DCI/MAG ISSUE PAPERS

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP84B00890R000500070001-7
• Release Decision: RIPPUB
• Original Classification: C
• Document Page Count: 12
• Document Creation Date: December 14, 2016
• Document Release Date: April 14, 2003
• Sequence Number: 1
• Publication Date: March 30, 1981
• Content Type: NOTES

Approved For Relea NP P,%gi -lc#j u~` A00890R000500070001-7
L.
NOTE FOR: Mr. Hugel
a
Chairman, DCI Management
Advisory Group
SUBJECT: DCI/MAG ISSUE PAPERS
Attached are three "Issue Papers"
which the DCI/MAG recently gave to the
DCI. I thought you might want to see
them before your meeting with the MAG
later today.
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 tR~NS~t~p Date
Approv P l~YPe Zvv31v~12T` ~DP84B00890R000500070001-7
TO:
1.
(Name, office symbol, room number,
building, Agency/Post)
&C)
Initials
Date
30Ni~
2.
19 Q ~A
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3.
06&
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4.
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-
Ion
-
File
Note and Return
pproval
For Clearance
Per Conversation
s Requested
For Correction
Prepare Reply
irculate
For Your Information
See Me
mment
Investigate
Signature
Coordination
Justi
DO NOT use this form as a RECORD of approvals, concurrences, disposals,
clearances, and similar actions
Approve For Release 2003/05/27 : CIAM.N 59D700001 -7
U. S. GPO:1978-0-261 -647 3354 fPMR (41 C 101--11.206
 Approved For' (ease 2003/05/27 : CIA-RDP84B0089w? 0 Q500-Q70001 T"
DCI/MAG ISSUE PAPER
ISSUE: There is a pressing need for action to revive the
aura of special mission and unique "can-do" attitude that
pervaded the CIA in the past, but which has noticeably
dimmed in recent years.
BACKGROUND: The cumulative effects of congressional
investigations, negative public attitudes, and complex
restrictions and guidelines which discourage individual
initiative have had a suppressive impact on the Agency.
The tendency in recent years toward Agency conformance
with government-wide personnel and administrative policies
has also been detrimental.
Financial rewards have never been the key element in
attracting the best available people to intelligence
work. We have instead relied on the special, uniquely
important nature of our work. In recent years, however,
the luster of intelligence work has been tarnished,
while the financial gap between rewards available at the
Agency and those attainable in the private sector has
widened. At the same time, disincentives to overseas
service have increased dramatically.
As a result, there is a real question as to whether
the Agency will be capable of responding effectively as
it is increasingly called upon to achieve improved
performance.
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RECOMMENDATIONS: -- Consideration should be given to use
of the DCI's personnel authorities to create special pay
and incentive scales for intelligence specialists in
areas such as engineering, science, language, and law.
Creative compensation/motivation systems for the Agency's
clerical and secretarial personnel are urgently needed.
DCI personnel authorities might also be used to establish
a corps _of intelligence reservists from the ranks of retired
personnel- Such a~-corps would be available for temporary
assignments without detriment to retirement status and
benefits.
-- Ways must be found to restore the Agency's
traditional esprit de corps. It is particularly important
that the DCI demonstrate his understanding of the uniqueness
of the Agency's mission and function by resisting application
of inappropriate government-wide policies to the Agency.
This is particularly important in areas which impact on
the calibre of personnel and on the Agency's need to
function outside of normal government-wide routine with
respect to hours and working conditions.
-- It must be recognized that achievement of a more
effective Agency (a goal shared by the Administration)
will inevitably involve some conflict with Administration
policies in the personnel and fiscal areas. The DCI should
acknowledge this and make his views on the issue known to
Agency officers.
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 Approved FoPRelease 2003/05/27 : CIA-RDP84B008 000500070001-7
DCI/MAG ISSUE PAPER
MANAGEMENT ACCOUNTABILITY
ISSUE: Over the past few years there has been a noticeable
deterioration in the exercise of managerial responsibility
at the first-line and middle levels of Agency management.
This has been evidenced by a growing tendency to
"delegate upward" the decision-making responsibility
for many matters--especially personnel management--
which are more appropriately resolved within an immediate
component.
BACKGROUND: This trend seems to have been caused by
several developments:
-- the emergence or expansion of senior staffs
at both the directorate and DCI level.
-- the apparent increasing complexity of the
rules and goals of personnel management.
-- insufficient or inappropriate training for
new first-line supervisors.
RECOMMENDATIONS: We believe that this trend is deleterious
to a strong and effective Agency, and that it can and
should be reversed at the earliest opportunity by the
issuance of firm guidance from the DCI level on the
following points:
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-- Supervisors and managers at all levels are
expected to exercise the full authority of
their position to ensure the proper functioning
of their components.
-- When it is necessary to seek the guidance,
or invoke the authority, of a more senior
official, managers must prepare their own
recommendations for a decision rather than
simply bucking the problem "up the line."
