LETTER TO CHARLES A. BRIGGS FROM ROBERT R. SIMMONS

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP90B01370R001601980041-2
• Release Decision: RIFPUB
• Original Classification: K
• Document Page Count: 23
• Document Creation Date: December 22, 2016
• Document Release Date: October 24, 2008
• Sequence Number: 41
• Publication Date: November 16, 1984
• Content Type: LETTER

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TARRY GOIDWATERI A. CHAIRMAN
DARIEI P*TNR:K MOWNRAN. N.Y. VN:E CNAwAMM
JAKE GARN.UTAH WALTER 0.H000LESTON.KY.
JOHN H. CNA/EE. R.I. JOSEPH R. 200. JR_ DEL
RICHARD O. LUOAR. Nib. DANIEL K. ROUTE HAWAII
MALCOLM WALLOP. WYO. PATINCK J. LEAHY. VT.
DAVID OUNENEROEIL MNN. LLOYD SE T$EN. TEX
WNJJAM V. ROTH. JR.. DEL SAM MUNK GA
WILLIAM S. COMER. MAIZE
HOWARD H. SAKER. JR.. TENN. EX ORICD
"on" Q am. W. VOL. Ex
ROUEIT R. SIL/AONS. STAR OR[CTOR
PETER M. SUWV*JL MNORITY STMT OIECTOR
Umted states senate Chr no 0
SELECT COMMITTEE ON INTEWGENCE
WASHINGTON, D.C. 20610
November 16, 1984
LECOLH',
Mr. Charles A. Briggs
Director
Office of Legislative Liaison
Central Intelligence Agency
Washington, D.C. 20505
On December 10, 1981, the staff of the Senate Select
Committee on Intelligence completed preparation of an
unclassified handbook which described the mission and
organization of the Intelligence Community. At that time,
your organization provided us with materials for inclusion
in the handbook -- copies of which are enclosed for your
information.
Three years have passed since we prepared this hand-
book, and the Committee staff is currently in the process
of updating its unclassified holdings on your organization.
We would be most appreciative of any materials which you
can provide us as part of this project. In particular,
we are interested in materials which cover the history,
mission and current organization of the Central Intelligence
Agency.
Please send these materials to my attention at the
address provided above. If you have any questions regarding
this request, please feel free to get in touch with me
at 224-1710. Thank you for your consideration of this
matter and for your continued cooperation.
Sincerely,
rt R. Simmons
Staff Director
RRS:rn
Enclosure
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THE ORGANIZATION OF THE CENTRAL INTELLIGENCE AGENCY
The Central Intelligence Agency (CIA) has broader responsibil-
ities than any other agency in the Intelligence Coaanunity. CIA is
managed,under the DCI,by the (statutory) Deputy DCI -- although the
the current leadership team (Casey/Inman) does not necessarily
manage the CIA in quite such a structured manner.
There are four major directorates in CIA, as outlined below:
The Directorate of Operations
The Directorate of Operations has primary national responsibility
for the clandestine collection of foreign intelligence, including
the clandestine collection of SIGINT. In the U.S., it is responsible,
through the regional offices, of its Domestic Collection Division, for
the overt collection of foreign intelligence volunteered by U.S.
citizens and organizations. It also is authorized to conduct in the
U.S. assessment and recruitment of foreign nationals for use as agents
abroad. It conducts counter-intelligence abroad and coordinates these
activities with the FBI, which is solely responsible for domestic
counter-intelligence. The operations directorate is also responsible
for covert action.
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The Directorate of Science and Technology
The Directorate of Science and Technology is responsible for
research and development of technical collection systems. Its program
is unique; it is dedicated to exploiting new technology solely for
intelligence collection purposes. This directorate collects technical
intelligence, largely SIGINT,in collaboration with the Directorate of
Operations. It processes imagery through its management of the
National Photographic Interpretation Center. It produces scientific
and technical intelligence, especially concerning the characteristics-
of foreign strategic weapons systems.
