THE NATIONAL SECURITY STRUCTURE AND THE FUNCTIONS OF THE DIRECTOR OF CENTRAL INTELLIGENCE

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP80R01731R002000100014-8
• Release Decision: RIPPUB
• Original Classification: S
• Document Page Count: 36
• Document Creation Date: December 15, 2016
• Document Release Date: October 3, 2002
• Sequence Number: 14
• Publication Date: February 11, 1975
• Content Type: SPEECH

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DEFENSE INTELLIG NCE SCHOOL
NATIONAL SENIOR INTELLIGENCE
COURSE
11 FEBRUARY 1975
TODAY I WOULD LIKE TO COVER.FOR.YOU BRIEFLY THE
RESPONSIBILITIES OF DCI AND HOW HE CARRIES THEM OUT,.
SHOW YOU HOW THE INTELLIGENCE STRUCTURE-IS PUT TO-
GETHER AT THE NATIONAL LEVEL, REFLECT ON, THE TRENDS
IN INTELLIGENCE AT THE NATIONAL LEVEL, AND. NOTE, THE
CURRENT ISSUES AND PROBLEMS THAT,THE DCI FACES.
ONE THING TO BE. UNDERSTOOD AT THE OUTSET: THE
DIRECTOR OF CENTRAL INTELLIGENCE WEARS TWO HATS --
UNDER ONE, HE IS THE PRESIDENT'S PRINCIPAL INTELLIGENCE
ADVISOR. JUST AS ADIVISION COMMANDER HAS HIS G-2.
SO THE COMMANDER-IN-CHIEF HAS HIS DCI. IN THIS ROLE
AS THE NATIONS SENIOR INTELLIGENCE OFFICER, COLBY
DOES NOT COMMAND OTHER INTELLIGENCE CHIEFS AND AGENCIES
ANYMORE THAN DIVISION G-2 COMMANDS BRIGADE S-2'S.
SINCE NOVEMBER 1971, HOWEVER, HE HAS BEEN DIRECTED BY
THE PRESIDENT TO EXPRESS HIS VIEWS ON THE ALLOCATION
OF RESOURCES TO NATIONAL INTELLIGENCE PROGRAMS AND. TO
COMMENT ON AND JUSTIFY THE INTELLIGENCE PROGRAMS AND
BUDGETS OF THE OTHER INTELLIGENCE AGENCIES.
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UNDER HIS OTHER HAT, COLBY RUNS CIA. THIS IS A
SEPARATE JOB, HOWEVER. AND, IN POINT OF FACT, HE
SPENDS, OR UNTIL RECENTLY HAS BEEN SPENDING, MORE TIME
AS THE PRESIDENT'S INTELLIGENCE OFFICER AND LEADER OF
THE INTELLIGENCE COMMUNITY THAN HE DOES RUNNING THE
CENTRAL INTELLIGENCE AGENCY. Slide #l
IN A FEW MINUTES, I'LL TALK ABOUT THE CIA ORGAN- Intelligence
Community
IZATION BRIEFLY SO YOU CAN UNDERSTAND THE ROLE OF THE
AGENCY IN THE INTELLIGENCE COMMUNITY. BUT, FIRST I
WANT TO DESCRIBE THE COMMUNITY, ITS RELATIONSHIPS, THE
COORDINATING MACHINERY THAT TIES IT TOGETHER, AND HOW
IT RESPONDS TO THE WASHINGTON-LEVEL NATIONAL AUTHORI-
TIES IT IS SET UP TO SERVE.
THE CENTRAL INTELLIGENCE AGENCY, Aiit
IS, OF COURSE,, PART OF THE
INTELLIGENCE COMMUNITY,
SECOND, THERE IS THE DEFENSE INTELLIGENCE AGENCY,
WHICH IS RESPONSIBLE FOR PROVIDING GENERAL. INTELLI-
GENCE SUPPORT TO THE OFFICE OF THE SECRETARY OF DE-
FENSE AND THE JOINT CHIEFS OF STAFF.
THE INTELLIGENCE UNITS OF THE ARMY, NAVY, AND AIR
FORCE CONTINUE TO SUPPORT THE PARTICULAR MISSIONS OF
EACH ONE OF THE SERVICES. MUCH OF THE WORK OF THE
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THREE SERVICE INTELLIGENCE COMPONENTS IS COORDINATED
BY THE DIRECTOR OF DIA.
.IN THE STATE DEPARTMENT, THERE IS AN INTELLIGENCE
UNIT, THE BUREAU OF INTELLIGENCE AND RESEARCH MR),
WHICH SERVES THE SECRETARY OF STATE AND THE,.POLICY
PLANNERS. IN A SENSE ALL OUR DIPLOMATIC PERSONNEL ARE
INTELLIGENCE GATHERERS. BUT THERE IS ALSO A REQUIRE-
MENT FOR MEN WHO APPLY THEMSELVES PROFESSIONALLY TO
THE ANALYSIS OF THAT INFORMATION TO DETERMINE ITS BEAR-
ING ON PRESENT AND FUTURE IMPLICATIONS FOR US FOREIGN
POLICY.
THE INTELLIGENCE COMPONENT IN THE ENERGY RESEARCH
AND DEVELOPMENT ADMINISTRATION (ERDA), THE SUCCESSOR
TO THE AEC, HAS A SPECIALIZED CHARTER DEVOTED TO THE
VITAL FIELD OF INTELLIGENCE ON NUCLEAR ENERGY DEVELOP-
MENTS.
A PRIMARY RESPONSIBILITY OF.THE FEDERAL BUREAU OF
INVESTIGATION IS THE INTERNAL SECURITY OF THE UNITED
STATES, BUT YOU CAN EASILY IMAGINE THE VITAL CONNECTION
BETWEEN FOREIGN INTELLIGENCE AND INTERNAL SECURITY.
SO THE FBI, TOO, IS A MEMBER OF THE INTELLIGENCE COM-
MUNITY. THE FBI AND CIA WORK VERY CLOSELY TOGETHER.
IT ALSO SHOULD BE STRESSED HERE THAT BY LAW CIA HAS
NO DOMESTIC INTERNAL SECURITY RESPONSIBILITY.
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IN RECOGNITION OF THE GROWING IMPORTANCE OF ECO-
NOMIC INTELLIGENCE, THE TREASURY DEPARTMENT WAS OFFI-
CIALLY ADDED TO THE INTELLIGENCE COMMUNITY BY PRESIDENT
NIXON IN NOVEMBER 1971.
LASTLY, AND VERY IMPORTANTLY, THERE IS THE NA-
TIONAL SECURITY AGENCY.
THESE, THEN, ARE THE INDIVIDUAL MEMBERS OF THE
INTELLIGENCE COMMUNITY -- CIA, STATE, DIA., NSA, AND
THE SERVICE INTELLIGENCE COMPONENTS, ERDA, TREASURY,
AND THE FBI.
IN ORDER TO ROUND OUT THE PICTURE OF THE COMMU-
NITY, I MUST ADD A NUMBER OF WHAT WE CALL "SERVICES
OF COMMON CONCERN " IT MIGHT BE MORE ENLIGHTENING
TO CALL THEM NATIONAL INTELLIGENCE ASS S THESE ARE
ACTIVITIES WHICH SERVE THE ENTIRE GOVERNMENT RATHER
THAN ANY PARTICULAR DEPARTMENT OR AGENCY. SUCH AN
ACTIVITY MAY BE MANAGED, STAFFED AND FUNDED BY ONE
AGENCY, BUT ACTUALLY OPERATE DIRECTLY FOR THE ENTIRE
INTELLIGENCE COMMUNITY.
THE LARGEST OF THESE NATIONAL INTELLIGENCE ASSETS
IS THE NATIONAL SECURITY AGENCY, WHICH IS RESPONSIBLE
FOR CRYPTOLOGIC INTELLIGENCE -- INTERCEPTING AND DE-
CODING ELECTRICALLY TRANSMITTED MESSAGES. ITS PRODUCT
IS DISSEMINATED WITH ADMIRABLE SPEED THROUGHOUT THE
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INTELLIGENCE. COMMUNITY, AND HAS PLAYED A VITAL ROLE IN
MANY OF OUR MOST CRUCIAL INTELLIGENCE JUDGMENTS OVER
THE YEARS.
