RESPONSIBILITIES OF THE AO/DCI

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP80M00165A002600090003-5
• Release Decision: RIPPUB
• Original Classification: C
• Document Page Count: 3
• Document Creation Date: December 20, 2016
• Document Release Date: October 16, 2006
• Sequence Number: 3
• Publication Date: February 26, 1977
• Content Type: MF

Approved For Release 2006/10/16 :`GfA-PDP80M00165A002600090003-5
0 i February 1977
MEMORANDUM FOR: Acting Director of Central Intelligence'
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, Comptrolle I, 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 nclude continual examination of
the relationship of the financial situation to existing and new .
program requirements, and responding to all Comptroller re-
quests for data or action affecting the DCI Area. The budget
exceeds
Financi s c ions, which number in the hundreds each
year and vary widely in size, complexity and priority, include
responsibility for the DCI Are and the Agency's
o
ti
pera
onal entertainment accou
 aved For Release 2006/10/16: CIA-RDP80M00165A002600090003-5
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 Release 2O{ 6/1.116_: C.A ?jJP8.0M00165A002600090003-5
e
scalps are with Directorate FN_-P- .,44;._.. err-____ r irectorate relation_
assistant, but the responsibilities of the AO/DCI require him toe deal direct
with DCI Area Office Heads and their Deputies Irat
d it-ectly
nent ranging from the secretar to ti,: Y"j1zLL 2a earn UGI Area compo_
Directorates. p . Y or. ssociate Deputy Director of the
occasion, directly with the De at~ A ;~~cl' "rj`~ vs.uce .Heads and, on,
5. When Executive Directo
C
r-
omptroller Colby abolished his pos
tion and asked me to develop a centrali
d
d
ze
a
ministrative management
support office for the DCI Area in order to provide even application and,
control, the role of the AO/DCI i
r taff Chiefs.to:-go over his head.. That
they seldom have is a tribtif,. t^ +I,- __-___
s
n zn an environment that more than
ever invited the independent Senzo S
a
n ever that the AO/DCI be an experienced
officer, capable of making a deci
io
ncreased in complexity and importance:
It then became more important th
could look forward to promotion possibilities without pricing o interests
of the job with a oromot-ion g himself out
position should also afford an opportunity orustrative experience.. The
individual at the GS-15 1eve1 h growth so as to attract an
f
er o 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 bro d d
Both the AOIDCI and the Executive Secretary measure their effectiveness
in inverse proportion to. the numb
ES/BCEvans: sfk
.Distribution:
O - Addressee --
1 - . DDA
1 - D/Personnel
1 - AO/DCI
I- ES Chrono
-B. C. Evans