AGENDA FOR THE DEPUTIES MEETING ON TUESDAY, 19 SEPTEMBER 1972

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP84-00780R004600150007-1
• Release Decision: RIPPUB
• Original Classification: C
• Document Page Count: 22
• Document Creation Date: December 19, 2016
• Document Release Date: December 14, 2006
• Sequence Number: 7
• Publication Date: September 13, 1972
• Content Type: MF

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D D IS R E G
MEMORANDUM FOR: Deputy Director for Intelligence
Deputy Director for Plans
Deputy Director for Science & Technology
Deputy Director for Support
General Counsel
Inspector General
SUBJECT : Agenda for the Deputies Meeting on Tuesday,
19 September 1972
The following subjects will be discussed at the Deputies Meeting
at 2:30 on Tuesday, 19 September:
a. Contacts with the American Private Sector. Please see
my memo of 10 July on this subject, previously forwarded to
you (:R 72-2036/4).
/ b. Senior Officer Schools and the CIA Senior Seminar.
~~V// No preparation needed.
c. Foreign Affairs Executive Seminar. Please see my
memo of 10 July on this subject, previously forwarded to you
(ER 72-195/4).
d. MAG Annual Report. The MAG report was forwarded
to you by my memo of 8 August (ER 72-4383).
e. Award Ceremony Procedures. Informal discussion --
no preparation needed.
f. Intelligence Museum. The attached draft will be discussed.
25X1
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cc: Dir ctor of Personnel
Colby -7 I
Executive Director-Comptroller
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DRAFT - 15 September 1972
MEMORANDUM FOR: Deputy Director for Intelligence
Deputy Director for Plans
Deputy Director for Science and Technology
Deputy Director for Support
SUBJECT : Training Board of Visitors
1. At the Director's Annual Conference in May, the suggestion of a
Board of Visitors to the Agency training effort was given general endorsement.
Consequently, after consulting with the Inspector General and the Director of
Training, I believe now is a propitious time to proceed with the establishment
of such a Board.
2. The purpose of the Board of Visitors is to identify training needs
within the Agency and to assess the programs of the Office of Training in
meeting these needs through its own and Agency-sponsored external training.
I am particularly concerned that there be a planned, precise, systematic use
of training as an integral facet of personnel management and organizational
development in the Agency.
3. I am herewith appointing Mr. William Broe, the Inspector General,
as Chairman of the Board of Visitors and Mr. Harry Fisher, Director of
Personnel, as an ex officio member. Each Deputy Director is requested,
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following consultation with Mr. Broe, to designate one of his most senior officers
as a member of the Board. The Director of Training is requested to designate
one of his officers to be Executive Secretary to the Board.
functions:
a. Assess use of training in terms of employee and
organizational development and advise the Deputy Directors
concerning measures for improving training as an instrument
of personnel management within their Directorates. In this
connection, I am also concerned about increasing the
effectiveness and participation of the component training
officers in personnel planning.
b. Examine operations, intelligence, and support
doctrine being presented by the Office of Training and advise
the Deputy Directors concerning guidance needed from the
Directorates by the Office of Training to enable the latter
to fulfill its mission.
c. Identify and describe for the Director of
Training those job skills which need to be developed by
training.
d. Evaluate the validity of OTR's courses and
programs, including external training, by examining
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training objectives, content, and resulting on-the-job
performance of employees, and recommend to the Director
of Training the addition, modification, or elimination of
training programs as appropriate.
5. In executing its responsibilities, the Board will convene at the call
of the Chairman at least once each year, but may convene more often as
circumstances dictate. Minutes of all meetings should be recorded. The
Chairman shall have responsibility for developing the agenda for the Board
through such consultation with Board members and other Agency officials as
he may elect. The Chairman or his designated representative is to prepare
an annual report, including recommendations, for submission to the Director
and the Director of Training. Dissenting or differing views of Board members
should be included in this report.
