MANAGEMENT COMMITTEE PERFORMANCE

Document Type: 
Collection: 
Document Number (FOIA) /ESDN (CREST): 
CIA-RDP78B02992A000100070034-4
Release Decision: 
RIPPUB
Original Classification: 
C
Document Page Count: 
5
Document Creation Date: 
December 20, 2016
Document Release Date: 
April 7, 2006
Sequence Number: 
34
Case Number: 
Publication Date: 
February 26, 1975
Content Type: 
MF
File: 
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PDF icon CIA-RDP78B02992A000100070034-4.pdf253.31 KB
Body: 
CONFIDENTIAL Approved For Release 2006/05/24: CIA-RDP78BO2992A0001000700 26 February 1975 MEMORANDUM FOR: DCI SUBJECT Management Committee Performance Executive Registry 1. Action Suggested: Task the Committee to be a policy formulation odyadvisory to the DCI. Create two Subcommittees, namely, an Administrative Subcommittee chaired by the DDA and a Resource Subcommittee chaired by the Comptroller so as to free the Committee for policy formulation, innovation and general oversight. Appoint Mr. Duckett Chairman and eliminate Vice Chairman position, reserving DDCI's role as indicated in paragraph 3C. 2. Background: A. Weaknesses (1) Two years of experience with the Management Committee format suggests it is a reactor rather than an innovator. The Committee has drifted into a forum in lieu of coordination. Its potential as a body for conceiving or ratify- ing major policy positions has not been realized.- An examination of topics which occupy most agendas indicates that far too much time is being spent on "housekeeping." Its focus on resource-related matters has become superficial when'comp-ared to the considerations and options which would be vented in a strenuous coordination process at the staff level. (2) Perhaps the Committee's greatest deficiency is that it is not a body that can. exercise follow-through and periodic oversight, even on those items which have commanded its.;-.- attention. Essentially it is a reactor to paper forwarded by its individual members. i -I D N L Approved For Release 2006/05124: CIA-RDP78BO2992A000100070034-4 Approved For QWSnFOJ1P19NT_W602'992AO00100070034-4 (3) There is a tendency to defer until a "winter conference" or some DCI planning session the major problems we may anticipate. B. Strengths The Director has indicated that the Committee resolves a number of particularly important problems which, in another environment, would require his personal involvement. He feels adequately informed. Additionally, all members welcome Committee Meetings as a forum for an uninhibited exchange of views. When compared to past.culture in the Agency, it is ecumenical with each Deputy and Senior Staff knowing more about other Directorate problems and plans in order to make an early, input on those matters which will impact on the way. we do business. It can be said that the Committee has transacted more business than that accomplished by the Deputies' meetings with the Executive Director. 3. An Alternative: A. Appoint Mr. Duckett Chairman. It would also accommodate the "fact of life" that the DCI seldom attends a Committee Meeting. In Mr. Duckett's absence, Mr.. Proctor would be Acting Chairman. B. Create subordinate committees to the Manage- ment Committee,. one for administration and the other directed to resource management. The Administrative Subcommittee chaired by the DDA would be composed of the four Associate Deputy Directors with, of course, the Director of Personnel, Director of Training, Director of Finance, AO/DCI or any office head sitting in on those meetings pertaining to his responsibilities. The Resource Subcommittee chaired by`the-tComptroller would be composed of the senior planning officers from each Directorate, with the Subchairman free to call meetings as, required on individual topics at the Associate Deputy Director level. C. With regard to the work of these two Subcommittees, the Management Committee would ordinarily meet on only those items where an....- issue cannot be resolved at the Subcommittee' level. Otherwise, the Subcommittees would refer their work back to the line for review and approval by the appropriate Deputy Director(s). If DCI CONFIDENTIAL Approved For Release 2006/05/24: CIA-RDP78B02992A000100070034-4 2: -4ft 6,M% Approved For Release W IDzWE0 L00100070034-4 approval is required, it would come forward as an ordinary action memorandum. Additionally, each Subcommittee Chairman is free to recommend to the Chairman that the Committee meet on any topic. It would be helpful for each Subcommittee to have a charter on what actions must be reviewed .by each. Initially, a useful guideline would be .to meet (or obtain telephonic concurrence) on major actions which the DDA and Comptroller are forwarding to the DCI for approval. In those cases where statutes or regulatory issuance dictate otherwise, the Executive Secretary could at his discretion forward to the DDCI for sign off "for the DCI.' If in doubt, the DDCI would consult the DCI. 4. Administration: The Executive Secretariat will continue to support the Committee. Perhaps the Executive Secretary should officially become Executive Secretary to the Committee. Each of the Subcommittees will be supported by the Subcommittee Chairman's own staff. They (DDA and Comptroller Staffs) will keep the Executive Secretary informed of topics being reviewed so that he will not inadvertently forward to the DCI for approval a paper related to a topic under discussion. The Executive Secretary's role as a monitor of performance in response to Committee actions will be limited to reminding the Committee Chairman as well as the Chairmen of the two Subcommittees of topics they are obligated to reportinn. One of the early chores of the senior Committee would be to establish periodic reporting requirements to the DCI. In coordination with the Comptroller and DDA, the Executive Secretary will develop periodic listings of major issues or policy questions that seem to warrant Committee attention. Each member would be obligated to surface topics for review, but a much less structured environment would prevail than has been the case in the past, i.e., every agenda item supported by a paper. 5. The months ahead promise more preoccupation by the DCI and his principal deputies in responding to external investigations. The changes outlined herein might ease their burden by reserving for them involvement in only major management decisions. There are undoubtedly other therapeutic measures that one might conceive of., If this paper serves no other purpose than to cause some-discussion of management in a turbulent environment, it has served its purpose. Approved For Release 2006/05/24: CIA-RDP78B02992A000 0 70034-4 E I Approved For Release 2006/05/24: CIA-RDP78BO2992A000100070034-4 OT 1 r, Rion?'tir g Slip # -- ? ACTT O: INFO. a_.. 11 IC ACTION erMFO. - 2 3 'T 67 I gy : 12 73 IG Cornpt Asst/DCI G 6 D. - - -- D~ -- 15 16 AO/DCI Fx/Sec 7 IDs: - - i7 _ 9 tD'"~i01 71 9 10 GC =- j - ' 20 I,- aJ -.L_, j ( )- - z Approved For Release 2 06/05/24: CIA-RDP78BO2992A000100070034-4 Approved For Release 2006/05/24: CIA-RDP78BO2992A000100070034-4 TRANSMITTAL SLIP DATE TO: Mr. George Carver ROOM NO. BUILDING REMARKS: iRte f t.. - p t fea.e Although dated, in light of the DCI's remarks at this week's Management Committee meg~tg, I d i thi i h AtM am ropp ng s nto t e , for whatever it may be worth. cc: Each MC Member Mr. Cary FROM: B.C. Evans, Executive Secretary ROOM NO. BUILDING EXTENSION FORM NO I FEB 55 241 REPLACES FORM 36-8 WHICH MAY BE USED. Approved For Release 2006/05/24: CIA-RDP78BO2992A000100070034-4