REACTIONS TO CODIB TASK TEAM VII FINAL REPORT OF 7 APRIL 1967

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP80B01139A000300060019-5
• Release Decision: RIPPUB
• Original Classification: S
• Document Page Count: 4
• Document Creation Date: December 12, 2016
• Document Release Date: January 2, 2002
• Sequence Number: 19
• Publication Date: April 21, 1967
• Content Type: MF

ILLEGIB
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MEMORANDUM FOR: Director of Central Reference
SUBJECT Reactions to CODIB Task-Team VII Final
Report of 7 April 1967
1. The following are some comments from the CHIVE
Task Force on subject report. They deal primarily with
the recommendations which begin on Page 14.
2. Recommendation 4 is-probably the most important.
It cdntains the greatest unrealized possibilities. It
could-be'moved to first position.
3. Items,l, 2','
and 3 do not., as *they stand, imply
full reciprocity. They could be recast into a 'single
recommendation which would imply reciprocity, and also
fix, somewhat loosely, responsibility for action and
for any ensuing non-performance. Thus the following
could be substituted for.1, 2, and 3:
"That the liaison organization of each agency.
be permitted to secure from each other agency
copies of such telephone books, organizational
charts', and other. guidance l_ .stings and hand-
books as are needed to clarify for.those
analysts whom they serve (a) the analytical
capabilities of other units and subunits in
the positive intelligence field, and (b) the
identities of key analysts both area and func-
tional, subject only to such conditions as the
senior officials of those agencies may judge
necessary to impose for overriding reasons."
4.. Recommendations 5 and 6 are good. Item 5 could
be combined with item 4 if desired.
?5. With regard to new recommendations, the sugges-
tion at the end of paragraph 2, p. 5, is vital to growth
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in inter-agency communication. Hence, the following
might be appropriately suggested:
"That the respective agencies be encouraged
to invite officers from other departments
to attend periodic briefings on their organi-
zations and functions; that in the course'of
managerial reporting to.senior echelons within
agencies periodic attention be given to report-
ing,on the'current state and progress of
analyst communication, between agencies.
'6. Our general reactions are as.follows:
a. The directory idea (p. 7f) makes us some:
what nervous. The differing security philosophies
of-the several: agencies make it possible for what
is essentially an inventory of intelligence
resources-to become broadly.available. For China
(10% of intelligence?) all that is needed'to have
such a directory now is to compile and disseminate
an index to the China Task Force inventory of
resources targeted against China. An extension
of the inventory to cover the worldwide field
could well be done by one man within CIA, working
as Charles Otstot.has done, without attempting to
make it an inter-agency project. Hence, since we
have the capability to do it for ourselves if we
want it,"I. think nothing is lost by having the
directory left out of the recommendations. Mean
while, the CHIVE referral service will develop a
basis of experience on which to expand later if
such is desirable..
b. Preoccupation with Latin America as a test
area for TT VII undoubtedly introduced some distor
tion of the total picture. We suspect that for
Latin America the analyst talent is spread more
thinly, may be a.little more generalized and pos-
sibly less "brilliant," more cooperatively minded,
and less pressed. Also, they may share'a stronger
sense of common cause in keeping their area before
the community tha`t`do their counterparts in the
competitively minded components servicing Eurasian
areas.
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c. The report does not identify or clarify
adequately the respective roles in analyst com-
munications of immediate supervisors, and of
control officers. 'The supervisor sets the
climate for liaison; the liaison or control
officer may either help or hinder. Some super-
visors will only tolerate such contacts as
benefit their pwn organizations, with scant
care-for the dthers. Some will giveaway a
lot, to advance the cause;. Others are inherently
'secretive. Some are hesitant and want authoriza-
tion. Others are courageously permissive.
Usually their own experience with counterpart
leadership in producing components is influential
in their attitudes toward analyst communications.
This being so,.it reinforces the case for sug-
gesting the recommendation noted under "5" above.
25X1A
Director
CHIVE Task Force
Sr-cr E T
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