TASK FORCE PARTICIPATION

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP86-01129R000100010003-9
• Release Decision: RIPPUB
• Original Classification: S
• Document Page Count: 19
• Document Creation Date: December 16, 2016
• Document Release Date: August 15, 2005
• Sequence Number: 3
• Publication Date: September 15, 1983
• Content Type: MF

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MEMORANDUM FOR: JMRTC Reservists
FROM: Commander, JMRTC
SUBJECT: Task Force Participation
15 September 1983
I. Last year the Office of Personnel asked the Executive Committee to
consider the status of Agency employees who were also active members of a US
military reserve unit and to consider whether a special unit made up
entirely of Agency reservists and recognized by the Department of Defense as
having a special relationship (i.e., JMRTC) should be continued. Related to
this question is the issue of what impact a reserve mobilization would
on Agency employees who belonged to an active reserve unit. 25X1
2. In response to these questions, the JMRTC produced a report
summarizing its inactive duty program and assessing the value of the JMRTC
to the Defense Department, the Agency, and the individual reservist. This
report also commented on the Planning Staff proposal to reorganize the JMRTC
along the lines of US
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3. The Executive Committee meeting on this aub4ct was indefinitely
postponed, and the issue of providing for all Agency
reservists who belong to JMRTC (one o the concerns that prompted the
Executive Committee review) now appears to be resolved. Nonetheless, the
viability and value of the JMRTC has been called into question, and the
feasibility of reorganizing the JMRTC has not been thoroughly examined. For
these reasons,.I have decided to establish five task forces to investigate a
number of important issues affecting the JMRTC and to recommend whatever
measures are to strengthen the JMRTC program and revalidate its
worth.
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4. The task forces are concerned with:
A. Recruitment
B. Data Base
C. Reorganization
D. Special Projects
E. Special Events
The terms of reference for each task force are at Attachments A through E.
The organization of each task force is shown at Attachment F. Each task
force will submit a report on its findings and recommendations by
18 November 1983. The report itself or its executive summary should be no
longer than three to five pages and should reflect the coordination among
task forces and, if applicable, with Agency components, military units, or
other Defense organizations. The reports will be reviewed by the JMRTC
staff and follow-on action will be taken after consultation with OP and
ARPERCEN. The results of these studies will be shared with all unit
members, and some further task force activity may be required.
5. Points will be awarded to task force members on the basis of one
point for each two hours of work performed outside of regular Agency work
schedules. Task force chiefs will certify each activity request on DA Form
1380 A
r._rm A-
F
6. There are other issues that may merit task force consideration, but
the five topics listed above are the current major areas of, concern. If you
have not been selected to serve on a task would like to
participate, please call and arrangements will be
made for your participat.LUIL. Me success or e 4-1985 program year and
indeed the future direction of "MRTC activities are likely to be largely
determined by your efforts. I am confident that you will be equal to the
h
ll
c
a
enge. I
Attachments:
As Stated
Colonel USAFR
Commander, JMRTC
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15 September 1983
Terms of Reference
for
JMRTC Task Force A
Recruitment
Scope
The Joint Military Reserve Training Command is now composed of some
officers of the US Army US Air Force 0 and US Marine Corps II
The size of the.unit has sily decreased over the past several years so
that the membership is now 85 percent of what it was in 1980, although
Agency strength has increased by about 10 percent over the same period. The
objective of this task force is to:
-- Determine the principal causes of the decline in membership.
-- Identify the pool of prospective new members in the Agency.
-- Outline a program to attract and recruit current and future
Agency es, both reservists and non-reservists, into the
JMRTC. II
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Background
The steady decline in JMRTC membership is commonly ascribed to the
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the Agency unit. er contributing factors are assumed to be:
-- Non-pay status of the unit for inactive duty training.
-- Lack of clear definition of unit objectives and relationship to
Agency mission.
-- Lack,of publicity about the program particular y in the
information provided new employees.
While the chief purpose of Task Force A is to propose solutions rather
than to define more accurately the nature of the problem, it is important to
ensure that the current situation is clearly defined and understood. Unless
the present trend in membership is rqrd_ or at least stabilized, the
JMRTC is headed toward extinction.
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Prospective New Members
The task force will identify the number of available slots in the JMRTC
TDA and determine how many vacant billets we now have.
What are the current requirements for membership?
Service requirements?
Agency policy?
How many Agency employees who are now reservists belonging to some other
unit are interested in joining the JMRTC as it is presently constituted?
What differences would it make if the JMRTC could offer pay for special
projects?
What are prospects for obtaining direct commissions for Agency
employees? Q
The current JMRTC is limited to officers. What adjustments, if any, in
our present procedures would be required to enable us to incorporate
enlisted personnel. (Presumably, t tep is to determine whether our
TDA can accommodate such a change).
A. Recruitment Program
What steps need to be taken to ensure that the JMRTC program is made
know to potential new members?
What is the role of OP especially SMB?
