This document provides an overview of executive and congressional oversight of the U.S. intelligence community. It discusses key issues in executive oversight including the President's Foreign Intelligence Advisory Board and its subset the President's Intelligence Oversight Board. It also covers congressional oversight authorities like budgets, investigations, and reporting requirements. Challenges in congressional oversight are explored such as balancing security needs with transparency, and internal dynamics like committee turf and the impact of external factors.
ASEAN Critical Information Infrastructure Protection FrameworkETDAofficialRegist
The main purpose of the study and its point of action is to develop regional critical information infrastructure (CII) resilience practices by identifying CII that have strategic imperatives and developing coordinated approaches for cybersecurity protection. The scope of this project study is based on the ASEAN ICT Masterplan 2020 which aims to strengthen information security and assurance among ASEAN Member States (AMS).
This subjects is important of being good leader of an ARMY and a FUTURE of nation. "A good Leader must be a good Follower". What you see, what you hear, what you read, what you feel, Just live it here thats our military Secrecy. For being Honor Code of being a Cadets or as an Officer "We female and male does not lie, cheat, steal, nor tolerate other for us for those who do".
A flagship CTO event, this has grown into a platform for knowledge-sharing among peer groups steering ICT projects in e-delivery of health care, education and governance. This Forum echoes the Commonwealth's 2013 theme: The Road Ahead for Africa.
ASEAN Critical Information Infrastructure Protection FrameworkETDAofficialRegist
The main purpose of the study and its point of action is to develop regional critical information infrastructure (CII) resilience practices by identifying CII that have strategic imperatives and developing coordinated approaches for cybersecurity protection. The scope of this project study is based on the ASEAN ICT Masterplan 2020 which aims to strengthen information security and assurance among ASEAN Member States (AMS).
This subjects is important of being good leader of an ARMY and a FUTURE of nation. "A good Leader must be a good Follower". What you see, what you hear, what you read, what you feel, Just live it here thats our military Secrecy. For being Honor Code of being a Cadets or as an Officer "We female and male does not lie, cheat, steal, nor tolerate other for us for those who do".
A flagship CTO event, this has grown into a platform for knowledge-sharing among peer groups steering ICT projects in e-delivery of health care, education and governance. This Forum echoes the Commonwealth's 2013 theme: The Road Ahead for Africa.
This study utilized the descriptive-correlational design to gather data from 65 respondents in the 50th barangay of Ozamiz City. An adapted survey questionnaire was the main instrument used in gathering data for the study. Results revealed that the level of effectiveness of the Barangay Peacekeeping Action Team (BPAT) in relation to public safety and the implementation of curfew hours as perceived by the 50th Barangay Resident of Ozamiz City was very effective in the level of implementation of curfew hours. While in the problems encountered by the responders during the implementation of curfew for Barangay Peacekeeping Action Team (BPAT) resulted as not serious. As to the level of performance of the Barangay Peacekeeping Action Team (BPAT) the result revealed satisfactory ratings among the BPAT. And lastly, the level of public safety of the 50th barangay residents got a safe rating by the community. The researcher recommended that the Barangay Peacekeeping Action team are encouraged to continue their effectiveness in the implementation of curfew hours and public safety. Furthermore, this study will show the barangay peacekeeping action team's dedication to their duty to maintaining peace and order in their community.
IT-Centric Disaster Recovery & Business ContinuitySteve Susina
This presentation was delivered to the Business Resumption Planners Association of Chicago meeting on 3/11/2010.
IT leaders who assume responsibility for their firm's DR/BC efforts need to understand how to build a cross-organization strategy that transcends IT organizational boundaries. In the presentation, we discuss the need for IT leaders to reach across the aisles to work with Line-of-Business leaders, and present a six-step framework on how to accomplish a cross-business IT-centric strategy.
Local governments can have a difficult time organizing the personnel and resources needed to respond to disasters. The problem was that the City of Largo had not developed effective standard procedures for the use of its emergency operations center (EOC) which resulted in inefficient processes and frustration amongst EOC staff. The purpose of this applied research was to use the descriptive research method to identify industry best practices for EOC operations to include activation, deactivation, and the appropriate personnel assignments in order to develop effective standard procedures for the use of Largo’s EOC. The procedures for this research consisted of a focused literature review followed by the assemblage of data using various sources including city policy, information from city personnel who served in the City of Largo EOC during Hurricane Irma, and personal observations. The data were then analyzed to determine (a) What are the shortcomings of the City of Largo’s EOC operating procedures? (b) What standards and best practices exist regarding the operation of EOCs? (c) What physical layout is the most efficacious for EOCs? (d) What roles and responsibilities are necessary to staff the City of Largo’s EOC? The results highlighted areas within the City of Largo's EOC procedures, physical layout, and staffing that warrant improvement. Following the analysis, recommendations were made concerning the development of policy to address EOC activation and deactivation. Additional suggestions included the formation of project teams to assess the EOC’s physical layout and to evaluate and refine EOC staffing assignments.
Updates on Threats of Violent Extremism in the PhilippinesRommel Banlaoi
Lecture delivered at a Public Forum on Violent Extremism organized by the Department of International Studies and International Studies Society of Miriam College on 11 March 2019.