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OTHER IMPORTANT NATIONAL INTELLIGENCE ASSETS ARE
THE NATIONAL PHOTOGRAPHIC INTERPRETATION CENTER, AND
25
THIS IS A QUICK LOOK AT THE PRINCIPAL ELEMENTS OF
THE INTELLIGENCE COMMUNITY. AGAINST THIS BACKGROUND
LET US NOW LOOK AT THE ROLE OF THE DCI.
THE NATIONAL SECURITY ACT OF 1947 CREATED THE CIA
AND ALSO THE OFFICE OF THE DIRECTOR OF CENTRAL INTEL-
LIGENCE. WHILE THE DIRECTOR WAS THE CHIEF OF THE CIA,
HE WAS ALSO CHARGED WITH COORDINATING THE ENTIRE FOR-
EIGN INTELLIGENCE EFFORT OF THE US GOVERNMENT. THIS
LATTER TASK WAS PERFORMED IN VARIOUS WAYS AND WITH
VARIOUS DEGREES OF EFFECTIVENESS BY SUCCESSIVE DIREC-
TORS THROUGH THE YEARS.
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HOWEVER, A STEADILY EXPANDING INTELLIGENCE COM-
MUNITY DURING THE 1960s, ACCOMPANIED BY EVER-INCREASING
INTELLIGENCE BUDGETS, STIMULATED THE NATIONAL LEADER-
SHIP IN 1971 TO CALL FOR MORE EFFECTIVE COORDINATION
OF THE ENTIRE COMMUNITY BY THE DCI.
ON NOVEMBER 5, 1971, IN A DEVELOPMENT OF MAJOR
SIGNIFICANCE FOR NATIONAL INTELLIGENCE, THE PRESIDENT
/Mrr~(P, -r AiJ7.
DIRECTED THE DCI TO TAKE S `NTFTG NT MANAGEMENT STEPS
FOR IMPROVING THE EFFECTIVENESS OF THE INTELLIGENCE
COMMUNITY. I WOULD LIKE TO REVIEW THESE STEPS WITH
YOU, AND ELABORATE ON HOW SOME OF THE MACHINERY OF
THE COMMUNITY OPERATES.
THE PRESIDENT'S OBJECTIVES IN DIRECTING THESE
MANAGEMENT STEPS WERE TO ENSURE:
-- CONTINUING REVIEW OF THE RESPONSIVENESS OF
THE US INTELLIGENCE EFFORT TO HIS NEEDS.
-- STRENGTHENED LEADERSHIP FOR THE COMMUNITY
AS A WHOLE.
-- MORE EFFICIENT USE OF RESOURCES IN THE COL-
LECTION OF INTELLIGENCE INFORMATION.
-- AN EXAMINATION OF INTELLIGENCE PROGRAMS WITH
A VIEW TO ELIMINATING THE LEAST PRODUCTIVE
ONES.
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-- IMPROVEMENT IN THE QUALITY, SCOPE, AND TIME-
LINESS OF INTELLIGENCE INFORMATION.
JUST WHAT MANAGEMENT IMPROVEMENTS WERE DIRECTED
BY THE PRESIDENT? THE FOUR FOLLOWING STEPS REPRESENT
THE MAJOR CHANGES:
-- AN ENHANCED LEADERSHIP AND PROGRAM ADVISORY
ROLE FOR THE DIRECTOR OF CENTRAL INTELLIGENCE.
-- ESTABLISHMENT OF A NATIONAL SECURITY COUNCIL
INTELLIGENCE COMMITTEE.
-- ESTABLISHMENT OF AN INTELLIGENCE RESOURCES
ADVISORY COMMITTEE.
-- RECONSTITUTION OF THE UNITED STATES INTELLIGENCE
e
BOARD. THIS DIRECTIVE WAS REAFFIRMED BY
PRESIDENT FORD IN A LETTER TO MR. COLBY ON
OCTOBER 9, 1974.
LET US DISCUSS THESE CHANGES, BRIEFLY, ONE BY ONE.
As WE HAVE SEEN, THE DIRECTOR OF CENTRAL INTELLI-
GENCE HAS ALWAYS HAD A RESPONSIBILITY FOR DEVELOPING
REQUIREMENTS FOR NATIONAL INTELLIGENCE AND FOR COOR-
DINATING ITS PRODUCTION. UNDER THE RESTRUCTURING DIRECTED
BY THE PRESIDENT, THE DIRECTOR OF CENTRAL INTELLIGENCE
WAS ASKED TO FORMULATE A CONSOLIDATED INTELLIGENCE PRO-
GRAM BUDGET, AND TO RECONCILE INTELLIGENCE REQUIREMENTS
AND PRIORITIES WITH BUDGETARY CONSTRAINTS. WHILE THE
PRESIDENTIAL DIRECTIVE DID NOT GIVE THE DCI N 1-
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CREASED COMMAND AUTHORITY OVER 1kE OTHER COMPONENTS g.EE
TEE, INTELLIGENCE, COMMUNITY, HE WAS GIVEN THE SIGNIFICANT
NEW RESPONSIBILITY OF BEING INFORMED ON AND EXPRESSING
VIEWS WITH RESPECT TO THE ALLOCATION OF ALL INTELLI-
GENCE RESOURCES IN THE COMMUNITY, PARTICULARLY THOSE OF
A NATIONAL CHARACTER. IN THIS REGARD THE DIRECTOR MAY
BE CALLED ON BY THE PRESIDENT, THE KEY CONGRESSIONAL
COMMITTEES AND BY THE DIRECTOR OF THE OFFICE OF MANAGE-
MENT AND BUDGET TO COMMENT ON AND DEFEND THE INTELLI-
GENCE PROGRAMS AND BUDGETS OF THE DEPARTMENT OF DEFENSE
AND DEPARTMENT OF STATE. WHILE THE AUTHORITY TO IN-
FLUENCE BUDGETS CARRIES CONSIDERABLE WEIGHT, THE OB-
JECTIVES OF THE PRESIDENT'S DIRECTIVE WILL., CONTINUE
TO BE ACCOMPLISHED LARGELY THROUGH COOPERATION, HARD WORK,
AND GOOD SENSE. I THINK WE HAVE MADE A PROMISING START.
OTHER CHANGES DIRECTED BY THE PRESIDENT CONSIST OF
VARIOUS COORDINATING MECHANISMS THAT SHOULD MAKE FOR
MORE EFFECTIVE CONTROL OF THE INTELLIGENCE! COMMUNITY.
LET US LOOK AT THESE MECHANISMS, AND SEE WHAT THEY ARE
DESIGNED TO ACCOMPLISH.
fJSCIC
Slide #2 Rel. of DCI
to Pres. & Intel
Community
THE NATIONAL SECURITY COUNCIL INTELLIGENCE COMMITTEE
FILLS A GAP THAT HAD BECOME QUITE WORRISOME OVER THE
YEARS. THERE WAS NO ARRANGEMENT FOR SYSTEMATIC FEED-
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BACK OF CRITICISM AND COMMENT FROM HIGH POLICY USERS
OF FINISHED INTELLIGENCE. THE NEW COMMITTEE IS
CHAIRED BY DR. KISSINGER, AND ITS MEMBERS ARE THE
UNDER SECRETARY OF STATE, THE DEPUTY SECRETARY OF
DEFENSE, THE ATTORNEY GENERAL, THE CHAIRMAN OF THE JCS,
AND THE DCI -- IN OTHER WORDS, THE POLICY LEVEL FOR
WHICH NATIONAL INTELLIGENCE IS DESIGNED.
WITH THIS COMMITTEE, THE PRESIDENT HAS CREATED
A FORMAL GROUP OF SENIOR POLICY OFFICIALS TO DEVELOP
GUIDANCE FOR THE INTELLIGENCE PRODUCT NEEDED TO SUP-
PORT THE FORMULATION OF U.S. FOREIGN AND DEFENSE
POLICY. THIS COMMITTEE WILL ALSO PROVIDE FOR A
CONTINUING EVALUATION OF THE INTELLIGENCE PRODUCT
FROM THE STANDPOINT OF PRIME INTELLIGENCE USERS.
THIS WILL ENABLE THE INTELLIGENCE COMMUNITY TO RE-
SPOND IN A MORE ORDERLY,' TIMELY, AND EFFECTIVE
MANNER TO THE NATIONAL INTELLIGENCE NEEDS.
