RESPONSIBILITIES OF THE AO/DCI

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP80M00165A002600090002-6
• Release Decision: RIPPUB
• Original Classification: C
• Document Page Count: 3
• Document Creation Date: December 20, 2016
• Document Release Date: July 20, 2006
• Sequence Number: 2
• Publication Date: February 26, 1977
• Content Type: MF

Approved For Release 2006/07120 :CIA-1D180M00165A002600090002-6
!February 1977
_'.',88C'111V^ FtE rTiStty
MEMORANDUM FOR: Acting Director of Central Intelligence
4
FROM : B. C. Evans
Executive Secretary
SUBJECT : Responsibilities of the AO/DCI
1. In response to your request for comments on the position of
AO/DCI, this memorandum sets forth the factors which I feel affect the
position grade to be authorized.
2. The fundamental support concept in the DCI Area is a centralized
administrative management support for the total DCI Area headed by an
experienced officer to whom the DCI and Executive Secretary can delegate
authority to effect necessary administrative actions. The individual
assigned to this position is responsible to the Executive Secretary for
meeting the support requirements of all DCI Area organizations and per-
sonnel. At the same time he must assure quality control and compliance
with established Agency policy and regulations. While the AO/DCI reports
to the Executive Secretary, he also reports to the DDCI and DCI, occa-
sionally directly, but often indirectly through the Chairman of the "E"
Career Service Board, Comptroller, D/EEO, DDA, and Executive Secre-
tary. The role of the AO/DCI is similar to that of a Directorate Support
Officer. His responsibilities cover the total range of administrative and
comptroller functions of the DCI Area, including personnel, budget, train-
ing, security, logistics, records management, and travel support to the
DCI, his staffs, and independent offices. He is delegated approval authority
by the DCI for all administrative actions involving the DCI Area including
reprogramming of funds and the projection of new resource requirements
required by virtually continuous changes in organization, workload, and
manpower requirements.
3. The following indicates the wide range of the AO/DCI's respon-
sibilities:
a. Comptroller functions include continual examination of
the relationship of the financial situation to existing and new 25x1
program requirements, and responding to all Comptroller re-
quests for data or action affecting the DCI Area. The budget
exceeds
Financial transactions, which number in the hundreds each 25x1
year and vary widely in size, complexity an riorit-CLP
e
responsibility for the DCI Area and the y, include
operational entertainment acco
//gg 25x1
LT.
v ^rrarr,r:,~ '?.Y l`,1t 7rlt'~ i';'('1^" /l
 f ": If 'i
Approved For Releas" 2006/07120: CIS RDP80M00165A002600090002-6
40
b. Personnel functions include coordination of recruitment
requirements, placements, career counseling, training, assess-
ing the status of and stimulating the application of the Agency's
EEO policies and programs, and reviewing and determining hiring
procedures for temporary, part-time, consultants, other Agency
details and other non-staff personnel. As Secretary of the Execu-
tive Career Service Board, he determines meeting agendas, stimu-
lates action in career management areas, and assures implemen-
tation of Board decisions. He is responsible for the preparation
of E Career Service APP/PDP reports.
c. Logistics functions include procurement, evaluation of
space requirements, space allocation, service contracts, the
maintenance of all property-in-use records, and reporting. The
cost/benefit evaluation of proposed procurement actions and the
responsibility for approval of procurement actions for the DCI
Area rests with AO/DCI as the manager of the centralized DCI
Area procurement account. He is also responsible for the DCI
Area Records Management function.
d. Security functions include an overview of the total security
program of the DCI Area excepting only the DCI, DDCI, D/DCI/IC
personal security protection staff. The AO/DCI advises and assists
senior DCI Area officials in the implementation of good security
practices and provides security guidance to all DCI Area employees,
contractors, contract employees, consultants, detailees from other
agencies, and others. He advises the Director of Security and
security officials of other agencies on the resolution of security
issues affecting DCI Area personnel, including problems related to
audio countermeasures, physical security, personal security, in-
vestigative support, and document security. The DCI Area Security
Officer under the AO/DCI represents the DCI Area on the Agency's
Safety Committee and monitors Agency safety planning applicable
to the DCI Area including investigation of accidents and preventive
recommendations. The DCI Area Security Officer also serves as
the Special Navy Control Officer insuring compliance with Navy
regulations in the control of their material while it is in the custody
of offices or individuals assigned to the DCI Area. Under the super-
vision of the AO/DCI, the DCI Area Security Officer is in effect the
representative of the Director of Security on the staff of the DCI.
 Approved For Relea$e 2006/07120: CIA-RDP80M00165A002600090002-6
W
4. There are administrative focal points in each DCI Area compo-
nent ranging from the secretary to the office chief to a senior -level special
assistant, but the responsibilities of the AO/DCI require him to deal directly
with DCI Area Office Heads and their Deputies. Inter directorate relation-
ships are with Directorate Executive Officers and Office Heads and, on
occasion, directly with the Deputy or Associate Deputy Director of the
Directorates.
5. When Executive Director-Comptroller Colby abolished his posi-
tion and asked me to develop a centralized administrative management
support office for the DCI Area in order to provide even application and
control, the role of the AO/DCI increased in complexity and importance.
It then became more important than ever that the AO/DCI be an experienced
officer, capable of making a decision in an environment that more than
ever invited the independent Senior Staff Chiefs to go over his head. That
they seldom have is a tribute to the system, as well as to the incumbent.
Both the AO/DCI and the Executive Secretary measure their effectiveness
in inverse proportion to the number of problems they have to take to the
DDCI and DCI for resolution. I believe the AO/DCI position calls for a
senior officer with maturity and broad administrative experience. The
position should also afford an opportunity for growth so as to attract an
individual at the GS-15 level who, with demonstrated ability and interest,
could look forward to promotion possibilities without pricing himself out
of the job with a promotion.
rST.Ci~g vT7'ON: