PCS FIELD ASSIGNMENT REPORT - SOUTH VIETNAM

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP78-06632A000300040002-7
• Release Decision: RIPPUB
• Original Classification: S
• Document Page Count: 26
• Document Creation Date: December 9, 2016
• Document Release Date: February 2, 2001
• Sequence Number: 2
• Publication Date: April 15, 1970
• Content Type: MF

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1 5 APR 1970
MEMORANDUM FOR: Chief, Real Estate and Construction Division, OL
SUBJECT PCS Field Assignment Report - South Vietnam
In accordance with RECD/SOP 22-1 of 18 September 1968,
this is a report covering my tour in South Vietnam. My
assignment was Deputy Chief of Engineering from 6 May
1968 to 19 July 1969 and Chief of Engineering from 19 July
1969 to 5 February 1970.
A. DUTIES AND/OR MISSION
The mission of the Engineering Office is to provide
internal management, technical guidance, and support for
all engineering programs in South Vietnam. Specifically:
(1) The control and reporting of all engineering
projects estimated to exceed $1,000 U.S.
(2) The administration/coordination of all
engineering contracts over $1,000 U.S.
(3) The preparation/review and approval of all
drawings and specifications for all engineering
projects estimated to exceed $1,000 U.S.
(4) Delegation of control over projects estimated
to cost less than $1,000 U.S. was given to the
Regional Engineers and our Maintenance Superintendents.
(5) The Chief of Station, Vietnam, had
construction authority through $50,000 U.S. Projects;
beyond this fiscal limitation, approval was by
Headquarters.
B. GENERAL ACCOMPLISHMENTS DURING THE PCS PERIOD
Major accomplishments during my PCS tour were in
refinements in the management of the engineering effort in
Vietnam. Specifically these accomplishments were:
(1) Rehabilitation of all major compound
electrical systems, both in Saigon and country-wide.
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(2) Reassignment of field personnel to keep
pace with regional shifts in workload.
(3) Reorganization of Engineering and
Maintenance Sections in Saigon and country-wide to
meet reduced new construction workload and increase
in maintenance programs.
(4) Submission
and
activation of recommended
standardization lists
of
procurement of major
equipment related to
the
Engineering and Maintenance
Program country-wide
(air
conditioners, refrigera-
tors, stoves, generators, water pumps, water filter
plants, etc.)
C. The remainder of my report is submitted in the below
listed appendixes:
APPENDIX A - Engineering Program Trends
APPENDIX B - Techniques Used in Handling Successful
Assignments
APPENDIX D - Lessons Learned and Items of Particular
Interest to Successors
APPENDIX E - Job Qualifications
APPENDIX F - Current Table of Organization
APPENDIX G - New Facilities Constructed and Significant
Alteration and Maintenance Projects
D. SUMMARY OF RECOMMENDATIONS
The maintenance superintendents assigned to Vietnam
Station should have experience or schooling in the
following areas:
(1) Application of financial subject class-
ification pertaining to engineering programs.
(2) Be familiar with terms CMR, FPA, PRA,
and general financial methods of accumulating and
reporting costs.
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(3) One thousand window-type air conditioners
have been installed in Vietnam and 336 electrical
generators were in use as of 1 January 1970.
Knowledge of air conditioning, refrigeration,
generators, and telephone systems are required.
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APPENDIX A - ENGINEER PROGRAM TRENDS
This subject will be discussed in three parts. The first will
cover trends in engineering projects over $1,000 U. S. which were
under control of the engineering office in Saigon. The second part
will cover engineering projects under $1,000 U. S. and the maintenance
programs as they were controlled by the Region engineers and the
maintenance superintendents. The third part will cover personnel
requirement trends.
1. Projects over $1,000 U. S.
The trend of engineering projects during the first half of my
tour increased and during the last half declined. A recapitulation
taken from the Vietnam Construction Status Reports is as follows:
Approved Projects Proposed Pro- Proposed Total Projects
& Funds Alloted jects & Est. Projects & Cost
Cost with no
Est. Cost
1 Jul 68
1 Jan 69
1 Jul 69
1 Jan 70
1 Mar 70
It is interesting to note that the total dollar projects costs
25X1Aare the same upon m arrival (July 1968, and departure 25X1A
(March 1970, from Vietnam. The new construction program
reached its peak in early 1969 and now is decreasing and the maintenance
program is now increasing in importance (see attached graph).
Although not of primary concern in number of projects, but very
significant in the monetary total a the undertakin as of 1 March 25x1.A
1970 of seven projects in the W program
for CORDS, at an approximate cost o , ne o ese projects
was just completed, five others are under construction, and one in
design. This part of the construction program will not be completed
until November or December 1970.
