TOURS OF DUTY IN THE FOREIGN SERVICE

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP82-00357R000600090037-1
• Release Decision: RIPPUB
• Original Classification: K
• Document Page Count: 13
• Document Creation Date: December 9, 2016
• Document Release Date: August 6, 2001
• Sequence Number: 37
• Publication Date: November 7, 1966
• Content Type: MEMO

UNI'I?ED STATES GOVER MEN I
sego-+QY
0flcOr4AL f.Jl4 'A 79
Mr. iX! CL`MO"
g5w 6cm. P; Q../]. Approved F lease 2001/09/03 : CIA-RDP82-003
iViemoran dum
TO , O/DO - lir. John M. Steeves
FROM 0/ER - Leslie L. Rood Chairman of Working
Group on Tours of Duty
SUBJECT: TOURS OF DUTY IN THE FOREIGN SERVICE
The length of a Foreign Service tour of duty has great impact upon
the effectiveness of the post, upon the Department of State budget and
upon the employee morale and career development. Over the years, it has
been a subject of much controversy and many studies.
'The basic problem is a conflict between the forces tending toward
long tours and those tending toward short tours. The need at a post for
officers who have deep experience in the country and a practical command
of the local language argues for long tours. The expense of moving per-
sonnel and household effects also argues for long tours. On the other
hand, in a small Service which staffs over 300 geographically scattered
posts and meets constantly changing international situations, management
must frequently transfer personnel for operational reasons. The officers
themselves welcome movement which so often involves advancement, and at
many posts, of course, health conditions and isolation call for short
tours.
Before going further it may be well to say that a tour of duty in
Department of State parlance is the_ times elapsed between first farriva
at a post and last de arture rom the post, including the time passed on
home leave or rest and recuoeration leave whfima fajj the middle
e
leaves.
ofie tour. A tour of duty is not merely the time beteen hom
nma leave s eve taken in the United States with travel paid by the--
hardship post to a relief area with travel paid by the Government.
In the post war years, when a growing Foreign Service was called
upon to cope with a deluge of new problems, there was more than the
usual amount of movement. This was accentuated by the short cycle dic-
tated by the rigid statutory provision for home. leave after two years
abroad. As part of a long continuing effort to lengthen tours, the
Department in 1961 obtained legislation authorizing home leave at any
time between 18 and 36 months and, at hardship posts, rest and recupera-
tion travel each year in a tour of two years or over. This was to enable
the Department to take into account the substantial differences in geo-
graphic conditions and career opportunities between various posts. In
early 1963 the Department instituted the present policy of tailoring
Government. Rest and recuperation,. or R & R, is leave taken from a
Statept. declassification & release instructions on file
Approved For Release 2001/09/93 ? CIA-RDP82-0Q357R0006Q0090037-1
Buy U.S. Savings. Bonds Regularly on the Payroll avings an
 Approved Fq&ielease 2091/09/03 : CIA-RDP82-00300600090037-1
tours to the conditions at the post and the rank and position of the
employee. The primary purposes of the new policy were to lengthen tours
and to provide flexibility in assignments.
Types of Tours
Under the 1963 policy, which is still in effect, there are a number
of standard tours which can be assigned. Each is followed by home leave.
and transfer and most have. variations of leave patterns:
2 years
.(a) unbroken
(b) broken by 1 R & R
3 years
(a) unbroken
(b) broken by home leave after 18 months
(c) broken by '1 or. 2 R & R's
4 years
(a) broken by home leave after 2 years
(b) broken by home leave and 1 or 2 R & R's
5 years
(a) broken by home leave after 3 years
(.b) broken by home leave after 3 years and by 1, 2 or 3 R & R's
The purpose of the range of tours is to make it possible, for example,
for the Deputy Chief of Mission to be assigned for a tour of 5 years and
the subordinate economic officer for 3 years, or for a tour in Paris to
be 5 years and a tour in Saigon to be 18 months. As mentioned above,
when the post has hardship conditions and is so distant from a change of
surroundings that the employees cannot reasonably be expected to pay their
own transportation to a suitable vacation place, the Department pays for
that transportation once in a two-year stay at the post. This rest and
recuperation leave enables the Department to assign employees to hardship
posts for longer tours.
