MANAGEMENT IMPROVEMENT PROGRAM

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP78-04718A000600110024-9
• Release Decision: RIPPUB
• Original Classification: K
• Document Page Count: 14
• Document Creation Date: December 12, 2016
• Document Release Date: March 18, 2002
• Sequence Number: 24
• Publication Date: August 22, 1949
• Content Type: REPORT

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STATINTL
I. The CIA Management Improvement Program is conducted under the general
supervision of the Executive. The execution of the program is dele-
gated to the Management Office and the Policy, 'Ooordination)and Con-
trol Staff. Each operating office of the Agency is responsible for
effecting those management improvements falling within its sphere of
activity, 1with the assistance of the Management Office or as a result of
agement's findingsl,
II. *The Polic oordinatio3nd_Oontrol Staff consisting of representatives
from the Departments of State, Army, Navy and Air Force is assigned the
following responsibilitiess
a. Coordinate
Sinter-departmental intelligence planning for accom-
plishment of the national intelligence mission.
b. Prepares for the Director with the assistance of CIA offices,
the overall plans and policies for inter-agency intelligence coordina-
tion.
c. Furnishes counsel and advice to CIA offices on problems origi-
nating within CIA, but which may affect IAC agencies.
III. The Management Office was conceived and is maintained on the basis of
a small efficient staff whose functions and responsibilities are to
assist the Agency to function at maximum efficiency in accomplishing
its mission. In order to perform the mission of improving the effi-
ciency, effectiveness and economy of operations, the Management Office
has been assigned responsibilities as indicated belows
a. Establishment and review of organizational structure and func-
and its subdivisions
tions of each office
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b. Ascertainment of manpower requirements of organizational units.
co Formulation of tables of organization.
d. Development of plans for administrative support activities
based on planned program operations.
e. Supervision of allocation of personnel.
f. Establishment of personnel ceilings for operating offices and
staff activities.
g. Providing overall agency operations analysis and uniform report-
ing.
h. Publications control.
i. Conducting Management surveys to uncover operational and admin-
istrative problems and deficiencies.
j. Provide assistance to operating offices in developing and in-
stalling simplified and improved work flow procedures and enhancing
employee utilization.
k. Coordinates with Budget Officer in the development and prepara-
tion of agency budget estimates.
1. Operates the employee suggestion program.
Controls the purchase and utilization of office machines and
equipment.
n. Controls the allocation of office reproduction equipment.
o. Keeps abreast of new developments and improvements in machine
and administrative methods and techniques
methods and techniquesI for possible adaptation to CIA activities.
IV. Top priority problems:
a. Major reorganization of CIA activities to provide centralized
control of operational activities.
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b. Provision of a centralized unit for _review, coordination and
consolidation of requirements for intelligence material.
c. Utilization of business machines to maximum degree possible
in maintenance of administrative materials and of an index to reference
and other intelligence material.
Actions under way or proposed to solve known operating problems:
(A project list indexted to the material below is attached indicating
brief title of project, initiation and completion dates and the organi-
zational units to which the projects have been assigned.)
A
.. Agency-wide problemss
1. The present method for preparing requirements for intel-
ligence material has not proven entirely satisfactory from an
overall agency standpoint. At present, there is a lack of com-
plete coordination which has resulted in duplicate)( or incomplete
requests. It is proposed to establish a committee composed of repre-
sentatives of ORE, OCD, OSI, 00, and PCCS to review, coordinate
and consolidate all intelligence requirements originating in CIA
or received from IAC agencies prior to collection action.
2. An extensive business machine program has been established
as well as
in CIA to assist in production of intelligence anal, efficient admin-
istration of housekeeping details. Those applications of most im-
mediate value have been installed, however, it has been impossible
to develop all possibilities due to the relatively short time since
the organization of the agencyr. It is planned to continue to
explore all activities of the agency to determine where machine
methods will improv a o S ti~
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3. A recent evaluation of dissemination of CIA-produced intel-
ligence material indicates that in some instances recipients re-
ceive material not required in the performance of their activities,
while in other cases sufficient distribution is not made to allow
for efficient operations. In both cases, this mal-distribution has
resulted in increased work for all concerned. A study is being
made to determine more accurately the distribution needs of receiv-
ing agencies.
