STATEMENT BY THE EXECUTIVE DIRECTOR, DIA, BEFORE THE SENATE SELECT COMMITTEE ON INTELLIGENCE REVIEW OF INTELLIGENCE COMMUNITY PERSONNEL

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP88G01116R000200250005-8
• Release Decision: RIPPUB
• Original Classification: T
• Document Page Count: 21
• Document Creation Date: December 22, 2016
• Document Release Date: April 13, 2011
• Sequence Number: 5
• Publication Date: July 23, 1986
• Content Type: MISC

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EXECUTIVE SECRETARIAT
ROUTING SLIP
ACTION
INFO
DATE
INITIAL
1
DCI
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DDCI
3
EXDIR
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D/ICS
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DDI
X
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DDA
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DDO
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DDS&T
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Chm/NIC
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GC
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IG
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Compt
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D/OLL
x
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D/PAO
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/PERS
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VVC/NIC
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Remarks Attached, FYI, is DIA Statement for 23
July SSCI hearing on IC Personnel (DCI/DDCI received
advance copies).
Ex
tivJU 1 rtSbrr
22
STAT
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TI
SECR
ROU
NG
TO:
NAME AND ADDRESS
DATE
INITIALS
1
D/Pers
2
3
4
ACTION
DIRECT REPLY
PREPA
RE REPLY
APPROVAL
DISPATCH
RECOM
MENDATION
COMMENT
FILE
RETUR
N
CONCURRENCE
INFORMATION
SIGNATURE
REMARKS:
FROM: NAME, ADDRESS, A
O.
DATE
ER 7E12
Hqs
ET
(Security Classification)
CONTROL NO. -
COPY
TALENT-KEYHOLE- CO MINT
Access to this document will be restricted to
those approved for the following specific activities:
NATIONAL SECURITY INFORMATION
Unauthorized Disclosure Subject to Criminal Sanctions
(Security Classification)
0Aff AWAW AwA
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DISSEMINATION CONTROL ABBREVIATIONS
NOFORN- Not Releasable to Foreign Nationals
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STATEME1T IT lit EKWTIVE
DIRECT MIA, KTOK Zit SEMITE
SELECT C U 11 OM IMTELLIiENCE
YIEY OF UMMU M C MMITV PERSON .
23 JOLT 1986
(U) Thank you, Mr. Chairman and mamders of the Commit , for the
opportunity to appear before you today to discrss Defense
Intelligence Agency's manporer and personnel goals and stra ies to met
challenges described in the DCI's National Intelligence St stogy.
14
(U) As the Agency nears its 25th anniversary this Oct , It Is
important to reflect on who we are and where we have been over these two
and a half decades. It is interesting to note that of the 2.1 million
officers and enlisted personnel on active duty today, probab y less than
4 percent can ever rawmber a time when DIA was no providing
Intelligence support for their plans and operations.
(U) The basic mission of OIA Is to satisfy the fore 9n military
_ __-1n*elligence requirements of the Secretary of Defense. Joint Chiefs of
Staff and major _ components and field commanders of the 4partuient of
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Defense. This basic tasking has never changed; however the to which
we execute our mission, the caliber of personnel rho 4a up the
Organization known as DJA, the concepts under which we opera e, and
tools and technologies at our disposal have. wade t~+an~es
Dose the rears. Lt is through the day in, day out exocu on of our
mission that the A e ncy fulfills its role as a force ^ultipl~ or for the
commanders in the field. The new DIA of today is radically afferent in
focus. attitude, and ability from that of the 1960s and I . The VIA
of tomorrow will be different from that of today. It is the ability to
change and adapt to new challenges and circumstances tat is the
strength of any organization. Our motto for the 25th Ann versary of
DIA -- Cammltted to Excellence in Defense of the Nation -- ras not
lightly chosen.
? (U) As the asmbers of this Committee are aware, it 1 a goal of
toeeral Perrovts, as well as sine, to continually a the
effectiveness and responsiveness of Defense Intelligence to a 1 consumers
and to seek efficiencies and *con rtes in the utilization of Intelligence
resources. DIA's role In Defense intelligence management I equally as
important as Its substantive intelligence production responsi lities.
