LETTER TO LIEUTENANT GENERAL VERNON A. WALTERS FROM JEREMIAH A. DENTON, JR.

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP80R01731R001900090005-2
• Release Decision: RIPPUB
• Original Classification: S
• Document Page Count: 53
• Document Creation Date: December 19, 2016
• Document Release Date: October 13, 2006
• Sequence Number: 5
• Publication Date: March 18, 1975
• Content Type: LETTER

ARMED FORCES STAFF COLLEGE
OFFICE OF THE COMMANDANT
NORFOLK, VIRGINIA 23511
T%=ARED egSstry
18 MAR 1975
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Lieutenant General Vernon A. Walters, USA
Deputy Director
Central Intelligence Agency
Washington, D. C. 20505
Dear General Walters:
I'm sorry that a previous commitment in Pensacola precluded me from
welcoming you to the College and hearing your excellent presentation.
Colonel Krebs told me of the enthusiastic response to your talk and I
look forward to hearing it on tape. He assured me it was the finest he
ever heard on the role of the intelligence community. An understand-
ing of the Central Intelligence Agency and how it ties together with the
overall intelligence community is highly important in our course of
instruction here. Therefore, I particularly appreciate your coming
down and 'providing such an outstanding input to our curriculum.
I am sorry that the weather could not have been better, but I hope that
you enjoyed your visit. I look forward to welcoming you to the next
Class.
Again, many thanks for your fine support of the College.
Very respectfully,
JEREMIAH A. DENTON, JR.
Rear Admiral, USN
Commandant
ti4ORL ODF Pn3n:
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MEMORANDUM FOR: Nancy
Re the General's trip to Norfolk 14 March.
Col. Griffith called [phone] or 444!-5422
on 3 March 75. She wanted to know:
Who was accompanyin
How arriving? (by automobile)
Was he staying for Iunch-? (ye s
When did he plan to leave? (right after lunch).
Called her back on 4 March (twice) to give
her above info.
4 March 75
(OLD,) (DATE
`~_ __ _~,/ --.,7
14>>
D REPLACES FORM 10- 01
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Called her back the second time because
she wanted to know the license # and make
of the car. (Green Chevrolet,
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3 March 1975
Colonel Shiver,
Attached is a biographic sketch
of General Walters per your
request.
A tt: (1)
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20 January 1975
Rear Admiral J. A. Denton, Jr.
Commandant
Armed Forces Staff College
Norfolk, Virginia 23511
Dear Admiral Denton:
I will be happy to make another presentation
on the National Intelligence Community to the
57th Claps of the Armed Forces Staff College on
14 March 1975.
My office will be in touch with Lt Colonel
Griffith to make final arrangements. I 166k
forward to joining you again. With every good
wish for a successful and propperous new year,
Faithfully,
bl '/e'rron A; `V/aI'g"rr
Vernon A. Walters
Lieutenant General, USA
Distribution:
Original Addressee
`"Y -. DDCI w/basic
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 ARMED FORCES STAFF COLLEGE
OFFICE OF THE COMMANDANT
NORFOLK, VIRGINIA 23511
Lieutenant General Vernon A. Walters, USA
Deputy Director
Central Intelligence Agency
Washington, D. C. 20505
Dear General Walters:
The 57th Class of the Armed Forces Staff College begins in February,
and I sincerely hope that you will be able to join us to give another
presentation on the National Intelligence Community. The subject
of the lecture for this class will be "The Role of the Intelligence
_ ommunit r in Support of National Security. H Your visit would be an
outstanding contribution to our course of study. Should your schedule
preclude you from s eaking to this class, we would be pleased to have
I las a replacement.
We have tentatively scheduled your address for Friday, 14 March
1975, at 1000. The normal procedure, you will recall, is for the
lecture to last about 45 minutes, followed by a 15-minute break and
a 45-minute question period. I hope that your schedule will permit
you to remain for lunch.
Your lecture on, "The Role of the Intelligence Community in Support
of National Security, " is a key segment of our curriculum. In order
to plan joint and combined operations, a joint staff officer must have
a firm understanding of the role our intelligence community plays in
the national security process. While the basic intelligence organiza-
tion and intelligence functions are studied and taught throughout the
course of instruction at AFSC, this particular lecture serves as the
introduction and broad overview of United States intelligence resources.