4. Prior to the present time, the management of agency records
has not constituted a major problem. However, with the ever increas-
ing accumulation of record material definite plans for an adequate
records management program must be established. A complete agency-wide
records management program is being organized to include an inventory
of currently maintained records, evaluation of record material, estab-
lishment of disposal schedules, expansion of microfilm usages,
standardization of file systems and equipment and establishment of
an inactive records repository.
5. The rapid expansion of CIA has precluded the possibility of
annual budget preparation on the basis of periodic review during
the entire year prior to submission. This has resulted in inequitable
workload distribution for all concerned with preparation of the
budget. A program has been a*tablished and is being expanded to pro-
vide {,S A~ ~7 ~ Pi C
vide the detail of a budget analyst to each activity,Eto assist in
planning, periodic review and coordination of all phases of budget
preparation on aIprogram basis.,,, Each program budget will be analyzed
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jointly by the Management and B udget Officers prior to submission
to the Director of Central Intelligence.
6. The importance to the nation of the mission of CIA indicates
the necessityfbr a sound agency employee career management program.
It is planned to develop a personnel career management program which
will make provision for t hemaximum development of employee interest,
inherent abilities and aptitudes.,as well as.,for the best utilization
of their acquired skills and accumulated knowledge. The program will
include the sending of employees to school at government expense to
acquire training in subjects necessary for the fulfillment of
specialized activities of the agency.
concepts
7. The securityyof~the agency during the years of early develop-
ment were such that employees were not provided with information of
CIA activities other than that to which assigned. A review of the
security concepts indicates that a broader employee orientation
program is feasible and desir~abler Efficiency, economy and effective-
ness of operations will be improved through the currently planned
employee orientation program.
8. Presently personnel are detailed to periods of duty from
the Departments of State and Defense. The method of selection for
detail has not always produced the most beneficial results to the
Departments and CIA. A plan to provide for selection of personnel
based on qualifications and assignment, including rotation, is in the
process of development.
9. A lack of standardized office equipment and supplies has
resulted from man002/~ 1~061p~1
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unavailability of standard items and the desires of offices for
non-standard items. A standardization program has been developed
and is being implemented as rapidly as circumstances will permit.
The program is designed to increase productivity, save funds,
reduce warehouse and procurement effort, and improve space utiliza-
tion of all CIA offices.
10. The system of internal operational and administrative re-
porting does not provide complete coverage for comprehensive
analytical purposes. It is planned to expand the reporting system
to provide the coverage necessary to allow detailed analysis of
strong and weak points, personnel utilization, workload, types and
quantity of intelligence information being collected, etc., and
to eliminate duplicate reporting.
17,. Internal reorganizations and expansion of the CIA has
created a problem with regard to allocation and utilization of
available space. Constant surveys areAmade to balance space alloca-
tions to activity functions.
12. The intelligence publications of the agency are of such
volume and importance that constant study is required of the many
problems involved. These problems include format, quality, quantity,
elimination of duplication, reproduction methods, equipment, sup-
plies, coordination with Public Printers, etc. Special studies are
made whenever new developments related to publications are Initiated.
13. ORE researchers are faced with an increasing information
reports evaluation workload. There is need to determine criteria for
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f %essary.
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Inter- and intro- agency discussions
under chairmanship of PCCS is
planned.
Management improvement activity required within OCD and the
A'
action under way to implement the improvement follows;
1. Define procurement responsibilities within OCD. Determine,
through management survey and analysis, those segments of OCDfwho can
most effectively procure the different kinds of intelligence data
needed for CIA.
2. Specify the groups of materials which need not be processed,
which backlogs should be processed, and the nedd for exploiting addi-
tional sources of intelligence materials. Adjustment of needs of
users with workload potential of OCD branches.