What can JMRTC do as a unit?
What about individual JMRTC members?
What changes in JMRTC organization or procedures would make a
recruiting effort more effective?
(This effort has a number of issues that overlap concerns of Task
Force B (JMRTC Data Base) and Task Force D (Special Projects), and the
chiefs of those three task forces are directed to coordinate their
activities as appropriate).
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Terms of Reference
for
JMRTC Task Force B
Data Base
Scope
The Joint Military Training Co w includes some
ands n
officers of the US ArmyI lUS Air Force
nd US Marine Corps
The location, availability, and special skills of each member is not
currently summarized and, indeed, there are indications that certain key
elements of data are not current for many JMRTC members.
The objectives of this task force are to:
-- Identify the data elements that ought to be included in the
personnel record of each JMRTC member.
-- Propose a system that will provide the data on JMRTC personnel in a
timely and cost-effective manner.
-- Recommend procedures for ensurin the integrity, security, and
- currency of data in the system. I
Background
When the JMRTC was asked to prepare last fall a paper summarizing its
current status and activities, it became quickly apparent that the Agency
qualifications file did not have accurate information about many JMRTC
members. Data concerning the current rank, civilian grade, job assignments,
military skills, and other particulars of a complete personnel profile are
requirements for the JMRTC staff' to make well-grounded evaluations of the
current and potential capabilities of the unit.
(Such data are also pertinent to the concerns of Task Force A
(Recruitment), C (Reorganization) and D (Special Projects), and the chiefs
of-allifour task forces should coordinate their activities as appropriate).
Identifying Data Elements
What are the essential elements of information that are required for
each JMRTC member?
What are the recommended means for collecting and maintaining these data?
What data are currently available in files about each unit member? I
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Designing a System
What are the Privacy Act implications, if any, of creating and
maintaining a JMRTC personnel data base?
Who will be the system control?
How will the data be validated and entered into the system?
What will be the procedures for data base maintenance?
What will be the procedures for access to the data base?
What types of standard reports will be available?
Presuming that the data base is automated, on what Agency system
(The Staff Military Branch has the most complete files on JMRTC
personnel and would be a major user of an enhanced data base. We
suggest that the Chief/SMB and
T_ _ I_ T _ r _ _ T N I I I Iserve as advisors to
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Terms of Reference
for
JMRTC Task Force C
Reorganization
Scope
The Joint Military Training Command is composed of about army,
Air Force, and Marine Corp officers. A series of some 35 meetings based on
a specific theme is scheduled in. the Headquarters auditorium for each Monday
from September to June. Internal and external speakers present their
program and address questions posed by the reservists. This format for
inactive duty training has been followed for a number of years. The
objectives of this task force are:
-- Evaluate the current procedure for inactive duty training.
-- Review the plan of reorganization proposed by the Executive
Director's Planning Staff.
-- Consider alternative plans of reorganization.
-- And propose a plan to implement any proposed reorganization. F7
Background
For some time the JMRTC Staff has felt a need to update the unit's
inactive duty training program so that reservists might be better prepared
to meet the wartime requirements of the Agency. During the past year,
senior management became actively interested in what, if any, role the unit
plays to meet Agency needs. Prior understanding have become obsolete and
there was no clear understanding of what that role would be.
The Executive Director's Planning Staff proposed a plan of
reorganization which would organize JMRTC into subelements each of which
would develop expertise in support of a specific military command.
Reorganization-, .
The task force will examine our present program, the reorganization
proposed by the Planning Staff and any other proposal for reorganization
which seems suited to meet Agency requirements. The task force will then
recommend a preferred organization and ro ose a plan for implementation to
become effective in September 1984.
(This task force has many issues in common with Task Forces B,
(Data Base), and D (Special Projects), and the chief should assure that he
coordinates with those task forces chiefs.)
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Terms of Reference
for
JMR.TC Task Force D
Special Projects
Scope
The Joint Military Reserve Training Command now includes some
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In addition to the Auditorium program, work on special projects provides an
opportunity to acquire points for inactive duty training and be
sponsoring component, the individual reservist, and the Agency.
The objectives of this Task Force are to:
-- Determine the total resources the unit has available to work on
special projects.
-- Identify the number and type of special projects that are candidates
for JMRTC application.
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-- Recommend a program for maw the special projects,an integral part
of the JMRTC training. I
Background
The special projects program has been in operation for eight years, and
the level of individual participation has varied widely over that interval.
There has been little activity over the past few years, and our list of
candidate projects has shrunk. It is likely that the level of participation
would increase if pay were provided for project work as the Air Force has
arranged through Detachment 28. It is not clear, however, whether more
could be accomplished if the program were more highly focused and became an
intrinsic part, of the JMRTC training schedule. These are issues that
require reexamination as the status o it appears to be changing as
the cover problem is being resolved. I
Resource Pool
How many manhours of time are available for special project work over
the next year--say October 1983 through September 1984?
What special skills are included?
What sort of turnaround time can be guaranteed for a project?