IAC
ANOTHER NEW ELEMENT CREATED BY THE 197.1 DIRECTIVE
WAS THE INTELLIGENCE RESOURCES ADVISORY COMMITTEE
(IRAC). IIT IS CHAIRED BY THE DCI AND INCLUDES REP-
RESENTATIVES OF STATE, DEFENSE, OMB 'AND CIA. THIS
COMMITTEE IS ADVISORY TO THE DCI IN HIS RESOURCES
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MANAGEMENT ROLE. IT ASSISTS IN THE DEVELOPMENT AND
REVIEW OF THE ANNUAL NATIONAL FOREIGN INTELLIGENCE
PROGRAM, WHICH IS A COMPOSITE OF ALL THE SEPARATE
NATIONAL AND DEPARTMENTAL PROGRAMS CONTRIBUTING TO
THE NATIONAL INTELLIGENCE EFFORT. BASED ON,THE
IRAC REVIEW OF THESE PROGRAMS, THE DCI.SUBMITS
EACH YEAR TO THE PRESIDENT HIS RECOMMENDATIONS ON
THE LEVEL OF EFFORT AND THE MIXTURE OF ACTIVITIES
WHICH, IN HIS JUDGMENT, NEED TO BE FUNDED FOR THE
ATTAINMENT OF THE NATIONAL INTELLIGENCE OBJECTIVES.
THESE RECOMMENDATIONS, ONCE APPROVED BY THE
PRESIDENT, CONSTITUTE THE BASIS FOR THE INTELLIGENCE'`
PORTION OF THE PRESIDENT'S BUDGET AS IT IS SENT TO
CONGRESS.
As YOU CAN APPRECIATE, THE ASSISTANT SECRETARY
OF DEFENSE FOR INTELLIGENCE, DR. HALL, PLAYS A VERY
MAJOR ROLE IN THE WORK OF THE IRAC. OF ALL THE INTEL-
LIGENCE RESOURCES BEING REVIEWED, SOME 80 PERCENT
ARE WITHIN THE DEFENSE BUDGET, AND THESE ARE SPECI-
FICALLY DR. HALL'S RESPONSIBILITY.
IT IS MR, COLBY'S PQLICY TO INVITE THE .DIRECTOR
OF NSA AND THE DIRECTOR OF DIA TO PARTICIPATE I IRAC
PROCEEDINGS IN THEIR CAPACITY AS NATIONAL_INTELLIGFNCE
PROGRAM MANlAGERS.
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IN THE FALL OF 1973, THE DCI ESTABLISHED A
SUBCOMMITTEE. OF IRAC TO PROVIDE -A FORUM FOR THE MUTUAL
EXCHANGE OF &D INFORMATION. THE INTELLIGENCE RE-
SEARCH AND DEVELOPMENT COUNCIL IS CHAIRED BY DR.
MALCOLM CURRIE, THE DIRECTOR OF DEFENSE RESEARCH AND
ENGINEERING, AND INCLUDES AS MEMBERS ALL PROGRAM
MANAGERS FOR INTELLIGENCE OR INTELLIGENCE ...RELATED
R&D ACTIVITIES IN THE GOVERNMENT. THE SPACE SHUTTLE
MASS DATA STORAGE -- REMOTE SENSOR TECHNOLOGY ARE SOME OF THE AREAS WHICH HAVE BEEN SELECTED FOR
FURTHER ATTENTION BY THE COUNCIL AS PART OF ITS PROGRAM
TO IDENTIFY GAPS WHICH COULD BENEFIT FROM MORE R&D
EFFORT. THIS COUNCIL HAS CLEARLY BECOME ONE OF THE
MOST SIGNIFICANT AND PRODUCTIVE BODIES IN THE IN-
TELLIGENCE COMMUNITY STRUCTURE.
USIB
WHILE THE IRAC SERVES AS THE COORDINATING BODY TO
ADVISE THE DCI ON RESOURCE MANAGEMENT, THE FULL RANGE
OF SUBSTANTIVE INTELLIGENCE COORDINATION IS ACCOMPLISHED
THROUGH THE U.S, INTELLIGENCE BOARD (USIB) STRUCTURE.
THIS BOARD HAS EXISTED ON ONE FORM OR ANOTHER FOR A
NUMBER OF YEARS,
THIS BOARD WAS ESTABLISHED UNDER DIRECTIVES OF
THE NATIONAL SECURITY COUNCIL THE DIRECTOR OF
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CENTRAL INTELLIGENCE, BY NATIONAL SECURITY COUNCIL
DIRECTIVE, IS THE CHAIRMAN OF USIB. THIS, BY THE
WAY, IS ONE PLACE WHERE THE DIRECTOR'S TWO JOBS - -
HIS "TWO HATS" -- ARE VERY CAREFULLY DIFFERENTIATED.
WHEN HE CHAIRS THE U.S. INTELLIGENCE BOARD, HE IS
THERE AS THE PRESIDENT'S PRINCIPAL INTELLIGENCE
OFFICER, NQI AS THE HEAD OF CIA. THE USIB PASSES
ON THE AGREED, COORDINATED JUDGMENTS OF THE ENTIRE
INTELLIGENCE COMMUNITY -- WHAT WE CALL "NATIONAL
INTELLIGENCE" -- AND IT MIGHT HAMPER THIS FUNCTION
IF THE DIRECTOR WERE SIMULTANEOUSLY TO ACT AS CHAIR-
MAN AND TO ADVANCE THE VIEWS OF THE CENTRAL INTEL-
LIGENCE AGENCY. FOR THIS REASON, CIA HAS SEPARATE
REPRESENTATION ON THE BOARD IN THE PERSON OF THE
DEPUTY DIRECTOR OF CENTRAL INTELLIGENCE.
THE OTHER PRINCIPALS ARE:
THE STATE DEPARTMENT DIRECTOR OF INTELLIGENCE
AND RESEARCH;
THE DIRECTOR OF THE DEFENSE INTELLIGENCE
AGENCY;
THE DIRECTOR OF--THE NATIONAL SECURITY AGENCY;
THE DEPUTY ASSISTANT ADMINISTRATOR OF THE
ENERGY RESEARCH AND DEVELOPMENT ADMINISTRATION;
THE. ASSISTANT TO THE DIRECTOR OF THE FBI; AND
A REPRESENTATIVE OF THE TREASURY DEPARTMENT.
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SINCE THE ESTABLISHMENT OF DIA, THE INTELLIGENCE
CHIEFS OF THE ARMY, NAVY, AND AIR FORCE HAVE CONTINUED
TO ATTEND AND PARTICIPATE IN USIB, BUT AS OBSERVERS
RATHER THAN AS OFFICIAL MEMBERS.
THE FACT IS, HOWEVER, THAT THEY ARE ACTUALLY
FULL PARTICIPANTS, MR. COLBY SOLICITS THEIR VIEWS
ON ALL MATTERS, ALSO, THEY HAVE FULL MEMBERSHIP ON
ALL USIB COMMITTEES, MR. COLBY HAS ALSO INVITED DR.
HALL TO PARTICIPATE IN USIB MEETINGS, AND HE IS
INDEED ACTIVE IN ALL BOARD DISCUSSIONS PARTICULARLY
THOSE WHICH ARE RESOURCE-RELATED.
THE ROLE OF THE USIB IS TO ASSIST AND ADVISE THE
DCI IN THE ESTABLISHMENT OF INTELLIGENCE OBJECTIVES,
THE IDENTIFICATION AND PRIORITY ORDERING OF REQUIRE-
MENTS, THE PRODUCTION OF NATIONAL INTELLIGENCE
ESTIMATES AND OTHER STUDIES, THE DISSEMINATION AND
PRESENTATION OF INTELLIGENCE, AND THE SECURITY POLICY
ASPECTS OF PROTECTING INTELLIGENCE SOURCES AND METHODS.