(S) The early years of DIA were difficult ones for botli the Agency
and the nation with intelligence requirements and nati 1 policies
changing rapidly. By 1965. when the last coepo t of the rawly
established DIA was in place -- the Defense Attache Syst -- DUI, and
NAME VIA
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the Intelligence Community as a whole, faced an incredibly expanded
target structure, intercontinental missiles, SMs, U-? wk
and a growing U.S. Involvement In Sowths4st Asia.
(S) In FY 1968. at its height of the U.S. presence in U DIA's
authorize1 The fo lowing year
the Executive Branch and the Congress began a scaling back of ithe site of
the Department of Defense which would last over a decade. IA was not
spared. In the next 12 chaotic years DIA lost almost 2,400 bi lets, or 35
percent of its workforce. The attache system alone was reduced by over
800 billets.
(C) for over a decade DIA's managers faced the constant tion of
What and haw much to eliminate while still meeting ?issi essential
requirements -- standing watch over the Soviet Union/Warsaw aft, treaty
monitoring. technology developments. etc. -- meanwhile fi ing still
further billets to divert to essential new requir ts. Every
conceivable method was used to absorb the elimination of one of every
three of our personnel, from dropping families of products o d olesale
reductions in support operations and services. Finally the gency found
itself one-deep or none-deep in wiwoUS areas not exclusi ly confined
to Intelligence analysis. The 1970s were simply an ui iti disaster
for military intelligence in general, and for DIA in particvl r.
l ANNE VIA
CAI T L SYSTOIS J01MY
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(C) The poor state of the Central Defense Intelligence am and
DIA was recognized and acknowledged by this very Committee in the Spring
of 1979 during the preliminary hearings on the FT 19M Frosident'S
Budget. The SSCI took a leading role in recognizing that the nation was
plying too steep a price for the false intelligence, econom es of the
1970s, and that the General Defense Intelligence Program and IA needsd
Manpower augmentations. not further reductions. The sionaily-
awthorized manpower increases of the early iNDs (FY 19e0. 9eS) were
designed to address deficiencies and shortfalls produced b having a
skeletal staff in marV- geographic and functional areas, aid similar
manpower shortages in the intelligence processing and support Ida of the
Agency.
(S) At first. we requested, and the Congress authorized manpower
increases primarily to augment basic military intelligence analysis with
the principal focus an areas of high threat -- USSR/Warsaw t and the
FRC -- or of incraasing strategic and political significance, - the
Middle East. Latin America and Africa South of the Sahara.
(U) Additional personnel were authorized not only to restore and
enhance basic data analysis, conduct long-range, indepth ysis, and
provide current intelligence and support to the JCS. but also to enable
DIA to undirtake new and important missions. For
example. scme limited
manpower Os also authorized to augment the -Defense Attache System to
aCOOm^hmodate manning requirements of newly opened Defense Attache offices
in countries in which there had been no Defense representation.
HANDLE VIA
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(S) The gradual re-building of analytical strength in 1A from FY
?1960-1985 was Imposed on a stringently reduced support and processing
organization. To absorb the drastic manpower reductions of the 1970s,
support activities had first been reduced to minimum levels ? n order to
attemipt to preserve DIA?s core of intelligence analysis professionals.
Not until FY 1983 did Agency support, processing, and w-agenent
functions begin to realize marginal empower gains to cogs with the
drastic rise in workload resulting from an increased analytical base.
Without augmentations in these areas, improvements such as 1hose In ADP
technology. and photo processing for new collection systems designed to
enhance data analysis and maximize workforce productivity, would have
been wasted or underutilized due to a lack of available trained
personnel.
(51W) In the ^id-198Ds manpower was requested in order undertake
s ncwDer of new initiatives and expansions of ongoing activi es Into new
omission areas. Principal aon9 these was the implementation of the 000
3UiINT Plan. Manpower was authorized beginning in FY 1984 undertake
the effort within DoD for the centralized planning, swaWom , control
and coordination of DoD iUUKT activities.
as well as ganied areas,
and provide related crisis and contingency support.
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increases were carefully calculated and planned to Include pct of
offsetting reductions due to the phasing out of older. lej~ productive
systems.
