WHAT'S NEWS AT CIA; DCI ISSUES MEMO TO CIA MANAGERS ON ACCOUNTABILITY FOR SECURITY, CI

• Document Type: FOIA
• Keywords: SECURITY
• Keywords: NEWS
• Keywords: ACCOUNTABILITY
• Keywords: MAY 9 1994
• Collection: FOIA Collection
• Document Number (FOIA) /ESDN (CREST): 0000383008
• Release Decision: RIPPUB
• Original Classification: U
• Document Page Count: 6
• Document Creation Date: June 22, 2015
• Document Release Date: August 19, 2009
• Case Number: F-2009-00886
• Publication Date: May 9, 1994

May 9,1994
APPROVED
FOR
RELEASE^
DATE:
14-Aug-2009
(b)(1)
(b)(3)
DCI Issues Memo to CIA Managers on Accountability for Security, CI
The following is an April 28 memorandum from Director Woolsey to all CIA managers
regarding management accountability for security and counterintelligence:
1. The Ames espio-
nage case has shocked and
saddened all of us who take
pride in our contributions as
intelligence professionals.
The aftermath of the case will
be with us for some time.
Through the Executive Direc-
tor, I have tasked a number of
actions to review and im-
prove our counterintelligence
and security posture. One
vital component of that
posture, management ac-
countability, will require the
active cooperation of every
Agency supervisor.
2. Our responsibilities
as managers are grounded in
the shared obligation of all
Agency employees to protect
sensitive intelligence sources
and methods and to respect the
basic principle of need-to-
know as we practice our
profession. We also have an
obligation to care about the
stresses and strains that affect
our employees' ability to
perform. The Agency has
programs (Employee Assis-
tance Program, OMS counsel-
ing, grievance procedures)
designed to help employees
cope with concerns that affect
the quality of their work. Such
programs, when effectively
used, enhance an employee's
relationship (continued on p. 2)
 DCI Issues Memo...(from p. 1)
with the Agency and reduce the likelihood that
CI issues will arise.
3. Our responsibility as managers is to
understand changes in employee behavior, to
deal with them or to seek help. You may be-
come aware of indicators such as social evidence
of substance abuse, concerns about financial
matters, and family issues. When such issues
raise a concern in your mind, you should in-
volve higher management or the offices that can
provide assistance in a review of your concerns.
Helping employees deal with problems affecting
their performance or suitability is a fundamental
part of our responsibility to our people.
4. As the Ames case dramatically illus-
trates, the possibility that an employee may
become vulnerable to a hostile intelligence
service remains a real threat. It is essential that
every manager be aware of that possibility.
Working together to protect our secrets is an
essential part of our mission. If changes in a co-
worker's behavior, lifestyle, or economic status
raise a security concern, we all share a responsi-
bility to report that concern to appropriate
authorities.
5. The reviews under way will refine our
security and counterintelligence procedures, but
no procedure will produce improvements unless
people make them happen. I expect every CIA
manager to consider the following an integral
part of his or her daily professional responsi-
bility.
? Adhere to the need-to-know principle in the
conduct of our business. Reinforce that
principle with subordinates.
? Remain alert to concerns of peers and subor-
dinates regarding security and counterintelli-
gence.
? Understand your employees. In particular, be
sensitive to workplace and personal stresses
that may affect their performance or behavior.
? Be alert for factors that could be associated
with security and counterintelligence vulner-
abilities.
? Discuss your concerns about employee
behavior with your management to deter-
mine appropriate action.
? Share your security and counterintelligence
concerns with the appropriate Office of
Security or Counterintelligence Center offi-
cials early. They have the experience to
recognize serious issues and the mechanisms
to handle them properly. I charge each of
you with the responsibility of being full
partners in helping to resolve these con-
cerns.
6. In holding you accountable for mana-
gerial vigilance in these matters, I must also give
you the tools to do the job. An essential ingredi-
ent of our commitment is a strengthened Cl
education program that will include a specially
designed module for managers. Once that
program is in place, I expect every manager to
take advantage of it.
7. For CIA to be effective in the future,
we must learn from our experience. Your active
support will be essential to the success we must
have to meet the challenges before us. (This
? Recognize that unusual behavior may indi-
cate that an employee requires support.