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-RDP87B00858R000400570033-4
• Release Decision: RIPPUB
• Original Classification: T
• Document Page Count: 15
• Document Creation Date: December 22, 2016
• Document Release Date: April 5, 2011
• Sequence Number: 33
• Publication Date: July 23, 1986
• Content Type: MISC

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STATDQT BY 11E ENEWTIVE
DIRECTOR, Ou. AFORE 11E SEDATE
SELECT COMIITIEE ON IMTELLIS MCE
RAVIE1i OF IRTELLIs COIIRMITT /ERSOI L
23 JULY 1966
(U) Thant you. MIr. Chairman and clambers of the C it , for the
opportunity to appear before you today to discuss Defense
-Intelligence Agency's manpoMer and personnel goals and strat Iss to meet
..the challenges described in the DCI's National Intelligence St,ate91.
(U) As the Agency nears its 25th anniversary this Oct , It Is
iaportant 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, probably less than
4 percent can ever rseder a time when DIA was no providing
intelligence support for their plans and operations.
(U) The basic mission of DIA Is to satisfy the fore gn military
--intelligence requirements of the Secretary of Defense, Joint Chiefs of
Staff and major cosccnents and field co^iaanders of the t of
Kamm VI
TAL,EWT-Kf -COI'IINT
CONTROL TONS JOINTLY
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Defense. This basic tasking has never changed; however the wd~rs is which
.rt execute our Mission, the caliber of personnel woo t Vp the
organization known as DIA, the concepts under which we opera t. end
tools and tecla~ologies at our disposal have wide t then s
oeac the pears. Lt is through the day in, day out ex ,cu on of our
sission that the Agency fulfills its role as a force Multiply er for the
CoM.anders in the field. The mew DIA of today is radically afferent in
focus. attitude, and ability from that of the 1960s and I Ms. The D1A
of tomorrow will be different fro. that of today. It 1s the ability to
change and adapt to new challenges and circumstances tat is the
strength of any organization. Our .otto for the 25th Ann versary of
DIA -- Committed to Excellence in Defense of the Natiomi_ was mot
lightly chosen.
. (U) As the members of this Committee are aware, it
Genera) Perroots, as we11 as sine, to continually
effectiveness and responsiveness of Defense Intelligence to a
and to seek efficiencies and ttonoaits is the utilization of
resources. DIA's role in Defense intelligence sanago.ent I
important as its substantive intelligence production responsi
(S) The early years of DIA were difficult ones for bob
and the nation with intelligence requirements and nati
changing rapidly. By '196S, til,en the last cvaponent
established DIA was in place -- the Defense Attache Sys
HA DL1 VIA
7ALEM7 -Xf
CONTROL SY
goal of
the
1 consumers
ntelligence
"Val ly as
titles.
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the Intelligence Conkmity as a whole. faced an 1acredib y expanded
target structure, Intercontinental missiles, SMs, u-2 a
and a growing U.S. levolvement is Sovthesst Asia.
(S) In FY 1968, at its helg nt of the U.S. presemm in fi DIA' a
authorizeq The fe lowing year
the Executive Branch and the Congress began a scaling bane of thne sise of
the Departsemt of Defense Aieh would last over a decade. IA was not
spared. In the next 12 chaotic years DIA lost almost 2.400 bi lets, er 35
percent of Its workforce. The attache system alone was r"cmd by over
800 billets.
(C) For over a decade DIA's managers faced the constant tfon of
whit and how such to eliminate while still meting missi essential
requiresoents -- standing watch over the Soviet Union/Warsaw att. treaty
monitoring. technology developments. etc. -- meanwhile f1 ing still
further billets to divert to essential new repair ts. Every
conceivable method was used to absorb the elimination of one Xrt of every
three of our personne l , from dropping families of products o wiholesale
reductions in support operations and services. Finally the ~gemy found
itself one-deep or Honer-deep in numerous areas not exclusively confined
to Intelligence analysis. The 1970s were simply an unmitigated disaster
for military intelligence in general. and for D1A in partieul r.