The National Foreign Assessments Center
The National Foreign Assessment Center is responsible primarily for
intelligence production. &It produces political, military, economic,
biographic, geographic, and sociological intelligence and synthesizes
these with the work of the Science and Technology Directorate. In
addition, through the Foreign Broadcast Information Service it collects
intelligence from foreign open radio and television broadcasts. Its
processing activities include the translation of these broadcasts and
of foreign documents.
The Directorate of Administration
The Directorate of Administration is responsible for a variety
of support activities. It provides: communications, computer facilities,
logistic, medical, financial, and personnel services, conducts training,
and maintains security.
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CIA's collection activities are carefully coordinated with those
of other intelligence agencies to minimize duplication and ensure
coverage of all major targets. (All SIGINT collection, for instance,
is conducted within an annual national plan.) CIA's production capability
is comprehensive but varies considerably in depth of coverage, On certain
topics such as economics CIA maintains unique research capabilities as
a service of common concern, on others of great national importance,
such as Soviet strategic weapons'systems. It maintains research
programs in deliberate competition with those of the military services.
(Experience has proved the worth of this competition; there is no
monopoly or, 'wisdom.) Finally, on topics of lesser importance CIA
maintains the minimal capability necessary to provide the DCI a check.
on the work of other agencies.
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PUBLIC AFFAIRS
Phone: [phone]
BIOGRAPHY OF WILLIAM J. CASEY
William Joseph Casey was sworn in as Director of Central Intelligence
(DCI) on 28 January 1981. In this position he heads the Intelligence Commu-
nity (all foreign intelligence agencies of the United States) and directs the
Central Intelligence Agency. He is the first DCI to be designated by the Presi-
dent as a Cabinet officer.
Mr. Casey grew up in Long Island and New York, New York, and gradu-
ated from Fordham University, where he earned a one-year fellowship to the
Catholic University School of Social Work in Washington. D.C. He then gradu-
ated from St. John's University School of Law in Brooklyn and was admitted to
the New York Bar.
Following law school, he joined the Research Institute of America, rising
to become chairman of the Institute's board of editors. He was commissioned in
the U.S. Naval Reserve in 1943, joining the wartime staff of William Donovan,
founder of the Office of Strategic Services. Assigned to the European Theater,
Mr. Casey received the Bronze Star for his work in coordinating French
Resistance forces in support of the invasion of Normandy and liberation of
France. Later, in 1944, he became Chief of American Secret Intelligence oper-
ations in Europe.
In 1948 he served as Associate General Counsel at the European Head-
quarters of the Marshall Plan. Between 1949 and 1971 he practiced law and
engaged in various publishing and entrepreneurial activities in New York City.
In April 1971 Mr. Casey was designated Chairman of the Securities and
Exchange Commission where he served until February 1973. He subsequently
became Under Secretary of State for Economic Affairs and President and
Chairman of the Export-Import Bank of the United States. Returning to pri-
vate life, he became Counsel to the New York and Washington law firm of
Rogers and Wells.
During 1980 Mr. Casey managed the successful primary and election cam-
paigns of President Ronald Reagan.
Mr. Casey has authored a number of books on legal and financial subjects,
as well as a history of the American Revolution.
He has received the William J. Donovan Award and honorary degrees
from Fordham University, St. John's University, Chung Ang University, Molloy
College and Adelphi University.
Mr. Casey and his wife Sophia (nee Kurz) have one daughter, Bernadette.
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WASHINGTON. D.C. 20505
PUBLIC AFFAIRS
Phone: [phone]
BIOGRAPHY OF ADMIRAL BOBBY R. INMAN
Admiral Bobby R. Inman was sworn in as Deputy Director of Central
Intelligence on 12 February 1981. In this position he is principal deputy to the
Director, who leads the Intelligence Community (all of the foreign intelligence
agencies of the United States) and directs the Central Intelligence Agency.
