COORDINATION OF FEDERAL FOREIGN INTELLIGENCE ACTIVITES Prepared by THE CENTRAL INTELLIGENCE GROUP Washington, D. C. 28 October 1946

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP78-04007A000300050022-0
• Release Decision: RIFPUB
• Original Classification: C
• Document Page Count: 10
• Document Creation Date: December 9, 2016
• Document Release Date: March 22, 2001
• Sequence Number: 22
• Publication Date: October 28, 1946
• Content Type: REPORT

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COOFDINATION OF FRDERAL FOREIGN INTELLIGENCE ACCTIVITIES
CIA-RDP78-0400000300050022-0
CONFIDENT L'L
LECTURE (1-hour)
Prepared by
THE CENTRAL INTELLIGENCE GROUP
WashinrAon, D. C.
.28 October 19
(As R ''i ed)
:~rc?"L~sua?es 2 Charts
I. GENERAL
The purpcse of this talk on the subject of coordination of Fed-
forei.(;n inTolli once activities ,s to acquaint you with the 14.tcst
:yeti colopmonr,s in this field,
Naturally. discussion of this sub,ct will dual Generally wit11
the z1Conc;_cs responsible for this coordination, namely, t?'-:e National
Intelli,_;oncc Authority and the Central Intelligence Group, both (:stab-
fished in lrashifa 'ton, D. C. In particular, it will deal with the prn--'
,Tisions or the 're` idential directive authorizing these a3encies an:i
the nrr.Lnncr in which this dircctive is b`ei: implemented,:
Tr J-): ':',FE r ng this subject- the follorf _n. t,Ccw-)_-cc will be 61ieecussod
it o.." hC' i.7t you may ot.ppreciato the as it a.fi':G'Ct~ the pr7b~-
lcm at ha roc :
1 Need for coorcli.n:ition of Fodcrel foroiC-n i-ntolligon.ce act:-vi-
tics?
2, Dosi :ta?t:Lan of a National Intelligence ~,.v.t orityo
, CLC.?:l.i;".G::1 Of a Dix'cctOr J)' Central TntE:l11,-rOI1^E)o
3
Designation of an In.toll;.genco A" dvisory Board?
5, F^tablishmont of a Central Intelligence Group
6. Relat;.onship of de,.tartmental intelligence agencies to the
Central Intelligence Group.
C ONFID' I' IAL
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certain to be formulated with full consideration of their benefits to
the conduct of our foreign affairs,
IV. CREATION OF .u DI ,CTOR OF CENTRAL INTELLIGENCE.
Since the 1.Iny1. is a part-time committee composed of officials
'iavt.rg many other responsibilities, it is obvious that a full-time
'executive vice president" is needed to ensure that the poli~ies of
the N.Isli. arc properly implemented. The Presidcntts directive pro-
vided for such an official, with the title of Director of Central
Intelligence. The present Director of Central Intelligence is
Lieutenant General Hoyt S. Vandenberg, formerly Commanding General
of the U, S. 9th Air Force in Europe and later the Afei.stamt Chief
of Staffs 0-2, of the War Department General Staff. . General. Vandenberg
succeeded Rear A" c'miral Sidney ~4 a Souers, the first Director of Central
Intelligence, who was Deputy Chief of Naval Intelligence during a ;.rat
part of the war.
The Director of Central Intelligence is a non-voting member of the
National Intelligence ~1uthority. He is appointed by the President but
is respnnsiblo to the N.I.A. The Prosidontls directive prescribes for
him the followin functions and responsibilities, subject to the direc-
tion and control of the NN.I,A.:
1. He directs all the activities of the Central Intelligence Group.
2? He supervises the correlation, evaluation and dissemination of
strategic and national policy intelligence within the Govern-
ment,
3. He plans for the coordination of intelligence activities re--
latec? to the national security.
4. He recommends to N.I.A. such over-all policies and objectives
as may be necessary to accomplish the national intelligence
mission.
COT' FIDENTI:,.T,
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5- He performs intelligence services of common concern to do-
partments of the Government as directed by N.I,A.
6. He performs such other intelligence functions and duties
relating to the national security as directed by the Presi-
dent and the N.I.A.
These exp;-ess functions and responsibilities cover a broad'field
of endeavor, and obviously require considerable clarification and re-,
d.ef_.nition by the N.I,A. This process of redefinition and clarif.car
tion is continuing all the time, and many basic decisions in that ro-
spect have already been made, One of the most significant is a direct-
i.ve by the N.I,A which authorizes and directs the Director of Central.
Intclli~e..ce to act for the Authority in coordinating all Federal for-
eign intelligence activities related to the national security to ensure
that the over-all policies and objectives established by the N.I.. are
properly implemented and executed, From this it may be seen that the
Director is now clearly established as the t'`executive vice president}}
for the N,I.A,,
V. DESIGNATION OF AN INTBILIGENCE ADIVSOHY BOABD,
in order to perform his prescribed functions, the Director of Central
Intoll ;;once muot keep in close a:ad intimate contact with the departmental
intelligence agencies of the Government. To provide a formal machinery
for this purpose, the President?s directive established an Intelligence
Advisory Board to advise the Director of Central Intelligence. The per-
zanent members of this Board are the intelligence chiefs of the State,
Jar and Na~ay Departments. Provision is made, however, to invite the
heads of other intelligence agencies to sit as members on all matters
within the province of their agencies,, One official frequently invited
to sit as a member is the Director of the Federal Bureau of Investigation.