Potential Impact of Cyber Attacks on Critical InfrastructureUnisys Corporation
John Kendall, Security Program Director, Unisys Asia Pacific delivered this presentation at the 2013 Corporate Cyber Security Summit. The event examined cyber threats to Australia’s private sector and focused on solutions and counter cyber-attacks.
Strategic OversightCongressional oversights has had much of the po.docxrjoseph5
Strategic Oversight
Congressional oversights has had much of the powers to maintain the budget on various programs for both covert actions and strategic programs, and while not having the right or ability to veto a covert program, they do have the power to influence programs down the road. The “gang of eights” has the ability also to defund certain programs, after influencing others on the congressional intelligence committee. While they are able to do these functions they also, maintain the “security” of programs as well and are able to bring questions and concerns to the president from which findings and covert actions are derived. But many critics have said, the congressional oversight has restricted as well as choked the IC to the point of having ineffective programs due to legislation as well as political banter that goes back and forth between the congressional oversight committee and the other legislators. In most instances as well the congressional oversight issues lie well, within congress. After the 9/11 commissions there were pushes for reforms for both the oversight and the Intelligence Community, but slowly these ideas were abandoned quietly, with a weak and dysfunctional oversight committee. The 9/11 commission outlined various improvements but was not fully enacted by congress. Being in charge of strategic covert actions as well as being the end user, with the potential for legislative issues may very well be a destructible issue for the oversight committee.
What does not work is having too many hands involved with too many moving pieces of the intelligence operations. If the intelligence committee is subservient to the executive branch, then there can cause issues with sensitive intelligence operations such as strategic collections and planning, becoming biased from politics as opposed to actual defined intelligence requirements. What does work is ensuring there is not abuse of powers, by the executive branches and the congress.
The system without a doubt is not satisfactory; the issues with the lack of communication on various levels between the legislative and executive branches as well as scandals that followed show a chink in the armor that is the oversight committee. As well as the committee having the ability to defund programs, but not only is this a issue, but mostly with the ability to have oversight over the whole IC, leading most agencies becoming redundant with intelligence as well as capabilities.
Strategic Oversight2
While the legislative and executive branches share roles within oversight of the intelligence community, the mixture of branches is a disadvantage due to the roles Congress possesses and what the president has. The president carries the primary authority on covert actions while he must notify Congress before the action is carried out. Much of the oversight that Congress receives from the intelligence community is closely held and is often released only to the ‘gang of eight’ rather than the intell.
This study utilized the descriptive-correlational design to gather data from 65 respondents in the 50th barangay of Ozamiz City. An adapted survey questionnaire was the main instrument used in gathering data for the study. Results revealed that the level of effectiveness of the Barangay Peacekeeping Action Team (BPAT) in relation to public safety and the implementation of curfew hours as perceived by the 50th Barangay Resident of Ozamiz City was very effective in the level of implementation of curfew hours. While in the problems encountered by the responders during the implementation of curfew for Barangay Peacekeeping Action Team (BPAT) resulted as not serious. As to the level of performance of the Barangay Peacekeeping Action Team (BPAT) the result revealed satisfactory ratings among the BPAT. And lastly, the level of public safety of the 50th barangay residents got a safe rating by the community. The researcher recommended that the Barangay Peacekeeping Action team are encouraged to continue their effectiveness in the implementation of curfew hours and public safety. Furthermore, this study will show the barangay peacekeeping action team's dedication to their duty to maintaining peace and order in their community.
IT-Centric Disaster Recovery & Business ContinuitySteve Susina
This presentation was delivered to the Business Resumption Planners Association of Chicago meeting on 3/11/2010.
IT leaders who assume responsibility for their firm's DR/BC efforts need to understand how to build a cross-organization strategy that transcends IT organizational boundaries. In the presentation, we discuss the need for IT leaders to reach across the aisles to work with Line-of-Business leaders, and present a six-step framework on how to accomplish a cross-business IT-centric strategy.
Local governments can have a difficult time organizing the personnel and resources needed to respond to disasters. The problem was that the City of Largo had not developed effective standard procedures for the use of its emergency operations center (EOC) which resulted in inefficient processes and frustration amongst EOC staff. The purpose of this applied research was to use the descriptive research method to identify industry best practices for EOC operations to include activation, deactivation, and the appropriate personnel assignments in order to develop effective standard procedures for the use of Largo’s EOC. The procedures for this research consisted of a focused literature review followed by the assemblage of data using various sources including city policy, information from city personnel who served in the City of Largo EOC during Hurricane Irma, and personal observations. The data were then analyzed to determine (a) What are the shortcomings of the City of Largo’s EOC operating procedures? (b) What standards and best practices exist regarding the operation of EOCs? (c) What physical layout is the most efficacious for EOCs? (d) What roles and responsibilities are necessary to staff the City of Largo’s EOC? The results highlighted areas within the City of Largo's EOC procedures, physical layout, and staffing that warrant improvement. Following the analysis, recommendations were made concerning the development of policy to address EOC activation and deactivation. Additional suggestions included the formation of project teams to assess the EOC’s physical layout and to evaluate and refine EOC staffing assignments.