A native of Rhonesboro, Texas, Admiral Inman graduated from the
University of Texas at Austin (B.A., 1950). He entered the Naval Reserve the
following year and was commissioned as an Ensign in March 1952. His initial
assignment was to the aircraft carrier USS Valley Forge (CVA-45), which
participated in operations during the Korean hostilities. His subsequent early
career included a variety of assignments in Naval intelligence, including tours
as the Chief of Naval Operation's Intelligence Briefer, and Assistant Naval
Attache, Stockholm, Sweden, as well as operational assignments afloat.
Admiral Inman has served in a number of positions of high responsibility.
He was Fleet Intelligence Officer for the Seventh Fleet in the Western Pacific,
1969-71, during the Vietnam conflict. He graduated from the National War
College in 1972. He was Executive Assistant and Senior Aide to the Vice Chief
of Naval Operations, 1972-73. He served as Assistant Chief of Staff for Intel-
ligence to the Commander in Chief, U.S. Pacific Fleet, 1973-74; as Director of
Naval Intelligence, 1974-76; and as Vice Director, Plans, Operations and Sup-
port of the Defense Intelligence Agency, 1976-77. He was appointed Director
of the National Security Agency in July 1977, where he served until March
1981. Coincident with his assignment as the Deputy Director of the Central
Intelligence Agency, he was promoted to the rank of Admiral, the first Naval
Intelligence Specialist to attain that rank.
Admiral Inman's many service decorations include the National Security
Medal, the Navy Distinguished Service Medal, the Defense Superior Service
Medal, and the Legion of Merit in addition to several awards for service during
the Korean and Vietnam conflicts.
Admiral Inman's permanent residence is Anaheim, California. He and his
wife Nancy (nee Russo, of Washington, D.C.) have two sons, Thomas and
William.
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PUBLIC AFFAIRS
Phone: [phone]
CIA CHRONOLOGY **/
I
11 July 1941 President Franklin D. Roosevelt establishes position of Coordinator of In-
formation (COI) and designates as Coordinator William J. ("Wild Bill")
Donovan. Donovan was a lawyer and a reserve Army Colonel and much
decorated hero in World War I. As a civilian, Donovan thus becomes head of
this country's first central intelligence organization.
13 June 1942 President Roosevelt, by Executive Order 9182, transforms COI into Office of
Strategic Services (OSS) with Donovan as Director. Donovan becomes Briga-
dier General in 1943 and Major General in 1944.
18 November 1944 Donovan submits to President Roosevelt a plan for a permanent peacetime
central intelligence service. This is ultimately embodied in legislation estab-
lishing the Central Intelligence Agency (CIA).
20 September 1945 By Executive Order 9621, President Harry S Truman abolishes OSS but
assigns some of its functions and personnel to State and War Departments.
These changes become effective 1 October 1945.
22 January 1946 By Presidential directive, President Truman establishes a Central Intelligence
Group (CIG) to operate under the direction of the National Intelligence
Authority (NIA). Rear Admiral Sidney W. Souers, USNR, is appointed first
Director of Central Intelligence (DCI). OSS elements assigned to State and
War Departments are eventually transferred to CIG.
26 July 1947 President Truman signs the National Security Act of 1947 which establishes,
among other things, the National Security Council (NSC) and the Central
Intelligence Agency (CIA) as replacements for NIA and CIG, respectively.
For CIA the Act becomes effective 18 September 1947.
20 June 1949 The Central Intelligence Agency Act of 1949 is enacted by Congress. It
supplements the 1947 Act by specifying special fiscal and administrative
authorities.
4 August 1955 President Dwight D. Eisenhower signs a bill authorizing $46 million for
construction of a CIA Headquarters Building.
3 November 1959 President Eisenhower presides at the laying of the cornerstone of the CIA
Headquarters Building in Langley, Virginia.
