LETTER TO THE HONORABLE CLARK CLIFFORD FROM JOHN A. MCCONE

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP86B00269R000700010007-6
• Release Decision: RIPPUB
• Original Classification: T
• Document Page Count: 71
• Document Creation Date: December 19, 2016
• Document Release Date: December 20, 2006
• Sequence Number: 7
• Publication Date: January 1, 1964
• Content Type: LETTER

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?4.
'it? ISLIJIILL
The lionoratAe Clark Clifford
Chairman. i3retident's Foreign
Intelligence Advisory Board
ashington, t. C.
Dear Mr. Clifford:
Attached is the annual report the Central Intelligence ,Ageecy for
Fistal Year t964 as required by your Board. You will note tl-is report
I. designed to cOcIrrienti specifically an each subject requested to your
letter et .1:11141 1964. Your letter is ineluded and for your ready reference
the pages which contain our cenfr-.1ents are indicated after each heading.
I consider this report a comprehensive resposase to your letter and
a useful sun,mary of CIA's activities in the designated areas. No attempt
was riade to report on the very large number of activities of tau CIA
concerning which no con-In-tent was requested by your Boara.
It is my oninion that organizational changes iLdicated axis report
have irnproN..ed the electiveness and efficiency of r: IA. hile I volitive
this true of all Directorates of t le Agency, the centralisation of most,
though not all, of our scientific and technical disciplines under the newly-
created Office of De-eity tirector for Science and Technology :aa 1.Neen
most rewarding. This concentration has permitted an iriaginative and
aggressive approach to De,* eevolopraents essential to the ittelligence
mission, a note penetrating analysis of the highly technical intelligence
recedved fro scientific collection resources and a greatly i-nproved
ability to correctly a,lprailse the meaning of intelligence gaiued irov tech-
nical collection *pate Ile.
Itrn sure you will find the report both comarehensive and interestinsi.
I wish to cell your special attention to the stability of the Agency Alen
with respect to cost anfti manpower as evidenced in the five-year forece.ats
which are included. This results from careful nutnagetnent rad the
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Increased control over Agency activities, money and raanilower fro.-n
authority granted the CorAptroller whose functions have br2en placed
in the chain of comriand.
I believe that the work of the Agency reflects the /Jig% degree of
professicrnaliern which nas been achieved by its dedicated persanuel
and their deterrlination to fulfill the responsibilities placed uprq the .1.
It is my observation that CIA is unique among government agencies in
its ability to recruit outstanding personnel of the highest schclastic
training and intellectual capabilities and to encourage then to tna.ke a
long and often lifeti:no career of service to the Agency and hen.:,- to the
United States Covermrlent. The resultiaz continuity of the
personnel gives to our Governr ient an indispensable resource of imov..1-
edge based upon years of experience. This, I have observed, ii invalua.:,le
both in operations and in the analytical and estirrative res?onsibillties
assigned to the Central Intelligence Agency by statute 111111d by assisrin cut
by the President ant! the National Security Council.
Sincerely.
(Signed). A.
John A. McCone
Director
Enclosure
JAM:drm
Distribution:
Original and 1 - PFIAB w/2 cys att. (#1, #2)
1 - DCI w/o att.
ER w/cys 4-10 of att. to hold
1 - ExDir cy att. (#3)
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THE WHITE HOUSE
Washington
PRESIDENT'S FOREIGN INTELLIGENCE ADVISORY BOARD
June 8, 1964
MEMORANDUM FOR THE DIRECTOR OF CENTRAL INTELLIGENCE
SUBJECT: Annual Reports on Intelligence and Related
Activities of the Central Intelligence Agency
REFERENCE: Executive Order No. 10938
The President's Foreign Intelligence Advisory Board has
recently considered the matter of the submission by the Central
Intelligence Agency of annual reports concerning intelligence activities
and covert action programs in which the Agency is engaged.
It is the Board's view that the submission of such reports will,
as in previous years, serve to facilitate the work of the Board in dis-
charging its responsibility for maintaining, at the President's
direction, a continuing review and assessment of the over-all United
States foreign intelligence effort, as the basis for advice and recom-
mendations to the President.
Accordingly, the Board would appreciate the continued submission
of annual reports covering significant intelligence and covert action
activities of the Central Intelligence Agency, subject to certain modifi-
cations in reporting which we believe will enhance their value to the
Board and, hopefully, to the Agency as well. It is requested that the
reports be prepared along the lines suggested in the enclosure to this
memorandum and that they be submitted on or before October 1,
covering the period of the preceding fiscal year.