With the list of tours to choose from, each post, depending upon its.
characteristics, is given a range of tours which the Department may use
in assigning to it employees of various ranks and functions. A complete
list of posts and tours is at Tab A. The table below gives an idea of the
range of tours:
Approved For Release 2001/09/03: CIA-RDP82-00357R000600090037-1
 Approved Felease 2001/09/03 : CIA-RDP82-003000600090037-1
18 mos. 2 Yrs.
$?s on
FSO--1 to 5 & FSSO X
FSO-6 to 8 & FSS X
n EL
FSO-1 to 5 & FSSO
FSO-6 to.8 & FSS
'-X(IR&R)
X (1R&R)
Bern
FSO-I to 5 & FSSO
FSO-6 to 8 & FSS
Pra ue
FSO-1 to 5 & FSSO
FSO-6 to 8 & FSS
X
Madras
FSO--1 to 5 & FSSO
X(IR&R)
VSO-6 to 8 & FSS
X(1R&R)
X
The total list of tours and even the range of tours at a particular
post are bewilderingly many, but in practice the field of choice has been
narrowed. The following are some generally followed patterns:
.(a) Secretaries and clerical personnel, FSS-7 to 10, are assigned
tours of 18 months or 2 years. Because they usually have no
families, they do not wish to remain at a post for a long
period. Since they are difficult to recruit and hold, this
preference is recognized. The need to retain them in the Service
of 2 years in order to give them a variety of experience during
their training period.
(c) The majority of senior and mid-career FSO's and FSSO's at any
one post are usually assigned the same tour. Only the exceptional
case receives a shorter or longer tour.
Since the tours of junior Foreign Service officers and of FSS support
personnel are always short and since the tours of FSSO's tend to follow
the pattern set by senior and mid-career FSO's, the primary problem is the
tours of these latter. Most of the statistics, discussion and recommends-..
tions in this paper center on tours of senior and mid-career FSO's. It is,
of course, the need for experience and continuity at post of the seniors
outweighs the need for their experience at.the post.
(b) Junior Foreign Service officers, FSO-8 to 6, are assigned tours
and mids which is central to the whole problem of tours of.duty.
Approved For Release 2001/09/03 : CIA-RDP82-00357R000600090037-1
 . Approved For*,2&ease 2001/09/03 : CIA-RDP82-00357&p80600090037-1
Poly and Regulations
The Department's tour of duty policy and the range of tours is set
forth in'the regulations, 3 FAM 143, but unfortunately the many revisions
have caused the original purpose of the policy'to become obscured. Nor
have. the many recent strictures aimed at better implementation been added
to the regulations. Administrators and personnel officers are generally
familiar with the policy but most other officers have only fragmentary
and vague knowledge of it. Nor has there been a single document they
could turn to for information.
The Working Group is proposing revised regulations (Tab G) whose prin-
cipal provisions are.set forth below:
... it is difficult to establish a standard tour of duty or even to
lay down rigid rules for determining tours of duty. However, it is
the intent of the policy that tours be as long as possible, consist-
ent with efficiency ...
Primary Consideration - In balancing the various considerations de-
termining the duration of a tour of duty, the necessity for the
,effective accomplishment of the Government's business will be given
greater weight than any other consideration.
Experience and Continuity at Post - The productivity and usefulness
of an employee increases as he gains experience in his job, in the
community and in the local language. A tour should be long enough
to make maximum use of this experience gained in the early stages
of the tour and to provide the continuity which is essential in post
operations ...
Career Development - It is in the Government's interest that the
abilities of its officers be increased through a variety of experi-
ences and a series of increasingly responsible positions.
Economy - Savings in travel and transportation should be effected
insofar as possible by longer tours, shorter distances of transfer
and combination of home leave with transfer.
Personal Preference - Satisfying the personal preference of an em-
ployee concerning a tour of duty has a strong influence upon the
employee's effectiveness. This preference may be based upon interest
in an area or function, career aspirations, family status, educa-
tional needs of children, availability of housing or health conditions.
Living~Conditions - Hardship, unhealthful conditions, isolation and
uncomfortable climate at a post are reasons for assigning tours which
are shorter than normal standards would require. Longer tours at
such posts may impair employee efficiency and morale. However, the
availability of Government paid travel to rest and recuperation areas
Approved For Release 2001/09/03: CIA-RDP82-00357R000600090037-1
 ri1NI uveu rv ~Icaac cvv I/V VIVO I -I
5
for two-year tours by improving the conditions of service at such
posts, by higher differentials, by greater career opportunities, by
use of home leave and rest and recuperation travel, and by other
means,.
shall be considered in determining the duration of a tour and shall.
be used as a positive factor in increasing the length of tours of
duty as well as in alleviation of hardship conditions.