20 September 1961 First employees begin to move into new Headquarters from various offices in
Washington, D.C. area.
1
For a history of the CIA from its founding through 1975, see Book IV of the
Final Report of the Church Committee (Bound volumes in Research Center). For a
comprehensive history of the intelligence function of the federal government from
1776 to 1975, see Book VI of the Final Report.
^^^^ ^'^^^^ ^^ ^^^^
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27 January 1975 The Senate establishes its Senate Select Committee to Study Governmental
Operations With Respect to Intelligence Activities under the chairmanship of
Senator Frank Church (D., Idaho). The Church Committee investigated the
nation's intelligence activities for 15 months and was disestablished upon
submission of its report on 26 April 1976.
19 February 1975 The House establishes its House Select Committee on Intelligence to inves-
tigate allegations of "illegal or improper" activities of federal intelligence
agencies here and abroad. Its first chairman was Representative Lucien
Nedzi (D., Michigan), who was later replaced by Representative Otis G. Pike
(D., New York). On 29 January 1976, two days before the Committee was
scheduled to conclude its activities, the House voted to withhold public
dissemination of the Committee's final report.
19 February 1976 President Ford signs Executive Order 11905 which sets intelligence policy
and guidelines and establishes an intelligence oversight mechanism in the
Executive Branch.
19 May 1976 The Senate establishes a permanent Senate Select Committee on Intelligence
under the chairmanship of Senator Daniel K. Inouye (D., Hawaii) to carry out
oversight of the nation's intelligence organizations.
14 July 1977 The House of Representatives establishes a permanent House Permanent Se-
lect Committee on Intelligence. Chaired by Representative Edward P. Boland
(D., Massachusetts), it differs from the SSCI in that it has oversight jurisdic-
tion over the CIA but shares with several other House committees legislative
oversight authority over all other intelligence agencies.
4 August 1977 President Carter announces reorganization of the Intelligence Community,
creating a high level committee chaired by the DCI to set priorities for
collecting and producing intelligence, and giving the DCI full control of bud-
get and operational tasking of intelligence collection.
24 January 1978 President Carter signs Executive Order 12036 which reshapes the intelligence
structure and provides explicit guidance on all facets of intelligence activities.
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1
DIRECTORS OF CENTRAL
INTELLIGENCE
RADM Sidney W. Souers, USNR
23 January 1946-10 June 1946
LTGEN Hoyt S. Vandenberg, USA
10 June 1946-1 May 1947
RADM Roscoe H. Hillenkoetter, USN
I May 1947-7 October 1950
GEN Walter Bedell Smith, USA
7 October 1950-9 February 1953
The Honorable Allen W. Dulles *
26 February 1953-29 November 1961
The Honorable John A. McCone
29 November 1961-28 April 1965
VADM William F. Raborn, Jr. (USN, Ret.)