The Board anticipates that the Agency's annual reports will serve
as useful supplements to, although not as substitutes for, those reports
which are submitted to the President and to the Board from time to
time in response to White House requests for comments on, or the
implementation of, recommendations which the Board has made.
Meanwhile, apart from these reporting arrangements, the Board
will be glad to consider any matters which the Agency may wish to
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raise at any time with respect to intelligence-related problems and
measures for strengthening the intelligence effort.
Attachment
(signed)
Clark M. Clifford
Chairman
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REPORTING OUTLINE 8 June 1964
(Central Intelligence Agency)
Information concerning major intelligence-related activities
including the following (identifying in each instance, where applicable,
the governing National Security Council Intelligence Directives,
Director of Central Intelligence Directives, or other national policy
directives, pursuant to which such activities are performed):
A. Organizational arrangements for headquarters and field
direction of intelligence-related functions, including organizational
charts Page 1
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C. Training of intelligence personnel
Page 6
D. Intelligence collection requirements. (Coordination,
formulation and tasking of requirements generated internally or by
other agencies for purposes of meeting intelligence needs. )
Page 12
E. Intelligence collection activities (reflecting significant
results achieved during the reporting period) including those pro-
grams on the following list in which your agency performs a
collection function:
(1) Basic intelligence Page 16
(2) I
(3) Political intelligence Page 18
(4) Economic intelligence Page 21
(5) Scientific and technical intelligence Page 22
(6) Guided missile and astronautics
intelligence Page 25
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G. Intelligence production.
(1) Current intelligence analyses. (Including organiza-
tional and procedural arrangements in the field and at headquarters;
procedures for timely identification and exploitation of early warning
and indicator-type data concerhing developing crisis situations
warranting prompt consideration at highest government levels.)
Page 59
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(2) National and Special Intelligence Estimates.
(Support to and participation in the preparation of National and
Special Intelligence Estimates for use in the national policy-
making process.) Page 63
(3) National Intelligence Surveys. (Support to and
participation in the preparation of National Intelligence Surveys,
including the status of implementation of NIS production schedules
to meet national and military requirements. ) Page 71
(4) Other significant intelligence productions.
(Identification of intelligence publications produced on a regularly
scheduled basis for either interagency or intra-agency consump-
tion. ) Page 74
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NOTE
The format of the Annual Report conforms to the
outline provided by the President's Foreign Intelligence
Advisory Board. The text of the Board's outline is quoted
at the start of each section and is underlined. The Board
asked for:
"Information concerning major intelligence-
related activities, including the following (identifying in
each instance, where applicable, the governing National
Security Council Intelligence Directives, Director of
Central Intelligence Directives, or other national policy
directives, pursuant to which such activities are per-
formed). "
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A. Organizational arrangements for headquarters and field
direction of intelligence-related functions, including organizational
charts.
Major changes were made in the organization of the Agency
in the scientific and technical field. The Deputy Directorate for
Research, which had been created in 1962 and was composed of the
Office of Special Activities, the Office of ELINT and the Office of
Research and Development, was reconstituted as the Deputy Directorate
for Science and Technology in August 1963. In a major effort to
increase the resources for science and technology being applied to the
intelligence process, the Office of Scientific Intelligence was transferred
from the Deputy Directorate for Intelligence. An Office of Computer
Services was established bringing together under one organization all
of the Agency's many assets in the computer fields with the exception
of the WALNUT computer system
and the computer center in the National Photographic Interpretation
Center, which remained with their parent components but came under
the staff guidance of the Office of Computer Services. A Foreign
Missile and Space Analysis Center was created to follow all develop-
ments in this field on a 24-hour, all-source basis with research in
depth on each event. FMSAC will complement the Space, Missile and
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Analysis Center of the Defense Intelligence Agency which follows
such activities on a current intelligence basis. A Special Projects
Staff was established as a line component with responsibility for
systems management of CIA participation in national-level satellite
reconnaissance undertakings.
In order to centralize and strengthen the financial control
of the Agency, the responsibilities of the Comptroller were assigned to
the Executive Director. The office that was formerly known as the
Comptroller Office was relieved of the Budget Division, the Program
Analysis Staff and the Manpower Control Staff, renamed the Office of
Finance, and transferred back to the Deputy Directorate for Support.
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An Office of Budget, Program Analysis and Manpower
was established reporting directly to the Executive Director/Comptroller.
