EXECUTIVE SECRETARIAT

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP86B00885R000800990327-9
• Release Decision: RIPPUB
• Original Classification: K
• Document Page Count: 10
• Document Creation Date: December 20, 2016
• Document Release Date: April 24, 2007
• Sequence Number: 327
• Publication Date: May 9, 1974
• Content Type: MEMO

0
20 May 74
Patti:
The following list of individuals
received the attached:--
Mr. George A. Carver
Mr. George Cary
Mr. Donald Chamberlain
Mr. Carl T. Duckett
General Daniel CIra ha m
Mr. John D. Iams
Mr. John S. Warner
",'Memo for: Mr. Colby dated: 9 May 74
Subject: R-e-lifive Secretariat
Ref. A.
B. = DUI Memo 5 Nov 73
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if Q
SUBJECT : Executive Secretariat
REFERENCES : A. I I Establishment of the Executive Y%' "
Secretariat ,^1r~
B. DCI Memorandum dated 5 November 1973, ~~~
Agency Organization
1. General. The Executive Secretariat was established 12 July
1973. Its responsibilities are clearly outlined in~ and Reference STA
B brought it into relationship with your management format. After nine
months' experience, it seems useful to pause and assess its performance,
identify its role as a support vehicle to Deputy Directors, and point to
areas we are trying to clarify. In reality the daily work of the Executive
Secretariat is seized with five chores:
a. Support to the DCI, DDCI, the various offices 'reporting
directly to the DCI, and the four Directorates.
b. Direct and indirect (via Comptroller) support to Secretary,
CIA :Management Committee.
c. Supervision of the AO/DCI and Executive Registry.
d. E Career Service Management.
e. Miscellaneous Tasks.
2. Support to the DCI, DDCI, the various offices reporting directly
to the DCI, and the four Directorates. Without repeating all tasks in
Reference A, we are comfortable with the current system for routing and
assigning all actions. There is room for improvement in the suspense
system. As far as I know, correspondence is answered on time, but too
often there is not adequate time for you to focus. We constantly strive for
an adequate balance between time allotted for staff and component home-
work and your need to review, advise, and approve. As you know, we have
polled the Journal recipients. They are quite satisfied with it and indeed
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benefit greatly from its existence. We are striving to refine the DCI
Checklist and the weekly display of its substance in your morning staff
meeting. It seems to serve your purposes, but'we think it can be im-
proved. Although I accept full responsibility for "all government
pro ert in view" within the Executive Secretariat's sphere of influence,
I land I have found it convenient, indeed essential, if we are
o understand he substance of the large volume of paper, to establish
some division of labor. He is the "case officer" for DDS&T, DDI, IC,
and MAG. I handle the remainder, with each of us looking over one
another's ;shoulder so as to be completely interchangeable.
STA
3. Direct and indirect (via Comptroller) support to Secretary, CIA
Management Committee. Aside from the rather mechanical chores of
taking minutes, developing agendas, and arranging meetings, we find our-
selves in an advisory role as to what topics should be prepared for Manage-
ment Committee review. Several weeks ago I asked the Comptroller to
review with the Secretary, Management Committee, a listing of topics re-
quiring Management Committee action. Jack Iams and Carl Duckett are
developing a memorandum for your review and approval on this matter.
4. Supervision of the AO/DCI and Executive Re istr . After a
bumpy start, which I attribute to too much enthusiasm on STA
part for centralization, AO/DCI seems to have established the proper
balance of service to the DCI a a lieve they have the right profes-
sional mix of skills. Although laces the AO D under this STA
office for supervision, I have encourage to seek appoint- STA
ments with you on those. matters we conclude require your attention. The
Registry is now a hard-working, but happy team. We will need some new-
skills as we move into computerized document control and retrieval. The
incumbents can be trained, career plans are being developed for each,
and I envisage no problems.
5. E Career Service Management. As you know, panels have been
appointed. They are currently developing a data base and will not be truly
operative until 1 June. In the meantime, I use them as an advisory body.
The Senior E Career Service Panel, which I took the initiative in weaving
into the literature of E Career Service management, will be called upon
more frequently in the future as we strive to manage the heterogeneous
disciplines assembled in the "DCI .area. "
6. Miscellaneous Tasks. We need not list them all but some which
consume a considerable amount of time are:
-2-
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a. The husbandry of MAG.
b. Responsibility for seeing that the Office of Security takes
appropriate action on crank or questionable mail and returns to
me that which is serious or otherwise requires staff or component
action. Mindful that you expressed an interest in being periodically
informed on the nature of crank mail, I asked Charlie Kane several
weeks ago to review the principal correspondents. I will forward
this to you separately.
c. As you know, the Deputy Assistant to the President for
Personnel has established a relationship with this office enabling
it to vent personnel profiles against our needs. This arrangement
is working well, and we are under absolutely no pressure to place
any of them.
7. Executive Secretariat Orientation. The enabling literature for
the Secretariat (References A and B) .is upward oriented, i. e. , it points
to us as a service to the DCI, DDCI, and immediate staff. We are struck
with the fact that much of our day is spent assisting Directorates in their
reaction to DCI requirements, whether it be in response to something we
have sent to them for action, advising on the time frame and related topics,
or bringing it into relationship with related work our vantage point gives us
knowledge of. Via the ES Routing Slip we often dictate coordination. As
I mentioned several weeks ago, we are inclined to measure the effective-
ness of this office in inverse proportion to 'the demands we place on your
time. In other words, if we can get a Directorate or Office to correct
mistakes in detail or in staffing (and there are many), the major function
of the Secretariat has been accomplished. We seldom, if ever, take note
of what input, if any, we have made on a matter before it reaches your
desk. In some ways one of the more difficult decisions we encounter is
identifying topics which need not come to your attention. This we do daily,
and experience to date suggests that our judgmental factors in this area
are adequate. By virtue of sitting across the channel of most written
actionable correspondence, the Secretariat often acts as a carburetor
dictating the flow of material to you, the Management Committee, or the
Directorates. It has a remarkable ability to foment action -- an ability
that could be abused unless one is constantly aware of the integrity of the
command line. I would like to think that if you were to poll the line, you
would find a consensus that this office seldom gets in the way and more
often paves the way to your door.