28 April 1965-30 June 1966
The Honorable Richard Helms
30 June 1966-2 February 1973
The Honorable James R. Schlesinger
2 February 1973-2 July 1973
The Honorable William E. Colby
4 September 1973-30 January 1976
The Honorable George Bush
30 January 1976-20 January 1977
ADM Stansfield Turner (USN, Ret.) **
9 March 1977-20 January 1981
The Honorable William J. Casey
28 January 198 1-
?Mr. Dulls served u Acting DCI from 9-26 February 1933
?*Admiral Turner retired on 31 December 1978 while serving as DCI
MR
PUBLIC AFFAIRS
Phon.: [phone]
DEPUTY
DIRECTORS
Kingman Douglass *
2 March 1946-11 July 1946
BGEN Edwin K. Wright, USA
20 January 1947-9 March 1949
The Honorable William H. Jackson
7 October 1950-3 August 1951
The Honorable Allen W. Dulles
23 August 1951-26 February 1953
GEN Charles P. Cabell, USAF
23 April 1953-31 January 1962
LTGEN Marshall S. Carter, USA
3 April 1962-28 April 1965
The Honorable Richard Helms
28 April 1965-30 June 1966
VADM Rufus L. Taylor, USN
13 October 1966-31 January 1969
LTGEN Robert E. Cushman, Jr., USMC
7 May 1969-31 December 1971
LTGEN Vernon A. Walters, USA
2 May 1972-7 July 1976
The Honorable E. Henry Knoche ***
7 July 1976-31 July 1977
John F. Blake * * * *
31 July 1977-10 February 1978
The Honorable Frank C. Carlucci
10 February 1978-20 January 1981
Admiral Bobby R. Inman, USN
12 February 1981-
?Mr. Douglas served u Actin DDCI tram 2 March-I 1 July 1916
??GEN Walters served as Acting DCI from 3 July 1973-3 September 1973
???Mr. Knoche aerved as Acting DCI from 20 January 1977-9 March 1977
????Mr. Blake served as Acting DDCI from 31 July 1977-10 February 1978
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"... information was available but was so
compartmented and so fragmented that there
was no individual or group of people respon-
sible for drawing what turned out to be a
logical conclusion.... "
Office Director
Central Intelligence Agency
Major General William J. Donovan was the
Director of the Office of Strategic Services, a
predecessor of the Central Intelligence Agency.
Introduction
If the combination of informing and
alerting is a good working definition of
what intelligence is all about, that
combination was not working well for
the United States on the morning of
December 7, 1941. Certainly, the
nation had been involved in foreign
intelligence since its birth-George
Washington wrote in July 1777, that
"the necessity of procuring good intel-
ligence is apparent and need not be
further urged"-but it was only after
the shocking surprise attack at Pearl
Harbor, which caught the United
States unprepared, that the need for a
centrally coordinated national intel-
ligence service came into sharp
public focus.
In the leisurely, seemingly in-
nocent years between World Wars-
indeed, traditionally-the U.S. op-
erated with only departmental intel-
ligence. Under this system, individual
departments like War, Navy and
State as well as the Office of the
President, produced their own intel-
ligence. But there was little coordina-
tion among them. Almost jealously,
each guarded its own area. Thus, the
bits and pieces that might have been
brought together to warn of an
impending attack in the Pacific were
never fitted together. They remained
essentially uncoordinated.
Six months later, in June 1942,
President Roosevelt signed Executive
Order 9182 establishing the Office of
Strategic Services (OSS). William J.
Donovan, a New York lawyer who had
won the Medal of Honor as a Colonel
in World War I, was named its
Director. Under his guidance, OSS
collected information abroad, con-
ducted secret operations against
enemy powers, and produced intel-
ligence reports on enemy strengths,
capabilities and intentions.
It was a forerunner of the Central
Intelligence Agency.
The Genesis of the Central
Intelligence Agency
The War ended in 1945 and so did the
OSS. On the first of October that
year, by Executive Order 9621, Presi-
dent Harry S. Truman disbanded OSS
and allowed its functions to be
absorbed by the Departments of War
and State. Even during the height of
the global conflict, Donovan's or-
ganization never received complete
jurisdiction over all foreign intel-
ligence activities. The FBI had been
responsible for intelligence work in
Latin America since the 1930's and
the military services administered
their own areas of responsibility all
through World War 11.
Now, however, with the memory
of Pearl Harbor still fresh, the need
for a post-war centralized intelligence
system was fully recognized. In fact,
Donovan had already submitted a
proposal which called for separating
the military's intelligence services
from the Joint Chiefs of Staff. It also
called for the creation of a new or-
ganization, having direct Presidential
supervision, which would coordinate
the intelligence services of several
departments. This new agency would
conduct "operations abroad" but
would have "no police or law enforce-
ment functions, either at home
or abroad."
The plan drew great debate. In
response, President Truman set up the
Central Intelligence Group (CIG) in
January 1946. It was directed to
coordinate existing departmental
intelligence, supplementing but not
supplanting their services. This was to
be carried out under the direction of
the National Intelligence
Authority (NIA).