Updates on Threats of Violent Extremism in the PhilippinesRommel Banlaoi
Lecture delivered at a Public Forum on Violent Extremism organized by the Department of International Studies and International Studies Society of Miriam College on 11 March 2019.
Potential Impact of Cyber Attacks on Critical InfrastructureUnisys Corporation
John Kendall, Security Program Director, Unisys Asia Pacific delivered this presentation at the 2013 Corporate Cyber Security Summit. The event examined cyber threats to Australia’s private sector and focused on solutions and counter cyber-attacks.
Strategic OversightCongressional oversights has had much of the po.docxrjoseph5
Strategic Oversight
Congressional oversights has had much of the powers to maintain the budget on various programs for both covert actions and strategic programs, and while not having the right or ability to veto a covert program, they do have the power to influence programs down the road. The “gang of eights” has the ability also to defund certain programs, after influencing others on the congressional intelligence committee. While they are able to do these functions they also, maintain the “security” of programs as well and are able to bring questions and concerns to the president from which findings and covert actions are derived. But many critics have said, the congressional oversight has restricted as well as choked the IC to the point of having ineffective programs due to legislation as well as political banter that goes back and forth between the congressional oversight committee and the other legislators. In most instances as well the congressional oversight issues lie well, within congress. After the 9/11 commissions there were pushes for reforms for both the oversight and the Intelligence Community, but slowly these ideas were abandoned quietly, with a weak and dysfunctional oversight committee. The 9/11 commission outlined various improvements but was not fully enacted by congress. Being in charge of strategic covert actions as well as being the end user, with the potential for legislative issues may very well be a destructible issue for the oversight committee.
What does not work is having too many hands involved with too many moving pieces of the intelligence operations. If the intelligence committee is subservient to the executive branch, then there can cause issues with sensitive intelligence operations such as strategic collections and planning, becoming biased from politics as opposed to actual defined intelligence requirements. What does work is ensuring there is not abuse of powers, by the executive branches and the congress.
The system without a doubt is not satisfactory; the issues with the lack of communication on various levels between the legislative and executive branches as well as scandals that followed show a chink in the armor that is the oversight committee. As well as the committee having the ability to defund programs, but not only is this a issue, but mostly with the ability to have oversight over the whole IC, leading most agencies becoming redundant with intelligence as well as capabilities.
Strategic Oversight2
While the legislative and executive branches share roles within oversight of the intelligence community, the mixture of branches is a disadvantage due to the roles Congress possesses and what the president has. The president carries the primary authority on covert actions while he must notify Congress before the action is carried out. Much of the oversight that Congress receives from the intelligence community is closely held and is often released only to the ‘gang of eight’ rather than the intell.
These are risky and uncertain times for Risk Adjustment programs. This presentation from Mile High Healthcare Analytics,explores current risk adjustment legislation and important legal cases and how these are impacting health plan operations.
Pick an administrative agency of either the federal or a state gov.docxrandymartin91030
Pick an administrative agency of either the federal or a state government. Find where the current and proposed regulation changes for that agency are located on the Internet (i.e., the Federal Register or the State Administrative Agency website.) Regulations.gov is a good place to begin your research. Pick one proposed regulation change currently under consideration (if you find one that has already closed out but interests you, you can use that instead) and write the following regarding it:
1. State the administrative agency that controls the regulation. Explain why this agency and your proposed regulation interests you (briefly). Will this proposed regulation affect you, or the business in which you are working? If so, how? Submit a copy of the proposed regulation along with your responses to these five questions. The proposed regulation can be submitted as either a separate Word document (.doc) or Adobe file (.pdf). This means you will submit two attachments to the Week 2 Dropbox: (a) a Word document with the questions and your answers, and (b) a copy of the proposed regulation you used for this assignment. (10 points)
2. Describe the proposal/change. (10 points)
3. Write the public comment that you would submit to this proposal. If the proposed regulation deadline has already passed, write the comment you would have submitted. Explain briefly what you wish to accomplish with your comment. (10 points)
4. Provide the "deadline" by which the public comment must be made. (If the date has already passed, please provide when the deadline was). (5 points)
5.
a. Once you have submitted your comment, what will you be legally entitled to do later in the promulgation process (if you should choose to do so)? (See the textbook's discussion of the Administrative Procedure Act.)
b. If the proposal passes, identify and explain the five legal theories you could use in an attempt to have (any) administrative regulation declared invalid and overturned in court.
c. Which of these challenges would be the best way to challenge the regulation you selected for this assignment if you wanted to have the regulation overturned, and why?
Answer all of these questions for #5 even if you are in favor of your proposed regulation.
The response to question 5 should be a minimum of 2–3 paragraphs long. (15 points)
Copy and paste the above five items into a Microsoft Word document and answer each question fully. Your homework will be about 1 to 2 pages long, single-spaced (50 points
11 Secret Intelligence, Covert Action
and Clandestine Diplomacy
Len Scott
‘The essential skill of a secret service is to get things done secretly and deniably.’
(John Bruce Lockhart, former Deputy Chief of SIS)1
Much contemporary study of intelligence concerns how knowledge is acquired,
generated and used. This chapter provides a different focus that treats secrecy,
rather than knowledge, as an organising theme. Instead of scrutinising the process
of gathering, analysing and expl.
