OBJECTIVES

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP81-00261R000100050015-4
• Release Decision: RIPPUB
• Original Classification: K
• Document Page Count: 6
• Document Creation Date: December 9, 2016
• Document Release Date: September 27, 2000
• Sequence Number: 15
• Content Type: REPORT

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OBJECTIVES
The Intelligence Community, and CIA in particular
are passing through a crisis of public confidence. If
the nation is to have the intelligence system it needs,
that confidence must be restored.
At the same time the political atmosphere of the day,
together with the breakdown in confidence, has encouraged
an attack on the conventional defenses of intelligence
security. If the national. intelligence system is to be
effective, better defenses must be found for those things
essential to intelligence operations.
The need for public confidence and the need for
secrecy mean that change is inevitable. Congress will
clearly reconsider the intelligence provisions of the
National Security Act of 1947. There is thus a unique
apportunitI to make fundamental improvements in Community
management, and ultimately in the intelligence product,'
improvements that many intelligence officers have believed
long overdue.
There are thus three major and inter-related cate-
gories of measures that are needed: measures to restore
public confidence; measures to protect secrecy; measures
to improve management.
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I. Measures to Restore Confidence
A. In the short range, stronger external
oversight. (There is a question whether it is
proper for CIA to. have a position on how it is
to be overseen.)
1. Executive. A body devoted to.ansur-
ing that foreign intelligence activities are
proper and legal (Preferably neither. PFIAB
nor NSCIC, which have other purposes) Such
a body might also serve as a court of
appeal. and authorization for covert action
and for collection operations that raise
a question of propriety.
2. Congress. A Joint Committee, or
one in each house, to supervise the full
range of intelligence activities. No other
committees except Appropriations (and Budget?)
would have any jurisdiction over CIA.
3. Public. A public commission, formed
in some way by agreement of the President and
Congress, might serve the purposes of Al above
for both the Legislative and the Executive
Branches.
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B. StR ronger Internal Controls
the DCI. As the Rockefeller
Character of
out, this is basic but hardly
pointed
Commission
appropriate as an.objective .
er 1G. Question: Should there
2 , A Str??g
be an IG for the Community?
within the Agen-_. but
3. Better re orting
this must be balanced against our need not to
become bureaucratically muscle-bound.
Better record-kee
longer run, public education on the
C. In the l_
oafs, and techniques of national intelll
purpose, g
gence.
to protect Secret
b
"-
statutory basis for class 11: zca '-
A -
focused than "national security", more
narrowly
11sources and methods."
broadly than penalties for unauthorized dis?
B. Criminal p
tion by government
closure of classified informa
employees. congress,
Acceptance, particularly by the C.
" , i.. e . , the dele-
of the principle of "surrogates
access to
gati.on to a trusted few of the right of
sensitive classified information.
.t
_3-
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D. Some modification of the Freedom of Informa-
tion Act and Privacy Act as they apply to foreign
intelligence. (This does not mean to seek blanket
exemptions.)
E. Continued concealment of the CIA budget.
F. Measures to accommodate inevitable GAO audit.
III. Measures to Improve Management.
A. Preservation of a national organization for
collation and analysis independent of State and
Defense.
B. Preservation of national capabilities for
covert action and clandestine collection.
C. Preservation of a national capability for
R&D on technical collection independent of Defense
Dept. constraints.
D. Maintenance of the principle that covert
action and clandestine collection cannot be organi-
zationally separated.
E. A redefinition of roles for the DCI. and
Defense in the intelligence field to take into fence's
account both the DCI's national interests and Defense's
legitimate departmental vies, thereby to reduce the
present bureaucratic guerilla warfare. Consideration
must. also be given to the rapidly growing need
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for the DCI to involve himself in certain
aspects of tactical intelligence.
E. On the basis of the above, a greater
voice for the DCI in the management of the
Community.
1. Greatly strengthened budgetary
authority, while preserving the flexibility
in handling funds given to the DCI by the
CIA Act of 1949.
2. A voice in the management of NSA.
3. A reorganization of the NRO.
4. A mechanism at the senior management
level for handling the many important matters
involving both State and elements of the
Community.
5. A rationalization of the Boards and
Committees serving the DCI (USIB, IRAC, EXCOM).
F. Reduction of the DCI's responsibility for
management of. CIA,. both to free him for his
Community responsibilities and to avoid the impres-
sion of creating a "czar." (There is clearly
a political necessity for more than cosmetic change:
the DCI and CIA must not come out more powerful than
they now appear.)
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INTELLIGENCE ACTION PLAN TASK FORCE
Third Meeting, 1530 Hours, 6 'October
AGENDA
1. REVIEW OF DISPLAYS
Note that these boards will be subject to change and
refinement
Eight boards will be displayed:
Schedule of SSC and HSC hearings (2 boards)
Intelligence issues (2 boards)
Schedule of speaking engagements
Action assignment check list
"Sensitive issues"
Action plan
2. CURRENT ASSESSMENTS
"What's going on" reports from Thuermer, etc. 25X1A
3. OBJECTIVES SSUMPTIONS/QUESTIONS TO BE ANSWERED/STRATEGY
25X1A
4.
Review of IC,S paper for comment (copies will be available
for'all participants).
Note that the paper includes inputs from
RESPONSIBILITIES FOR PREPARING ANSWERS TO .QUESTIONS
If general agreement is obtained to the paper discussed in
Item 3 above, make specific assignments of responsibilities
for preparing answers to the questions posed in the paper.
Stress that the answers to these questions will be the
basis for the positions to be emphasized in the execution
of the strategy.
5. OTHER ACTION ITEMS
Report from John McMahon
6. DATE OF NEXT MEETING
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25X1A