Twenty months later, NIA and its
operating component, CIG, were de-
activated and under the provisions of
the National Security Act of 1947-
the same statute that created the
Department of Defense and a separate
U.S. Air Force and defined the role of
today's Joint Chiefs of Staff-the
National Security Council and the
Central Intelligence Agency were
established.
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Then and Now
The Central Intelligence Agency is
charged with a dual responsibility. It
must coordinate the numerous intel-
ligence efforts of the U.S. Government
as well as collect, evaluate, analyze,
produce and disseminate foreign intel-
ligence. That responsibility has
remained unchanged since 1947.
But the world in which it must be
discharged has not.
When the Central Intelligence
Agency came into being, the world
was, in many ways, a simpler place.
The U.S. was preeminent among na-
tions, the only atomic power on earth.
The primary product of intelligence,
then, had to do with the military
activities and political intentions of
the Soviet Union-and a little bit
about those of its satellites.
Today, however, things are not
so simple.
The U.S. is no longer the world's
only nuclear power. In addition, there
are now more than 150 independent
nations on earth. This country has
important contacts with almost all of
them. These contacts are far more
political and economic than military.
Consequently, the focus of collection
and analysis has shifted from a singu-
lar concentration on the military
prowess of one country to a broader
interest in all areas of international
relations. And although understand-
ing Soviet military strength is still the
Agency's number one priority, its
traditional areas of concern have
expanded to confront the problems of
such things as terrorism, drug traf-
ficking, world energy and world
grain production.
These ever growing areas of inter-
est represent a significant change in
the Central Intelligence Agency. They
also focus attention on the need to
gather more and more data. And this,
in turn, points to another significant
change in intelligence. Where once the
human agent was the basic collector of
data, a technological revolution in the
past two decades has generated tech-
In its early years, the Central Intelligence
Agency's primary concern was with Soviet
military activities and political intentions.
its a different world. A multinational,
m.iltipower, multiauthority world.... There
has been an enormous shift in the focal power
centers. It is no longer a case of monolithic
communism. There are many communisms ...
there is no single free world, but there is a
world split into many parts ... there is not one
Third World, but there are many Third
Worlds.... "
The world has changed. No longer is the
United States the only atomic power on earth
as it was when this test was run in 1946. Today,
many nations have atomic capabilities.
'7n 1947 there was really only one credible
force in opposition to the military might of
the United States and that was the Soviet
Union ... intelligence at that point was to
know the nature of that threat and to maxi-
mize, obviously, the military capability of the
United States."
Office of Legislative Counsel
Central Intelligence Agency
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Although agents are still an important part of
the collection process, the Agency, now more
than ever before, depends on technological
means to gather itf(ormation. Much of this
technology is developed by the Agency.
"I believe that the analyst is at the center of the
intelligence process, and I would like to believe
the most important part of the intelligence
process, because this is the one place, that is
the desk of the working analyst, where every
piece of paper must come in order for the
agency to make a judgment about the
intentions of another country or to make a
considered judgment about events that have
some interest for the U.S. policymaker."
Senior Analyst.
Central Intelligence Agency
nical systems capable of producing
prodigious quantities of information.
These systems include devices to inter-
cept communications signals and
other electronic signals for analysis.
Cameras are of great importance-
miniature cameras carried by agents,
large cameras aboard high flying air-
craft and reconnaissance satellites.
And yet the human agent remains
vital. If the photographs and signals
that technical means gather speak of
what people have built or what they
are saying, only the human agent can
deliver what they are thinking. To be
effective, these two elements must
work as a team, meshing and comple-
menting each other, one filling in
where the other misses.