During this introduction, there are several areas that are most ger-
mane to the curriculum and of special interest to the student body.
The students, in seminar, will receive instruction on the basic
organization of the intelligence community, and on the statutory inter-
relationships among its various agencies. Of significant interest here
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are your personal views on this organization from an historical
perspective of American intelligence efforts. The contribution of
the intelligence community to the national policy-making process and
its role in overseas operations would also be of interest. A discussion
of collection capabilities and limitations would serve to complete the
picture of U. S. intelligence at the national level.
While the school is capable of outlining the organizational framework
and functions of the intelligence community to the student, your personal
experience and insights will flesh-out this skeletal framework and
allow the student to develop a greater understanding of the importance
and contribution of the national intelligence effort.
Lieutenant Colonel Ruth A. Griffith, USAF, of my Guest Speaker
Office (Phone: [phone]), will complete the arrangements for
your visit.
I look forward to welcoming you to the College.
JEREMIAH A. DENTON, JR.
Rear Admiral, USN
Commandant
Atch.
1. Class Composition
2. Course Summary
3. Information Sheet - Mission
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Course I Administration and Orientation: Contains the necessary academic
matrix for orderly conduct of the curriculum. Included is the "Basis for
National Security" block of instruction. This block is designed to familiarize
the students with the process and mechanisms by which national security
policy and decisions are made and includes both internal and external factors.
Course II U. S. Military Forces: Designed to establish a fundamental
understanding of the doctrine, organization and capabilities of all U. S. mili-
tary forces as a prerequisite to the study of joint and combined topics.
Course III Defense Management: Focuses on the planning, programming,
and budgeting processes practiced within the United States Government, the
Department of Defense and the service departments, and on the problems of
allocation of resources, choices among alternatives, and trade-offs.
Course IV Organization and Command Relationships: Involves a study of the
National Command structure, to include the National Security Council, Depart-
ment of Defense, Joint Chiefs of Staff, U. S. Unified Commands and the NATO
military organization.
Course V Joint Staff Responsibilities and Procedures: Is the College core
curriculum. All the joint staff functions are studied in a step-by-step
development of a common scenario and the use of the joint planning process.
Course VI Environment and Strategy: Covers a wide ranging spectrum of
several blocks of instruction. Included are a series of lectures scheduled
randomly throughout the curriculum and categorized generally as the United
States environment and the international environment. The lectures familiarize
the students with the broad national and international environment in which joint
and combined forces operate. Major societal problems confronting contemporary
leaders are explored by the students in seminar activity and lecture series.
A NATO exercise and supporting lecture examine some of the military, psycho-
logical, economic, political, and geographical problems of the North Atlantic
Treaty Organization. A week long strategy seminar that is the last academic
event of the curriculum brings together all the products of the previous weeks of
instruction.
Course VII Communicative Arts: Is initiated early in the curriculum and
focuses on improving these essential skills largely through individual study and
effort continuing throughout the entire class.
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MISSION
The Armed Forces Staff College was established on 13 August 1946 as a joint institution under the jurisdiction of the Joint Chiefs of
Staff. The mission of the College is to conduct a course of study in joint and combined organization, planning, and operations, and in
related aspects of national and international security, in order to enhance the preparation of selected US and Allied military and civilian
officersfor duty in all echelons of joint and combined command.
THE CLASS AND SEMINAR I N F O R M A T I O N
Two 5-month courses are presented each year, terminating in January and June. In addition to approximately 250 U.S. officers of the
Army, Navy, Air Force, Marine Corps and Coast Guard, the student body includes civilian representatives from several U.S. government
agencies and normally allied officer students from Australia, Canada, France, New Zealand, West Germany, and the United Kingdom. The
average age of the students is 35 and they are either majors or lieutenant colonels, or the military or civilian grade equivalent.
The students are grouped into seminars for the conduct of certain major units of instruction by the conference method. It is the policy
of the College to provide seminar membership in multiples of 3 (Army, Navy/Marine Corps, Air Force) with allied officers and civilian
students apportioned equally to all seminars as numbers permit. The composition of the seminar is designed to assure maximum range of
rank, experience, and Service specialization. However, the extent to which seminar representation can reflect Service specialization must
be kept compatible with the degree of individual participation desired in seminar work and possible only in small discussion groups. It is
an important facet of instruction that students share thinking in a personal way, that fellowship be cultivated, and that individual responsi-
bility for the group's efficiency be stressed. To foster its academic principles most effectively and to derive maximum benefit from
conference-type instruction, the College holds that the optimum number of students per seminar is no fewer than 12 and no more than 18.