6.. The Board is authorized to establish standing or ad hoc committees
to undertake activities specifically approved by it. Membership on such
committees should be determined by members of the Board but need not be
limited to them. I would expect, for example, the services of the Inspector
General's staff to be available for use by the Board. The various members of
the Board also will certainly have particular special interests and, therefore,
it would be appropriate to have Directorate caucuses led by the Board of
Visitors member for that Directorate. I would hope, however, that the Board
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as a whole would take the broadest possible view from the standpoint of overall
Agency interests, as well as reflect the needs of the individual Directorates.
7. Secretarial and other support services required by the Board itself
should be provided by the Office of Training. Individual members and
committees in need of services may call upon other components as circum
stances dictate.
8. I would appreciate your giving the Board of Visitors your fullest
support and urge you to initiate action for designating your representative
as soon as reasonably possible.
cc: Inspector General
Director of Personnel
Director of Training
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MEMORANDUM FOR: Deputy Director for Intelligence
Deputy Director for Plans
Deputy Director for Science & Technology
Deputy Director for Support
SUBJECT : Intelligence Museum
1. I hope within the next few weeks to establish a program for
conserving and, when appropriate, exhibiting material which has
been significant in the development of CLk and its operations, before
such material is lost or dispersed.
2. In order to accomplish this, I intend to appoint an Intelligence
Museum Commission, which will be responsible for establishing and
then supervising the following program:
a. Identifying, cataloguing and conserving documents, photo-
graphs, hardware and other materiel, and miscellaneous memo-
rabilia which have been significant in the development of CIA
and its operations;
b. Arranging for their progressive declassification on terms
agreed to by whichever directorate used the material operationally;
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c. Exhibiting the material when exhibition would have a
salutary effect on employee morale, on training, or on special
problems the Director identifies.
3. The Commission will be responsible to the Executive Director,
but as noted in 2b above, it must also be responsible to the operational
security needs of each of the directorates. Therefore, I am asking
each of you to nominate one member to the Commission. Also, I would
like to have your nominations for advisers to represent each unit within
your directorate which may have a special stake in assembling a historical
collection of intelligence materials. NPIC, TSD, and OC seem to me to be
such units, particularly because most of them already have developed
similar programs on their own.
4. I plan to appoint a Chairman who would in addition be responsible
for being cognizant of the interests in these regards of the independent
units in the Director's Office. Furthermore, I believe there should be
at least three ex officio members. At this time, I have in mind the Agency
Historian, the Curator of the CIA Historical Intelligence Collection, and
a representative of the Fine Arts Commission, the last in order to
establish coordination between these two Commissions. The Agency's
Historical Staff will act as Secretariat for the Intelligence Museum Com-
mission.
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5. I do not intend that the Intelligence Museum Commission
should take physical possession of all material that it identifies and
catalogues for the historical collection. Offices which have the space
and interest in housing their own historical material may retain cus-
tody of it so long as it remains available to the Intelligence Museum
Commission and is not destroyed or dispersed without the Commission's
sanction. Finally, the functions assigned to the Commission shall in no
way interfere with the historical and archival (records management)
functions already assigned in the Agency.
W. E. Colby
Executive Director- Comptroller
Y'iz"~'k+f tl 59~
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SENDERWILL CHECKCLASS LFICATION TOP AND BOTTOM
UNCLASSIFIED CONFIDENTIAL SECRET
OFFICIAL ROUTING SLIP
TO
NAME AND ADDRESS
DATE
INITIALS
1
DD/S
2
3
4
5
6
ACTION
DIRECT REPLY
PREPARE REPLY
APPROVAL
DISPATCH
RECOMMENDATION
COMMENT
FILE
RETURN
CONCURRENCE
INFORMATION
SIGNATURE
Remarks :
Attached is an additional agenda item for
tomorrow's Deputies Meeting.
FOLD HERE TO RETURN TO SENDER
FROM: NAME. ADDRESS AND PHONE NO.