The point is that today's Central
Intelligence Agency receives volumi-
nous amounts of information each
day-more than ever before on more
subjects than ever before. It is the
challenge of the analyst to sort it all
out, to keep what is germane and
discard what is not, to piece together
from what is left a useful picture
which can help policymakers and deci-
sion makers do their job. That volume
of information, reflecting the enor-
mous increase in areas of interest is,
perhaps, the greatest change in the
Central Intelligence Agency from
then to now.
Special Activities
"Special activities" are clandestine
activities conducted abroad to influ-
ence opinions and events in support of
U.S. foreign policy objectives. These
activities are conducted in such a
manner that the role of the U.S.
Government is not apparent. "Special
activities" are distinct from diplo-
matic and intelligence collection func-
tions and include "covert action." In
selected situations, they can provide
the United States with a useful foreign
policy option between diplomacy and
military action.
Executive Order 12036 authorizes
only the Central Intelligence Agency
to conduct "special activities" ap-
proved by the President and to carry
out such activities consistent with ap-
plicable law. Today, the controls on
such activities are more stringent than
ever before. In addition to Presidential
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approval, all Central Intelligence
Agency "special activities" require
review by the National Security
Council and notification to several
committees of Congress.
Oversight
In the past the tendency was to think
of the Central Intelligence Agency as
operating entirely on its own without
supervision of its activities. Perhaps
this tendency grew from the fact that
much of the Agency's work must be
kept secret, thus making total public
oversight an impossibility.
Though total public oversight is
indeed an impossibility, several safe-
guards exist which control Central
Intelligence Agency actions. They
provide each citizen, or members of
the Intelligence Community, an
avenue through which concerns, com-
plaints or questions can be brought to
light and examined.
The first of these safeguards is in
the White House. The President and
Vice President take an active and
daily interest in' intelligence efforts.
The Director of Central Intelligence
meets with them regularly to keep
them informed.
The second is the Intelligence
Oversight Board, whose three mem-
bers are appointed by the President
from the public sector and report
directly to him. Created in 1976, the
Board will hear anyone, from within
or outside of the Federal Government,
and will promise that person anonym-
ity. It will look at each issue raised and
determine whether or not it warrants
action. It then reports its findings to
the President.
The third safeguard is congres-
sional. The Senate Select Committee
on Intelligence and the House Perma-
nent Select Committee on Intelligence
have primary responsibility for
overseeing all intelligence activities.
The House and Senate Appropriations
Committees review intelligence activi-
ties to assure they are cost effective.
These four committees exercise a
true oversight function by scrutinizing
the Central Intelligence Agency's
work on a continuing basis and pro-
viding advice and guidance when
appropriate. The Agency reports to
them in considerable detail and
is completely responsive to their re-
quests for information regarding
intelligence activities.
Conclusion
The Central Intelligence Agency is an
intelligence organization working pri-
marily abroad on behalf of the U.S.
Government. It collects, analyzes and
disseminates foreign intelligence. It
has no law enforcement powers.
And its budget is carefully scrutinized
by the Office of Management and
Budget and by four committees of
Congress, even if it is not made public.
While its failures are often trumpeted,
its successes seldom receive fanfare
because they usually must remain
secret. The Central Intelligence
Agency has changed mightily since its
inception. Today it walks a new and
fine line between an openness in gov-
ernment Americans have come to
expect and the secrecy that intel-
ligence, by its very nature, demands.
The Central Intelligence Agency's
Finished Product
Collection, processing and analysis all are
directed at one goal producing accurate, reli-
able intelligence. That is the Central Intelli-
gence Agency'sfnished product and it comes in
several types, each of which must be presented
in aform that is most useful to the intelligence
customer. For example, there is current intelli-
gence, which takes the form of daily publica-
tions and bulletins or briefings that inform the
policymaker about current developments and
gives estimates of how these developments will
affect the situation in the near term.
Another form is the National Intelligence
Estimate, a longer and more in-depth look at a
specific international situation that presents
Judgments on future developments and what
they might mean for the United States. Such
estimates are most often produced as a coordi-
nated product of the Intelligence Community.