Draft of the proposed legislation to abolish the pork barrel systemEmmanuel Mongaya
This is the draft legislation discussed by various anti-pork barrel groups that united on pushing for people's initiative presented by Atty. Rex Fernandez.
What are some of the challenges the intelligence community faces i.docxphilipnelson29183
What are some of the challenges the intelligence community faces in supporting the Homeland Security enterprise (such as the balance of civil liberties and security)?
Provide evidence from the weekly readings to support your arguments via APA parenthetical citations.
Other sources (if used at all) must be subordinate to your understanding of the readings presented in the class.
Instructions: Your initial post should be at least 350 words.
Lesson
Introduction
Earlier in this class, you explored several misperceptions about the field of intelligence. Movies and popular literature, along with personal experiences, all contribute to these misunderstandings.
A final misperception about intelligence is that intelligence is only gathered on actors outside the borders of the United States. However, an unfortunate reality is that threats to the United States do not all originate from outside the nation. In fact, many threats to this country come from within its borders.
To guard against the full range of threats, the U.S. must engage in domestic intelligence activities and collect information and intelligence within the country.
However, unlike many countries around the world, the U.S. does not have a dedicated domestic intelligence agency and the many approaches to collection are unique. There is also a strict need to preserve the civil liberties of United States citizens and maintain a critical balance between intelligence transparency and secrecy.
Domestic Intelligence
The United States is very unique in that it does not have a dedicated agency responsible for domestic intelligence. Instead, this mission is part of the overall goal of the IC and is implicitly and explicitly stated in the mission and objectives of the Office of the Director of National Intelligence (ODNI).
As you learned in earlier lessons, ODNI was established by the Intelligence Reform and Terrorism Prevention Act of 2004. Within that act, very specific authorities were granted to the Director of National Intelligence (DNI) that directly support the gathering of domestic intelligence (ODNI 2015).
Authority 1
Ensure that timely and objective national intelligence is provided to the President, the heads of departments and agencies of the Executive Branch, the Chairman of the Joint Chiefs of Staff and senior military commanders, and the Congress.
Authority 2
Establish objectives and priorities for collection, analysis, production, and dissemination of national intelligence.
Authority 3
Ensure maximum availability of and access to intelligence information within the Intelligence Community.
Authority 4
Develop and ensure the execution of an annual budget for the National Intelligence program based on budgetary proposals provided by IC component organizations.
Authority 5
Oversee coordination of relationships with the intelligence or security services of foreign governments and international organizations.
Authority 6
Ensure the most accurate analysis of intelligence is derived f.
MTBiz is for you if you are looking for contemporary information on business, economy and especially on banking industry of Bangladesh. You would also find periodical information on Global Economy and Commodity Markets.
Signature content of MTBiz is its Article of the Month (AoM), as depicted on Cover Page of each issue, with featured focus on different issues that fall into the wide definition of Market, Business, Organization and Leadership. The AoM also covers areas on Innovation, Central Banking, Monetary Policy, National Budget, Economic Depression or Growth and Capital Market. Scale of coverage of the AoM both, global and local subject to each issue.
MTBiz is a monthly Market Review produced and distributed by Group R&D, MTB since 2009.
Moderninizing bank supervision and regulationcatelong
This is the testimony of Chris Whalen to the Senate Banking Committee on March 24, 2009 about bank and financial institution regulation and supervision.
Presently the RTI Act is facing many challenges. I have thoroughly studied the Act and practically seen the troubles happening with this Act while working in Central Information Commission. Here in this presentation I am raising some key issues in bullet points.
Scanned by CamScannerScanned by CamScannerChapte.docxtodd331
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Chapter 13:The Bureaucracy
ADA Text Version
Learning Objectives
1. Describe the formal organization of the federal bureaucracy.
2. Classify the vital functions performed by the bureaucracy.
3. Explain the present Civil Service system and contrast it with the 19th century spoils system.
4. Identify the various factors contributing to bureaucracy's growth over time.
5. Compare the means by which Congress and the president attempt to maintain control over the bureaucracy.
6. Analyze and evaluate the problems that bureaucratic organization poses for American democracy.
Introduction
The very word "bureaucracy" often carries negative connotations. To refer to an institution as a "bureaucracy" or characterize it as "bureaucratic" is usually intended as an insult. But the national bureaucracy, sometimes called the "fourth branch of government", is responsible for practically all of the day-to-day work of governing the country. While bureaucracy in the United States, consistent with our tradition of more limited government, is smaller than its counterparts in other longstanding democracies, its influence extends to almost every corner of American society. From delivery of the mail to regulation of the stock market to national defense, federal employees plan, regulate, adjudicate, enforce, and implement federal law. Despite recurrent calls to "shrink" the size of government, the federal bureaucracy remains the largest single employer in the United States. This lesson examines the bureaucracy's formal organization, its critical role in the American economy and society, and its perceived weaknesses.
Study Questions
1. How did sociologist Max Weber define bureaucracy?
2. Identify the various functions federal bureaucracies perform giving at least one example each:
a. Implementation
b. Regulation
c. Adjudication
d. Enforcement
e. Policy-making
3. How many people does the federal government employ? For what percentage of GDP does federal spending account? How does this compare to other economically advanced democracies?