Faculty officers, of different military Services, are detailed to each seminar as permanent advisers. The responsibility of the permanent
faculty adviser is to provide guidance and assistance to his assigned students, and the relationship is necessarily a close one.
From time to time temporary seminars are formed by interchanging students among seminars. One faculty adviser is delegated responsi-
bility for each temporary seminar for the purpose of conducting a single unit of instruction; upon completion of the unit another set of
temporary seminars may be formed or the students may return to their permanent seminars. This procedure assists in accomplishing College
objectives by giving students the opportunity to exchange ideas with the maximum number of other officers.
STUDENT SECURITY CLEARANCE
All U.S. students are cleared for Top Secret information; each allied student is cleared by his own government for information of a
classification equivalent to U.S. Top Secret. Essentially the College respects the clearance afforded the students by their governments
insofar as is permitted by U.S. security regulations contained in the National Policy and Procedures for the Disclosure of Classified Military
Information to Foreign Governments and International Organizations (NDP-1).
T H E G U E S T S P E A K E R P R O G R A M
The guest speaker program is one of the most interesting and important features of the Staff College curriculum, for it provides the
students with an opportunity to personally hear and question distinguished men and women whose contributions have made them leaders in
their fields. Guest lecturers are encouraged to present their views in an environment of academic freedom, while students are urged to
conduct responsible intellectual inquiry in the question and answer period.
Guest lectures usually support specific seminar instruction and are scheduled with the associated block of instruction; however, the
Staff College also supports or participates in several special lecture series which complement the curriculum as a whole and are scheduled
throughout the course. The General Delos C. Emmons series, which was inaugurated on 23 October 1969 to honor the first Commandant of
the Staff College, highlights speakers of special eminence. The Art of Command Lectures, established in 1970 and also part of the Delos
C. Emmons series, present the personal views of some of the most successful commanders of our time. Lectures of current interest are
interspersed throughout the course, and annually the Staff College participates in the Kermit Roosevelt Lecture Program, a British-U.S.
supported exchange lecture series.
A U D I T O R I U M P R O C E D U R E S
All guest lectures are presented in the College auditorium in Normandy Hall. The auditorium seats approximately 700 persons, but
audiences do not normally exceed 300. Attendance is limited to the faculty, staff, and student body of the College and to senior officers of
the Armed Services from adjacent commands. The speaker's rostrum is equipped with a lapel microphone to permit freedom of movement on
the platform. The public address system is regulated to conform to the speaker's voice for audibility throughout the auditorium.
It is customary for guest speakers to give a 45-minute address. After a short break, which affords the students an opportunity to formu-
late questions on the subject presented, there is a discussion period during which the speaker answers questions from the audience. A
member of the faculty monitors this period; student assistants handle microphones, which are passed to prospective questioners in the
audience. Students are encouraged to participate in accordance with their education, training, and experience. The speaker can expect
them to be a receptive audience, asking timely and stimulating questions which may touch upon controversial aspects of the subject, delve
further into it, or call for clarification of certain points raised by the speaker. Since the real value of the guest speaker program is the frank
discussion of classified or controversial subjects by eminent speakers, the College safeguards this privilege of free expression. The audi-
torium is secure and intellectual freedom is a fact. The speaker can be assured that his words will carry no further than his audience.
No notes are taken, but the lectures and informal question periods are recorded; however, if the guest speaker requests, no recording
will be made. A tape recording of the lecture can be provided the speaker, if required. Transcripts of guest lectures are not made available
to agencies or persons outside the College.
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ADM INISTRATI E INFORM TI
FUR VISITORS TO AFSC
Commercial
Norfolk Regional Airport, which is approximately 30 minutes from the Staff College, is served by four commercial airlines: United,
National, Piedmont, and Allegheny.
Military
Norfolk NAS (Chambers Field)
Located 15 minutes from the Staff College by automobile. Norfolk NAS is the most convenient arrival point. Aircraft will be directed to
taxi to Base Operations where the AFSC escort officer will meet the guest speaker and accompany him to the Staff College.
Langley AFB (Hampton, Virginia)
Langley AFB is approximately 30 minutes from the Staff College by automobile.