DATE
Executive Director-Comptroller
18 Sep 7
UNCLASSIFIED CONFIDENTIAL
SECRET
FORM No. 237 Use previous editions
roved For Release 2006/12/15
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? 18 September 1972
PROGRAM EXECUTION PROCEDURE
1. On or about the beginning of each fiscal year, the Director
will approve an operating plan for each organization component
(office or equivalent). The plan will consist of. one or more key
factors (dollar thresholds) through which the operation of the
component will be monitored. An appropriate framework for.
an operating plan for each office will be developed by O/PPB in
coordination with the Directorate planning officers, and will reflect
the decisions made in the annual program review.
2. Approval of a component operating plan supported by the
allotment of funds will constitute authority to obligate funds in
conformance with the approved plan, and no further Agency level
approval will be required except for notification to the DCI of
imminent action on selected activities. This notice will consist
of a paper which briefly describes the action to be taken, the date
of proposed action, and indicates when and by whom the action was
approved. In general, this notice will be required before obligation
of funds for projects which are politically sensitive, major contractual
agreements, purchase of real estate or construction and major procurement
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actions. Notification will be made as soon as all arrangements for
action have been made, and not later than five working days before
the action is to take place, except that in case of emergencies, notice
shall be provided as early as possible before the action, or as soon as
possible after the action where circumstances preclude prior notice.
3. Because of inadequate' information, it may not be possible
at the beginning of the fiscal year to reach a decision on every key
factor of an operating plan. In such cases, plans will be approved
with appropriate limitations. Issues remaining will be resubmitted
by the Directorates at a later time for DCI decision.
4. Whenever, after approval of an operating plan, circumstances
require a(change lin any of the key factors of that plan, a Deputy
Director may reprogram within his total funds by re nesting that
O/PPB make the appropriate allotment or suballotrnent changes.
Whenever a a~or chan is required, or whenever the change cannot
be accommodated within the Directorate total, the Deputy Director
will seek the Director's approval by submitting an appropriate
memorandum to the Director through the Executive Director-
Comptroller. There is no fixed format for this submission.
It should be a paper which clearly and succintly
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describes the issue, feasible alternatives, resource requirements
and action recommended to the Director.
5. The Executive Director-Comptroller will monitor all
operating plans by post audit, by watching the application of
resources as reported monthly in the accounting systerns of the
.Agency and by making inquiries directly and through O/PPB and
the Inspector General. He will keep the Director currently advised
of program implementation and changes.
6. Resources which are not being used will, in consultation
.with the appropriate Deputy Director, be earmarked. for use by the
Director for unfunded and quick reaction requirements. Should
these amounts be inadequate for unantici ated priority re
-------------
the Executive Director-Comptroller will look to each Deputy to
identify the lowest priority items which can be deferred or. cancelled
to make available resources required for unprogrammed requirements
of the Agency.
7. For this decentralized and simplified system to succeed, it
is essential that every component make accurate and timely
adjustments to the data base in the accounting systems of the Agency.
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..; eptem er
Special Instructions fo.r Program Execution
will be taken as a matter of course. Second, whenever the repro
1. Once operating plans are established, each Deputy Director
is authorized to reprogram his total funds as he sees fit, subject to
two limitations. First, he must request O/PPB to make a formal ILLEGIB
reallotment for shifts of funds among components. These actions
gramming sought i significant enough to require DCI approval,
the Deputy Director will be expected to seek such approval before
he takes reprogramming action. The Exec--.u:ive Director will _
monitor all reallotment requests and will advise the Director on
any matter he believes warrants such advice..
for and tailored to the specific nature of each component's operations.
These are the specific points of the comp- -::ant's plan through which
the operation.of the component will be monitored.. After an initial
period of experience, it may be desirable to assign key factors on
a Directorate-wide basis rather than a component basis. For the
present, however, the dollar.budgeted level of organizational
component will be the key factor. Additional key factors may be
added or eliminated from year to year or even within a year
depending on the significance of programs. Reserve releases
IA-R DP84-00780R004600150007-1
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will, by and large, always be individual key factors in line with
our agreement with OMB.