4. Classify and distinguish the major types of bureaucracy in the federal government:
a. Cabinet Departments
b. Independent Agencies
c. Independent Regulatory Commissions
d. Government Corporations
5. How does the federal bureaucracy select and recruit personnel? Contrast the present civil service system with the spoils system. What advantages does the present system provide?
6. What factors explain the growth of bureaucracy over time despite recurrent calls for limiting the size of government?
7. Identify those factors in the budget process making it difficult to cut bureaucratic funding.
8. Describe the way Congress authorizes funding for the federal bureaucracy.
9. How does Congress attempt to control the federal bureaucracy?
10. How does the president attempt to control the federal bureaucracy?
11. What special problems does bureaucratic independence present in a democracy? Discuss with re.
The Congressional Budget Act of 1974 requires CBO to prepare cost estimates for legislation at certain points in the legislative process. CBO is also required to provide the Congress with annual reports on projected spending, revenues, and deficits under current law. This presentation highlights how CBO uses information from other agencies to prepare those cost estimates and baseline projections.
Similar to Chapter 10 oversight and accountability 1 (20)
Preliminary findings _OECD field visits to ten regions in the TSI EU mining r...OECDregions
Preliminary findings from OECD field visits for the project: Enhancing EU Mining Regional Ecosystems to Support the Green Transition and Secure Mineral Raw Materials Supply.
ZGB - The Role of Generative AI in Government transformation.pdfSaeed Al Dhaheri
This keynote was presented during the the 7th edition of the UAE Hackathon 2024. It highlights the role of AI and Generative AI in addressing government transformation to achieve zero government bureaucracy
This session provides a comprehensive overview of the latest updates to the Uniform Administrative Requirements, Cost Principles, and Audit Requirements for Federal Awards (commonly known as the Uniform Guidance) outlined in the 2 CFR 200.
With a focus on the 2024 revisions issued by the Office of Management and Budget (OMB), participants will gain insight into the key changes affecting federal grant recipients. The session will delve into critical regulatory updates, providing attendees with the knowledge and tools necessary to navigate and comply with the evolving landscape of federal grant management.
Learning Objectives:
- Understand the rationale behind the 2024 updates to the Uniform Guidance outlined in 2 CFR 200, and their implications for federal grant recipients.
- Identify the key changes and revisions introduced by the Office of Management and Budget (OMB) in the 2024 edition of 2 CFR 200.
- Gain proficiency in applying the updated regulations to ensure compliance with federal grant requirements and avoid potential audit findings.
- Develop strategies for effectively implementing the new guidelines within the grant management processes of their respective organizations, fostering efficiency and accountability in federal grant administration.
Presentation by Jared Jageler, David Adler, Noelia Duchovny, and Evan Herrnstadt, analysts in CBO’s Microeconomic Studies and Health Analysis Divisions, at the Association of Environmental and Resource Economists Summer Conference.
Jennifer Schaus and Associates hosts a complimentary webinar series on The FAR in 2024. Join the webinars on Wednesdays and Fridays at noon, eastern.
Recordings are on YouTube and the company website.
https://www.youtube.com/@jenniferschaus/videos
Monitoring Health for the SDGs - Global Health Statistics 2024 - WHOChristina Parmionova
The 2024 World Health Statistics edition reviews more than 50 health-related indicators from the Sustainable Development Goals and WHO’s Thirteenth General Programme of Work. It also highlights the findings from the Global health estimates 2021, notably the impact of the COVID-19 pandemic on life expectancy and healthy life expectancy.
Jennifer Schaus and Associates hosts a complimentary webinar series on The FAR in 2024. Join the webinars on Wednesdays and Fridays at noon, eastern.
Recordings are on YouTube and the company website.
https://www.youtube.com/@jenniferschaus/videos
Jennifer Schaus and Associates hosts a complimentary webinar series on The FAR in 2024. Join the webinars on Wednesdays and Fridays at noon, eastern.
Recordings are on YouTube and the company website.
https://www.youtube.com/@jenniferschaus/videos
Donate to charity during this holiday seasonSERUDS INDIA
For people who have money and are philanthropic, there are infinite opportunities to gift a needy person or child a Merry Christmas. Even if you are living on a shoestring budget, you will be surprised at how much you can do.
Donate Us
https://serudsindia.org/how-to-donate-to-charity-during-this-holiday-season/
#charityforchildren, #donateforchildren, #donateclothesforchildren, #donatebooksforchildren, #donatetoysforchildren, #sponsorforchildren, #sponsorclothesforchildren, #sponsorbooksforchildren, #sponsortoysforchildren, #seruds, #kurnool
3. EXECUTIVE OVERSIGHT
ISSUES
• The core oversight issue is whether the
intelligence community is properly carrying out
its functions, that is, whether the community is
asking the right questions, responding to policy
makers’ needs, being rigorous in its analysis,
and having on hand the right operational
capabilities (collection and covert action). Policy
makers cannot trust the intelligence community
alone to answer for itself.
4. A LINGUISTIC ASIDE: THE
TWO MEANINGS OF
OVERSIGHT
• Oversight has two definitions that are distinct, if
not opposites.
• Supervision; watchful care (as in “We have
oversight of that activity.”)
