AGENCY ORGANIZATION AND SUPPORT

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP80M01133A001000020004-2
• Release Decision: RIPPUB
• Original Classification: K
• Document Page Count: 8
• Document Creation Date: December 14, 2016
• Document Release Date: November 7, 2002
• Sequence Number: 4
• Publication Date: November 5, 1973
• Content Type: MF

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5 November 1973
ME IORANDUM FOR: See Distribution
SUBJECT Agency Organization C
l.. The following memorandum will outline my views of some of
the roles and missions and basic organizational relationships of the
various elements of our Headquarters. It is obviously a generalized
presentation, and there will be a number of gaps and overlaps on. minor
aspects. These cannot be overcome by careful delineation, but they can
be overcome by active collaboration by all levels of management. Full
realization at all levels that we are all working for the nation should
heighten this sense of collaboration. No single element of the Agency or
the intelligence community has interests independent of the need to work
together to get the best possible job done.
2. Director. As I have indicated previously, I believe the Direczur
.has only one hat. He obviously must.divide his time in response to his
various responsibilities. My concept of the role is to assign overall ob-
jectives to subordinate elements and then give to their leaders the authority
and resources to take the steps necessary to accomplish these objectives
without seeking approval on details from me (except in instances involving
substantial political or operational risk which I_should knowingly assume).
The necessary corollary of this concept is a requirement for detailed post-
audit of results. I will endeavor to develop the expression of objectives in
clear form and systematic post-audit evaluation procedures to carry out
this approach. Various staffs will assist in these regards, but their actions
will be advisory to me,, and I will maintain the integrity and privacy of the
command line between the Director and the Deputies.
One other point. The Director's primary responsibility is in my
view in the substantive field of intelligence support to the President and
other proper authorities. Thus, my first responsibility is to ensure my
own competence in the substantive field where required through briefings,.
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study, etc., and also to ensure the best possible intelligence production
from the Community and the Agency. At the same time, I see the sub-
stantive approach to be the most useful way of attacking my .management
responsibilities. Through the assignment of substantive objectives and
the evaluation of performance against those objectives, we can best de-
termine: the basis for an optimum allocation of resources among the
various components of the intelligence community.
3, The Deputy Director.. The Deputy Director is the alter ego. of
the Director in every respect (except the legal limitation of termination
authority to the DCI alone). He will be kept fully informed of any matter
raised with the Director, and his authority to speak is the same as the
Director's. He will obviously focus more on certain activities than others,.
as will I, but he must be in a position to replace me in every respect at
any time..
?x. av,ana~emeuc 'o -1zr u tee. -Lac iviazzagemenL; %,onuut-cee wiL.con-
t
sist of the D CI, DDCI, the Secretary (Mr. Duckett, also as DDS&T), the
D.. DI, DDM&S, DDO, General Counsel, Inspector General and. Comptroller.
The Committee will meet periodically to consult with. the Director on,
matters dealing with the Agency, . as placed on the agenda by the Secretary
and circulated to members before meetings.
5. The General Counsel will be the legal adviser to the Director
and be consulted on all legal or potential legal problems.
- It/
6. The Inspector General vi.ll report to the Director on matters
requiring his attention stemming from complaint or his independent in--
ve'stigation.. He may make investigations as requested by any Deputy
Director or senior officer or as may be self-initiated where a need is
seen. He will provide administrative supervision to the Audit Staff, but
its reports will be submitted without rricdification to the Director.
7. The Comptroller will be -responsible to the Director on the
Agency program and resource utilization. The Office of Planning, Pro-
gramx -dng and Budgeting is redesignated the Office of the Comptroller
and v rill be responsible for the preparation of the annual program and
continuing performance evaluation, including mouthly Comptroller reports
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to the Management Comaittee, and review and consolidation of com-
,.W ponent Annual Reports. A detailed Notice will be issued defining
the functions of this Office.
8. Intelligence Community Staff. The Intelligence Community
t to the Director and have staff responsibility
Staff will repor
for intelligence community matters. These will include the
director's responsibilities to PFIAB, ~as^Chairman of IRAC,
De
_~
"'. US-LB, Ex om, an C J
Intelligence Community Staff will develop objectives for
ens and organize studies and evaluations of
t
Community ti
munity compon
Community performance. To the maximum degree possible, the
articipation
onent
t
p
e comp
Intelligence Community Staff will genera
in its work and consult with the National Intelligence Officers
for. substantive input.
19 National Intelligence Officers. The function of these
Officers and o the Deputy to the DCI or NIO's has been. outlined
in the basic memorandum establishing these Officers. They will
operate as staff officers for the Director and., through command
channels, stimulate collaboration of all elements of the
Community on substantive problems.. They will also assist in
customer relat:LQns, consultant assistance, definition of
llocation
objectives, evaluation of performance and resource a
and management decisions. In particular, they. will assist in
the-substantive production of the Directorates and in developing...
objectives and performance evaluation systems by the D/DCI/IC:
for the Community and the Comptroller for the Agency.
10. The DDM&S provides resources (financial and personnel)
to Agency operating components for the implementation of the
programs established by the Director and the appropraite
Deputy Directors. He has the authority and responsibility for,
the direction of the activities of the components in the
Management and Services Directorate and for the allocation of
their resources to meet the requirements of the Agency. The
Office Directors in the DDMI&S have a staff responsibility to
the Director for their particular fields as well as their direct
operating responsibilities. Each of them performs management
and services functions for the entire Agency. Each furnishes
resources and has the obligation to provide policy guidance
and assistance in the management of those resources on behalf
of the Director to the managers who have the responsibility
for their use. The responsibilities of these Offices to the
Director are fulfilled under the authority of the DDM S.
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11.. Executive Secretariat. This office's functions are
as described in the Notice establishing the office. It is an
office of service to the DCI and DDCI and the various offices
report_i-ng directly to the DCI, e.g., the General Counsel,
Legislative Counsel, IC Staff, NIO's, Comptroller, and IG.
Distribution:
DDCI
DDSET
DDI
DDNI S
DDO
D/DCI/IC
D/DCI/NIO
General Counsel
Inspector General
Legislative Counsel
Comptroller
Executive Secretary
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DCID 1/2 was coordinated at the working level
by an ad hoc task group. All USIB members
except the FBI participated.
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