What security classifications can be accommodated?
Are there any requirements for special equipment (e.g., work in Building
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Candidate Special Topics
What military organizations are willing to sponsor special projects? (In
the past, DIA, INSCOM, and ACSI have been the principal sources of projects;
however, some of the service schools have expressed an interest in
establishing a special relationship with Agency reservists.)
Would a special review mechanism--either by the sponsoring agency or
JMRTC--be required?
Would it be feasible--or even desirable--for the JMRTC to propose
e ial topics? If so, how would the list of suggested topics be compiled?
Program Procedures
Are the present production procedures and security control practices
adequate and efficient?
Is the file of special projects complete? (Is SMB the logical component
of record for JMRTC special projects?)
What are the possibilities of obtaining pay for special project work?
If so, would any additional special accounting procedures be required?
The Chief of this Task Force ought to coordinate closely with Task Force
A (Recruitment), Task Force B (Data Base), and Task Force C
(Reorganization) 0 _
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Terms of Reference
for
JMRTC Task Force E
Special Events
Scope
The Joint Military Reserve Training Command has declined steadily in
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size over the past ten years and now numbers only
1officers
Army,
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= Air Force, and =Marine Corps). In an effort o retain the o
icers
currently in the unit and to attract new members, the units needs to examine
its training activities to ensure that they are useful, career-enhancing,
and appropriate to its mission. Until now the special events program of the
unit has consisted of an annual range firing, periodic two-week courses on
military topics, and an occassional site visit. The objective of this task
force is to:
-- Determine the adequacy of the current special events program.
-- Identify other activities that might be useful to unit members.
-- Poll members of the JMRTC to determine their interest in this type
of program.
-- Assess the impact that an expanded special events program might have
on attracting new members.
-- Recommend what steps the unit ho ld take to strengthen or
revitalize this program.
Background:
Agency employees with military experience join the JMRTC for a variety
of reasons, personal and professioal. One common reason is a desire to
retain association with a military organization because of a rewarding
experience that the individual had while on active duty. Related to this
general interest-in the military is the desire to retain proficiency in
certain military skills and to keep abreast of developments in one's
military service or specialty. The JMRTC has for many years sponsored
activities intended to meet these needs through an annual range firing and
occasional courses on military topics. These types of events usually have
been well attended and enthusiastically received by the participants, but
have always been a minor part of the JMRTC's training program. The Task
Force needs to determine if this program is meeting the needs of its members
and if the program should be expanded. It also needs to explore w vel
of these activities can be sustained and how they will be funded.
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Your findings will be relevant to the work of Task Force A: Recruitment
and you should coordinate your efforts with this group so that it will have
the benefit of your research and ideas.
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Current Program of Speical Activities:
The Task Force will determine the current level of participation in
these activities and which people participate.
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Are the same people attending these events? Or do they appeal
broad element of the membership depending on the type of activity?
What activities ttract the interest and participation of other
members of the unit.
Should the JMRTC sponsor events that appeal to the interests of the
members of specific services? Or shoulmpt to broaden their appeal
to employees outside the unit as well?
To answer these questions, it may be necessary to conduct a survey of
the unit or to interview a cross section of unit members. You should also
determine the cost to the unit and the Agency in terms of time required to
organize these events and any monetary costs or transportation
requirements. You should evaluate who should conduct these programs, the
J-3 staff, or some other group.
New Programs:
The Task Force should attempt to identify other types of programs and
events that would appeal to the JMRTC membership and also contribute to the
general military education of its members. A survey of unit members or a
series of interviews probably will be required to-answer the following
questions:
-- Should there be more than one range firing each year?
-- Should the JMRTC sponsor a program (possibly seminars or mini
courses), refresh other military skills, such as first aid,
tactics, map reading, etc.?
-- What types of activities are conducted by other mobilization
designation detachments in the area?
-- Can the unit better take advantage of programs sponsored by
active military or reserve units?
-- If the JMRTC expands these programs, who will pay for
transportation and other related costs?
-- Should there be more programs of general military interest such
as the visit to Aberdeen Proving Ground that was sponsored last
fall? 0
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Two-Week Training Courses
The JMRTC has successfully conducted two-week courses for active duty
training of its members. The most recent was a course on emergency planning
in the Federal government that was attended by about 25 members of the
unit. The JMRTC needs to know:
-- If this type of training is really beneficial to our membership?
-- What other programs might be conducted?
-- How many people are likely to participate in two-week training
programs that would satisfy a member's annual active duty
requirement?
-- Who should run these programs?
-- Should they be conducted for points only?
-- Where should they be held?
-- What programs are likely to appeal to non-JMRTC reservists? ^
The Staff and Military Personnel Branch has some files on past s ecial
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activities. Other information on past programs can be obtained from 25X1
who developed the JMRTC course on emergency planning and from
whose J-3 staff has d the annual range firing
and the trip to Aberdeen Proving Ground. I_ N 25X1
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