CIA MANAGEMENT SYSTEM: PERFORMANCE EVALUATION AND ANNUAL REPORT

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP75-00793R000200060001-1
• Release Decision: RIPPUB
• Original Classification: K
• Document Page Count: 6
• Document Creation Date: December 12, 2016
• Document Release Date: May 20, 2002
• Sequence Number: 1
• Publication Date: October 10, 1973
• Content Type: MF

A 'proved For *se 2002/06/05: CIA-RDP75-00793E 00060001-1
10 October 1973
MEMORANDUM FOR: Secretary, CIA Management Committee
SUBJECT CIA Management System:
Performance Evaluation and Annual Report
Attached is the Office of General Counsel report for
Fiscal 1973 in response to your memorandum of 1 June 1973,
subject as above.
John S. Warner
cting General Counsel
Original - PPB
1 - Secretary, CIA MC
1 -- AO/DCI
/I - OGC Subj: ORGANIZATION & REORGANIZATION
1 - RHL Signer
1 - Chrono
OGC / RHL / cav
25X1
Approved For Release 2002/06/05 : CIA-RDP75-00793R000200060001-1
 I - ,,-
?
- ~_. !._L U3741 ONLY
Approved Forrase 2002/06/05 : CIA-RDP75-0079200060001-1
MEMORANDUM FOR: See Distribution
SUBJECT : Agency Organization
1. The following memorandum will outline my views of some of
the roles and missions and basic organizational relationships of the
various elements of our Headquarters. It is obviously a generalized
presentation, and there will be a number of gaps and overlaps on minor
aspects. These cannot be overcome by careful delineation, but they can
be overcome by active collaboration by all levels of management. Full
realization at all levels that we are all working for the nation should
heighten this sense of collaboration. No single element of the Agency or
the intelligence community has interests independent of the need to work
together to get the best possible job done.
2. Director. As I have indicated previously, I believe the Director
has only one hat. He obviously must divide his time in response to his
various responsibilities. My concept of the role is to assign overall ob-
jectives to subordinate elements and then give to their leaders the authority
and resources to take the steps necessary to accomplish these objectives
without seeking approval on details from me (except in instances involving
substantial political or operational risk which I should knowingly assume).
The necessary corollary of this concept is a requirement for detailed post-
audit of results. I will endeavor to develop the expression of objectives in
clear form and systematic post-audit evaluation procedures to carry out
this approach. Various staffs will assist in these regards, but their actions
will be advisory to me, and I will maintain the integrity and privacy of the
command line between the Director and the Deputies.
One other point. The Director's primary responsibility is in my
view in the substantive field of intelligence support to the President and
other proper authorities. Thus, my first responsibility is to ensure my
own competence in the substantive field where required through briefings,
Approved F4 k"s$&61106/05 : C1A-RDP75-00793R000200060001-1
OGC SUBJ: ORGANIZAE' ION & REORGANIZATION
 ~ i`?tTjr
`1 ris
Approved For&ase 2002/06/05 : CIA-RDP75-00790200060001-1
study, etc. , and also to ensure the best possible intelligence production
from the Community and the Agency. At the same time, I see the sub-
stantive approach to be the most useful way of attacking my management
responsibilities. Through the assignment of substantive objectives and
the evaluation of performance against those objectives, we can best de-
termine the basis for an optimum allocation of resources among the
various components of the intelligence community.
3. The Deputy Director. The Deputy Director is the alter ego of
the Director in every respect (except the legal limitation of termination
authority to the DCI alone). He will be kept fully informed of any matter
raised with the Director, and his authority to speak is the same as the
Director's. He will obviously focus more on certain activities than others,
as will I, but he must be in a position to replace me in every respect at
any time.
4. Management Committee. The Management Committee will con-
sist of the DCI, DDCI, the Secretary (Mr. Duckett, also as DDS&T), the
DDI, DDM&S, DDO, General Counsel, Inspector General and Comptroller.
The Committee will meet periodically to consult with the Director on
matters dealing with the Agency, as placed on the agenda by the Secretary
and circulated to members before meetings.
5. The General Counsel will be the legal adviser to the Director
and be consulted on all legal or potential legal problems.
6. The Inspector General will report to the Director on matters
requiring his attention stemming from complaint or his independent in-
vestigation. He may make investigations as requested by any Deputy
Director or senior officer or as may be self-initiated where a need is
seen. He will provide administrative supervision to the Audit Staff, but
its reports will be submitted without modification to the Director.