MWLE VU
?ALEI T411TI LE
WKI SYSI JOINTLY
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(C) The poor state of the General Defense Intellig.nce as and
DIA was recognized and acknowledged by this very Committee in the Spring
of 1979 during the preliminary hearings on the FT 1990 ident?s
Budget. The SSCI took a leading role In recognizing that the nation was
paying too steep a price for the false intelligence econcn es of the
1970s, and that the General Defense Intelligence Program and DIA needed
Manpower augmentations, not further reductions. The sionally-
wthorized Manpower Increases of the early 1980s (FY 1990. 99S) were
designed to address deficiencies and shortfalls produced 0 paying a
skeletal staff in many geographic and functional areas, &W similar
manpower shortages in the intelligence processing end support Ida of the
Agency.
(S) At first, we requested, and the Congress authorized Manporar
increases primarily to augment basic Military intelligence any is with
the principal focus on areas of high threat --
USSitIllarsar P t and the
PKC -- or of increasing strategic and political significana
? the
Middle East, Latin America and Africa South of the Sahara.
(U) Additional personnel were authorized not only to tore and
enhance basic data analysis, conduct long-range, indepth any ysis. and
Provide argent intelligence and support to the JCS, but also)
to enable
DIA to undirtake new and important missions. For exaMple. si
Manpower was also authorized to augment the -Defense Attache
sccamm'odstt manning requirements of newly opened Defense Atta,
in countries in which there had been no Defense representation.
HANDLE VIA
re limited
system to
re Offices
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(S) The gradual re-building of analytical strength in 1980-1985 was .imposed on a stringently reduced support
or9anizatIon. To absorb the drastic manpower reductions of support activities had first been reduced to ^inimum levels attapt to preserve DIA?s core of intelligence analysis Not until FY 1983 did Agency support, processing, andfunctions begin to realize marginal manpower gains to
01
IA from FT
pr scetsinp
the 1970s,
n order to
essianals.
smagamen
with the
drastic rise In workload resulting from an increased analytical base.
Without augmentations in these areas, improvements such as In ADP
technology. and photo processing for new collection system designed to
enhance data analysis and maximize workforce productivity, would have
been wasted or underutilized due to a lack of available trained
personnel.
(S/W) In the ^id-1980s manpower was requested In order
a Wunder of werr Initiatives and expansion of ongoing act i v i
to undertake
as Into new
mission areas. Principal among these was the implementation of the pop
MMIXT Plan. Manpower was authorized beginning in FY 1981 undertake
the effort within DoD for the centralized planning, man . control
and coordination of DoD 1 9QKT activities.
as well as tad areas,
and provide related crisis and contingency support.
IVJ LE VIA
TALEKT W
COIRNCt STS1 JURTLY
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systm.
~ Tom empower
increases were carefully calculated and planed to tnclude 1'4aCt of
offsetting reductions due to the phasing out of Old We Isis productive
(S/VI) itecently VIA has also been required to anharce intelligence
analysis on numerous new high priority areas such as Soviet Initiatives In
space systems and issues related to technology transfer. F technology
transfer aim*, existing empower resources were simply unable to cope with
the tremen6ous upsurgt in require^rent%. Similarly, DIA was tasked with now
and expanded activities for comterintelligence functions. for example, CIA
now provides multidisciplinary counterintelligence support to the U & S
Commands, a function requiring manpower intensive eva)uati s of the CI
threat to field installations, operations and iadt idualt, and
reca^Aendations to counter that threat.
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CONTWX
TALENT
MAKDII Y
analysis and support In aany areas as the dynamic world emri
the provision of improved products to a broadened array of
intelligence
requires
scars. Thus,
function which became tnereasiagly critical with the ups ill terrorist
operations targeted against Americans overseas in recent ,pears;
(S/iiF) Our Current resource requests focus on providin
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in bur recent sanpower requests, for fiscal years 1986 and 1 7. resources
were included to Intensify research and analysis on Third Wor cowatrles.
especially Rhone in 'the Middle East, Southwest Asia. Afric . and Latta
America. Similarly. progress in Soviet weapons progrMs, most ignificantly
mobile strategic systems, are forcing DIA to apply additi 1 manpower
rtsources and to develop innovative analytical techniques to monitor WW
avalirate these new systems. New areu which will consume cons derable map,
Yom of effort include low-intensity conflict analysts. such as terrorism
and insurgency. narcotics. aa~s transfer, and nuclear and b ological W
denical warfare Issues.