The Intelligence Advisory Board has already proved to be mutually
beneficial to both the Director of Central Intelligence and the Board
members,, On the one hand, the I.A.B. serves to furnish the Director
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with the benefits of the knowledge, advice, experience, and viewpoints
of the departmental intelligence agencies, On the other hand, each
I.112, member receives the benefits of the advice and assistance of
the Director of Central Intelligence, based upon his broad. national
viewpoint
Actually, pursuant to authority granted by the N.I,A,, many deci-
sions and actions regarding the coordination of intelligence are taken
by the Director of Central Intelligence with the unanimous concurrence
of the Intelligence Advisory Board and without reference in each case
to the N.I,,A, This is possible,, of course, only in those cases where
the Director and the I,A,B;, already have the authority to execute such
agreement Most of those agreements are reached at I.A.B, meeta.n?s,
at which the Director of Central Intelligence presides, although some
matters are handled by circulation of papers for written approvl:,
VI, .: iiABLISR:!VS'1T OF A CENTPAL INTLTLIGLNCB GhOUPQ
Of course, the. Director of Central Intelligence requires an organ-
ization of his own to enable him to accomplish his' assigned functions and
responsibilities, The organization, called the Contr ]. Intelligence
Group, was provided for in the Presidents directive,
The fund, required by this
organization are furnished by the State,
War and Navy Departments in amounts approved by the N,I,A,, Originally,
all personnel and facilities for the 'Central In.:telligenco Group were also
furnished by these departments ? It is and will always '.:e true that cer-
tain key positions in C.I,Go are held by specially selected and qualified
personnel from the State, Mar and Navy Departmentsn However, with the
approval of the N.I,,AQ, it is now possible for the C',I.G, to recruit
directly from sources other than the thrpo departments the specialized
to of personnel required for its activities,, This was clearly neces-
sary, to eliminate any possibility of competition for personnel between
C.I,Ge and the departments, and to enable C.I,,G, to tap the rich non--
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Governmental sources of personnel represented by American business, edu-
cational institutions, etc.
It might be thought that the mixed group of individuals ass__gned
to C.I0G? would make it hard to conduct an efficient and effective oper-
ation. This, hoowwwever, has not been the case, since all individuals as-
signed to C.I,G:, have fully appreciated the magnitude and importance of
the job to be donee As a result, the C.I.G. is already a smoothly func-
tioning organization u ..th more than a nucleus of specially qualified
w,
personnel
VII. i?ELLT TONSHIP CF DFPARTiv'4i.NTA.L INTFT1T.,IG:2IICF
CI .TO ~L'a~ ('r ~ 1'IZ_~l~ II~?ET~?:.IGFNCI GROUlP~
As mc'nt_i..oned previously, one of this key3 to the success of the
Central Intelligence Group is a very close and active relationship with
the other inteLLigence agencios of the participating governmental de-
partmen s a That, of course, is why the Id.I.A. and I ~A.B. were estab--
a.ished in their present form?
One of th? most immediate problem .9 following the ostablishi ;nt
of the NI,A., however., was to fit, the activities of the C.>I.G.,
the existing activities of the departmental intelligence agencies,, The
role of these c'..clartmental agencies was defined in general terms by the
Plesichrit's directive, which stated that these agencies would continue
to collect,'evaluate, correlate and disseminate departmental intelligence.
.ffoctive coordination, however, requires that not only must the
f 4olc s of do Tx r'--mental en?savor be defined anal allocated, but that there
rust be conta.nueus supervision of the departmental intelligence effort
to ensure that the policies and objectives of the N.I.A. are implemented
and accomplished. To enable the C.IrG. to perform this function, the
President's directive stated that C.I;G. should receive such intelligence
from the departmental agencies as the N.I.A may designate, and thGt?the
operations of departmental agencies shall be open to inspection by the
C ONFIDENTIAL
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Director of Central Intelligence to the extent approved by the N.IAc
These two provisions really fit together.
The Bost method of ensuring
coordination of departmental intelligence efforts is for C.I,G,, to re-
ceive both the raw information and the finished intelligence from the
departments
First of all, this enables C,I.G,, to ensure that each item, of
raw information has been distributed to all agencies which r equa.re it.
Secondly, it en,a,bles C,,I.G. to utiliza t'_~is.: information' in. eoverirg;
the fields for which it is primarily responsible. Finally, it enables
C,IG,, to produce strategic and national policy intelligence based
upon all source, of i.n ormation and the e-ral.zatod intelligence from
all departments?