Spacing of Transfers - Care should be exercised that a post's opera-
tions are not weakened by the transfer of too many key officers of
State and of other agencies at one time. The Ambassador and the
Country Director, as well as personnel officers, should take,appro
priate action to avoid this.
Two Years - A two-year tour for senior and mid-career officers should
be assigned only when conditions at the post make a short tour abso-
lutely necessary. Every attempt should be made to eliminate the need
Professional Challenge - The degree of professional challenge and
expected growth in the officer's ability should be considered in
making assignments. This is particularly true in those assignments
involving longer tours, since the normal increase in an officers's
ability and rank during the course of a tour could create a disparity
between his capacity and the responsibilities of the position assigned
to him at the beginning of the tour ...
Training - Training assignments should normally be at the beginning,
during, or at the end of an assignment in the United States ...
Assigned Tours
Though the flexible policy gives the regional bureau great latitude
in assigning tours, most of the tours assigned are for the period of three
or four years. That over three-fifths of tours fall in this time period
is natural since this is the tour which is considered by most officers
to be optimum--not too short and not too long. It enables the officer
to be at the post for a reasonably long period after gaining experience
and yet does not raise the question of losing perspective through pro-
tracted residence in one country. While the three-year tour is attractive
because shorter, the four-year tour is attractive because it affords a
home leave after the first two years, The 18 months is assigned only
in Vietnam where dependants do not accompany the officer. The two-year
tour is assigned at some of the severe hardship posts and behind the
Iron Curtain. The five-year tour is assigned only at the "good" posts,
mainly in Western Europe. The percentage of senior and mid-career officers
overseas who are assigned each tour is shown in Tab B and summarized heret
Approved For Release 2001/09/03 : CIA-RDP82-00357R000600090037-1-
 Approved F .Selease 2001/09/03 : CIA-RDP82-0036,8000600090037-1
Tours
18 months
2 years
3 years
4 years
5 years
Assigned Tours-. Overseas
28
19
100
ra,)
It might be noted that much of the Department's early efforts on
tours of duty was directed toward the assigned tour. The legislation of
1961 and the flexible policy of 1963 both concern the assigned tours.
Actual Tours
While the assigned tour is important in that it sets a goal toward
which the Department and the employee aim, the crucial measure of effective'
employment of personnel is the actual tour--the time actually served at
post between first arrival and final departure. Statistics compiled on
senior and mid-career officers who departed their overseas posts after
completing a tour in 1965 show that the average actual tour was 34.3
months. The details are shown at Tab C.
Africa, reflecting the great difference in liying -conditions -and: assigned
It is noticeable that average tours are long in Europe and short in
tours in those two areas.
Average Actual Tours by Region
Region
Months
AF
27.8
ARA
34.4
EUR
39.5
FE
29.7
NEA
35.3
figures for 1965_ show that there is no cleai;.-pa-ttern of difference between
Whatever may be the__theory.of the flexible tourof`duty policy, the
Approved For Release 2001/09/03: CIA-RDP82-00357R000600090037-1.
 Approved For.~elease 2001/09/03 : CIA-RDP82-0035ZF+1O00600090037-1
Average Actual Tours by Class
Class Months
0-1, CM, CA 35.2
0-2 32.7
0-3 36.2
0-4 - 35.9
0-5 31.1
Despite the long continued efforts by the Department and the leave
legislation of 1961, the length of the average actual tour overseas in-
creased only from 32.8 months in 1960 to 34.2'months in 1964 and to 34.3
in 1965. This is an improvement of only 1.5 months, or less than 5%.
The world-wide figure yields slowly and minutely. Almost 60% of the
assigned tours are for four years or more, and yet the average actual
tour is less than three years.
In contrast with the situation overseas, our efforts to lengthen
actual tours in Washington have been quite successful. The average
actual tour in 1960 was 32.1 months, but the establishment of the 4-year
assigned tour in Washington had raised the actual tour to 40.6 months
by 1964. The reasons for this improvement are obvious. While some of
the pressures which cause transfers abroad may also exist in Washington--
operational needs and officer preference for field assignments--others
do not: officers may be moved from job to job in the Department without
change of post; health and school needs are never a reason to move from
Washington; and there are not the short, hardship tours which pull down
the overseas averages. Furthermore, some officers serve much longer
than four years, thus pulling up the averages.
