0R[P79-00434A000 FOR&NDUM Ft : Chief, Medical Staff 30 November 195. SUBJECT i Suggested Approach to Medical Technician Career Management Policy 1. It in st opinion that the Medical Office can be provided with a practical and workable method of developing and applying the highest professional standards in fulfilling the mission of the Medical Office while enjoying tl benefits of an overseas rotation policy. In view of your keen interest and personal application wards a solution of the problem of career management within the Medical Office., the basic factors will not be discussed, There are several peripheral facts that any not have been obvious that I would like to bring up. a. A study of the functions of the overseas technicians slots and a comparable study of the Headquarters technicians slots has revealed an interesting fact. By all odds!. better than 80 per cent of the overseas technicians slots can be satisfactorily filled by general medical technician capability* In 8eadquarters, just the reverse holds true; that i s, better than 80 per cent of the Headquarters technicians slots require some specialized capability such as administration, finance, personal, suppl $ to isti.ce, etc. This being the cats, the already-existing nu arical disproportion between overseas technicians slots and Headquarters technicians slots is func- tionally made further disproportionate. b. In the past, recruiters of medical technicians con- centrated on recruiting general medical technical capability and not specialized capability. This has been a satisfactory solution to filling overseas technicians slots but has left a breach in the Headquarters technicians slots because of the need of specialized capability. c, I personally feel that the majority of the medical technicians now on duty with the Medical Office are of average or low average caliber. If we are to attain the maximum in capability of these individuals, it would seem logical to apply their existing natural capability in one specific direction so as to develop it to a maximim. tb some conviction that I can say that the Docmnent No. No Cbaoge In Clas F1 Declassilled Class. Changed to: iS S Next flevlew Date: _.,.._,. __ too: ? ~` By: r of the material produced by PCU could need by providing permanent specialists for the Approved For Release 2000ffR:TqW RN0044A0002000t technicians slots available in PCD. Cursory studies of the problem and positions in some of the other divisions has reinforced this opinion and resulted in the conviction that pecialization in the Medical Office at Headquarters should be a general policy. It is felt that the maximum can be achieved by t ng general plan. Two specific groups of technicians be established; technicians and contract technicians. be All of the Headquarters slots, with the exception two slots in 'St) and one in the Ti nunization Room. would be considered as permanent career developnt slots and would be held by the career designee technicians. In addition, the following overseas slots would be reserved for rotation of the 25X1 A6a atrear designees - the technician assigned to -? the 25X1A6a Chief Technician the Chief Technician ~, 25X1 A6a 25X1 A6a the Chief Technician on - and the Chief Technician in 25X1A6a possibly the Chief Techni.cian ~? In this 25X1A6a fashion, the career designees could be rotated to those select overseas position to provide the Medical Office at Headquarter with the benefit of the overseas experience. In addition, having been thoroughly indoctrinated in the ways of Headquarters prior to overseas assi nt, the Medical Office would continue to exert maximim control in all areas by thus assigning key techni- cians. This would prevent a repeated stripping of the functional Headquarters division after it had been careft14 organized and functioning to the maxim m of its given capability. The rota- tions could be staggered on a much more methodical basis with such a plan so that no division would be seriously hurt. technicians; would be recruited with a view o ore being hired for a two-year period for oversee designee technicians were needed, pable contract technicians could be offered the oppor- of becoming a career designee of the Medical Office. In the event there were overseas slots open at the f his initial contract, the contract technician n rotated to an overseas assignment if he so desired, mart. In this fashion, there would be no career ontract technicians. Approved For Release 2000/CIARDP7~9-00434A000200010003-5 " r",,.T`f (4 F : MAT10 Approved For Release 2000MW3lTVWRAW `I 04G4A00020 4. On the basis of the above discussion, it is racom' flded that the plan as outlined be introduced to the Career San -Joe Board as soon as Chief# Medical Staff feels that it is tlmly+ It is opinion that the sooner that such a plan has its inceptions the sooner the Career Development Plan of the Medical Office can be resolved to a sound basis that will permit intelligent planning. ref, Program Coordination Div. 25X1 A9a MO,+ ^r'DB e s lbutionU . & 1 - Addresses 1 File Approved For Release 2000/08/23"ADP79-00434A000200010003-5