NOTE TO HANK FROM JAMES H. TAYLOR

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP79M00467A003100100003-4
• Release Decision: RIPPUB
• Original Classification: S
• Document Page Count: 6
• Document Creation Date: December 16, 2016
• Document Release Date: May 27, 2005
• Sequence Number: 3
• Publication Date: October 1, 1976
• Content Type: NOTES

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Deputy Director of
Central Intelligence
One requirement of the Presidential
"anagement Initiatives prograrz is that we
establish objectives for 1977 and 1978
and submit them to OMB. Frankly, this is
an exercise and little more. I am
particularly concerned about the develop-
ment of objectives for 1978, because
whatever we (to now will be totally out
of date in six months. The approach in
the attached letter takes several of the
important questions we have agreed to in
CAC and casts them in objectives form.
CMM will not be delighted with these.
(over)
,Same s
Taylor, Comptroller
The objectives will not be specific
enough, and they will probably argue
that we are somewhat vague in our
'timing. While all that is true, I do
not think that we need to be at all
apologetic about our approach to their
management task. We have set forth
objectives, and we are in fact doing
considerably more in this area than
Distribution:
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Q/Comet : Comp t :JlTayl or : by :
probably many others are. 1
(1, Oct
76)
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Execufive Registry
6 OCT 1976
Mr. Donald G. Ogilvie
Associate Director for National
Security and International Affairs
Office of Management and Budget
Washington, D.C. 20503
In fulfillment of)Presidential Management Initiatives, Decision
Making and Departmental Organization, Item C. I am pleased to send you
a set of objectives that the Central Intelligence Agency will strive
for and attain during 1977 and 1978.
As you know, over the past two years CIA has been the subject of
intense review by the Rockefeller Commission and by two Congressional
Select Committtees. Executive Order 11905 and a new Senate oversight
committee are the results of these inquiries. Our major task over the
coming months is to develop appropriate procedures and processes to
adjust to these and other very important changes which have taken place
in recent months. The Executive Advisory Group (EAG), composed of the
Comptroller, the four Deputy Directors and the General Counsel, and
formally established in June, is the vehicle I have chosen to advise the
Director and me in making the fundamental policy and other decisions that
are required. The overriding concern of the EAG is to forge effective
management processes that will permit continuing high performance where
CIA excels and improvements where better performance is required.
There are five general areas that we have agreed require improvement.
These involve: sharpening CIA's capabilities to give policymakers what
they really need; establishing an effective Agency management process
that will enable us to coordinate and integrate activities of all
Directorates; improving Agency planning for the future; placing relations
between the CIA and oversight bodies, and the public, on a footing of
mutual confidence and respect; strengthening CIA command and control
arrangements to insure that our activities are within the law and the
limits of propriety; and redrawing personnel policies for the maximum
benefit to the Agency, its employees, and its applicants for employment.
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These priority concerns are the framework for the objectives CIA has
set for itself. The attached objectives demonstrate CIA's commitment
to strive for excellence and will serve as a basic work plan for us over
the next year.
Sincerely,
E. H. Knoche
Deputy Director
Distribution:
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1. DECISIONMAKING AND DEPARTMENTAL ORGANIZATION
Each agency should:
A. Determine the extent to which there is a unit within the agency reporting
directly to the agency head which has the mandate from the agency head
(and the requisite personnel) to assist the agency head in carrying out the
following in an unbiased manner: (a) determining MBO's, (b) assuring that
important decisions are made only after consideration of all relevant
factors, including the impact on competing priority goals of the
Administration and on programs of other agencies, and the views of the
public, (c) identifying the need for and guiding the design and
implementation of program impact and efficiency evaluations, (d) assuring
prompt and complete implementation of the agency head's decisions, and
(e) coordinating all of the foregoing with the agency's budget process.
B. By September 21, report to OMB on the agency's assessment of its-
situation with respect to A above and the steps taker, and remaining to be
taken to establish or upgrade such a unit. Such steps shall not involve an
increase in ceilings or supergrades.
C. Review for possible improvement, the agency's MBO's for FY 1977, and in
accordance with OMB guidance to be furnished, submit proposed agency
head MBO's for FY. 1977 and 1978, as part of the FY 1978 budget process.
D. Promptly include among the agency's MBO's those necessary to carry out
the actions directed by the President at the meeting.
E. Develop and insist on utilization of the decisionmaking checklist approach
to decisionmaking. OMB will provide promptly a draft with a request for
comments and suggested revisions within 30 days.
F.. Review current staffing patterns and structures to identify unnecessary
position layering and excessive organizational subdivisions. Develop a
plan to consolidate subunits with similar and related functions. Establish
guidelines which .will be reviewed by OMB for "assistant to" positions,
including number per policy official and grade level. Procedures should be
established to ensure at least agency deputy level review of proposals to
create new subdivisions and "assistant to" positions.
OMB is developing procedures whereby each year, in conjunction with
budget submissions, each agency will also submit a management plan for
the budget year. Such plans will include initiatives to carry out actions
directed by the President at the meeting as well as such other
management initiatives as appear desirable. Management plans will be
reviewed and finalized in the Presidential budget process.
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