(Sti) Recently VIA has also been required to enhance Intelligence
analysis on numerous new high priority areas such as Soviet initiatives In
space systems and Issues related to technology transfer. F technology
transfer alone, existing manpower resources were simply unable to cope with
the tremendous upsurge in requ rewents. Stettarty. DIA was t ked with new
and expanded activities for counterintelligence functions. for
exanple, CIA
now provides multidisciplinary counterintelligence support o the U & S
temwands, a function requiring empower intensive eva)uati s of the Cl
threat to field installations, operations and indi iduals. and
recommendations to counter that threat.
25X1
function which became increasingly critical with the upsurge is terrorist
operations targeted against Americans overseas in recent years
(S1NF) Our current resource requests focus on providl intelligence
analysis and support in many areas as the dynamic world envi requires
the provision of improved products to a broadened array Of sa~rs. Thus.
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in our recent manpower requests. for Fiscal Years 1986 and 1 7, resources
were included to intensify research and analysis on Third War countries,
especially .hose in the Middle East, Southwest Asia, Afric , and Latin
heerica. Similarly. progress in Soviet weapons programs, most ignificantly
mobile strategic systems, are forcing DIA to apply additil 1 manpower
resources and to develop innovative analytical techniques to monitor and
evaluate these new systems. New areas which will consume considerable mhan-
years of effort include low-intensity conflict analysis, such as terrorism
and insurgency, narcotics, arms transfer, and nuclear and biological and
chemical warfare issues.
(U) While I have highlighted the principal new and exp areas of
endeavor DIA has undertaken in the past few years requiring additional
mhsrwpower. I would like to emphasise that to accomplish many new
rsspo-sibilittes, adjust to shifting inte1119ence pri ides, and
accommodate increases in data volume since 1979. all 1 wts of DIA
management have constantly examined the allocation of sc a manpower
resources. The objective of these self -exawinations has a wyrs been to
minimiit rtquireme!nts for new personnel while positioning the f9eisci to meet
the requirements of tanorrow.
(U) Since the end of FY 1979 there have been inrndreds changes In
DIA's billet. structure ranging fro. slight adjustments to dis"Vto position
specialty requirements to limited billet, section, brands, one division
roatignments. Each was undertaken by line aansgement and 4t.rsai Agency
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resource managers with the objective of sage qualitative or quantitative
ioprovement, however slight, to the overall structure Ned w9wintion of
OIA.
(U) 1 should also note that our rebul ldieg efforts haven't been limited
to billets alone. To meet the new challenges of the 1990s and yoed, it Was
and is clear that our approach to how resource management, I it is to be
successful, could not be configured solely on past actices and
accomplishments. tie mast consider the environmental demands a different
tomorrow. focusing not only on optima workforce sire, but on personnel
quality factors necessary for building a highly skilled amnpower base.
There is no doubt that tomorrow we will be required to do sort, do it
better, and do it faster than ever imagined previously.
(S) In the area of overall collection ?anagea~ent and NMI management
and operations, we have concluded that additional is needed.
Technically sophisticated foreign weapon systems, are being eloped and
placed in the field, a situation which translates directly int move complex
collection requirements, and the need for more c ination and
collaboration among SI6INT, HII41KT, Imagery and MSINT reqwirements and
collection operations managers.
(S) During the 1990s, manpower for DIA collection aana , other than
MKT, remained essentially constant. The 'tyranny of the present'
represents a constant pressure on available manpower and thwe ere too few
resources regaining to anticipate, plan, and program for the hanger In the
collection environment, technology. U.S. security interest as, wartime
support pl ing, and uti l tail Ang1_uetions of proposed new Z t IA
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(S) The DoD WMIKT system, both overt and clandestine, requires a
spectrum of capabilities from those personnel assigned to this dAy. They
emu tt have recent military aperational or management experl , foreign
language and area expertise, security reliability. and the ieation and
flexibility Ito devote am-third of their career to MMIMf sipmrnts.
These are difficult criteria and D1A HUKINT management and litery and
civilian personnel operations professionals are working closet to acquire
and nurture these types of Individuals.
it has the his t Vatertial-
return on invested resources. The investment cost in aanpwer especially
support to collection ratio, is very high. The development a str~ow4
integrated Do0 Hl9IINT management and operations system will tak~ time, as it
should. The price of haste is a potential ?incident? -- a cirt Lane which
intelligence professionals cannot deliberately foster.