Broken Tours
A survey of the tours of 638 senior and mid-career FSO's and FSSO's
who departed from overseas posts in 1965 shows that roughly half of the
officers failed to complete their assigned tour (Tab E). The survey
judged the, record in two ways--leniently and strictly. By the lenient
standard, the tour was counted as completed if the officer remained for
almost the full tour, for example, for 44 months of a four-year tour.
By the strict standard, the tour was counted as completed only if the
officer remained the full time, for example, four years plus the two
months of home leave which intervened in the middle of his tour. By
the lenient standard, 56% completed their tours, and by the strict
standard, 45% completed their tours.
Broken Tours
Approved For Release 2001/09/03 : CIA-RDP82-00357R000600090037-1_
 Approved Fe&$elease 2001/09/03 : CIA-RDP82-003522 00600090037-1
8
Broken Tours
Senior and Mid-Career FSO's and FSSO's
Learn
3 years
A
years
_
Number of tours
175
136
212
Broken - lenient
26%
46%
58%
Broken strict
26%
59%.
72%
Average Actual Tour 23.6 29.7
37.4
5 years Total
As the length of the assigned tour increases, the probability that
it will be broken increases. By the lenient standard, one out of four
2-year tours are broken, almost one out of two 3-year tours are broken
and over one out of two 4- and 5-year tours are broken.
However, it should be noted that the actual time served at the post
increases as the assigned tour increases. For example, the average
actual tour is 29.7 months for those assigned a 3-year tour and is 37.4
months for those assigned a 4-year tour. Though there can be question
whether the assignment of longer tours is worthwhile if they are not
being served out, the answer would seem to be that longer assigned
tours do result in longer stays at the post. Aside from this there is
the obvious reason that longer assigned tours plus stricter compliance
with these tours will result in longer actual tours.
Why is it that half of the assigned tours are broken? A survey was
made of all broken tours of senior and mid-career FSO's and FSSO's which
terminated in 1965, using the lenient standard (Tab F). It shows the
following reasons for broken tours:
1. Resignations, retirements,--deaths
2. Post opened or closed, position moved or
abolished
Change in key position - Ambassador, DCM,
AID Dir., Country Dir., or above
4. Medical, compassionate, suitability
5. Within country transfer
Operational needs of the Service
Approved For Release 2001/09/03 : CIA-RDP82-00357R000600090037-1.
 Approved FaQJelease 2001/09/03 : CIA-RDP82-0039ZW00600090037-1.
9
7.
Special requirements of SY and other
Departments (Commerce, Labor)
13
8.
Training
24
9.
Changes in original assigned tour
10.
Other
20
293
Any tour which ended early was counted as broken since there is no clear
line between the.justified and the unjustified. The table descends from
the most justifiable to the least justifiable reasons.
The most significant conclusion which emerges fro
th
m.
e survey is that
about half of the tours were broken for reasons which are unavoidable--death
and medical reasons being among them.
There are categories which offer opportunities for tighter implementa-
tion, but it must be remembered that this may involve sacrifices of operat-
ing flexibility. For example, if we were to hold rigidly to assigned tours
in order to hold down the broken tours in the category "operational needs of.'
the Service," it would mean that those critical vacancies would have to .be
filled by the assignment of officers whose tours were ending at precisely
the time the vacancy arises. The need for the full tour (i.e., the need
for experience at post) must always be weighed against, the need for the
particular officer in the new position for which he is being considered.
Economy
The major cost benefit in longer tours is the increased effectiveness
.of the officer who has experience and continuity at the post. In general,
officers with several years experience at post are more useful than are
newly arrived officers.
A senior or mid-career officer costs the Government about $25,000 a
year, including salary, allowances, travel, retirement and-other personnel
costs. It therefore behooves the Government to make maximum use of the
officer's time and ability. Every time he is uprooted there is a period
of breaking off duties, formal good-byes, packing, traveling, consultation,
house hunting, unpacking, getting acquainted, learning new functions and
learning or refreshing a language. The time required for all this can
vary from one week to one year depending upon the officer and the nature.
of the change. A rough estimate is that the officer loses one math through
total absence from his office and that his reduced effectiveness over the
year surrounding the transfer may.equal an additional month of work. If
this estimate is correct, each transfer costs up to two months of officer
time or about $4,000.
