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:
Attachment | Size |
---|---|
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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
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(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
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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.
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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