USIB COMMITTEES
BECAUSE OF THE SCOPE OF ITS CONCERNS AND THE
CONTINUOUS NATURE OF ITS WORK, THE USIB IS SUPPORTED
BY 13 FULL-TIME COMMITTEES, EACH STAFFED BY REPRESENTA-
TIVES OF THE SAME AGENCIES OR DEPARTMENTS HAVING
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MEMBERSHIP ON THE BOARD. THESE COMMITTEES GENERALLY
FALL INTO THREE FUNCTIONAL CATEGORIES OF COLLECTION,
SUBSTANTIVE PRODUCTION, AND SUPPORT PROCESSES. THE
COMMITTEE CHAIRMEN, MANY OF THEM FULL-TIME; IN THEIR
CHAIRMENSHIP, ARE APPOINTED FROM ANY MEMBER AGENCY
OF THE BOARD AND ARE ALL RESPONSIBLE TO THE..DCI IN
HIS CAPACITY AS CHAIRMAN OF USIB.
ALTHOUGH THE USIB AND THE IRAC REPRESENT THE
PRINCIPAL ADVISORY BODIES FOR DCI COORDINATION OF
SUBSTANTIVE AND RESOURCE MANAGEMENT MATTERS IN THE
COMMUNITY, THERE ALSO WAS THE NEED FOR FULL-TIME
STAFF SUPPORT IN THE GENERAL AREAS OF MANAGEMENT AND
EVALUATION, AND IN THE SUBSTANTIVE FIELD. To MEET
THESE NEEDS AND TO REPLACE SOME RELATIVELY OUT-MODED
ACTIVITIES, THE DCI CREATED THE NATIONAL INTELLIGENCE
OFFICERS AND THE INTELLIGENCE COMMUNITY STAFF.
NIOs
ESTABLISHED BY MR. COLBY IN OCTOBER OF 1973 UNDER
THE DIRECTION OF MR. GEORGE CARVER, DEPUTY TO THE
DCI FOR NATIONAL INTELLIGENCE OFFICERS, THE NIOs ARE
THE DCI's PRINCIPAL STAFF OF OFFICERS AND PERSONAL
REPRESENTATIVES FOR SPECIFIC GEOGRAPHIC AREAS AND
FUNCTIONAL SUBJECTS AND ARE RESPONSIBLE TO HIM FOR
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THE ENTIRE INTELLIGENCE PROCESS, WITH SPECIAL EMPHASIS
ON THE PRODUCTION OF ESTIMATES AND OTHER NATIONAL
PRODUCTS. THEIR JOB IS TO ENLIST ALL ELEMENTS OF
THE COMMUNITY IN THE DEVELOPMENT OF THE BEST POSSIBLE
ASSESSMENTS OF THE INTELLIGENCE QUESTIONS FACING THE
POLICYMAKERS. (THE DCI HAS INSTRUCTED THAT COMMUNITY
REPORTS AND ESTIMATES BE INDEPENDENT OF POLICY PRESSURE
AND OBJECTIVE IN TONE AND CONTENT, AND INCORPORATE
MINORITY OR ADVERSE VIEWS WHEN THESE EXIST.)
INTELLIGENCE COMMUNITY STAFF
THE PRESENT INTELLIGENCE COMMUNITY STAFF HAD ITS
BEGINNING IN A SMALL NATIONAL INTELLIGENCE PROGRAMS
EVALUATION STAFF ESTABLISHED IN 1963 TO LOOK AT
COMMUNITY PROBLEMS ON AN AD HOC BASIS.
FOLLOWING THE PRESIDENTIAL DIRECTIVE OF NOVEMBER
1971, THIS NUCLEUS WAS EXPANDED BY MR. HEL..MS INTO THE
INTELLIGENCE COMMUNITY STAFF WITH A FAR BROADER MISSION.
HOWEVER, IN SPITE OF ITS NAME, IT, LIKE ITS PREDECESSOR,
WAS STILL, FOR THE MOST PART, MANNED BY CIA OFFICERS.
WHEN DR. SCHLESINGER BECAME DCI IN EARLY 1973, HE
REORGANIZED THE STAFF TO MAKE IT REPRESENTATIVE
OF THE ENTIRE COMMUNITY. THIS STAFF BEGAN TO HIT
ITS STRIDE WITH THE ASSIGNMENT OF LTG ALLEN]
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As YOU ARE AWARE, BOTH OF THESE OFFICERS
HAVE MOVED ON TO HEAD MAJOR AGENCIES OF THE COMMUNITY.
.THE IC STAFF IS ORGANIZED TO SUPPORT THE DCI IN
THE FOUR PRIMARY AREAS OF HIS COMMUNITY RESPONSIBILITY --
RESOURCES MANAGEMENT, COLLECTION AND PROCESS?-ING,
PRODUCT IMPROVEMENT, AND COORDINATION AND PLANNING.
THE PRESENT IC STAFF IS A BLEND OF CIA PROFESSIONAL
PERSONNEL, ACTIVE-DUTY INTELLIGENCE OFFICERS FROM THE
MILITARY SERVICES, CIVILIAN REPRESENTATIVES FROM NSA,
DIA, AND THE STATE DEPARTMENT, PLUS A FEW INDIVIDUALS
DRAWN FROM PRIVATE INDUSTRY. ALTHOUGH HOUSED IN THE
CIA HEADQUARTERS BUILDING, THE IC STAFF SUPPORT TO THE
DCI IS CLEARLY IN COMMUNITY SENSE, AND IT DEALS WITH
ALL AGENCIES AND DEPARTMENTS ON AN EQUAL BASIS, THE
CENTRAL INTELLIGENCE AGENCY BEING ONE AMONG SEVERAL.
LET'S TURN BRIEFLY TO MR. COLBY'S SECOND HAT
AS DIRECTOR OF CIA.
THE DCI IS THE ADMINISTRATIVE HEAD OF CIA.
IT IS THE ONLY AGENCY OF THE INTELLIGENCE COMMUNITY
OVER WHICH HE EXERCISES COMMAND RESPONSIBILITY. WHILE.
HE DELEGATES MUCH OF THE DAY-TO-DAY RUNNING OF THE
AGENCY TO HIS DEPUTIES, HE IS MANAGER OF CIA, ESTAB-
LISHING POLICY AND MAKING COMMAND DECISIONS. HE IS
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ACCOUNTABLE FOR ALL THE ACTIVITIES ENGAGED IN BY
THE AGENCY IN THE FURTHERANCE OF ITS MISSION.
THE MISSION AND FUNCTIONS OF CIA ARE PROVIDED
FOR IN. THE NATIONAL SECURITY ACT OF 1947. SPECIFICALLY,.
CIA's PRIMARY FUNCTIONS FALL INTO THREE BROAD CATEGORIES.
-- COLLECTION OF INTELLIGENCE;
-- COVERT ACTION OPERATIONS; AND
-- PRODUCTION OF FINISHED INTELLIGENCE.
CIA COLLECTS INTELLIGENCE INFORMATION IN THE
FIELD IN THE FOLLOWING WAYS:
(1) OVERT COLLECTION --
(2) CLANDESTINE COLLECTION -
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FINISHED NATIONAL INTELLIGENCE AND ITS TIMELY DISSEM-
ANOTHER MAJOR MISSION OF CIA IS THE PRODUCTION OF
INATION TO THE PRESIDENT, THE NATIONAL SECURITY COUNCIL
AND OTHER TOP POLICYMAKERS. CIA HAS PRODUCTION
RESPONSIBILITIES FOR:
(1) CURRENT INTELLIGENCE -- INCLUDING A SPECIAL
PUBLICATION FOR THE PRESIDENT ALONE.
(2) RESEARCH: ON A SELECTIVE BASIS, POLITICAL,
ECONOMIC, SCIENTIFIC AND TECHNICAL, BIOGRAPHIC,
GEOGRAPHIC, AND STRATEGIC.
(3) ESTIMATES: NATIONAL INTELLIGENCE ESTIMATES
ARE THE RESPONSIBILITY OF THE DCI AND ARE BASED ON
CONTRIBUTIONS FROM ALL AGENCIES, INCLUDING CIA.
(4) CONTRIBUTIONS TO NATIONAL SECURITY COUNCIL
PAPERS.
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THESE, THEN, ARE SOME OF THE PRIMARY FUNCTIONS
OF THE CENTRAL INTELLIGENCE AGENCY,
CIA ORGANIZATION
Slide #3 Org. of CIA
AS FOR THE ORGANIZATION OF THE CENTRAL INTELLIGENCE
AGENCY, CIA IS DIVIDED INTO FOUR PRINCIPAL.GROUPINGS --
REFERRED TO AS DIRECTORATES -- AND SEVERAL STAFF OR
SPECIAL FUNCTIONS, THE HEADS OF WHICH REPORT DIRECTLY
TO THE DIRECTOR, AN EXAMPLE OF THE LATTER IS THE OFFICE
OF LEGISLATIVE COUNSEL.