-- Superviso-rs must, within 18 months of a new
assignment, have received formal training
appropriate to their duties and level of
responsibility.
-- It should be clearly emphasized that staff
personnel are responsible for assisting the
Agency's line managers, and must work through
them rather than intervening in line functions.
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 Approved ForRelease 2003/05/27 : CIA-RDP84B0089' 000500070001-7
DCI/MAG ISSUE PAPER
INTEGRATED RESOURCE PLANNING
ISSUE: Because of the enormous resources required
to develop and operate technical collection
systems,. it is standard practice to calculate the
costs and benefits involved in undertaking any
such commitment. Unfortunately, the nature of
the Agency's organizational structure has led
to incomplete integration of processing and
analytical impact into the planning process.
Disjointed inter-directorate resource planning is
related to some of the "quality of analysis"
criticism leveled at the Agency: i.e., why
doesn't an increase in collection volume lead to a
commensurate improvement in finished intelligence
products?
BACKGROUND: The problems begin long before a collection
system comes into operation:
-- DDS&T and its contractors calculate figures
for their costs in developing and operating
a system, but NFAC is not required to calculate
the long-term resources needed to cope with
the increased data to be generated by the
system;
--- nor are the processors and users always asked.
to assess in advance what the "value added,"
or benefit, from new collection products
is likely to be.
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The problems of resource planning are further
complicated by several other factors:
-- technical systems tend to be heavily capital-
intensive, with the most visible costs
occuring in the short-term.
-- processing and analysis are (despite
increasing automation) irreducibly labor-
intensive, and are a recurring, long-term
cost-
Congress has been more willing to provide
funds for new technology than to provide
the manpower and work space required to
cope with its effects.
Under these conditions, the processors and
analysts of technically collected data have tended
to conduct their planning and resource management
on an ex post facto basis.
RECOMMENDATIONS:
-- Commitments to proceed with new technical
collection systems should be made only
after a systematic assessment of the
utility of the data to be collected
and the preparation of an impact state-
ment detailing the processing and analytical
resources which will be required to deal
with it.
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 Appro lf(??Mle % Q 7 tSIA~ea18wB~h9 e0 p~ob7jem1-7
through the recently-formed Advanced Systems
Planning Group (ASPG), which is designed to
ensure that collectors and exploiters are
sensitive to NFAC's projected intelligence
needs for the 1980's.
The ASPG should receive the strong support
of senior Agency management, especially
the Comptroller.
Its charter should be broadened to include
intelligence needs beyond the mid-1980's.
Its input to new collection system proposals
by the DDS&T must precede decisions for
funding.
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 Date
Appro@@VTIN R@MsVW06N ft : Pr-RDP84B0089OR000500070001-7
TO: (Name, office symbol, room number,
building, Agency/Post)
i. EO/DDA
Initials
Date
27
ADDA
01
3.
DDA
4.
__
on
File
Note and Return
roval
For Clearance
Per Conversation
Requested
T
For Correction
Prepare Reply
ulate
For Your Information
See Me
ment
r
Investigate
Signature
Coordination
Justify
REMARKS
Background information plus a list of current
DCI MAG members -for Mr. Hugel's meeting on
Monday, 30 March, at 4:00 p.m.
DO NOT use this form as a RECORD of approvals, concurrences, disposals,
clearances, and similar actions
A bled For Release 2003/05/27: atAGIRd1P8e1i,0( 9ORdQ0 070001-7
Proscribed by GSA
*U. S. G;r0: 1 575-0--261 (,17 337A FPMR (41 CFR) 101-11.206
 . ,?1 117 "~1 p
I ( S
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The Management Advisory Group
(DCI ,"SAG)
The DCI Management Advisory Group was established
in 1969 in an effort to facilitate access on the part
of the Director to the views of mid-level Agency offi-
cers on matters of concern to Agency management, and
on issues brought to management's attention by the MAG.
The MAG consists of fourteen professional career
officers, most with management responsibilities, in
grades GS .1.2-16, from all Agency Directorates, the
National Foreign Assessment Center, and the Office of
the Director. Management advisory groups also exist-
within various directorates and offices of the Agency',
but the DCI HAG is the only such group which has Agency-
wide representation.
The MAG's recent activities have included a highly
successful "in-house speakers program," which has pro-
vided a forum for top-level Agency leaders to exchange
views with employees on a variety of issues. The DCI
and DDCI, the heads of several directorates, and the
Agency's General and Legislative Counsels have partic-
ipated in this program.
The MAG is a unique resource which is available
for consultation whenever the Director or Deputy Direc-
tor desires the indepedent counsel. of mid--level officers.
A roster of the current NAG, accompanied by brief bio-
graphic sketches of each MAG member, is attached.
The MAG can be reached directly through its current
Chairman, or via the Agency's Exe-
cutive Secretary, Ben Evans
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