(U) While I have highlighted the principal new and expanded areas of
endeavor DIA has undertaken in the past few years requiring additional
sanpowtr, I would like to eaphas i se that to accospl i sh many new
responsibilities, adjust to shifting intelligence prl ities, and
accamwodate increases in data volume since 1979. all levels of DIA
management have constantly examined the allocation of sc a manpower
resources. The objective of these self-examinations has a ways been to
minimize requirements for new personnel while positioning the $191nc7 to meet
the requirements of tomorrow.
(U) Since the end of FY 1979 there have been himnrtds Changes In
DWA's billet structure ranging from slight adjustments to 61 position
specialty requirements to limited billet. section, braewt,, and division
*sal i gnment s. Each was undertaken by line sanagement and 4tirnai Agency
NAJItDLE VIA
Y4DLE -MINT
CONTROL SyWM JOINTLY
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resource nanaWs with the objective of soar qualitative or
1Mprovement, however slight, to the overall structure and or
CIA.
quantitative
i:ait ion of
(U) 1 should also note that our rebuilding efforts Aavea?t' been iinited
to billets alone. To meet the new challenges of the 1990s and J~qywW. it was
and is clear that our approach to bison resource aana9tsent, t It is to be
successful, could not be conf iqured solely on past ectlces and
a ccM)ishaents. We avst consider the envirorfeatal demands of a different
tomorrow. focusing not only on optimum workforce size, but on personnel
quality factors necessary for building a highly skilled npower base.
There is no doubt that tomorrow we will be required to do acre, do It
better. and do it faster than ever imagined previously.
(S) In the area of overall collection nanagasent and ii)41 sanagtatnt
and operations, we have concluded that additional sarkpOwti' is needed.
Technically sophisticated foreign weapon systems are being toped and
placed in the field. a situation which translates directly iat ogre ca^plex
collection regvtreeents, and the need for more c ination and
collaboration among SIGINT. UKIKT, Imagery and P*SlKT mg 1rwnts and
collection operations managers. ,
(S) During the 1980s. manpower for DIA collection manage
I(KI T, remained essentially constant. The -tyranny of
, other than
the present'
represents a constant pressure on available manpower and these are too few
resources remnaining to anticipate, plan. and program for the hanger In the
collection' environment, technology, U.S. security interest areas. wartiat
support pi1ng, and uti ltiy .twijuations of proposed neww s~-siers.
TALENT -KEThDL E -CON) MT
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(S) The DoD MMIMT system. both overt and clandestine, requires a
spectrum of capabilities from those personnel assigned to this dAy. They
mist have recent military operational or mnagaaest experience, foreign
language and area expertise, security reliability, and the lcatlon and
flexibility Ito devote one-third of their career to WAIST silpamp S.
These are difficult criteria and DIA MMINT management and l itary and
civilian personnel operations professionals are working closet to acquire
grid nurture these types of Individuals.
it has the hl9 t potntta)-
return on invested resources. The investment cost in aanporsrr especially
support to collection ratio, is very high. The development ~-f a memos
integrated Doll MMI$T management and operations systM will take time. as it
should. The price of haste is a potential 'incident, -- a circu*atance which
intelligence professionals cannot deliberately foster.
(C) In the area of coanteriitelligence and security' Milt our
counterintelligence support capability has grown In recent yea, sasr+i"9 of
the more traditional security functions has not kept Dace. The FY 1967
President's Budget includes the first significant Increases! in security
.anpomer since the Qr awdown. of the 1970s. DIA is not only re pons i ble for
its won internal security posture, but also provides DoO-wi support for
compartmented security policy and procedures other than *SA terial. DIA
controls the numbers of compartmented accesses authorized, andI approves and
inspects stow aye facilities for compartmented material. T Ma~bar of
storage facilities and people cleared for compartmented material has
increased exponentially since 19W. DIA manpower serving that population
KM LE VIA.