NOW FOR THE DIRECTORATES, THE DDI, OR INTELLIGENCE
DIRECTORATE. IS THE PRINCIPAL PRODUCER OF FINISHED
DDI IS ALSO RESPONSIBLE FOR OVERT COLLECTION
SUBSTANTIVE INTELLIGENCE, WHICH I REFERRED TO EARLIER.
THIS DIRECTORATE INCLUDES FUNCTIONAL OFFICER RESPONSIBLE
FOR CURRENT INTELLIGENCE, ECONOMIC RESEARCH, POLITICAL
RESEARCH, AND STRATEGIC (MILITARY) RESEARCH, WHICH
PROVIDE THE MUSCLE FOR THE PRODUCTION PROCESS, THE
THE DIRECTORATE OF SCIENCE AND TECHNOLOGY, AS
THE NAME SUGGESTS, CONCENTRATES ON THE SCIENTIFIC AND
TECHNICAL ASPECTS OF THE AGENCY'S INTELLIGENCE ACTIVITESJ
INCLUDING HIGHLY SOPHISTICATED TECHNICAL COLLECTION
OPERATIONS, TOGETHER WITH THE RESEARCH AND DEVELOPMENT
SUPPORTING SUCH ACTIVITIES, AS WELL AS THE PRODUCTION
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OF SUBSTANTIVE INTELLIGENCE ON ADVANCED WEAPONS AND
OTHER S&T CAPABILITIES OF FOREIGN NATIONS. IT ALSO
ADMINISTERS THE NATIONAL PHOTOGRAPHIC INTERPRETATION
CENTER IN CLOSE COLLABORATION WITH DIA.
THE THIRD DIRECTORATE IS THE DIRECTORATE QE
ADMINISTRATION WHICH EMBRACES THE VERY IMPORTANT AND
HIGHLY SPECIALIZED SUPPORT SERVICES, SUCH AS SECURITY,
COMMUNICATIONS, TRAINING, PERSONNEL, FINANCE, LOGISTICS,
PRINTING AND HOUSEKEEPING FUNCTIONS. THIS DIRECTORATE
ALSO HOUSES THE AGENCY'S COMPUTER CENTER.
THE FOURTH DIRECTORATE IS THE DDO OF OPERATIONS
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DIRECTORATE WHICH ANOTHER WAY OF REFERRING TO THE CIA's
CLANDESTINE SERVICES..
THE DDO IS ORGANIZED IN A SERIES OF AREA
BUREAUS. IT HAS STAFFS FOR SPECIALIZED MATTERS
DIVISIONS, SIMILAR TO THE STATE DEPARTMENT'S REGIONAL
THE DIRECTORATE ALSO OPERATES CIA's
CLANDESTINE UNITS ABROAD, WHICH ARE CALLED "STATIONS".
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THE OPERATIONS DIRECTORATE AND THE CHIEFS OF THESE
OVERSEAS STATIONS SUPPORT THE DIRECTOR IN HIS RESPONSI-
BILITY FOR COORDINATING THE COVERT COLLECTION OPERATIONS
WHICH ARE CONDUCTED BY OTHER U.S, INTELLIGENCE ORGAN-
IZATIONS. THE OVERSEAS "STATIONS" OPERATE! UNDER THE
GENERAL SUPERVISION OF THE U.S AMBASSADOR IAN THE COUNTRY
IN WHICH THEY ARE LOCATED, AND FUNCTIONS AS A PART OF
THE COUNTRY TEAM. Slide #2 Rel. of
..... ............ DCI to Pres & Intel!
NATIONAL INTELLIGENCE COMMUNITY STRUCTID$E. Community
TO SUM UP THIS PART OF THE PRESENTATION HERE IS
A QUICK LOOK AGAIN AT THE STRUCTURE OF THE, NATIONAL
.INTELLIGENCE.COMMUNITY.
-- AT THE POLICY LEVEL ARE THE PRESIDENT
AND THE NSC, TO WHOM THE DCI REPORTS..
-- AT THE MANAGEMENT LEVEL ARE THE USIB AND
IRAC, THE TWO ADVISORY BODIES TO THE DCI
ON SUBSTANCE AND RESOURCE MANAGEMENT.
-.AT THE COORDINATION LEVEL (IMPLEMENTATION)
ARE THE NIOS AND IC STAFF, WHO ASSIST THE
DCI IN HIS COMMUNITY ROLE.
-- AT THE IMPLEMENTATION LEVEL (OPERATIONAL)
ARE THE AGENCIES AND DEPARTMENTAL STAFFS
WHO COLLECT, PROCESS, AND PRODUCE FOREIGN
INTELLIGENCE. (I.E., MEMBER AGENCIES OF
USIB)
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PROBLEMS, ISSUES, TRENDS, FUTURE
PROBLEMS
UNFRIENDLY PRESS -- FOLLOWING SUCCESSES IN EXPOSING
THE WATERGATE AFFAIR, AND AIDED BY REVELATIONS BY FORMER
CIA EMPLOYEES, THE PRESS HAS TURNED ITS ATTENTION TO THE
INTELLIGENCE COMMUNITY GENERALLY AND TO THE CIA IN
PARTICULAR. THE REVELATIONS FOR THE BASIS FOR PRESS
ALLEGATIONS OF ILLEGAL ACTIVITIES AND EXCESSES IN
INTELLIGENCE OPERATIONS. WHILE THE CHARGES BEING MADE
REFER IN THE MAIN TO ACTIVITIES WHICH WERE, IN FACT,
BOTH CORRECT AND NECESSARY, AN INORDINATE: AMOUNT OF
TIME AND EFFORT IS BEING DEVOTED TO PREPARING MATERIAL
AND TESTIFYING BEFORE A VARIETY OF COMMISSIONS AND.
CONGRESSIONAL INVESTIGATING BODIES. THE HOSTILITY OF
THE PRESS AND THE NATURAL DESIRE TO EXPLAIN OR REFUTE
THE CHARGES MADE WILL CERTAINLY LEAD TO A BROADENING
OF THE DISCUSSION AND FURTHER REVELATIONS, OF DETAILS
OF HERETOFORE SECRET INTELLIGENCE'ACTIVITIES. I SEE
NO EARLY END TO THIS PRESS HOSTILITY, AND IT WILL BE
INCUMBENT ON THE INTELLIGENCE COMMUNITY AS A PART OF
OUR GOVERNMENT STRUCTURE, TO RESPOND TO THE OFFICIAL
INVESTIGATIONS AND QUERIES WHICH ARE GENERATED. ONE
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ACTIVITIES WHICH ARE ESSENTIAL FOR CONTINUED SUCCESS OF
OUR NATIONAL INTELLIGENCE UNDERTAKINGS.
A CONCERNED CONGRESS -- THE MAKE-UP AND ATTITUDE
OF THE 94TH CONGRESS, AIDED AND ABETTED BY THE HOSTILE
PRESS, PRESENTS US WITH WHAT IS ESSENTIALLY A CONGRESS
ALSO CONCERNED ABOUT THE INTELLIGENCE COMMUNITY. CON-
GRESSIONAL CONCERN SEEMS TO TAKE THE FORM OF SUSPICION
AND A POSSIBLE LACK OF CONFIDENCE RATHER THAN OPEN
HOSTILITY AS IN THE PRESS, ALTHOUGH THERE ARE MINOR
ELEMENTS OF OPEN HOSTILITY EVEN IN CONGRESS. CERTAINLY
CONGRESS MUST REACT TO THESE CONCERNS, AS INDEED THEY
ARE REACTING ACROSS A BROAD FRONT. IN THE LONG RUN
I'M SURE THE COMMUNITY WILL BE HELD ACCOUNTABLE TO
CONGRESS IN A MORE DETAILED WAY AND PROBABLY THROUGH
SOME NEW MECHANISMS SUCH AS A JOINT INTELLIGENCE OVER-
SIGHT COMMITTEE. THERE MAY BE ADVANTAGES TO THIS IN
THAT A CONGRESSIONAL COMMITTEE DEDICATED TO REVIEWING
INTELLIGENCE ACTIVITIES COULD BE A SOURCE OF UNDER-
STANDING, SUPPORT AND DEFENSE AGAINST OTHER HOSTILITIES.