Oceana NAS (Soucek Field)
Located in Virginia Beach, Oceana is approximately 35 minutes from AFSC by automobile.
ESCORT
Upon arrival in Norfolk, guest speakers are met by a member of the faculty who will provide any assistance, including storage of class-
ified material. The speaker should inform the Guest Speaker Office of his method of travel and time and place of arrival as soon as
practicable.
QUARTERS AND MEALS
There are a few military facilities which can accommodate families should the guest or a member of his party be accompanied.
Additionally, there are many motels in the area, and the AFSC Guest Speaker Office will be happy to make all quarters arrangements for
the speaker and his party.
The Norfolk area boasts a number of fine restaurants and, with the many military installations, offers a number of officers' clubs with
excellent dining facilities.
Armed Forces Staff College Dispensary
dial 444-5052
(After duty hours a duty corpsman is on duty and can
contact the On-call Medical Officer.)
A F S C Duty Officer - 444-5132
Motor Pool
Autovon duty hours - 444-5529
Tomake Autovon calls dial 444-7861 (Naval Communications non duty hours - 444-5542
Center)and give the Autovon number to the operator.
The AFSC Autovon number is 690 plus the extension (i.e., 690-5302). AFSC B OQ
Desk - 444-5311
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-DEP RTi MENT OF THE NAVY
Office of the Commandant
Armed Forces Staff'College
,Norfolk, Virginia 23511
POSTAGE AND FEES PAID
DEPARTMENT OF THE NAVY
DOD-316
Lieutenant General Vernon A. Walters, USA
Deputy Director
Central Intelligence Agency
Washington, D. C. 20505
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1 r T,-W1
ARM~jD FORC~STAFF COLLEGE
14 I'iARCH
THE NATIONAL INTELLIGENCE COMMUNITY
ADMIRAL DENTON, GENTLEMEN:
TODAY I WOULD LIKE TO COVER FOR YOU BRIEFLY THE
RESPONSIBILITIES~OF DCI AND HOW HE CARRIES THEM OUT,
SHOW YOU HOW THE INTELLIGENCE STRUCTURE IS PUT TO-
GETHER AT THE NATIONAL LEVEL, REFLECT ON THE TRENDS
IN INTELLIGENCE AT THE NATIONAL LEVEL, AND NOTE THE
CURRENT ISSUES AND PROBLEMS THAT THE DCI FACES.
ONE THING TO BE UNDERSTOOD AT THE OUTSET: THE
DIRECTOR OF CENTRAL INTELLIGENCE WEARS TWO HATS --
UNDER ONE, HE IS THE PRESIDENT'S PRINCIPAL INTELLIGENCE
ADVISOR. JUST AS A DIVISION COMMANDER HAS HIS G-2.
SO THE COMMANDER-IN-CHIEF HAS HIS DCI. IN THIS ROLE
AS THE NATION'S SENIOR INTELLIGENCE OFFICER, COLBY
DOES NOT COMMAND OTHER INTELLIGENCE CHIEFS AND AGENCIES
ANYMORE THAN DIVISION G-2 COMMANDS BRIGADE S-2's.
SINCE NOVEMBER 1971, HOWEVER, HE HAS BEEN DIRECTED BY
THE PRESIDENT TO EXPRESS HIS VIEWS ON THE ALLOCATION
OF RESOURCES TO NATIONAL INTELLIGENCE PROGRAMS AND TO
COMMENT ON AND JUSTIFY THE INTELLIGENCE PROGRAMS AND
BUDGETS OF THE OTHER INTELLIGENCE AGENCIES.
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UNDER HIS OTHER HAT, COLBY RUNS CIA. THIS IS A
SEPARATE JOB, HOWEVER. AND, IN POINT OF FACT, HE
SPENDS, OR UNTIL RECENTLY HAS BEEN SPENDING, MORE TIME
AS THE PRESIDENT'S INTELLIGENCE OFFICER AND LEADER OF
THE INTELLIGENCE COMMUNITY THAN HE DOES RUNNING THE
CENTRAL INTELLIGENCE AGENCY.