3. Each Deputy Director is required to forward to the DCI
through the Executive Director notification of imminent action in
the following circumstances:
a. Politically sensitive projects. As used here, a
politically sensitive project is any Agency endeavor which
carries a significant risk of causing embarrassment to the
United States Government in general or to the Agency in
particular. In general, Directorates should discuss any
such activities in the review of their annual programs.
Whenever any endeavor appears to be politically sensitive,
DCI approval should be sought even before the contemplated
action is put under preparation. The forwarding of notice
that the undertaking is about to happen will provide a final
safety device to assure full top-level coordination of these
high-risk endeavors. 40 Committee approval of politically
sensitive activities will fulfill the above-stated requirement
to notify the DCI.
b. Major contractual agreements. Directorates should
identify and seek DCI approval of ajoi contractual agreements
as part of their annual program reviews. Once approved,
notification of imminent action will be required to assure final
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coordination. It is intended that Agency program reviews will,
to the extent possible, include a review of work to be undertaken
on behalf of and funded by other agencies. Appropriate systems
for monitoring the execution of these programs will be established.
c. Purchase of real estate or construction. No funds will
be obligated for the purchase of real estate or for the construction
of buildings or for the
major repair or rehabilitation of buildings
without DCI approval. DCI approval for such actions will
normally be obtained as part of the program review process.
Notification of action will assure final coordination,
d. Procurement or lease of ADP equipment. DCI approval
will be required for: thr purchase or lease of any computer
system with a purchase value of $50, 000 or more; the upgrading
of current systems where the cost of upgrading is $48, 000 in
annual leases or $150, 000 in purchases; and for any annual ADP
service contract costing $50, 000 or more. Notification of
imminent action will be required for the purchase or lease of
any central processing unit; for upgrading of an existing system
costing over $48, 000 for annual leasing or $150, 000 for purchase;
and for any ADP service contract costing $50, 000 or more per
year.
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--
8
'TOP'. iJe` uty Director for intelligence
C>
~~ put1 Director for '-'San
ep ~y Director for Su-port
e uty Director ?o-Science and Technology
BJE'CT _ Annual Resort -- Management Advisory Group
Attached i3 MAG's annual report to the Director, less attachments,
za=iy of which caa be obtained by calling, rmy office. I met with them a few
tiY'~eks Xo to report on what Qctlon3 have been taken 0 -hat are responsive
o their yariou3 recomn.? endations. i also discussed the reuort :rItth the
Director and to review it with you at some future Deputies v.eetIn .
Vi E C
4Y . E. Colby
Executive
cc: -- rector o1c Person. nel
G:;neral Coansel
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r0?; Director of Central ;-
i gee ~?_:
,CJtCT i`: 't (V! ties 01: the ryanagement Advisory Group,
June 1971 - May 1972
1. This memorandum summarizes the activities of the Management
Advisory Group during its third year of existence.
2. There again has been a complete turnover of the MAG
membership, in accordance with an amended policy of staggered one-
year terms. Meetings have generally been held twice a month, to
include both a business session and a dinner session. Our guest
speakers have included (in order of a nr )
Messrs. Cunningham,
25X1 T...?edy,IlOsborne, Fisher, Colby, White, Maury,
F
Proctor, Briggs, and Duckett.
3. llA',G submitted ten
papers on f,_ ;-nc?y' problems to the Executive
Director -Co atrol ler this yea,--'
A. Comments ?n IICiack Emoloym;e
n at C1 AI ~ Commenting upon
pci~r a group or Junior OF, icers, iiAG took the
position that the total minority employment effort should
be considered, not just Black employment. We opposed any
form of quota system and supported the
'~ lowering of
qualification standards only for highly motivated
applicants With clear potential. (Tab A)
t?tixititizing Program and iManpo',;e Productivity - il,iAG
r co.:: ndea a long-term approach to alleviate the negative
effects of periodic personnel and budget cutbacks. i;;is
would include greater emphasis on the es tab] ishment of
program priorities, elimination of marginal activities,
eI fective employee evaluations, and imaginal! V, career
deve1 o r..ent. MAG also sucgested re-location of "plU-eavuC%"
`"
'
iildivi?duals and inter-o; i ice/direct orate move;--
1 of
professionals. (Tab B)
C. "
__ s rc^^. S. t0 i':_I!n"~air.~ ;=CiD1Oy'_'.e i'':Or~lc^. In
eriod: G Austerity - I n response to ias t f a i l s
i'. sidan;.lal direct IVes ii to supplement 1 Jnl_I' !'