TALLKT -I .E YYWLLIE-COM1 XT
COiiTROi SYSIENS JOIKTI Y
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has not. We know we must do a better job in this area additional
manpower is key to success.
(C) As we wove forward Into the 1l9Os, there will continue to be a need
for additional manpower to satisfy the imcreasfig demands or finished
intelligence products as well as to cope with the wpects of emerging
technologies on the analytical and dissemination processes. This smell
growth requirement should level off In the near future analytical
proficiency in and exploitation of new technologies inert se and now
facilities, comunications techniques, and information meat systems
are placed into operation.
(U) The Agency's coasitment to accomplishing the plans ov lined in the
XI's national intelligence strategy is reflected in our own personnel
I
policies and plans for the future. In addition to the contiartuovs goal of
maintaining an effective. economical balance between vo~ctf lord size and
mission essential requirements, there are two other m449r resource
challenges being confronted by DIA.
(U) First. the workforce needed to respond to the Intel1 9enct demands
of tamarrar is changing and will be more technically orien . Where once
individuals with broad academic backgrounds and llwitw,l prior wort
experience could be successfully assimilated into the intelligence
1
discSplinei, we must now aggressively pursue and ecOyirt personnel with
actual wi$slon related experience, specialized -academic cr*dewtials, and
high skirl' levels. Our recruitment program has become more vigorous and will
i
ewrtlnue to broaden to exploit new sources of quality personne~.
FtAic u VIA
TAL.EKT -KEYHOLE -COMI MT
CO1(SROL SYSTEMS JOINTLY
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(U) The second major lxsasn resource challenge being laced y the Agency
goes hand-in-hand with changing recruttzaent practices. T Agency is
actively raricibg towards establishing a more attractive wr#i ewvironaant
attuned to the unique needs of Individuals comprising the DIA workforce of
today and tomorrow. To date, the acquisition and is till! of Owlity,
personneI has not been a major "laa for CIA. Over the last 'LO yews* the
Agency's average attrition rate has been considerably tea than the novm for
the Federal government. Again, while we recognize that even tretention
of quality personnel has been excellent, it may not retain so in the future
as co0petition for specialized and scarce expertise Increases in both the
private and public sectors. With that in mind, we have initiat4d an enhanced
personnel management and development program for the 1990s. Of r peal was and is -- to ensure that DIA has a bell-trained and sdull~ated, highly
motivated, loyal workforce proud of its contributions to the sl
United States. We realize that we not only need to attract N
also to 'nurtures the type of analyst needed to meet the chall
1990s and beyond.
(U) The Intelligence Authorization Act for fY 1982. P1 9j
to bring the Defense
Intelligence Agency into al igraee.
with
agencies -- CIA and
M. Under provisions of PL
97-89,
Intelligen a Senior Executive Service- (OISES) was established.
cvritY of the
nd retain but
lenges of the
-a9, did aici
our col learn
the Defame
Although the
DISES is atterned after the Senior Executive Service, it is luwriqut in that
it recognizes not only leadership capabilities but also substantive
intelligence expertise valued so highly in the comsmfty.
WAME YZA
TALEtf-Y1QF+Ca12ti
CON I STS1 JD
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(U) We have developed over 40 carter ladder p'Wans
PToyessive knowledges and skills needed to advance In
OCcVpation to include all 1ntel)i9ence and intelligence swop
tlii ghovt VIA. I* C )ement these career ladders and to be
Job perfor.ance, a new performance appraisal systs is being
Tht new spats is based on performance areas and compete
Personal attributes, which have been derived from a cross si
to 1eanttfy
M particular
rt positions
star evaluate
iaplameated.
nclas; I.e.,
ction of the
workforce. By the besinning of 1987 the new appraisal syst will be in
place for all civilian employees.