(C) In the area of counterintelligence and security rhilt air
counterintelligence support capability has groan in recant yea". sunning of
the more traditional security functions has not kept paw. The FY 1907
President's $udget includes the first significant Increases In security
manpCwrer since the drawdown of the 1970s. OIA Is not only r possible for
it's Own internal security posture. but also provides DoD-cull support for
compartaented security policy and procedures other than LISA tarial. DIA
controls the numbers of compartmented accesses authorized, and approves aid
inspects storage facilities for cagartaented material. WAdWr of
storage facilities and people cleared for capartmentsd material has
increased exponentially since 29?0. 0IA sanporer serving at population
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has not. We know we must do a better job in this area additional
manpower is key to success. 7
(C) As we move forward into the 199Os. there will continue be a need
for additional manpower to satisfy the increasing Mande or finished
intelligence products as well is to cope with the impacts of e11ergIng
technologies on the analytical and dissemination processes. This wall
growth requirement should level off in the near future analytical
proficiency in and exploitation of new technologies inert se and n~
facilities. communications techniques, and information systam
art placed into operation.
(U) The Agency's comitaent to accomplishing the plans oulIlined In the
DC1's national intelligence strategy is reflected in our di personnel
policies and plans for the future. In addition to the contirwous goal of
maintaining an effective. economical balance betweetn wortf ` t sire and
mission esseRtfal requirements, there are two other major resource
challenges being confronted by DIA.
I
(U) First, the workforce needed to respond to the intell pct dwwnds
of taeeorrow is changinq and will be more technically Drier . ilhsre once
individuals with broad academic backgrounds and list prior work
experience could be successfully assimilated into theI intelligence
isci tine we oust now aggressively pursue and ocquire sonnel With
actual aitsion related experience, specialised-academic iats, and
high skill' levels. Our recruitment program has become sore vi and will
continue to broaden to exploit new sources of quality personae .
%AMK U VIA
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attuned to the unique eieeds of Individuals eewisiwg the OIA
today and teasorrow. to date, the acquisition and reteti
y the Agency
Agency is
?wiro t
actively working towards establishing a more attractive ici
(U) The second aaJDr Mmn resource challenge being faced
goes hand-in-hand with changing recruitmOt practices. T
-personnel has not been a =jar prcbles for OtA. Over the last
Ags+Ky's average attrition rate has been considerably toss than
the federal goverr~sent.. Again, while we recognize that even the
of quality personnel has been excellent, it may not romain so
as competition for specialized and scarce expertise increases
private and public sectors. With that in mind, we have iaitiati
wortfor . of
of quality
ysori, the
lee noes for
retention
in the future
In both the
an enhanced
personnel management and development program for the 1990s. peal was
and is -- to ensure that DIA has a bell-trained and tad. hlghb'
activated, loyal workforce proud of its contributions to the s 1t? of the
United States. We realize that we not only need to attract retain but
also to 'nurture' the type of analyst needed to meet the cha le gas of the
1990s and beyond.
(U) The intelligence Authorization Act for fY 1982. K 419. did such
to bring the Defense intelligence Agency into a11gnr0t with our colleague
agencies -- CIA and ISA. Under Provisions of Pt 97-a9, the Defame
Intelligence Senior Executive Service (OISES) was established. Although the
DISES is patterned after the Senior Executive Service, it is unique in that
it recognizes not only leadership capabilities but also tft substuatiw
intelligence expertise valued so highly in the comsunIti.
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(U) We have developed over 40 career ladder Prografs to identify
progressive knowledges and skills needed to advance In Particular
occupation to include all intelligence and inte131genct positions
tAretgRovt D1A. 1a comp)a^ent these career ladders and to ba tar evaluate
job performance. a new performance appraisal system is being Inplaweated.
The new system is eased on perfo once areas and compeUwta; i.e.,
personal attributes, which have been derived from a cross s ion of the
workforce. By the beginning of 1987 the new appraisal system will be in
plane for all civilian eMloyees.
