Survey of Interdepartmental Committees

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP75-00662R000100150009-9
• Release Decision: RIFPUB
• Original Classification: S
• Document Page Count: 3
• Document Creation Date: December 9, 2016
• Document Release Date: September 24, 1998
• Sequence Number: 9
• Publication Date: May 17, 1951
• Content Type: MF

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17 May 1951
M MORP.NDUM FOR: TIM, DIRECTOR
FROM: Acting Assistant Director, Intelligence Coordination
SUBJECT: Survey of Interdepartmental Committees
1. In making a survey of Interdepartmental Committees in which
CIA has an interest we have attempted to isolate the questions in which
you are primarily interested. These may be:
a. tiuestion: Do we know what committees there are?
Answer: Yes. Attached. hereto are three lists:
(1) A list of interdepartmental committees in which
CIA has a primary concern, either from the intelligence or
the operations standpoint, and. which have been established
by the NSC, IAC, or CIA.
(2) A list of
does not have the
by agencies other
committees in which CIA participates but
primary interest and which were established
than the IAC or CIA,
(3) A list of
referred to, have
-terminated or are
those committees which, though frequently
been found upon investigation to have been
in the process of termination.
b. Question: Are policy commitments being made in these
interdepartmental committees and if so do the members have in
each case authority to make the commitment?
Answer: It is not believed, from our survey, that CIA
members of committees are making commitments for the Agency without
proper authority. There are frequently occasions in which a CIA
member undertakes to perform a task in the mutual interest of the
Committee members which is at the same time in line with the
functional responsibility of this Agency (arid more specifically of
his office). Many of these occur at the working level and, in fact,
should be carried out on the responsibility of the Assistant Director
concerned without reference to higher authority.
c, Question: Do other departments or agencies control CIA
functions and decisions through the Committee device?
Answer: This is not believed to be the case. Other
departments cannot control the kind of work CIA does if our people
understand the Agency's functional responsibilities. It is believed
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that the officers concerned with interdepartmental committees
are relatively clear on this matter and appreciate the need for
top-level decision in this area. Furthermore the committees
cannot assign workloads even in pursuance of proper responsi-
bilities without the acquiescence of the assignees.
d. Question: Are the interdepartmental committees trying
jointly to discharge responsibilities which clearly belong within
a single agency?
Answer: In general this is not true, although the estab-
lishment of a committee is sometimes sought by an administrator
simply to share his problem. The justification for a committee
is rather that it can provide a systematic method of consultation
and a means of dealing with problems where effective action must
be coordinated in timing and emphasis. Clearly the existence of
a committee cannot relieve the responsible official of any of his
obligations. In general these principles are understood.
e. Question: Does adequate coordin-4:-i require these
committees?
Ansu- Yes, in general. In most instances the formal
Commit+,.7-"is the most effective way of carrying out the required
c cz?dination. There are some cases in which coordination might be
as effectively achieved through other means. Here the continuance
of a committee rests upon a variety of factors. In those instances
where it is clear that committees are the less effective: means of
coordination, this Office, in conjunction with the other Assistant
Directors, is seeking their elimination. It is noteworthy that
committees which are embedded in statute or directive are particularly
hard to get rid of once they have outlived their usefulness.
f, Questio Are the interdepartmental committees in fact
performing effectively and how can they be improved?
Answer: It is doubtful that any committee functions as
effectively and as efficiently as we would like. A summary state-
ment that we are doing well or badly is not very helpful. What is
required is an examination and thereafter continuing alertness
regarding the effectiveness of each committee and what steps can
be taken for improvement. Initially each Assistant Director has
the responsibility for being_ concerned and. taking proper measures
where necessary o see that committees under his own responsibilitsy
are effective. In addition it is my task to assist the Assistant
Directors and yourself in seeking improvement, Suggestions for
improvement may take different forms. Thus, for example, in the
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case of the Watch Committee O/IC in consultation with O/CI has
submitted recommendations to you on what needs to be done and how
we should proceed. In other cases suggestions have been made in
the course of working with the Agency's committee chairmen or our
representatives.
2. It is entirely to b(:; expected that an, agency such as CIA which
has a sizeable coordinating role should use the formal committee as a
technique or method in achieving coordination. Each administrator ust_
realize however that he remains responsible for matters 'n his area
w e her there is_a committee involves or not, The Director's problem
then, with respect to committees, becomes indistinguishable from the
general problem of supervising the work of the major unTFss`" of` "-
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JAMES Q. REBER
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