The decrease in projects can be attributed primarily to the
following:
a. Reduction in the number of provinces where this
Agency retains a -staff .
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b. Completion of adequate facilities to accommodate
provincial staffs in most provinces.
I would anticipate a continued reduction in this category of
engineering projects through this fiscal year, with a probable
leveling off to the approximate level of December 1967. This
assessment is based on the following factors:
a. Reduction in Station personnel
b. Transfer of the PRU program on 30 June 1970.
c. Completion of CORDS program in November or December
New construction will probably be limited to replacing facilities
because of lease terminations or for security reasons. Acquiring
new leased properties will decrease with a reduction in Station
personnel, which would reduce the number of renovation projects.
The Fiscal Year 1970 Engineering Budget for the Station was composed
primarily of projects updating living and office facilities. This
should also result in a reduction of projects after the current
Fiscal Year.
I can not envision any future, major construction program
unless the Agency undertakes future programs such as the Pheonix,
RDC or PRU, and/or we undertake construction for other U. S.
Government agencies such as the current program for CORDS.
2. Projects under $1,000 U. S. and the Maintenance Program
Because of the lack of a maintenance management program
throughout Vietnam, statistics are not available for proper analysis
of work under $1,000 U. S. Maintenance forces are functioning
throughout Vietnam in varying degrees; however, the concentration
of effort was primarily directed towards the management of projects
over $1,000 U. S. because of the magnitude of this program.
The Engineering Office was implementing maintenance management
program throughout Vietnam as the level of projects over $1,000 U. S.
reduces. The first step in this direction was taken with the
Building Maintenance Unit, Saigon. We changed the system to reflect
the pilot controlled maintenance program established by the Agency
a in 1958. This system has also been installed in
Region IV and should be installed throughout Vietnam. The establish-
ment of proper maintenance record systems and improved control of
work is mandatory because of the tighter budgetary restrictions being
placed on the Station.
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3. Personnel Requirements.
On my arrival in Vietnam the engineering force was composed
of the following key professional and subprofessional personnel:
SAIGON
REGION
I
REGION
II
REGION
III
REGION
IV
REGION
V
x
x
x---
---X
X---
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---- x
X
x
X---
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-------
---- x
X
x
X
x
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x
X
25X1A
x
(4) Master Elect. x
(5) Master Elect. x
f. Approximate Indig -
ous Employees
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NOTES:
d(1) - Chief, Building Maintenance Unit, Saigon
d(2) -- Deputy Chief, Building Maintenance, Saigon
Upon my departure the engineering force was composed of the
following personnel:
25X1A
SAIGON ;.REGION
I
0)
REGION REGION; REGION REGION
I I b I I I IV V
0)
(4) Master Elect. x
(5) Master Elect. x
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f. Approximate In-
digenous Employees ~,
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Total 543
NOTES :
d(1) Chief, Building Maintenance Unit, Saigon
d(2) Deputy Chief, Building Maintenance, Saigon
25X1A 4. Quality of non-Agency, Engineering Personnel:
(1) U.S. Contract Engineers. The three engineers under
contract wit ere of an outstanding quality. All
three men are very versatile, industrious, competent, and will under-
take any task assigned to them without complaint. The engineering
program in Vietnam prospered because of these three men. 25X1A
(2) TCN Personnel. On the whole the TCN personnel assigned
to the engineering force are very good technically. This has been
achieved, particularly in the maintenance personnel, through ns
of trial. and error as the quality of these personnel hired by
the firm contracted with to provide personnel, are not 25x1A
always the best. Because of their inability to cope with U.S.
personnel, the personnel were most effective when under the
25X1A direct supervision of one of our U.S. engineering personnel.
5. Future Personnel Requirements. Although the OP RED exercises
has caused a reduction in U.S. engineering program slots, the
engineering programs in Vietnam will suffer if further reductions are
made at this time, as long as the Agency retains a large number of
facilities. Proper engineering program management and development
of a maintenance program depends on retention of the present number
of U. S. personnel.
5
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APPENDIX B - Techniques Used in Handling Successful Assignments
1. Engineering Salesmanship
Probably the most important part in managing an engineering
effort as extensive as Vietnam, is selling your product to the
field. We accomplished this in Vietnam by the following
techniques:
a. Establishing and maintaining excellent rapport
with the various region, base, and program support
offices and officers.
b. Briefing and/or updating Province Officers on
available engineering services and changes in engineering
programs on each trip to a province, or on their visits
to the Engineering Office, Saigon. We continually
stressed utilizing their Region Engineers services on all
engineering matters.
c. Improving communications with our field
personnel.
d. Maintaining a quick response to field requests.
e. Developed an Engineering Instruction for use
in the field.
f. Follow up to be sure a project is not setting
on dead center.