The other cost factor in a tour of duty_is the expense for travel and
Approved For Release 2001/09/03 : CIA-RDP82-00357R000600096037-1
 Approved F66,gelease 2001/04)b3: CIA-RDP82-003S3$D00600090037-1
for movement of household effects. These costs are difficult to analyze
because there are a great variety of types of transfer (U.S. to post,
home leave and transfer, etc.) and great variation in sizes of families
and amounts of effects. In general, an average home leave costs about
$3500 and an average movement of effects for a senior or mid-career
officer costs in the neighborhood of $2000.
it is difficult to say that the expense is attributable to a transfer.
There is the added difficulty that the lengthening of a tour may cause
more frequent home leave and therefore added costs. This is the case,
for example, where a tour of three years without home'leave is extended
to a tour of four years with home leave. This added home leave cost may
.completely counterbalance the small savings on movement of effects..
The lengthening of a tour, for example, from three years to four years,.
saves money because the-$2000 expenditure for movement of effects comes
once in four years rather than once in three years. However, the savings
on travel costs are less clear. A large share of transfers coincide with
home leave, and the cost of the home leave travel is usually enough to
cover the cost of the transfer travel. In these cases since the home
leave travel would have been performed whether or not there was a transfer,
Though an exhaustive study of the complicated costs and varied situa-
tions has not been made, it seems clear that the possibilities for savings
through lengthening of tours are modest. The greatest saving which could
be made is in the lengthening of the time between home leaves, rather than
in.the lengthening of tours, but this would seem neither desirable nor in
consonance with current trends in business or government.
Rest and Recuperation Leave
In an extensive person-by-person survey during 1966 the Department
determined that tours at R & R posts have increased by 3.7 months since
the advent of R & R. There have been other factors which have contributed
to this lengthening of tours, such as improved health conditions, better
housing and the Department's pressure for longer tours, but certainly the
availability of R & R has been a major factor in this increase. Computa-
tions based upon the survey show that the R,,& R costs are being partially
compensated for by the longer intervals between home leaves which the
program, has made possible.
Alternatives to Present Policy
The results of present Department of State tour of duty policy are
less than perfect. Though one of the policy's primary purposes was to
lengthen tours, it has succeeded in extending tours overseas by less than
57. Furthermore, the Foreign Service still gives the impression, rightly
or wrongly, to some responsible outsiders of being a game of musical chairs.
What are the alternatives to the present policy? There are several:
,.Alternative 1. Tours of 2, 4 or 6 years based upon home leave every two
ey ars. This is essentially the system used by State before 1962. and used
Approved For Release 2001/09/03 : CIA-RDP82-00357R000600090037-1.
 Approved Fdr,,&elease 2001/09/03 : CIA-RDP82-00359Q#00600090037-1
11
by AID at present. AID assigns two-year tours and returns the officer to
the post when it is desirable. This system recognizes that most Foreign
Service employees want home leave as often as possible and that the em-
ployer does what it can to comply with this wish. By recognizing that
the two-year`period be home leaves is the most common, it comes closer
to reality than does the complex schedule of tours which State now has.
Under this 2-4-6 policy, State would usually assign a 4-year tour broken
by home leave, since tours of 2 or 6 years are generally too extreme. The
disadvantage of the policy is that it does not have the variety which would
enable State to raise the length of a tour gradually, for example, the
assignment of a tour of 18 months plus 18 months instead of two years.
Raising a tour from two years to four years is a big jump.
Alternative 2. In. normal posts a first stay of three years and then home
l e a v e ay of two years and then home leave.
In all -posts a second sta of two ears --though not asst "Pd in the first
instance, would be encoura + ed. This is present USIA policy. This policy
has the virtue of requiring a first stay. of three years and thus decreasing
the number of tours which are terminated at two years when the employee
departs on home leave. The policy has the additional virtue of being
economical since it cuts down the number of home leave trips. The dis-
advantage of the system is that it stakes too much on obtaining a long
first stay at the post and in so doing may decrease the possibility of a
second stay. It lacks the range of choice which enables the employer and
the.employee to agree upon a slightly longer tour, for example, a tour of
two plus two instead of three years. And lastly, it is unpopular with
employees who wish frequent home leave.