A third form of 'finished intelligence is found in
long research studies which may take months
to complete.
Who are the customers who get this finished
product?
They are the same people who ask to have it
produced. At the very top of this list is the
President. He is. of course, the Central Intelli-
gence Agency's most important customer. But
there are others: Cabinet members and the
President's National Security Adviser and the
Joint Chiefs or Staff. In fact, every elected or
appointed official in the national Government.
including members of?Congress, is a potential
customer for some part of' the intelligence
product.
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?
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The People of the Central
Intelligence Agency and
Their Jobs
In a complex and ever-shifting world,
policy makers must have a knowledge
of a wide range of subjects. As it is the
purpose of intelligence to provide in-
formation about those subjects, it
must employ the services of profes-
sionals with specialized backgrounds
running the gamut from politics and
economics to the sciences and military
strategy to geography and just about
an' other discipline.
Agency professionals whose job is
to deal with these subjects on a day-to-
day basis are highly trained and edu-
cated. From 1971 through 1975, W7
of professionals entering the Central
Intelligence Agency had Bachelor's
degrees, another 347( held Master's
degrees. and almost 10'7c more had
earned Ph.D.'s. In fact, there are more
Ph.D.'s employed by the Central
Intelligence Agency than by any other
government agency.
In its constant pursuit of informa-
tion, the Central Intelligence Agency
is very much like a university. And,
P like a university, it has a place for
people with a wide range of specialties.
For example, historians, political sci-
entists, area specialists and linguists
Jhr intelligence process is not a simple one. 7o
Ji rction properly and efficiently, it requires
pecple skilled in a vaned of disciplines
find producing current intelligence These jobs-and others-are per-
and working with people overseas for med by the people of the Central
challenging assignments. Others In'elligence Agency. It is these people
produce biographic studies or trans- wl o give the Agency the sense of
late foreign language documents. purpose, the dedication, and the
Engineers and scientists work on the commitment for which it is famous.
intricate and difficult task of assessing
developments in foreign weapons sys-
tems or devote themselves to
improving the Agency's technical
collection methods. Economists and
students of international finance study
subjects as disparate as future popula-
tion trends, crop forecasting, or the
movement of petrodollars. Cartog-
raphers and geographers can prepare
specialized reports and maps con-
cerned primarily with the environ-
mental characteristics of foreign
areas. Accountants, business admin-
istrators, lawyers and computer
specialists apply their training in the
demanding work of managing the
Agency itself.
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A Miscellany'The Seal
of intelligence aata from ail areas of
the world to a central point.
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Section 2 of the Central Intelligence
Agcncy Act of 1949 provided for a
Seal of Office for the Central Intel-
ligence Agency. The design of the seal
uas approved and set forth on Feb-
ruar 17, 1950 in President HarrN S.
Truman's Executive Order 101 1 1 . In
thu Order, the seal is described in
heraldic terms as follows the Shield
its argent compass rose of 16 points
gules, the Crest ---on a wreath argent
and pules an American Eagle's head
erased proper, belo? the Shield, on a
gold scroll, the inscription, "United
States of America," in red letters and
encircling the Shield and Crest at the
top the inscription, "Central Intel-
ligence Agency" in white letters. All
on a circular blue background with a
narrow gold edge.
The interpretation of the seal
which is characteristic of the Agency
itself--is simple and direct. The
American Eagle is the national bird
and is the symbol of strength and
alertness. The radiating spokes of the
compass rose depict the convergence
1)
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The Headquarters Building
Located about eight miles from
dog ntown Washington, D.C., the
headquarters building and grounds
presently occupied b> the Central
Intelligence Agency were envisioned
by former Director Allen W. Dulles.
His concept, projecting the at-
mosphere of a college campus, y.as
designed in the mid- I950's by the
Neu York firm of Harrison and
Abramovitz --,designers of the United
Nations building.
Construction began in October
1957 and v