PROTECTION OF SOURCES AND 11ETHODS --,ONE OF THE
KEYS TO CONTINUED SUCCESS OF THE INTELLIGENCE EFFORT
IS THE PROTECTION FROM PUBLIC DISCLOSURE OF THE TECHNIQUES,
METHODS AND SOURCES BY WHICH WE ACHIEVE SUCCESS. IN-
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FORMATION WE OBTAIN IS LIKELY TO BE LESS SENSITIVE THAN
THE METHOD OR SOURCE FROM WHICH IT CAME, THE INFORMATION
MAY BE TRANSITORY, BUT THE SOURCE MUST BE PROTECTED TO
SERVE AGAIN. IN SOME CASES, INFORMATION ITSELF MAY
REVEAL THE SOURCE OR METHOD BY WHICH IT WAS,PROCURED.
THUS, WE CLASSIFY INFORMATION TO PROTECT THE TEMPORARY
ADVANTAGE WE GAIN BY HAVING IT,.BUT MORE IMPORTANTLY
TO PROTECT THE MEANS BY WHICH WE GOT IT. THIS PRO-
TECTION OF SOURCES AND METHODS IS, BY FEDERAL LAW,
THE RESPONSIBILITY OF THE DCI, AND IS AT THE ROOT OF
MOST OF OUR CLASSIFICATION AND CONTROL SYSTEMS. PRESS
REVELATIONS, THE NEED TO MAKE DETAILED EXPLANATIONS
FOR PUBLIC RECORD, AND SUCH OTHER ACTIONS AS THE NEW
FREEDOM OF INFORMATION ACT (PASSED BY CONGRESS OVER
PRESIDENT FORD'S VETO), ALL SERVE TO COMPLICATE EF-
FECTIVE EXECUTION OF THIS RESPONSIBILITY BY THE DCI.
TIGHTER BUDGETS DURING THE 1960s, THE INTEL-
LIGENCE COMMUNITY ENJOYED EXPANSION AND INCREASING
BUDGETS, PRIMARILY BECAUSE OF. TECHNOLOGICAL ADVANCES
AND SUPPORT TO THE SOUTHEAST ASIA CONFLICT. HOWEVER,
OVER THE PAST FOUR OR FIVE YEARS, THERE HAVE BEEN CON-
CERTED EFFORTS TO MAKE REDUCTIONS IN INTELLIGENCE
RESOURCES AND TO HOLD THE ANNUAL BUDGET AT A LEVEL
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FIGURE. THESE ACTIONS, PLUS THE IMPACT OF INFLATION,
HAVE CAUSED MAJOR REDUCTIONS IN OPERATIONAL RESOURCES,
ESPECIALLY IN MANPOWER. OVER THE PAST FIVE YEARS WE
HAVE ABSORBED
REDUCTION IN INTELLIGENCE
MANPOWER, MOSTLY IN THE DEFENSE STRUCTURE. ONLY A
SMALL PART OF THIS IS ATTRIBUTED TO THE DRAWDOWN IN
SOUTHEAST ASIA. MOST OF IT RESULTS FROM INFLATIONARY
EROSION AS WE ATTEMPT TO MAINTAIN OUR TECHNICAL SYSTEMS.
THE PROFICIENCY AND CAPABILITY OF OUR TECHNICAL ADVANCES,
HOWEVER, HAS ENABLED US UP TO THIS POINT TO TAKE THESE
MANPOWER REDUCTIONS WITHOUT UNACCEPTABLE DAMAGE TO
MISSION ACCOMPLISHMENT. THE CHALLENGE IN THE YEARS
AHEAD, OF COURSE, WILL BE TO MAINTAIN AND EVEN INCREASE
OUR INTELLIGENCE CAPABILITIES WHILE CONTINUING TO ABSORB
INFLATIONARY TRENDS WITHOUT SUBSTANTIALLY LARGER BUDGETS.
LET ME MENTION SOME PARTICULAR ISSUES DIRECTLY RE-
LATED TO THE TIGHT BUDGET PROBLEM.
MANPOWER IMPLICATIONS -- INTELLIGENCE IS A MANPOWER-
INTENSIVE EFFORT. BETTER THAN _k ,OUR INTEL- 25)
LIGENCE BUDGET GOES TO PAY THE SALARIES OF' OUR PEOPLE.
THE REST GOES FOR TECHNICAL SYSTEMS, EQUIPMENT INVESTMENT,
RESEARCH AND DEVELOPMENT, AND SUPPORT ACTIVITIES. EACH
NEW BUDGET CRUNCH USUALLY RESULTS IN FURTHER MANPOWER
REDUCTIONS, BECAUSE IT'S EASIER TO CUT DOWN ON SALARIES
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THAN IT IS TO DISCARD A TECHNICAL SYSTEM, A BUILDING
OR A COMMUNICATIONS NETWORK. UNPALATABLE AS IT IS,
I'M AFRAID THIS TREND WILL CONTINUE. CERTAINLY WE
WON `T HAVE ANY NET MANPOWER INCREASES IN THE FORESEEABLE
FUTURE, ONE SOLUTION LIES IN RESEARCH AND DEVELOPMENT
EFFORTS TO MAKE OUR MANPOWER RESOURCES MORE'PRODUCTIVE
THROUGH USE OF LABOR-SAVING DEVICES, MODERNIZED METHODS
AND AUTOMATED ASSISTANCE TO HUMAN FUNCTIONS.
DEMANDS VS. RESOURCES -- WE ARE CONSTANTLY FACED
WITH INTELLIGENCE REQUIREMENTS WHICH EXCEED OUR ABILITY,
WITHIN EXISTING RESOURCES, TO SATISFY. A LEVEL BUDGET
COMPLICATED BY INFLATION PRECLUDES ADDITIONAL RESOURCES.
INSTEAD, WE MUST PROVIDE TRADE-OFFS. WHEN WE TAKE ON
A NEW TASK, SOMETHING ELSE MUST YIELD. THESE ARE HARD
DECISIONS AND THEY ARE ALMOST ALWAYS UNPOPULAR.
COLLECTION VS. XP OITATION -- ADVANCES IN OUR
TECHNICAL SYSTEMS MAKE IT POSSIBLE FOR US TO COLLECT
MORE INFORMATION THAN WE CAN EXPLOIT. BY "/EXPLOITATION"
I MEAN THE ABILITY TO PROCESS RAW DATA INTO MEANINGFUL
INFORMATION, ANALYZE IT, AND USE IT EFFECTIVELY IN AN
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EXPLOITATION. THUS, THE IMBALANCE BETWEEN COLLECTION
AND EXPLOITATION IS AN EVER-PRESENT CONCERN.
THESE BUDGET-RELATED ISSUES -- MANPOWER LOSSES,
INCREASING REQUIREMENTS, AND COLLECTION EFFECTIVENESS
ALL UNDERSCORE THE INCREASED IMPORTANCE OF INTELLIGENCE
RESOURCES MANAGEMENT AND EVALUATION. DR. HALL`S.STAFF
AND THE DCI's INTELLIGENCE COMMUNITY STAFF ARE DEVOTING
.NEARLY FULL TIME WORKING TOGETHER TO FIND THE BEST
SOLUTIONS TO THESE AND SIMILAR ISSUES.
LONG RANGE PLANNING -- IN THE MANAGEMENT AND OPERA-
TION OF THE INTELLIGENCE COMMUNITY, IT IS ALL TO EASY
TO BECOME SO ENGROSSED IN CURRENT AND SHORT-TERM PROBLEMS
THAT WE TEND TO NEGLECT THE LONGER-RANGE FUTURE. THE
RATHER FUNDAMENTAL CHANGES NOW TAKING PLACE IN THE
WORLD SCENE AND THE MANNER IN WHICH THE INTELLIGENCE
COMMUNITY WILL BE EXPECTED TO REACT TO THESE CHANGES
HAVE REEMPHASIZED TO US THE NEED FOR A BETTER PLANNING
SYSTEM. THE DCI, THROUGH HIS INTELLIGENCE COMMUNITY
STAFF HAS TAKEN THE LEAD IN THIS EFFORT THROUGH IS-
SUANCE OF "INTELLIGENCE PERSPECTIVES 1975-1980."