• Failure to notice or consider (as in “We missed
that. It was an oversight. ”)
In overseeing intelligence, Congress and the
executive try to carry out the first definition and
to avoid the second.
5. 1953-1961 ADMINISTRATION
OF DWIGHT D. EISENHOWER
(WITH TWO BRIEF LAPSES)
• presidents have relied on the President’s
Foreign Intelligence Advisory Board (PFIAB) to
carry out higher level and more objective
oversight than the NSC Office of Intelligence
Programs does. PFIAB members are appointed
by the president and usually include former
senior intelligence and policy officials and
individuals with relevant commercial
backgrounds. (In the 1990s some people were
appointed to PFIAB largely as political favors.)
6. •The PFIAB’s relationship to policy
makers can be subject to the same
strains that are seen in the
relationship between policy makers
and intelligence agencies. From 2001
to 2005, PFIAB was chaired by Brent
Scowcroft, who had served as
national security adviser under
Presidents Gerald R. Ford (1974-
1977) and George H. W. Bush (1989-
1993).
7. PRESIDENT’S INTELLIGENCE
OVERSIGHT BOARD (PIOB), A
SUBSET OF PFIAB
• The propriety of intelligence activities is also an aspect of
oversight. Are the actions being conducted in accordance
with law and executive orders (EOs)? All intelligence agencies
have inspectors general and general counsels. In addition,
• the President’s Intelligence Oversight Board (PIOB), a subset
of PFIAB, can investigate. However, the PIOB is a reactive
body, with no power to initiate probes or to subpoena. It is
dependent on referrals from executive branch officials.
Nonetheless, the PIOB has carried out some useful classified
investigations. However, the PIOB fell into disuse during the
George W. Bush administration.
8. P&CLOB
• A recent addition to executive oversight has
been the Privacy and Civil Liberties Oversight
Board, which had been recommended by the
9/11 Commission report and was created
legislatively in 2004. The board, more popularly
known as the Civil Liberties Protection Board, is
chartered to ensure that concerns about privacy
and civil liberties are considered when laws,
regulations, and policies to combat terrorism
are developed. The board has both an advisory
and oversight function.
9. CONGRESSIONAL
OVERSIGHT
• Congress approaches intelligence
oversight—and all oversight issues,
whether national or domestic—from a
different but equally legitimate
perspective from that of the executive
branch.
10. ARTICLE I, SECTION 8,
PARAGRAPH 18
• The concept of congressional oversight is
established in the Constitution.,
“Congress shall have Power . . . To make
all Laws which shall be necessary and
proper for carrying into Execution the
foregoing Powers, and all other Powers
vested by this Constitution in the
Government of the United States, or in
any Department or Officer thereof.”
11. CONGRESS HAS SEVERAL
LEVERS THAT IT CAN USE TO
CARRY OUT ITS OVERSIGHT
FUNCTIONS.
• BUDGET.
Control over the budget for the entire federal
government is the most fundamental lever of
congressional oversight. Article I, Section 9,
paragraph 7, of the Constitution states, “No
Money shall be drawn from the Treasury, but in
Consequence of Appropriations made by Law;
and a regular Statement and Account of the
Receipts and Expenditures of all public Money
shall be published from time to time.”
12. THE CONGRESSIONAL
BUDGET PROCESS IS
COMPLEX AND DUPLICATIVE.
It is composed of two major activities:
•Authorization: consists of approving
specific programs and activities.
•Appropriation: consists of allocating
specific dollar amounts to authorized
programs.
13. CONGRESSIONAL HUMOR:
AUTHORIZERS VERSUS
APPROPRIATORS
•The tension between those who sit
on authorizing committees and
those who sit on appropriations
committees is pithily characterized
by a joke often heard on Capitol Hill:
“Authorizes think they are gods;
appropriators know they are gods.”
14. TECHNICALLY
• Congress may not appropriate money for
a program that it has not first authorized.
If authorizing legislation does not pass
before a congressional session ends, the
appropriations bills contain language
stating that they also serve as authorizing
legislation until such legislation is passed.
15. TENSION FELT
• Authorizers may approve a program but find
that it is not given significant funds—or any
funds—by the appropriators. This is called
hollow budget authority. Or appropriators may
vote money for programs or activities that have
not been authorized. These funds are called
appropriated but not authorized (or “A not A”).
In both cases, the appropriators are calling the
tune and taking action that disregards the
authorizers.
16. EVERY EXECUTIVE AGENCY
DREAMS
• of having multiyear appropriations or no year
appropriations—that is, money that does not
have to be spent by the end of the fiscal year.
Although some funds are allocated in these
ways, Congress resists doing so on a large scale,
because such a move would fundamentally
undercut its power of the purse. (Appropriated
funds that are not spent at the end of a fiscal
year are returned to the Treasury.
17. (OMB)
•The Office of Management and
Budget also monitors agencies’
spending rates throughout the fiscal
year to ensure that they are not
spending either too quickly or too
slowly.
18. IN RECENT YEARS
• Congress has used supplemental appropriations
bills with increasing frequency for intelligence.
Basically, supplemental appropriations make
available to agencies funds over and above the
amount originally planned. In the case of an
unforeseen emergency the requirement for a
supplemental bill is easily understood. But when
supplementals are used on a recurring basis—
perhaps annually—they become problematic.