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8. Secretariat Capabilities for Additional Res onsibilities. We
have fended off initiatives to take on more tasks until such time as we
establish a level of confidence in performing those functions outlined in
References A and B. There are a few jobs that we should probably be
given responsibility for and could handle without the aura of empire-
building or additional personnel. These I will discuss with you when time
permits.
STA
AM' I NII ST
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STAT
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5 ` 73
i f~It DLi'st~i OB: See Distribution
SUB3ECT : Agency Organization
1. The fol3.owing measaorandun will outline my views of some of
the roles a mission and basic organizational relationships of the
various elenaents'od 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 intellig.nce community has interests independent of the need to work
together to get the beat possible job dune.
2. Director. As I have indicated previously, I believe the Director
has only one hat. He obviously must divide his time in response to his
various resxzonsibilities. My concept of the role is to assign overall oh-
jsctives to subordinate elements and then give to their leaders she authority
and resources to take the stops 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 nec es satry corollary of this concept is a requirement ; or detailed pos te-
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 ataifa will as silt 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 izatalligence support to the President and
other pryer authorities. T".nus, my first responsibility is to ensure my
own competence in the substantive field where required through briefings,
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P-c. , ,os,,ibla inteUigetce prxiuction
study, and also to ensure tl~a best
and the Agency. At the sarn? Larne. i 3ee3 the ;Sub-
-y Iy ens t ' Cou~At a enfc
stantive approach to be the moat useful way, of attar ng ray Management
re aibi$itieas. Through the assigzunent of substantive objectives and
the ovaiuation of performance against those objectives, we can best do-
termine the basis for an optimum allocation of resources among the
various comgonante of the Intelligence conwnunitY?
3. The Deputy Director. The Deputy Director is the alter ego of
the Director in every respect (except the legal limitation of termination
pu on to t;20 PCI alone). He Will be wept fully iniormad of any matter
raised with the Director, and bis authority to spears is the same as the
Director's. lle gill obviously focus rare on certain ac#ivitiaa ten others,
as will I, but he must be in a oositicn to replace me in e?rery respect at
any time.
4. l ement Committee. The Management Committee will con-
sit of the CI. DDCI, the 0ecreta (Mr. Duckett, also as DDS&T), the
DDI, DDMatS, OD4, General Counsel, rpector General and Comptroller.
The Committee will most -periodically to consuU with the Director on
matte: s 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 a4viser to the Director
and be consulted on all legal or potential legal problems.
6. The ?ass ector General will report to the Director on matters
requiring his attention st g from a nplaint or bia indepenGt snt in-
vestigation. He may mare investigations as requested by any Deputy
Director or senior officer or as may be self-initiated where a need is
seen. #3e will provide administrate" supervision to the Audit Staff, but
its "ports will be submitted without modication to the Director.
7. The Comptroller will be responsible to the Director on the
r3iannizig. Pro-
Agency program and resource ut lsation. The Office of
gra==Ing and Budgeting is redesignated the L. _cs of the Comotrollar
and will be responsible for the preparation of the annual program and
continuing performance 8 ~xatiaa, including monthly Comptroller reporter
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to the 124ana3ement Committee, and review and consolidation of com-
ponent Annual Reports. A detailed Notice will be issued defining
the functions of this Office.
8. nt sllige .nce Community Staff. The Intelligence Community
Staff 'ai-i3 report to the Director and have staff responsibility
for intelligence community matters. These will include the
Director's responsibilities to PFI_A3, as Chairman of IRAC,
D5I3, ExCom, and as Deputy U airman of NSCIC. In particular, the
Intelligence Community Staff will develop objectives for
Community components and organize studies and evaluations of
Community performance. To the maximum degree possible, the
Intelligence Community Staff will generate component participation
in its work and--consult with the National Intelligence Officers
for substantive input.
9. ~:ational Intelligence Officers. The function of these
officers and the Deputy to the DC 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 relations, consultant assistance, definition of
objectives, evaluation of performance and resource allocation
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 DDN4S 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. Eaash 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 DD:MQS.
O Y
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11. The Legislative Counsel is the Director's principal
adviser on responsibilities to the Congress. He will coor-
dinate all Agency Congressional contacts and will levy on
Agency elements requirements for response to Congress.
12. The Assistant to the Director is responsible for
coordinating Agency contacts with the news media and is the
Director's principal adviser on the Agency's relationships
with the news media. The Agency does not have a public
relations office or function but must, in view of the delicacy
of intelligence activities, have such a central point of
coordination.
13. 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 off ices
reporting directly to the DCI, e.g., the General Counsel,
Legislative Counsel, IC Staff, NIO's, Comptroller, and 1G.
%s/ W. E. Colby
11..E. Colby
Director
Distribution:
DDCI
DDS~T
DDI
DDM S
DDO
D/DC1/1C
D/DCIINIO
General Counsel
inspector General
Legislative Counsel
Comptroller
Assistant to the Director
Executive Secretary
DCI
ER
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