7. The Comptroller will be responsible to the Director on the
Agency program and resource utilization. The Office of Planning, Pro-
gramming and Budgeting is redesignated the Office of the Comptroller
and will be responsible for the preparation of the annual program and
continuing performance evaluation, including monthly Comptroller reports
Approved For Relepse 2002/06/05 : CIA-RDP75-00793R0Q0200060001-1
 Approved Fo AMM
a i1ODW ff/05- PI, Rgg75-00790200060001-1
T: ,J
to the Management Committee, and review and consolidation of com-
ponent Annual Reports. A detailed Notice will be issued defining
the functions of this Office.
8. Intelligence Community Staff. The Intelligence Community
Staff will report to the Director and have staff responsibility
for intelligence community matters. These will include the
Director's responsibilities to PFIAB, as Chairman of IRAC,
USIB, ExCom, and as Deputy Chairman of NSCIC. In particular, the
Intelligence Community Staff will develop objectives for
Community components and organize studies and evaluations of
Community performance. To the maximum degree possible, the
Intelligence Community Staff will generate component participation
in its work and consult with the National Intelligence Officers
for substantive input.
9. National Intelligence Officers. The function of these
Officers and of the Deputy to the DCI for NIO's has been outlined
in the basic memorandum establishing these Officers. They will
operate as staff officers for the Director and, through command
channels, stimulate collaboration of all elements of the
Community on substantive problems. They will also assist in
customer relations, consultant assistance, definition of
objectives, evaluation of performance and resource allocation
and management decisions. In particular, they will assist in
the substantive production of the Directorates and.in developing
objectives and performance evaluation systems by the D/DCI/IC
for the Community and the Comptroller for the Agency.
10. The DDM&S provides resources (financial and personnel)
to.Agency operating components for the implementation of the
programs established by the Director and the appropraite
Deputy Directors. He has the authority and responsibility for
the direction of the activities of the components in the
Management and Services Directorate and for the allocation of
their resources to meet the requirements of the Agency. The
Office Directors in the DDMES have a staff responsibility to
the Director for their particular fields as well as their direct
operating responsibilities. Each of them performs management
and services functions for the entire Agency. Each furnishes
resources and has the obligation to provide policy guidance
and assistance in the management of those resources on behalf
of the Director to the managers who have the responsibility
for their use. The responsibilities of these Offices to the
Director are fulfilled under the authority of the DDM$S.
Approved For Release 2002/06/05 CIA-RDP75-00793R000200060001-1
7,? 1
 U177 ONLY
Approved Forlase 2002/06/05 CIA-RDP75-00793200060001-1
11. The Legislative Counsel is the Director's principal
adviser on responsibilities to the Congress. He will coor-
dinate all Agency Congressional contacts and will levy on
Agency elements requirements for response to Congress.
12. The Assistant to the Director is responsible for
coordinating Agency contacts with the news media and is the
Director's principal adviser on the Agency's relationships
with the news media. The Agency does not have a public
relations office or function but must, in view of the delicacy
of intelligence activities, have such a central point of
coordination.
13. Executive Secretariat. This office's functions are
as described in the Notice establishing the office. It is an
office of service to the DCI and DDCI and the various offices
reporting directly to the DCI, e.g., the General Counsel,
Legislative Counsel, IC Staff, NIO's, Comptroller, and IG.
W. E. Colby
Distribution:
DDCI
DDSE,T
DDI
DDM&S
DDO
D/DCI/IC
D/DCI/NIO
General Counsel
Inspector General
Legislative Counsel
Comptroller
Assistant to the Director
Executive Secretary
Director
Approved For Release 2002/06/05 CIA-RDP75-00793R000200060001-1
T-`., n Y
 A rev or n ~ %O _C i4 W0P?6-Z 93
pp .
SENDER WILL?CHECIC CLASSII TION TOP AND BOTTOM
UNCLASSIFIED CONFIDENTIAL SECRET
OFFICIAL ROUTING SLIP
TO
NAME AND ADDRESS
DATE INITIALS
1
.2
7-
4
s
6
ACTION
DIRECT REPLY
PREPARE REPLY
APPROVAL
DISPATCH
RECOMMENDATION
COMMENT
FILE
RETURN
CONCURRENCE
INFORMATION
SIGNATURE
Remarks :
FOLD HERE TO RETURN TO SENDER
FROM: NAME. ADDRESS AND PHONE NO.
LATE
D CI
UNCLASSIFIED CONFIDENTIAL
SECRET
200060001-1
FMM N0. 237 Use previous editions
1-67
Approved For Release 2002/06/05 : CIA-RDP75-00793R000200060001-1