(U) As added emphasis is placed on knowledges and skill d4veloprnt for
progression in the career ladders. emphasis is also being plac
on training
and education. For example, a Came Prografs Selection B*d (CPU) of
senior oanagement officials was established last year to oversee all long-
tars civilian career developoent and training opportvnit es, siacA as
rotational assigrients and full-tie study. Our Defense Intel] gone College
has also been expanding the Wafters and kinds of educati prograos to
ethane the quality of intelligence personnel for not only DIA but the total
C meunity. New graduate concentrations, weekend course an, and new
mobile training courses are being developed for an increasIng mnamber of
intelligence professionals throughout the Camunity.
(U) DIA's success in quality personnel training and /on results
Eras a collaborative effort aaang training adnministratorsintelligence
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managers. and the Jntel1t9ence Community to assess exist) and future
training and education requirements and to deliver program match those
reguiresaents. In response to lntelligsnce managaeaant initiati , the Office
of Training, tasked to direct and manage Dill's internal train programs,
WW the Defense Intelligence Colleges tasked with the edwcattee'and training
of military and civilian personnel for command, staff, and policpaakta g
positions in the DoD. national, and International Intelligemcd structures,
have Initiated new and innovative programs in the areas of joint Space
Intelligence/Operations; aanageaent training for into SSdia and senior
intelligence personnel; counterterrorism analysis; strateg c deception
awareness; and, ellMiKT collection.
(U) Roth the College and Office of Training have been proactive in
dealing with advancing technology in intelligence system, pW,icipating
the planning and prograeing stages of new systems so as to have curricu Z:Z
materials and courses available when new system reach operational
capability. An ongoing evaluation process controls the quality of our
training and. education efforts. All courses are subject to annual review,
keeping content and focus current and ensuring professi el training
requirements are met.
(U) In addition, the College is placing greater emphasis intelligence
research and scholarship. In 1986 the College hosted cons . round
tables. and synpos i a on Terrorism, Low Intensity Conflict, owl the Morn of
Africa. To, meet total force requirements, weekend courses on National
Intelligence. Human Intelligence. Reconnaissance and Technics Information
Collection. and Scientific and Technical Intelligence. to n a few, we
offered.
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(U) Military Career development atOortrtnities have also 411pk"114M
over the last few years. Two years ago* we started a 101 tary Carew
e*ancement progras where key garsomeal from all branches eif the Armed
Forces discuss assignaents. Career incentives, and
opportunities. CIA sponsors its cum Orogras to select the Emil
Meader of the Quarter and Year, has initiated an Outstanding A
of the Year Program, and actively participates in the
Exceptional Performarnce Program.
educational
tad Military
nicer Officer
Stripes for
(U) Another area of major importance to DoD and CIA 11 crisis and
mobilization planning and DIA subscribes fully to the sandate "at it is the
role of all DoD components to deter war but if deterrence foils. we must
fight to win. OIA has undertaken a safor review of the status pf efforts in
these areas within the Agency. Improved crisis and mobillzati planning is
recognized as one of the strongest methods of deterrence and I I Is for this
reason that several new activities and programs have been inltl(tad.
(U) The ability to stabilize existing aanpower of the Agency during
crisis or wartime conditions was the privy factor which led Agancy to
request the Services to exempt from recall to active duty all ailitary
retirees aaployed as civilians by D1A. Successful c letlos this action
has resulted in the assurance that over 300 well trained and experienced
persornntI j-01 resin at their stations during crisis or aoeilizatios
conditions.
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estasljshed the DIA Retired tivi1iaa deserve (RCR) prograi. R
innovatIYC pro9raa that will assist in this area. In April 1996,
r$quir#ents rat will 1,s ue! adequate $anpo~mes, both silttarp sadfvilian.
to falfill DIA's wartiaae mission. One of the major prebla~s 1 sag the
Agency concerns the ability to tiad qualified personnel to fIl civilian
positions created during crisis or wartime conditions. OIA has New and
(0) Eff0yjs have peen taken to iaprov~ the aobtlizatiow air~porer
plwutint far the Agency. The result ,as been a tightened set of au~^~et+tation
civilian
Age cy retirees are canvassed as to their willingness to ret.,'1i to work
sA0u142* national miser9ec cy be declared. Those retirees volunteer) for the
progra are assigned to specific mobilization positions and rill offered
training on an arms l basis. The creation of this progr? insurej that OIA
will be able to call cr an experienced cadre of individuals to ass n in 'the
wartime efforts of the Agency.