THIS DOCUMENT LAYS OUT THE MID-TERM ACTIONS TO BE TAKEN
WITHIN THE COMMUNITY, BOTH SUBSTANTIVE AND MANAGERIAL.
GENERAL ALLEN'S AGENCY HAS PRODUCED A NATIONAL SIGINT
PLAN, WHICH IS CURRENTLY UNDERGOING FINAL REVIEW, AND
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WE ARE BEGINNING DEVELOPMENT OF A NATIONAL IMAGERY PLAN,
IN THE NEAR FUTURE WE HOPE TO START ON A NATIONAL HUMAN
SOURCES PLAN, ALL OF THESE PLANS SHOULD ULTIMATELY LEAD
TO. DEVELOPMENT OF A NATIONAL INTELLIGENCE .STRATEGY,
NATIONAL/TACTICAL INTERFACE , -- ONE OF THE SPECIFIC
CHARGES GIVEN TO THE DCI BY THE PRESIDENT WAS TO REVIEW
THE EFFECTIVE UTILIZATION OF ALL INTELLIGENCE RESOURCES,
INCLUDING SO-CALLED 'TACTICAL" RESOURCES, "TACTICAL"
.RESOURCES ARE THOSE INTELLIGENCE ACTIVITIES SERVING
IN DIRECT SUPPORT OF OUR DEPLOYED MILITARY FORCES, I
PREFER TO CALL THEM MILITARY FORCE SUPPORT' ACTIVITIES,
TO A GREAT EXTENT, THESE RESOURCES ARE NOT' INCLUDED IN
OR REVIEWED AS A PART OF THE NATIONAL INTELLIGENCE PRO-
GRAMS, THUS, THERE ARISES THE ISSUE OF HOW WE CAN MAKE
COMPARISONS IN USE AND EFFECTIVENESS OF NATIONAL RESOURCES
AND THE MILITARY FORCE SUPPORT RESOURCES. As YOU CAN
READILY APPRECIATE, THERE IS A STRONG RISK OF DUPLICATION
BETWEEN THESE TWO CATEGORIES OF RESOURCES., AND THE IDEN-
TITY OF INTERFACES BETWEEN THEM IS A MAJOR MANAGEMENT
PROBLEM. SIMPLY PUT, IT'S A MATTER OF DETERMINING HOW
NATIONAL RESOURCES CAN BE APPLIED TO SATISFY OPERATIONAL
NEEDS OF MILITARY COMMANDERS AND, ALTERNATIVELY, HOW
THE INTELLIGENCE RESOURCES, ORGANIZED AS PART OF THE
MILITARY FORCE STRUCTURE, MIGHT CONTRIBUTE USEFULLY
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TO NATIONAL INTELLIGENCE REQUIREMENTS. ONCE WE DO THAT
AND IMPLEMENT MUTUAL SUPPORT PROCESSES, WE CAN ACHIEVE
SUBSTANTIAL ECONOMY OF RESOURCES. THAT IS OUR OBJECTIVE.
THE DCI, THROUGH HIS INTELLIGENCE COMMUNITY STAFF, HAS
UNDERTAKEN A COMPREHENSIVE STUDY OF THIS PROBLEM WITH
THE JOINT CHIEFS OF STAFF.
WARNING -- A PRINCIPAL OBJECTIVE OF THE INTELLIGENCE
COMMUNITY -- INDEED, ONE OF THE MAIN REASONS FOR ITS
ESTABLISHMENT -- IS TO BE ABLE TO WARN OF ENEMY ATTACK,
MOST NOTABLY SOVIET STRATEGIC ATTACK. FOR MANY YEARS,
THIS HAS BEEN THE FUNCTION OF THE USIB.WATCH COMMITTEE.
BUT CONCERN OVER THE ABILITY OF THAT COMMITTEE TO
FUNCTION EFFECTIVELY HAS RECENTLY LED TO A MAJOR OVER-
HAUL OF THE WARNING MACHINERY. WE ARE NOW IN THE PROCESS
OF ESTABLISHING A NEW BODY, THE STRATEGIC.WARN G COM-
MITTEE, CHAIRED BYI IOF DIA, WITH A STAFF
HEADED BY A SENIOR CIA OFFICER AND CO-LOCATED WITH THE
NATIONAL MILITARY INTELLIGENCE CENTER IN THE PENTAGON.
THIS COMMITTEE AND ITS SMALL STAFF WILL FOCUS EXCLUSIVELY
ON THE BIG "W" QUESTION -- INDICATIONS OF STRATEGIC
ATTACK. OTHER WARNING PROBLEMS SUCH AS, FOR EXAMPLE,
A PERUVIAN ATTACK ON CHILE -- WHICH WE REFER TO AS THE
SMALL "W" PROBLEMS -- WILL BE HANDLED I N A NEW KIND OF
ALERT MEMORANDA TO BE ISSUED BY THE DCI TO THE HIGHEST.
LEVEL POLICYMAKERS,
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...
CRISIS NAGEN.EN -- A RELATED PROBLEM CONCERNS
HOW BOTH WASHINGTON POLICYMAKERS AND INTELLIGENCE OFFICIALS
DEAL WITH A CRISIS ONCE IT HAS STARTED. THE INTELLIGENCE
COMMUNITY -- IN ADDITIONAL TO ESTABLISHING ITS OWN
PROCEDURES AND COMMUNICATIONS NETS FOR THE COLLECTION,'
PRODUCTION AND PRESENTATION OF CRISIS INTELLIGENCE IS PARTICIPATING IN A JOINT STUDY (UNDER NSC AUSPICES)
OF THE MOST EFFECTIVE WAYS TO HANDLE CRISES, UP TO AND
INCLUDING CRISES WHICH THREATEN TO BECOME: NUCLEAR CRISES.
MAJOR CHANGES ARE OCCURRING IN THIS AREA, BASED ON LESSONS
WE HAVE LEARNED RECENTLY, WE HOPE TO DEAL MORE EFFEC-
TIVELY WITH FUTURE CRISIS SITUATIONS,
TRENDS
1. TECHNICAL CAPABILITIES -- THE MOST DRAMATIC
CHANGE IN TODAY'S MEANING OF THE WORD 'f INTELLIGENCE"
STEMS FROM THE TECHNOLOGICAL GENIUS OF AMERICANS.
WE HAVE APPLIED TO INTELLIGENCE THE TALENTS OF OUR IN-
VENTORS, OF OUR ENGINEERS, AND OF OUR SCIENTISTS. IN
THE SHORT SPACE OF EIGHTEEN YEARS SINCE THE U-2 BEGAN
ITS MISSIONS, WE HAVE REVOLUTIONIZED INTELLIGENCE. IN.
..................... ... .......
....._...........-.
1960 THIS COUNTRY ENGAGED IN A GREAT DEBATE AS TO WHETHER
THERE WAS A MISSILE GAP BETWEEN THE SOVIET UNION AND
OURSELVES, TODAY THE FACTS ARE SO WELL ESTABLISHED THAT
SUCH A DEBATE IS IMPOSSIBLE. THEN WE HAD TO TRY TO
DEDUCE FROM BITS OF CIRCUMSTANTIAL EVIDENCE HOW MANY
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MISSILES THE SOVIETS HAD: TODAY WE SEE AND COUNT THEM,
WE WONDERED THEN WHAT NEW MISSILES THE SOVIETS MIGHT
BE DEVELOPING: TODAY WE FOLLOW THEIR TESTS
THIS TECHNICAL CONTRIBUTION TO INTELLIGENCE NOT
ONLY PROVIDES A BETTER BASIS FOR DECISIONS ABOUT THE
NATIONAL SECURITY OF THE UNITED STATES, IT ALSO
ENABLES US TO NEGOTIATE AGREEMENTS SUCH AS THE NUCLEAR
TEST BAN TREATY AND THE STRATEGIC ARMS LIMITATION
TREATY. OVER THE YEARS SUCH LIMITATION TREATIES WERE
ALWAYS STOPPED BY ONE ESSENTIAL FEATURE: THE UNITED STATES
NEEDED SOME ASSURANCE THAT THE OTHER PARTY WOULD ABIDE
BY A TREATY'S RESTRAINTS. THUS WE CAME UP WITH THE
"OPEN SKIES" PROPOSAL AND TRIED TO NEGOTIATE ON-SITE
INSPECTION PROCEDURES. THE SOVIET LEADERS REJECTED
THESE BECAUSE THEY BELIEVED SUCH MEASURES WOULD PERMIT
FOREIGNERS AN UNDUE DEGREE OF ACCESS TO THEIR SOVEREIGN
TERRITORY,
IT WAS ONLY AFTER AMERICAN INTELLIGENCE DEVELOPED
THE ABILITY TO MONITOR SUCH AGREEMENTS FROM AFAR, THROUGH
TECHNICAL MEANS, THAT WE ON OUR SIDE BECAME SUFFICIENTLY
CONFIDENT TO BEGIN THE PROCESS OF MUTUAL ARMS LIMITATION.