i c ! - _ - n I
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on Oct. i fairnass
in a SI(7 - 7 s and _
training and o ,nntstion trips. (Tab
D. ;!an< ge;-,_nt Training - AG
=HAG reiterated its L^1 lei that that basic
supervisory training should he prCVICGd new supervisors
within six months of assignment to an initial supervisory
position. (Tab D)
E. A' 3-Day !Jorl: Veal: for Certain Agency Coinpor+ents - MIAG
proposed a three-day 12 1/2 houra day) work week for
computer operators in view of several unique advantages
it should provide to computer center management. (Tab E)
F. Non-traditional Work Schedules - NAG recommended that ton
management keep itself informed on the 4-day work week and
other alternative work schedule experimentation. It was
proposed that an inter-directorate study group investigate
the applicability of such schedules to the work of various
Agency components. (Tab F)
G. _Developm:ent of the Agency's Language Capability - NAG felt
that this would be greatly facilitated by unequivocally
tying career development to demonstrated language
proficiency, as appropriate. (Tab G)
H. CIA's Domestic Activities - MAC expressed its concern
regarding possible repercussions to the Agency if an
Agency component is discovered to be systematically
collecting or maintaining information on U. S.
citizens
within the United States. (Tab H)
Optimization of the Agency's Research 1
and Lever I cpm?nt ,?1f0 i"-'
NAG suggested the need and c some methods for improving the
interlace between developer and user, long-range planning,
a change in the project approval procedure, flexibility
regarding Sole-source con'_ra?Cts, the ccr `.)intion of
smaller projects into larger ones, and an Ri7 cc reo`
service. Duplication of effort was not considered to
a major problem. ( ob ! )
Coordination o- CIA Attendance and r ~
r~t~i.l ltt;' at
reco:, ?nded that the Agency adopt c!i:
cl. :i n
. a ~ d
rdinat, ~ on pr-oc_.
iJJ - ur;: for it e r - n ?J;1 c,
_ _ I c~~ n i r
_. ce by its overt employees to c-vJ~ . i
; d t:':1~ in ON An
and operational activities b , r
IM.0s. (Tab J)
4'
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5 trch 1 'S1 r,,,
and in!rcri.m d tha Ori
S C',
L: s
St.i"CcSi=IO:iS C:') 1(2 It=i
Pi ,actor-Cc ;,.roller or o L ~' , )
r ar rop r i f ices .
5. Other
~-l ac ':;ere:
A. Revie,: of the CIA Fact 8cok.
E. Consideration of housing problems of ne:?!ly arrived
cleri cal employ ees.
'L:~, I a~r,i -s a usterity program.
D. Disc'.:ssion w 7th "r1r.
Ka rames s i r,es regarding the Do yes t i c
Activities paper.
E. Discussion with Mir. Thuerfrer regarding Agency public
and press relations.
F. Presentation Of MAG functions and activities to parti-
cipants in several OTR COUrses.
6. 1,L-- are continually asSesSinc iAC'S tbi l itles to meat the
purpose of its charter and are continually
adjusting our operational
approach to nac_t prevailing points of view. tie all consider Our IMO
experience to be individually reward1n that g. In time, we hope tat,A
1';ill become more widely recognized and that management, including t,--
deputy dl rectors, wl i i calf 1 upon it more frequently to serve as an
inter-directorate reflective body on col icy, issues.
r,~'. i;;CE1:`rl {T ABU (SPRY GROUP
as stated in paragra