19. “TAKING IT OUT OF HIDE”
• Supplemental appropriations are single-year
infusions of money. Although no guarantee is
made for the size of any appropriation from
year to year, supplementals are seen as being
riskier in terms of the likelihood that they will
be used again. Thus, if a crucial activity is being
funded by supplemental appropriations, it may
be necessary in the following year either to
terminate the activity for lack of funds or to
curtail some other activity in the budget.
20. REPORTING
REQUIREMENTS
• The separation of powers between the
executive branch and the legislative
branch puts a premium on information.
The executive tends to forward
information that is supportive of its
policies: Congress tends to seek fuller
information to make decisions based on
more than just the views that the
executive volunteers.
21. INVESTIGATIONS AND
REPORTS
• One of Congress’s functions is to investigate,
which it may do on virtually any issue. The
modern intelligence oversight system evolved
from the congressional investigations of
intelligence in the 1970s. Investigations tend to
result in reports that summarize findings and
offer recommendations for change, thus serving
as effective tools in exposing shortcomings or
abuses and in helping craft new policy
directions.
22. ISSUES IN CONGRESSIONAL
OVERSIGHT
•Oversight of intelligence raises
a number of issues that are
part of the “invitation to
struggle,” as the separation of
powers has often been called.
23. BOTH HOUSES
• have also created different levels of notification
for members about intelligence activities,
depending on the sensitivity of the information.
Intelligence officials may brief only the
leadership (known as the Gang of 4), or the
leaders and the chairmen and ranking members
of the intelligence committees (known as the
Gang of 8), or some additional committee
chairmen as well, or the full intelligence
committees.
24. INTELLIGENCE BUDGET
TOP OR BOTTOM?
• One of the curiosities of the debate over
intelligence budget disclosure was the
term used for the number most at issue.
The overall spending total for intelligence
was alternatively described as the “top
line number” or the “bottom line
number.” It sometimes sounded as if
people on the same side-those in favor of
or opposed to disclosure—were at odds
with themselves
25. CONGRESS AND THE
INTELLIGENCE BUDGET.
A recurring issue for Congress has been whether
to reveal some aspects of the intelligence
budget.
• The Constitution requires that accounts of all
public money be published “from time to time.”
This phrase is vague, which allowed each
successive administration to argue that its
refusal to disclose the details of intelligence
spending was permissible. Critics contended
that this interpretation vitiated the
constitutional requirement to publish some
account at some point.
26. REGULATING THE
INTELLIGENCE COMMUNITY.
• Since the end of World War 11, Congress has
passed only two major pieces of intelligence
legislation: the National Security Act of 1947
and the Intelligence Reform and Terrorism
Prevention Act of 2004. Thus. the structure of
the intelligence community was remarkably
stable throughout the cold war and the
immediate post-cold war period. Only as a
result of the terrorist attacks and the war in Iraq
was there sufficient political impetus to foster
major changes.
27. EXECUTIVE ORDER
• President George Washington issued the first
executive order under his presumed authority,
setting a precedent. Each president since also
has done so. No specific constitutional power
grants a president this authority. The authority
to write EOs stems from the president’s
obligation, under Article II, Section 3, to “take
Care that the laws be faithfully executed.” EOs
are legal documents but may not conflict with a
law or a judicial decision. Thus, they sometimes
tend to operate in areas where there are neither
legislation nor judicial decisions.
28. •The major advantage of EOs is that
they give presidents the flexibility to
make changes in the intelligence
community to meet changing needs
or to reflect their own preferences
about how the intelligence
community should be managed or
its functions limited.
29. • The major disadvantages of EOs are that
they are impermanent, subject to change
by each president. They are not statutes
and therefore are more difficult to
enforce; and they give Congress a limited
role. (As a rule, the executive branch has
made Congress privy to drafts of
executive orders in advance of their
promulgation and has given Congress
opportunities to comment on them.)
30. THE ISSUE OF CO-OPTION.
• As eager as Congress is to be kept informed
about all aspects of policy. a cost is incurred
when it accepts information. Unless members
raise questions about what they are told, they
are, in effect, co-opted. Their silence betokens
consent, as the maxim of English law says. They
are free to dissent later on, but the
administration will be quick to point out that
they did not raise any questions at the time
they were briefed. Having been informed before
the fact tends to undercut Congress’s freedom
of action after the fact.
31. WHAT PRICE OVERSIGHT
FAILURES?
• Even when the intelligence oversight
system is working well, most members
and congressional staff have difficulty
running the system so as to avoid all
lapses. Most members and staff involved
in the process understand the difference
between small lapses and large ones.
Some of the larger lapses for which
Congress has taken the intelligence
community to task are:
32. • Failure to inform the Senate Intelligence
Committee that CIA operatives were directly
involved in mining Corinto, a Nicaraguan port,
during the contra war.
• Failure to inform Congress on a timely basis
when agents in Moscow began to disappear,
which was later presumed to be the result of
the espionage of CIA agent Aldrich Ames. (The
assessment as to who caused the losses may
have changed as a result of the damage
assessment from the Robert Hanssen spy case.)
The House Intelligence Committee issued a
public report critical of the CIA, with which the
CIA agreed.