IN THE TEXT OF THE FIRST SALT AGREEMENT, INTELLIGENCE
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WAS EVEN ADMITTED TO POLITE DIPLOMATIC SOCIETY UNDER
THE NAME OF "NATIONAL TECHNICAL MEANS OF VERIFICATION,"
TECHNOLOGY HAS REVOLUTIONIZED THE INTELLIGENCE
BUSINESS IN MANY OTHER WAYS BEYOND THOSE I JUST DESCRIBED,
THEY PROVIDE A PRECISION TO OUR KNOWLEDGE: OF THE WORLD
AROUND US, WHICH WAS INCONCEIVABLE ONLY A FEW YEARS AGO,
............. .... .........
......_..
2. ECONOMIC INTELLIGENCE EMPHASIS -- ANOTHER DEVELOP-
MENT IN RECENT YEARS HAVING AN IMPACT ON INTEL-
LIGENCE REPORTING IS THE NEW EMPHASIS ON FOREIGN
ECONOMIC DEVELOPMENTS. THIS TREND CONTINUES TO INCREASE
AS THE U.S. IS EVER MORE DEPENDENT ON FOREIGN SOURCES
FOR ENERGY AND OTHER RAW MATERIALS, AS MULTI-NATIONAL
CORPORATIONS INCREASE THEIR OPERATIONS, AND AS THE U.S.
CONTINUES ATTEMPTS TO MAINTAIN A COMPETITIVE POSITION
IN THE WORLD MARKETPLACE. INDEED, OUR PREVIOUS INTEL-
LIGENCE POSTURE TO CONTEND WITH MILITARY CONFLICT AND
THE SO-CALLED "COLD WAR" HAS GIVEN WAY TO A LARGE EX-
TENT TO CONTEND WITH WORLD-WIDE ECONOMIC COMPETITION,
THE ADDITION OF THE TREASURY DEPARTMENT AS A FULL
PARTICIPANT IN THE INTELLIGENCE COMMUNITY AND THE
INCREASING VOLUME OF ECONOMIC INTELLIGENCE REQUIRE-
MENTS BEING ADDRESSED IN THE COMMUNITY PARTICULARLY
BY CIA, ARE MANIFESTATIONS OF THIS NEW EMPHASIS. IT
IS CERTAIN TO GROW IN IMPORTANCE AND VOLUME OF EFFORT.
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As OUR INTELLIGENCE CAPABILITIES HOLD LEVEL OR DE-
CLINE, THIS EMPHASIS ON ECONOMICS MUST BE AT THE EXPENSE
OF OTHER INTELLIGENCE ENDEAVORS, MORE LIKELY THAN NOT
IN THE MILITARY INTELLIGENCE EFFORT.
3. CLOSER COMMUNITY -- ALL THE PROBLEMSI HAVE
JUST TOUCHED ON -- PRESS AND CONGRESSIONAL. UNFRIENDLINESS,
THE NEED TO PROTECT OUR SENSITIVE SECRETS, AND THE EVER
TIGHTENING BUDGETS -- DICTATE THAT WE DRAW OUR INTEL-
LIGENCE COMMUNITY WAGONS INTO A CIRCLE. TO REMAIN
EFFECTIVE, .:: WE. NEED TO ELIMINATE DUPLICATION, ACHIEVE
GREATER CENTRALIZATION OF COMMON SERVICES, AND SEEK
MAXIMUM ECONOMY OF OPERATIONS, THIS IS THE MANAGEMENT.
CHALLENGE THAT OCCUPIES AN INCREASING AMOUNT OF TIME
FOR THE DCI AND MANY OTHERS IN THE INTELLIGENCE
COMMUNITY.
4. CUSTOMER CONFIDENCE -- PROBABLY THE MOST
SIGNIFICANT RESULT WE ARE ACHIEVING IS THE INCREASED
SATISFICATION BEING PROVIDED TO OUR KEY CUSTOMERS --
THE PRESIDENT, THE NATIONAL SECURITY COUNCIL, THE
SECRETARIES OF STATE, DEFENSE, AND TREASURY, AND THE
DCI's INTELLIGENCE SUPPORT TO KEY COMMITTEES OF THE
CONGRESS. AS THE PRODUCTS OF THE INTELLIGENCE
COMMUNITY HAVE IMPROVED, AND THE PRESENTATIONS BE-
COME MORE EFFECTIVE, KEY.OFFICIALS HAVE BECOME MORE
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APPRECIATIVE. THEY RELY ON US FOR TIMELY AND DEPENDABLE
INTELLIGENCE, AND THEIR CONFIDENCE IN US IS OBVIOUSLY
GROWING. I AM COMPLETELY SATISFIED THAT OUR SUBSTANTIVE
PERFORMANCE HAS A VERY HIGH DEGREE OF ACCEPTANCE AMONG
THE IMPORTANT CUSTOMERS WE SERVE.
5. COLBY LEADERSHIP THE KEY TO CLOSER COMMUNITY
TIES AND THE INCREASING CONFIDENCE OF OUR CUSTOMERS
IS THE LEADERSHIP OF THE DCI -- NOT IN HIS ROLE AS CHIEF
THE THE CIA, BUT IN HIS STATUTORY ROLE AS COORDINATOR
OF THE TOTAL FOREIGN INTELLIGENCE EFFORT OF THE U.S.
GOVERNMENT. THE PRESIDENT HAS EMPHASIZED THIS LEADER-
SHIP CHARGE TO THE DCI AS THE MOST IMPORTANT OF ALL
HIS FUNCTIONS. MR. COLBY GIVES THE GREATEST PART OF
HIS TIME TO DOING JUST THAT, AND HIS EFFORTS ARE
SHOWING INCREASING SUCCESS.
THE FUTURE
WE SEE SEVERAL MAJOR ACTION AREAS THAT WILL OCCUPY
OUR TIME AND ATTENTION DURING THE MONTHS (AND YEARS)
AHEAD.
WE MUST COMPLETE AND IMPROVE OUR COMMUNITY FAMILY
OF INTELLIGENCE PLANS, LEADING TO DEVELOPMENT OF A
NATIONAL INTELLIGENCE STRATEGY.
WE MUST CONTINUE TO IMPROVE MANPOWER UTILIZATION
BY PROVIDING MODERN TECHNIQUES AND METHODOLOGIES.
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THE DAY IS NOT FAR OFF WHEN THE INTELLIGENCE ANALYST WILL
WORK AT A CRT TIED TO AUTOMATED DATA BASES RATHER
THAN RELYING ON SAFES FULL OF PAPER FILES,
WE NEED BETTER MUTUAL SUPPORT BETWEEN NATIONAL
4 .
INTELLIGENCE AND MILITARY COMMAND INTELLIGENCE
ACTIVITIES -- THE NATIONAL/TACTICAL INTERFACE.
WE NEED GREATER FLEXIBILITY IN THE INTELLIGENCE
COMMUNITY TO MEET CRISIS SITUATIONS AND ADJUST
RAPIDLY TO CHANGING REQUIREMENTS,
CONCLUSION
I HAVE LAID OUT FOR YOU A BRIEF PICTURE OF OUR
INTELLIGENCE COMMUNITY AND THE POLICY STRUCTURE WHICH
IT SUPPORTS IN WASHINGTON, I'VE ALSO COVERED A
NUMBER OF THE PROBLEMS AND ISSUES CONFRONTING US, AND
SOME OF THE TRENDS AND FUTURE ACTIONS WE SEE,
QUESTIONS YOU MAY HAVE WILL BE ADDRESSED
AFTER THE BREAK,
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