C,,I.G. will produce its intelligence estimates based upon national
needs and viewppoint. While looking to each department to furnish Bence in its field of primary interest, C,,I.G. must nevertheless re-
evaluate this information from a national viewpoint as opposed to the de-
part: ontal viewpoint taken by each departmental agency,, C.I,G,, must also
combin: dopartr..ental information and intolliganoe i-rith information received
from its own sources. Finally, CCI0G0 rr...ast correlate the political, eco-
nomic, military, naval, and all other implications in order to produce a
truly national estimate.
It may No seon, therefore, that vd ile this coordinated effort,
under control and C.I.G. auspices, properly and unavoidably i.n-
volvos acert.ai.n amount of overlap, it nevertheless ensures concentra-
tion by each agency on its field of primary interest and filling the
gaps from a national viewpoint by C,IG0
VIII, OlGWIZ11T ION OF THL CENTR.'.L INITI ELLIGENCE GROUP (TENTLTIVF)
(Lsplay (kiart No ~, 2~ -_..~~.~._.._.....~ .._.._..-.~... .-......~_._..__.....
This is the tentative organization that is being built to effect
the coordination of intelligence activities as previously described. It
is being progressively built on a skeleton basis with the personnel at
hand, many of whom have participated in the six-month planning phase
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under Admiral Souers. As new personnel become available and are indoctrin-
ated, they will be fed into the organization in the positions where their
special skills may best be utilized, in accordance with this organizational
braa kdown,
First, there is an Executive Staff, which is designed to relieve the
Director of all unnecessary administrative details. In military term , the
Exocutive Director might be compared to the chief of staff of a Division,
Corps, 2kri y or Army Group. The Executive Staff is comparable to the G--1
and G-4, SpociIiccally,; ;the functions of the Executive Staff are as follows:
1, Functions as a staff for the Director of Central Intelligence
under the supervision of the Executive Director . Central Intelligence
Group, in performing the normal duties of an executive office,,
2. Controls, coordinates and supervises activities of operating
offices, pertaining to operations, liaisons ac'mi.nistrat; onM
and general functioning?
3.> Coordinates plans and policies affecting operations with the
Interdepartmental Coordinating and Planning Sta`.'f,
l.~., Provides logistical and administrative support for world
wide activities of C.I,G0
5? Rogulatos internal security of C,,I.G.
I~cxct . tho_-e is an Interdepartmental Coordinating and Planning -Staff,
better known as ICAPS. This mi ~,ht be compared to an Army G-3 in that its
function is to assist the Director in coordinating all intelligence activi-
ties related to the national security', both C.I.G. and departmental, and to
recommend the establishment of over-all policies, plans, and procedures to
assure the most effective accomplishment of the national intelligence mis-
sion. This Staff is composeC, of specially selected and experienced personnel
from the State, Jar and Navy Departments who are able, therefore, to perform
their coordinating and planning functions with due consideration of the prob-
lems faced by the various paDticipating departments. In addition, ICAPS
sponsors frequent discussions of intelligence activities with the officials
in the departments responsible for the-conduct of those activities. In this
gray, the views of all agencies are made known and considered so that mutually
satisfactory arrangements may be evolved;,
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The Secrotaric_.' N.I.A.,as its name implies, aw nishes score-
services for the N.I.A. and also for the I.A.B. and the C.I.G.
All of the above have boon staff functions for the Director of
Central Intelligonce. The actual conduct of C.I.G. activities is en-
trusted to four Assistant Directors,,: each of whom heads an office.
These Assistant Directors are chosen from the departments having Y?ri-
mary responsibilities or capabilities in each field of endeav:oro,,
Th-, Assistant Director for Collcction and Dissemir#ation is re-
sponsible for collection and dissemination requirements for strategic
and national policy intelligence information and intelligence,, In this
position he ensures adequate collection and dissemination not only for
C,IPC,, itself, but for the various departments,,
The Assistant Director for Reports and Estimates is responsible,
in coordination with ICAPS, for establishing requirements for and produc--
ing strategic and national policy intelligence affecting the national se-
curity for use as required by the various departments of the Government.
He therefore has a dual function,, First, in consultation vrith ICAPS and
through ICAPS with the departments, he anticipates the needs of the Gov-
ernment for foreign intelligence,, These needs or requirements then form
the basis for coordinated collection programs. Second, his office actually
performs the evaluation, correlation and interpretation necessary to produce
strategic and national policy intelligence for the use of Government officials.
The Assistant Director for Security, and this office has not yet been
active although a nucleus of personnel is already present, is responsible
for the following functions
1? In coordination with the Interdepartmental Coordinating and
Planning Staff, formulates and promulgates integrated security pol-
icies and procedures pertaining to the safeguarding of classified
information and matter of the Fodoral Government in the interest of
national security, to include planning for future censorship operations,,
2. Proscribes over-all security policies and procedures for the
entire Central Intelligence Group,
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The Assistant Director'for operations is respon,,,ible for coordi
?nating designated agencies of CQI0G4 engaged in operations approved by
the N.I.A. to collect information required for the production of intel-
li en.ee affecting the national security, He therefore heads up the con-
duct of those centralized collection operations assigned to C,,IoGn by
the N0I1AO This office encompasses C.I0GO's own sources of information
to which reference has previously been made,
It ray be soon that C.,I