2. Good Communications with Your Superiors
Equally important to engineering salesmanship is keeping
your superiors informed on the status of all major,
emergency, and special interest projects.
3. Understanding and Leadership of 2nd and 3rd Country Nationals
When 2nd and 3rd country indigenous employees make
up your work force, as a manager you must try and understand
their problems, help them where you can, and above all, lead
them, do not try to drive them.
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APPENDIX C - Problem Areas
A. Several of the problem areas noted in report
were still problem areas upon my depar ure. y are:
1. Labor Market. The availability of skilled journey-
men and draftsmen is becoming more acute. During my tour,
the draft age bracket was increased several times, and the
granting of deferments to our personnel was practically non-
existent. I have a strong feeling that this will become
more acute with the continued pullout of American troops.
2. Theft. I do not think this problem will ever be
solved. Not only is this prevalent in our warehouses, but also
on construction sites--on both inhouse and contract projects.
One area where one might think security of material would
be the best is actually the worst in yietnam. and this is on 25X1A
projects accomplished for any of the
components, even in their own compounds. we nave even had 25111A
items removed after installation by th in their
compounds.
3. Commercial Power. Local power continues to be
unreliable, and in many cases, not sufficient to carry our
required electrical loads.
25X1A D. Probl that have been partially or totally resolved
since departure are:
Electrical Work. With the addition of two TCN master
electricians and upon the arrival of the undersigned, who
was assigned the entire electrical program, this problem
has basically vanished. These two crews are almost contin-
uously in the field, accomplishing either new electrical
installations or rehabilitations. Although the master
electricians still require supervision, their expertise,
coupled with the direction and experience of the undersigned
and the three TCN electrical engineers have been the major
factors in overcoming this problem.
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APPENDIX D - Lessons Learned and Items of Particular Interest
to Successors
A. Selection of Contractors
The situation in Vietnam has brought many persons and
small companies into the country looking for a fast and
easy dollar. Because our engineering projects normally range
between $1,000 to $50,000 U.S., our work attracts the small
size contractor. Because of this situation, one must be
very particular in the screening of contractors to bid on
our projects.
Based on my experiences, I had decided that only Viet-
namese contractors would be allowed to bid on our construction
contracts. During my tour, only Vietnamese contractors
were awarded contracts.
B. Selected Bidders List
We used a selected bidders list rather than opening
bidding to all contractors. This practice seemed to be
universal throughout the American contracting agencies.
Extreme care must be exercised in selecting contractors for the
bidders list. In addition to inexperienced foreign con-
tractors, many Vietnamese contractor companies take advantage
of the situation. Lack of experience and capital of
Vietnames,firms were key items to investigate. The contractors
on our bidders list were a result of my predecessors efforts
to establish a nucleus of good performing contractors.
Basically we stayed with this list. Our Vietnamese con-
tractors were fast, willing to go anywhere in Vietnam,
trustworthy, and had received much training in construction
from the Engineering Office.
C. Contract Forms
We used the same contract form with our Vietnamese
contractors as the U.S. Navy Facilities Command uses, as it
seemed to be the simplest form available and the Vietnamese
understood it.
D. A&E Design and Engineering Assistance
Although we had a design section headed by a qualified
TCN architect and consisting of civil and electrical engin-
eers, and five draftsmen, some projects required mechanical
work or soil boring tests, etc., which we had little or no
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capability in. The number of these projects did not justify
hiring permanent personnel, so the services of an A&E con-
projz-crs-with a fund limitation on each task order.
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APPENDIX E - Job Qualifications
I did not bring copies of any position description back
with me. I will briefly cover any special qualifications that
I feel personnel should possess for the various engineering
positions in Vietnam.
A. Chief, Engineering.
1. This individual should either have a degree in
electrical engineering or be very strong in this field.
2. The individual should possess the following qualifi-
cations:
a. Supervision of an engineering office.
b. Budget preparation.
c. Be familiar with the application of financial
subobject classifications pertaining to engineering
programs.
d. Be familiar with the terms CMR, FPA, PRA, and the
general financial methods of accumulating and
reporting costs.
e. Experience in contract administration.
f. Maintenance experience.
B. Maintenance Superintendents.
1. Be familiar with the application of financial subobject
classifications pertaining to engineering programs.
2. Be familiar with the terms CMR, FPA, PRA, and the
general financial methods of accumulating and
reporting costs.
3. Have a good background in air conditioning, refrigera-
tion, generators, and telephone maintenance.
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