(U) One of the nujor contributions to an enhanced personnel systa^ to
meet arnique Intelligence Cosrwnity situations the provisions hart:ed
in the Intelligence Authorization Act of FY $S, Pt 9841$. l provides
breaded personnel authorities to the Seci etsry -of Defense for OIA.
-- _ _
etwyfnaers, stientists.'..arid AP specialists.
Priaaarily, it gave DIA ttk ouch needed tadption from the Classifi atlom Act
making it caempa-rable to CIA and fSA. Ill ore curreettt adopting i ited pey-
settia,flexIb lutes to attract and r* ain critical skids such as
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CONTROL SYSTD6 JO NTLY
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C. I
(U) With respect to tUe need for additional Per 1-related
legislation at this time. we feel the Agency r+st acqUirt GO" 4srational
expsr$snce with those iuthorlties already granted by the Cues prior to
initiating further requests in this area. Once we have two or ft years
experience and have conducted an evaluation, indicatars of she. need for
whoa adjustments may Surface. Ye will then call this to the at ton of
the popartment, DCI, and the Congress.
(U) What we need in DIE, and the intelligence business as a ia, Is to
sowehow reverse the trend of the past decade of denigrating the
and dedication of the Civil servant. Public service Is one of highest
callings in the nation and requires tawsitted personnel willing 14 perfors
their duties with modest comensation and recognition as the *moss they can
hope for es rewards. In the intelligence functions. public rec ition for
success is not compatible with the security of the nation or the tactics
of sources and methods. Pay, as we all know, is not generally rag, as a
long-term motivator.
(U) Thus, we are left - with -concentrating as the qu*
and awards programs. such progress has been made in these areas
years, but none of us scan ever be Coaplacent. Service in the 1+
tpmmni ty must always be a career. not a Job. The old w o
NA)W VIA
TALENT- yNoL--
COMTMOt SYSTDIS
lity of
wortl ift -- Sob sett sf action if You will. These areas can M 61 bwxw by
providing career opportunities. rotational assig cents, kF-OV physical
facilities, educational and training assignments. and internal recognition
is recent
eel l i Santee
of People
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 aanaQewt, where indiviAuals were quickly cast into a narrow - c rtsr field
and pointed iTM Ite top are obsolete. The young worker today Is he product
of a mobile society, is looking to make a meaningful eontribu on to his
eMloyer and nation, and wants to experience new chail often.
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ilasagaient must recognize these needs and encourage their devel t.
I
(U) Improving the quality of worklife will become more pertL t to the
survival of an effective DNA. As I have indicated, we are involved is a
number of programs to improve career opportunities within DIA lop rove
communications to ensure effective performance evaluations are ii
working. Rounding out this work environment is providing an att
stimulating work station capable of providing state-oaf-the-ar
accomplish assigned tasks and responsibilities.
place and
active and
tools to
(U) Additionally, although recent legislation has DIA's
personnel system in closer alignment with CIA and NSA, are still
varying legislation statutes among DIA, CIA, and NSA. I bell that we
should continue to work towards legislative consistency
intelligence components. creating a more positive effect thr
community. Consolidation of civilian intelligence personnel s
the DoD would permit greater movement and career development,
across the canwAmity, enhancing our ability to `sell' intell~
challenging and rewarding career.
W LE VIA
TALEDT-111 1-COf
CONTROL STS1 J01
among the
bout the
toms within
portwaities
ponce as a
KRY
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responsibilities.
(U) In closing, I would lice to svmmarize the cmile+ees t Oth it
preparing to face in the foreseeable future. To begin, greater asls will
be placed on technology. The amber of professionals and scientists &W
their influelnce within D1A and the comity will Incr. i . To be
ca~etitive, Mre have already begun exploring ea approashes to 4,eiiiuts.m
work schedules, time sharing strategies, and rest 30b
ttss
(U) 1, and general Perroots, look forward to working with t =1.
and Its staff in conducting the review of Intelligence Ctunity
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