DCI DRAFT STATEMENT ON GOALS, PRINCIPLES AND STANDARDS FOR CIA

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP86B00885R001001040032-6
• Release Decision: RIPPUB
• Original Classification: K
• Document Page Count: 5
• Document Creation Date: December 22, 2016
• Document Release Date: November 12, 2009
• Sequence Number: 32
• Publication Date: February 8, 1984
• Content Type: MEMO

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SUBJECT: DCI Draft Statement on Goals,
Principles and Standards for CIA
1. In order to judge the DCI's draft statement of goals,
principles and standards, it is necessary to know what purpose
it is to serve. It seems to me that such a statement should
not only be a public relations primer but also a document that
focuses the would-be applicant on what kind of atmosphere he
can expect to find himself in when employed here, serves as a
reminder to the employee of the high quality of purpose that
should characterize his efforts, and sets a benchmark by which
managers can be held accountable throughout the organization.
2. If such be the purpose, then I would propose a longer,
more detailed booklet-type document that covers in greater
depth all the points mentioned in the DCI's draft, and several
others. I note, for example, that no mention is made of the
active role of the Agency, the covert action, paramilitary-type
endeavor. If we limit ourselves to the "overt" passive role of
intelligence gatherer, we start out on an incomplete, almost
fraudulent note that undermines what must be the absolutely
central theme of any focus on this organization, viz the
integrity and trustworthiness of its people.
3. More than any other organization, the quality of our
people and the perception of their quality in the minds of
others are crucial to the success of this organization. We
must be trustworthy or only a fool would deal with us. The
information we gather must be properly handled and must be
accurate. Therefore, we must, throughout, stress integrity.
We want hard-working case officers but we do not desire a
managerially driven "recruit-or-rot" pressure system that leads
a case officer to fabricate or embellish. Objectives are
important but in this organization we cannot impose a case load
that induces a security investigator to rush through his
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t
interviews or, worse, invent "informants" who were never even
interviewed. Management must be inspirational and, yet,
watchful. An analyst must be given every opportunity to
advocate his views within the system but he must be able to
accept anonymity and forego the glory of public discussion of
his endeavors.
4. We must foster an ambience that not only preserves but
hones and develops the high sense of purpose, the unquestioned
integrity and the demonstrated trustworthiness that we consider
to be prerequisite characteristics of every new employee.
5. In the Measure of Results section, I believe - and
perhaps this is my central theme - we should note that we must
march to the beat of a drummer over and above the tune hummed
by our satisfied customers. We must be r~iBht, we must bear
truth, not necessarily what they want tour. We must
recognize that our reputation can be preserved only by thorough
acquisition, accurate analysis and inspired prophesy. We are
an instrument of our customers only in the sense that we
respond to tasking, we focus on targets when directed and we
analyze upon request but we do not necessarily provide the news
they want to hear. As an organization we must exude
integrity. Our managers must embody it and demand it of their
subordinates. Because it is so central to us, I would like to
see an expanded theme on integrity and what it means to us.
There are many deprivations placed on us as employees of this
Agency. Cover is an example. Our people must understand,
support and obey the rules. They must be led by people who can
instill in them a need to carry on this tradition.
6. In portraying this Agency and what it stands for,
brevity, I believe, is not necessarily a virtue. If we are to
enumerate what we stand for, our statement should be
inspirational. It should be a magnet for those who would join
us, a light for those who might stray or lose their focus and a
goal that is both attainable and inexhaustible.
7. Returning, if I may, to the theme of covert action, let
me touch upon an issue that is of concern to many. I refer to
the crucial question of what is the long-range policy of the
United States vis-a-vis the Soviet Union and, specifically,
communism. There is no doubt that, in reviewing the world
situation in 1984 as compared to that in, say, 1954, one can
see that the USSR is relentlessly progressing in its efforts to
carry out Khruschev's promise to bury us. Yet, as a nation, we
seem committed to passivity, to peace at any price, at least in
large areas of the world that we have ceded in perpetuity to
communist totalitarianism. We seem to shun any destabilization
efforts. VVe really don't want Lech Walesa to stir up things in
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Poland. We had no positive response to the Hungarian or
Czechoslovakian uprisings. If we had a tangible national
commitment to bring about the destruction of communism, at
least to undermine it, to portray its weaknesses and failures,
then there is no doubt that the CIA would be the principal
weapon in the government's arsenal to achieve such a goal. To
the extent that there is any such goal, a statement on the
Agency in terms of the present exercise should not be wanting
in reference to it. If the present Administration ignores the
need, we are not likely ever to stand up and be counted on this
matter. The dilemma, of course, is that any statement on the
Agency's goals, principles and standards must be of enduring
validity and not subject to change according to the political
barometer. I do think, however, that a statement is in order
along the lines that the CIA serves at the President's
direction to deter and neutralize the efforts of the communists
to extend their yoke over the free world and to continue to
enslave millions under their false banner.
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GOALS:
? To assure that the President of the United States, others
charged with responsibility for the defense and maintenance of
national security, and the American people are provided with
complete and timely intelligence and analysis of the highest
quality, thus guaranteeing the continued well-being of all the
citizens and resources of this nation. To further hold the
respect of all nations as the most competent and professional
intelligence organization both from the standpoint of
collection and production.
OBJECTIVES:
? To be accepted, on the basis of proven leadership,
example and published product, as the leader of the
Intelligence Community in both the positive and
counter-intelligence fields.
? To be sought out for advice and guidance by the President
of the United States and other policy makers of the Government,
based on recognized excellence in all disciplines of the
intelligence field.
? To develop systems available for collection, analysis and
production of intelligence to the highest degree possible to
make our product the best in the world.
? To develop our personnel to reach those heights they
might not think possible, through an enlightened management
which fosters creativity, risk-taking and innovation. To
ensure that development of personnel is sensibly achieved by
appropriate training, assignments and good management
planning. To provide a program of rewards fully commensurate
with the employees' effort, dedication and contribution.
? To provide outstanding leadership through demands on its
executive corps to be positive and enlightened in style,
generating enthusiasm and dynamism among their employees and
holding that group accountable for shortfalls in meeting this
most rigorous demand for a continually vital Agency.
 STANDARDS:
? The CIA has prided itself on not being a normal
bureaucratic governmental body. To ensure that we continue to
fit that mold we strive to:
? Deliver performance of the highest quality. Make such
personal sacrifices as necessary to provide the necessary
quantity.
? Demand a maximum standard of ethics, honor, service and
partriotism.
? Recognize that management is a two-way street placing
equal or greater demands upon managers as on their employees.
? Reward the outstanding employee in keeping with his or
her contribution. Be attentive to the special needs for
development of all employees.
? Encourage the introduction of new ideas, taking reasoned
risks of failure in order to exceed past methods and standards.
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