The program analysis and manpower control functions of this office
were strengthened considerably providing for increasingly detailed
review of fund requests. Further, the Program Analysis Staff moved
increasingly into management review and systems analysis activities.
The development of this organization gave us more effective control
over the manpower and money resources of the Agency.
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The following organizational charts show:
1. Central Intelligence Agency: Organization and
Functions (to Deputy Director level).
Z. Office of the Director (including Deputy for National
Intelligence Programs Evaluation, Cable Secretariat, Inspector
General, General Counsel, and Office of Budget Program Analysis
and Manpower).
3. Deputy Directorate for Plans.
4. Deputy Directorate for Intelligence.
5. Deputy Directorate for Science gz Technology.
6. Deputy Directorate for Support.
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Board of
National Estimates
Reviews national intelligence
estimates.
Deputy Director for
Intelligence
Overt collection, reference
services, current and national
intelligence studies.
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Central Intelligence Agency
ORGANIZATION AND FUNCTIONS
Director of Central
Intelligence
Deputy Director of Cen-
tral Intelligence
Executive Director-Com troller
Deputy Director for
Plans
Espionage, counter espionage,
and covert operations.
Authorized Strength (6/30/6)+) -
Deputy to DCI
for National Intelligence
Programs Evaluation
Review and evaluation of programs
of the intelligence community.
Deputy Director for
Science and Technology
R&D, technical collection, sci-
entific and technical intelli-
gence.
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Deputy Director for
Support
Logistical, personnel, security,
financial, communications and
related support.
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C. Training of intelligence personnel.
CIA continued to emphasize formal training for all of its
personnel in a continued effort to develop skilled professionals. During
FY 1964, I lAgency employees participated in full-time training and
'Agency employees took some part-time training. Of these,
were trained in Agency facilities, in other Government facilities,
and I I in private institutions.
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D. Intelligence collection requirements. (Coordination,
formulation and tasking of requirements generated internally or
other agencies for purposes of meeting intelligence needs. )
The Central Intelligence Agency made important progress
toward solving one of the most perplexing problems in the intelligence
effort-rthat of centralizing, simplifying, and systematically levying
requirements on the most appropriate collection system. It is implicit
in the provisions of NSCID No. 1 and 2 and DCID No. 1/3, 2/2 and 5/5
that each agency will provide for the systematic and orderly develop-
ments of its intelligence requirements. Recommendations 21 through
27 of the Joint Study Group on Foreign Intelligence Activities of the U.S.
Government (15 December 1960) dealt with improvements in requirements
and evaluation procedures which would go further and integrate the
requirements efforts of all of the intelligence agencies. These recom-
mendations are still being implemented as this is a very long-term
effort.
The Collection Guidance Staff (CGS) of the Directorate for
Intelligence was established in June 1963 to consolidate the information
needs of CIA production offices and to provide authoritative review of
the resulting requirements.
In terms of CIA departmental operations, significant
progress has been made in the formulation, coordination and tasking
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of requirements. CGS has centralized all the requirements operations
formerly dispersed among the Agency's producing components, each
of which possessed varying degrees of all-source access and capabilities.
CGS speaks authoritatively to all collectors as to the relative priority
of various information needs.
CGS is developing a collection guidance and collection
management effort based upon:
(a)
comprehensive guidance periodically updated;
(b) specific requirements-in-depth oriented to source
and opportunity; and
(c) programmed guidance built around collector capa-
bility, top priority problems, and a close review of collector response.
Detailed studies have been made of field reporting, of the
allocation of information needs to major sources, and of the adequacy
of the incoming flow of intelligence information as judged against
priority intelligence needs.
From the viewpoint of requirements, the reconnaissance
source system is probably best of the three, especially in regard to
(a) evaluation of field reporting; and (b) keeping records necessary for
costing out the collected information.
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SIGINT is engaged in a pilot effort aimed at establishing
and refining a means of correlating operating expenditures and source
development planning to long-term top priority intelligence needs.
In connection with the DCI's community leadership role,
CGS provides sustained support to the efforts qf various Agency
management elements to correlate collection with the Priority National
Intelligence Objectives and with the intelligence research programs
under way. CGS provides staff studies for the Critical Collection
Problems Committee (CCPC) on selected national priority problems,
and participates in making advance intelligence reviews of planned
reconnaissance and $IGINT R&D needs and in doing long-lead program-
ming of information needs.
The principal deficiency at the present time in the general
area of recluirements and collection guidance is the lack of an interagency
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