Alternative 3. Implement the present flexible policy in a manner which
will increase the average length of tours. A major reason for injecting
wiflelxibility into the present Department policy was to lengthen the tour
of duty;.but it has not been used for that purpose in enough cases. Lack
of appreciable increase in average actual tours overseas demonstrates this.
There is no panacea, no single change in implementation which will
greatly improve results under the present policy. The solution is a general
tightening of implementation in the assignment process and in the carrying
I lout of assigned tours. In the last year, this process has already begun
and the statistics for 1966 will probably show the results.
.State USIA and AID
Extensive discussionshave been held between the representative of the
three foreign affairs agencies in an effort to find a common policy on tours
of duty. Each agency has up to now, however, found its own policy to fit
its needs best and has been reluctant to abandon that policy for the purpose
of attaining uniformity. Efforts to att
i
a
n a common policy will continue.
Approved For Release 2001/09/0.3 : CIA-RDP82-00357R000600090037-1
 Conclusions and Recommendations
1. That we continue the present flexible policy on tours of duty
but that implementation be firm enough to lengthen the actual tours being
served.'
12
4. That we seek understanding by senior officials in the Department
and in Missions that they should not try to fill their staffing needs by
breaking the tours of officers already assigned, except in unusual cir-
cumstances.
for a tour or reasonable length outweighs the officers'need for career
development and his personal preferences.
This Report and its findings will be publicized in the
Newsletter, in the Journal, and in official messages.
Approved FOORplease 2001/09/03 : CIA-RDP82-003500600090037-1
2. That we have a clear statement of policy.
The regulations have been redrafted to obtain clarity and
to make plain that longer tours are a primary objective
(Tab G).
3. That we make clear to officers that the need of the Government
This report will be brought to the attention of senior
officers. A proposed letter is at Tab H.
improved implementation of policy is in the day-to-day functions of deciding
how long a tour should be assigned and of deciding whether to transfer an
officer.
5. That personnel placement officers in the Department be constantly
alert to the need for lnnacr ms
Through participation in this Working Group, many key
personnel officers have already been impressed with this
opportunity. This Report will be brought to the attention
of other
personnel officers Plffi
.ersonne oicers wll be
urged to take these specific actions:
(a) assign the longest possible tour which is consistent''
with post conditions and career development.
(b) break a tour only for compelling reasons; a training
assignment is not normally a reason for breaking a
tour.
(c) a tour should not. be terminated merely because the,
time stated in the assignment,' order has elapsed;.an
nnwn rd n a a'f .,.....-- -- - , _ _ . . -
Approved For Release 2001/09/03 : CIA-RDP82-00357R000600090037-1
 Approved F6*4&elease 2001/0903 : CIA-RDP82-0035,7$D00600090037-1
6. That three years should be thought of as the normal minimum tour
of duty. There will continue to be a few posts where two years will be
the minimum but every effort should be made to lengthen these tours through
alleviation of hardship, through liberal granting of leave, through greater
rewards to the em
lo
ees se
i
h
p
y
rv
ng t
ere and by other means.
This should be encouraged by senior administrative officials
and gradually implemented by the geographical bureaus.
7. That statistics on length of tours and reasons for breaking tours
be compiled annually so that the Department can know its progress and its
.shortcomings. This should be done by machine as soon as practicable.
Responsibility for this should rest with the Director
General.
8. That an average actual tour of three years overseas and of four
years at home be the Department's goal. These figures are defensible
against the merry-go-round criticism. The stretching which they will re-
gtiire will raise most tours to the optimum--a balance between the need for
continuit
d
y an
the need for career development.
9. That each post consult with employees from time to time about the
extension of tours. Offers of change of duty, increased responsibility
and within country transfers may be part of this.
Some bureaus have already inaugurated such a program and
are obtaining good results.
10. That the Working Group on Tours of Duty continue in being, compile
statistics on 1966 as soon as possible, prepare additional recomruendations
based on those statistics, and work with representatives of USIA and AID
in an effort to arrive at a common tour of duty policy for the three foreign
affairs agencies.
'0/ERiLLRood:dm
Approved For Release 2001/09/03 CIA-RDP82-00357R000600090037-1