33. TAPE DETRUCTION
• More recently, the destruction of tapes made
during the interrogations of two senior al
Qaeda members. the tapes were made to
ensure that the interrogations were being
conducted properly. The existence of the tapes
was known to some members of Congress and
executive branch officials. Several officials in
both branches of government expressed the
view that the tapes should not be destroyed.
However, in 2005, NCS director Jose Rodriguez
ordered the tapes destroyed, informing his
superiors at the CIA after the fact.
34. “SIGNIFICANT
INTELLIGENCE ACTIVITY”
• Several members of Congress said they had
not known about the existence of the tapes;
others knew about the tapes but not about
their destruction. The tapes’ controversy
raises a series of issues, including internal
controls at the CIA, the explicitness (or lack
thereof) of the various recommendations
not to destroy the tapes, and notification of
Congress.
35. IT IS UNCLEAR
• whether destruction of the tapes constitutes
such an activity, as defined in legislation. It is
also unclear that Congress will want to be in a
position where it asks for approval rights before
various types of intelligence can be destroyed—
which also might raise new separation of
powers issues. Congress does have at hand
some levers to enforce its oversight. It can
reduce the intelligence budget, delay
nominations, or, in the case of a serious lapse,
demand the resignation of the official involved.
36. INTERNAL DYNAMICS OF
CONGRESSIONAL OVERSIGHT
• Members of Congress take office with specific
areas of interest, derived from either the nature
of their district or state or their personal
interests. Most members, at least early in their
legislative careers, tend to focus on issues that
are most likely to enhance their careers. For
most members, intelligence is unlikely to fit any
of these criteria. Therefore, why would members
spend a portion of their limited time on
intelligence?
37. THE ISSUE OF TERM LIMITS
• Service on the House and Senate
Intelligence Committees. unlike other
committees, was initially limited.
Congress adopted term limits for
committee membership based on the
view that the pre-1975 oversight system
had failed, in part, because the few
members involved became too cozy with
the agencies they were overseeing.
38. BIPARTISAN OR PARTISAN
COMMITTEES?
• The Senate and House Intelligence Committees
are distinctly different in composition. Typically,
the ratio of seats between the parties on
committees roughly reflects the ratio of seats in
each chamber as a whole. The Senate
Intelligence Committee has always been
exempt from this practice, with the majority
party having just one more seat than the
minority. Moreover, the ranking minority
member is always the vice chairman of the
Senate committee. The Senate leadership took
these steps in 1976 to minimize the role of
partisanship in intelligence.
39. COMMITTEE TURF
• All congressional committees guard their
areas of jurisdiction jealously. For
example, in 1976 when the Senate was
considering the creation of an intelligence
committee, the Senate Armed Services
Committee resisted, seeking to preserve
its jurisdiction over the DCI and the CIA.
40. HOW DOES CONGRESS
JUDGE INTELLIGENCE?
• An important but little-discussed issue is how
Congress views and judges intelligence, as
opposed to the criteria used by the executive
branch. No matter how much access Congress
has to intelligence, it is not a client of the
intelligence community in the same way that
the executive branch is, even as congressional
requests for specific analytic products have
increased. Congress never achieves the same
level of intimacy in this area and does not have
the same requirements or demands for
intelligence.
41. EXTERNAL FACTORS
• The intelligence oversight system does not take
place in a vacuum. Among the many factors
that come into play to affect oversight, the
press is a major one.
• The press, as an institution, gets more mileage
out of reporting things that have gone wrong
than it does from bestowing kudos for those
that are going right. The fact that intelligence
correctly analyzes some major event is hardly
news; after all, that is its job.
42. COMPETITION WITHIN THE
CONGRESSIONAL AGENDA
• A series of debates influencing intelligence oversight
recur in every Congress, with varying degrees of
strength. One is the debate between domestic and
national security concerns, which is especially important
when dealing with the budget.
• Another debate is that between civil liberties and
national security. The debate is almost as old as the
republic, dating back to the Alien and Sedition Acts of
1798. Other instances of civil liberties clashing with
national security concerns predate the advent of the
intelligence community.
43. CONCLUSION
• The nature of congressional oversight of
intelligence changed dramatically in
1975-1976. Although Congress may go
through periods of greater or lesser
activism, it is unlikely to return to the
laissez-faire style of oversight. Congress
has become a consistent player in
shaping intelligence policy.
44. • This seems novel in the case of
intelligence only because it is relatively
recent. Congress has played the same
activist role in all other areas of policy
since adoption of the Constitution, and its
role is inherent in the checks and
balances system that the framers set up.
The willful division of power creates a
system that is a constant “invitation to
struggle.”
45. • The oversight system is, of necessity,
adversarial but does not have to be
hostile. Any system that divides power is
bound to have debates and friction. But
they do not have to be played out in an
antagonistic manner. When antagonism
arises, it is more often the effect of
personalities, issues, and partisanship
than the oversight system per se.
46. KEY TERMS
• appropriated but not
authorized
• appropriation
• authorization
• executive order
• Gang of 4
• Gang of 8
• global finding
• hollow budget authority
• No-year appropriations
• Oversight
• PFIAB
• PIAB
• SAPs
• Supplemental appropriations