3. Identify the scope of service for which OCD should carry
responsibility balancing needs of users with manpower and machine
potential of OCD branches.
Specify OCD responsibilities and procedures for providing
adequate and simplified register service on scientific materials.
Ascertaining OSI needs and OCD deficiencies on present service to
OSI; then reallocating positions and personnel to satisfy the needs
of OSI.
5. Consolidate the machine operations of OCD Registers - Manage-
ment survey and analysis to determine organization, staffing and
procedures.
6. Develop standardized criteria - and procedures for repro-
duction of materials held and disseminated by OCD - analysis of
past reproduction activity in conjunction with consumer's needs
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and agency resources.
7. Establish policies, standards and procedures for presenta-
tion of information concerning holdings and facsimile of such hold-
ings from OCD Registers and Library - Survey of past activity
analyzed in conjunction with needs of consumers and OCD resources.
Office of Reports and Estimates
1. Presently no system is established to obtain an objective
appraisal of the worth of intelligence produced by ORE. It is
proposed that the`Policy oordination and Control Staff periodically
obtain evaluations of ORE intelligence from the President,(through
the Director)aascl. the National Security Council nd othe recipients,
It is also proposed that a monthly comparison be graphically de-
picted in the Director's Handbook of major foreign policy decisions
and ORE intelligence relating thereto.
2. Agency graphic services are organizationally located in ORE.
Presently, indications point to poor production. A Management sur-
vey is proposed to determine and correct causes for slowdown in
this operation.
3. A considerable editorial staff is now required in each
There
of the organizational units of ORE, is too much emphasis given
to this activity. A Management survey is proposed to examine
this activity and to present a summary of findings to the PCCS
e
for determination of need f rep
resent staff.
4. A large-scale foreign map procurement program is now in
operation in the Map Branch. No time limitations have been imposed on
p p that C~ 1i t
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products of this program in conjunction with map holdings to deter-
the
mine need for continuing operations at,\present level.
5. ORE information control activity at the office level dupli-
cates OCD activity at the agency level. A Management survey will
be conducted for the purpose of consolidation of ORE and OCD in-
formation control activities*
d. Office of Scientific Intelligence.
1. At present no system is established to obtain an objective
appraisal of the worth of intelligence produced by OSI. It is pro-
posed that the PCCS periodically obtain evaluations from the
/A C au d o rA4,
President aim* the National Security Council ~(a- interested agen-
cies.
2. OSI was recently established as a separate production of-
fice. This presents problems of providing methods to insure coordi-
nation of OSI and ORE activity - A working liaison is being estab-
lished between all like components of the two offices,
3. The comparatively new emphasis on scientific intelligence
presents the agency with a small nucleus of scientists to cope
with a large production job. All possible administrative support
is needed to build up the manpower of this activity and to other-
wise assist in achieving scientific intelligence production. Large-
scale recruitment is underway and all staffs of the Executive are
supplying all possible assistance.
4. OSI operational liaison with other government agencies
has not been clearly defined. Discussions are
OCD and OSI with Management office partiol
problem,
underway b etween
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STATINTL
f. Office of Operations
1. The field collection and operational activities of CIA
have been under the supervision and control of separate offices.
In order to provide centralized control which will result in bet-
ter administration and improve security of operations a reorganization
is under way to consolidate field collection and operation activi-
ties. into one office.
2. As the cost of field collection and operational activities
is vary high, an evaluation of value received compared with the cost
of operations is essential. At present a comparison is made between
the number of reports received from an individual field station
and the number of reports from such station that are considered of
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value to disseminate. The Office of Reports and Estimates evaluates
reports from the qualitative standpoint. By the above evaluations
efficiency and effectiveness of each field station is judged.
An analysis of present evaluation methods will be conducted to de-
termine the best criteria to use in evaluation of field station
productivity.
3. Public Law 110 requires that employees upon completion of
two years continuous service abroad be recalled for leave purposes.