(U) As added eephasis is placed on knowledges and skill diIvelopment for
progression in the career ladders, emphasis is also being plat d on training
d education. For example. A Career Programs Selection""
an rd (CPS$) of
senior management officials was established last
year to oar at ail lon9-
tars civilian carter development and training opportueit as, such as
rotational ass i gnnent s and full-time study. Our Defense Irma l l g~ Col loge
has also been expanding the maters and kinds of educatio progress to
enhance the quality of Intelligence personnel for not only D]A,but the total
Community. Aew graduate concentrations, weekend came
progfaats. and new
mobile training courses are being developed for an increaskng wimber of
lnttlligen a professionals throughout the Community.
(U) DIA's success in quality personnel training and elation results
fro. a collaborative effort
among training a4minisLraLors, Intelligence
M 'LE VIA
TALEKT-IY -CW1KT
CONTROL SYSTEMS JOINTO
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sanagers, and the Intelligence Cam^unlty to assess eststl and tutu"
training and education requ1rats and to deliver pro9raM catch those
requiresents. In response to intelligence Management initiati , the Office
of Training. tasked to direct and savage OIA't internal train Omar'W,
MW the Defense Intelligence College, tasked with the edwcatlen,and training
of ?i l i Lary and civilian personnel for comiaed. staff, and pol leak iaq
Positions in the We national, and international Weill strwctw*no
have initiated new and innovative programs In the arras of joint Space
Intelligence/Operations; m geeent training for interesdiate and senior
intelligence personnel; counterterrorism analysis; strategic deception
awareness; and, HLMIKT collection.
(U) Both the College and Office of Training have been rroactive in
dealing with advancing techno} in intelligence srstans, p itipatirg
the planning and programing stages of new systems to as to have curricu
materials and courses available when new systems reach operational
capability. An ongoing evaluation process controls the tlv lity of our
training and. education efforts. All courses are subject to 41rrwal review,
keeping content and focus current and ensuring proftssi
requirements are met.
al training
(U) In add i t tore, the College is placing greater Wpesis vnl intelligence
research and scholarship. In 1986 the College hosted cont. round
tables. an~ sYnposia on Terrorism, Low Intensity Conflict, the Hon, of
Africa. To) met total force requirements, weekend courses on Rational
lntslligence. human Intelligence. Reconnaissance and Tectenica~ Information
Collection. and Scientific and Technical Intelligence, to n ( a few, are
offered. 7
MNDLF VIA
-n TALENT-XEYNDLE
4 CONTROL SYS1NS
OMI NT
JO1*71 v
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(U) Military career developowt opportvnities lave also sopwizsd
over the last fey years. Two years ago. we started a N1 tary carer
e+M+a*ceaent "arm were key persoawel from all branches ~ the Are/
Forces. discuss assignments, career incentives, and
opgortvnities. CIA sponsors its etwia program to select the Falb
%e* o of the Quarter and Year, bas initiated an Outstanding 411
of the Year Program, and actively participates in the
Exceptional Perforsance Program.
educational
ted Military
Mar Off leer
Stripes for
(U) Another area of major importance to DoD and CIA i~ crisis and
mobilization planning and DIA subscribes fully to the w+date that it is the
role of all DoD caeporents to deter war but if deterrence Mils. we must
fight to win. VIA has undertaken a major review of the status pf efforts it
these artas within the Agency. Improved crisis and arob i l i z ati 4
recognized as one of the strongest methods of deterrence and I
planning is
Is for this
i
reason that several new activities and programs have been initilted.
(U) The ability to stabilize existing manpower of the y during
crisis or wartime conditions was the primary factor whidd led'tft Agency to
request the Services to ex amps from recall to actin duty iall wi l ltary
retirees aaployed as tivillans by DIA. Successful caapletio, i f this action
has resulted in the assurance that over 300 well trained szp risnced
personnel rill remain at their stations during crisis or mn~1Uzation
conditions.
YAMDlf VIA
'TALFKT-KFf -)Mtftl -MINT
COKTRDL SISTDKS JOINTLY
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