The recruitment of overseas personnel has not yet reached a stage
where new persons hired are for replacement or rotation purposes.
It is proposed that a short-term and long-range rotation schedule
for overseas employees be developed so that employees may return to
this country for leave and advanced training after.a tour of duty
without having effectiveness of field operations.
VI. Activities to identify other operating problems by evaluating the effi-
ciency and effectiveness of operations. The Policy., Coordinating and Control
Staff and the Management Office) by the examination of the above programs and in
constant liaison with the other offices of CIA and the IAC agencies}will be
able to find operational problems now existing but unknown and those which
may develop. 1,5 ,6 e. 11 a ee aC 714,1 b7 ' X a 0-4 0 7-1;a,
Y
Ir 1 - ? Mfi wS r e4e4 ,
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Project
istimatea
Initiation
Date
B s tima-tea
Completion
Date
Assigned To:
Agency Wide
1.
Review of Intelligence Requirements.
August 19)49
January 1950
Management, ORE, 091, OCD, 00.
2.
Expansion of Machine Methods.
1947
continuing
Management, OCD, and all Agency
activities
3.
Dissemination of Intelligence Material. July 1940, January 1950
.
OCD, PCCS, Management.
4.
Records Management Program. August 1949 continuing
Management, OCD, Services, 00.
5.
Budget Preparation.
May 19149
continuing
Budget, Management, all Agency
activities.
6.
Career Management Program.
January 1950
July 1951
Management, Personnel.
7.
Employee Orientation Program.
December 19149
March 1950
Management, Personnel, 00.
8.
Selection of IAC Personnel.
October 1949
December 1949
Executive, Management, Personnel,
PCCS.
9.
Standardization of Office Equipment
and Supplies.
July 19748
June 1951
Management, Services.
10.
Internal Reporting System.
January 1947
continuing
Management.
11.
Space Allocation and Utilization.
August 1946
continuing
Services, Management.
12.
Publications
August 1946
continuing
Services, Management, OC', 03.
13.
Evaluation of Information Reports.
September 1949
December 1949 , PCCS, OPE, 00, OCD, OSI.
Office of Collection and Dissemination
1.
Information Procurement.
July 1949
January 1950
OCD,
PCCS.
2.
Intelligence Data Processing.
July 1949
January 1950
OCD,
PCCS,: Management.
3.
Information Services.
September 1349
continuing
OCD,
PCCS.
4,
Scientific Information Service.
August 1949
January 1950
OCD,
OSI, Management.
5.
Organizational Consolidation.
September 1949
February 1950
OCD,
Management.
6.
Criteria for Reproduction Requests.
August 19)49
November 1949
OCD,
Management, Services.
7.
Standards for Information Presenta-
tion.
September 1949
continuing
OCD, Management, PCCS.
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2-
Project
Office of Reports and Estimates
Estimated Estimated
Initiation Completion
Date Date
Assigned To:
1. Evaluation of ORE Intelligence. October 1949 continuing ORE, PCCS.
2. Graphics Services. December 1949 January 1950 ORE, Management.
3. Editorial Activity. January 1950 July 1950 ORE, Management, PCCS.
4. Map Procurement. January 1950 June 1950 ORE, PCCS.
5. Information Control. October 1949 December 19149 ORE, Management, OCD.
Office of Scientific Intelligence
1. Evaluation of OSI Intelligence.
2. Production Coordination with ORE.
3.. Development of OSI.
STATINTL .. Operational Liaison.
Office of Operations
October 1949 continuing OSI, PCCS.
August 19149 continuing OSI, ORE, PCCS.
January 1949 continuing OSI, Personnel.
August 1949 November 1949 OSI, OCD, Management.
1. Consolidation of Field Collection
and Operational Activities. August 1949 December 1949 00, Management, Personnel.
2. Evaluation of Field Station Pro-
ductivity. September 1949 January 1950 00, PCCS, ORE.
3. rotation Program. October 1949 March 1950 00, Personnel.
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