Slide #1
IN A FEW MINUTES, I'LL TALK ABOUT THE CIA ORGAN- Intelligence
Community
IZATION BRIEFLY SO YOU CAN UNDERSTAND THE ROLE OF THE
AGENCY IN THE INTELLIGENCE COMMUNITY. BUT, FIRST I
WANT TO DESCRIBE THE COMMUNITY, ITS RELATIONSHIPS, THE
COORDINATING MACHINERY THAT TIES IT TOGETHER, AND HOW
IT RESPONDS TO THE WASHINGTON-LEVEL NATIONAL AUTHORI-
TIES IT IS SET UP TO SERVE.
THE CENTRAL INTELLIGENCE AGENCY, ABOUT WHICH. T
IS, OF COURSE, PART OF THE
INTELLIGENCE COMMUNITY.
SECOND, THERE IS THE DEFENSE INTELLIGENCE AGENCY,
WHICH IS RESPONSIBLE FOR PROVIDING GENERAL INTELLI-
GENCE SUPPORT TO THE OFFICE OF THE SECRETARY OF DE-
FENSE AND THE JOINT CHIEFS OF STAFF.
THE INTELLIGENCE UNITS OF THE ARMY, NAVY, AND AIR
FORCE CONTINUE TO SUPPORT THE PARTICULAR MISSIONS OF
EACH ONE OF THE SERVICES. MUCH OF THE WORK OF THE
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THREE SERVICE INTELLIGENCE COMPONENTS IS COORDINATED
BY THE DIRECTOR OF DIA.
IN THE STATE DEPARTMENT, THERE IS AN INTELLIGENCE
UNIT, THE BUREAU OF INTELLIGENCE AND RESEARCH (INR),
WHICH SERVES THE SECRETARY OF STATE AND THE POLICY
PLANNERS. IN A SENSE ALL OUR DIPLOMATIC PERSONNEL ARE
INTELLIGENCE GATHERERS. BUT THERE IS ALSO A REQUIRE-
MENT FOR MEN WHO APPLY THEMSELVES PROFESSIONALLY TO
THE ANALYSIS OF THAT INFORMATION TO DETERMINE ITS BEAR-
ING ON PRESENT AND FUTURE IMPLICATIONS FOR US FOREIGN
POLICY.
THE INTELLIGENCE COMPONENT IN THE ENERGY RESEARCH
AND DEVELOPMENT ADMINISTRATION (ERDA), THE SUCCESSOR
TO THE AEC, HAS A SPECIALIZED CHARTER DEVOTED TO THE
VITAL FIELD OF INTELLIGENCE ON NUCLEAR ENERGY DEVELOP-
MENTS.
A PRIMARY RESPONSIBILITY OF THE FEDERAL BUREAU OF
INVESTIGATION IS THE INTERNAL SECURITY OF THE UNITED
STATES, BUT YOU CAN EASILY IMAGINE THE VITAL CONNECTION
BETWEEN FOREIGN INTELLIGENCE AND INTERNAL SECURITY.
SO THE FBI, T00, IS A MEMBER of THE INTELLIGENCE COM-
MUNITY. THE FBI AND CIA WORK VERY CLOSELY TOGETHER.
IT ALSO SHOULD BE STRESSED HERE THAT BY LAW CIA HAS
NO DOMESTIC INTERNAL SECURITY RESPONSIBILITY.
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IN RECOGNITION OF THE GROWING IMPORTANCE OF ECO-
NOMIC INTELLIGENCE, THE TREASURY DEPARTMENT WAS OFFI-
CIALLY ADDED TO THE INTELLIGENCE COMMUNITY BY PRESIDENT
NIXON IN NOVEMBER 1971.
LASTLY, AND VERY IMPORTANTLY, THERE IS THE NA-
TIONAL SECURITY AGENCY.
THESE, THEN, ARE THE INDIVIDUAL MEMBERS OF THE
INTELLIGENCE COMMUNITY -- CIA, STATE, DIA, NSA, AND
THE SERVICE INTELLIGENCE COMPONENTS, ERDA, TREASURY,
AND THE FBI.
IN ORDER TO ROUND OUT THE PICTURE OF THE COMMU-
NITY, I MUST ADD A NUMBER OF WHAT WE CALL "SERVICES
OF COMMON CONCERN." IT MIGHT BE MORE ENLIGHTENING
TO CALL THEM NATIONAL INTELLIGENCE ASSETS. THESE ARE
ACTIVITIES WHICH SERVE THE ENTIRE GOVERNMENT RATHER
THAN ANY PARTICULAR DEPARTMENT OR AGENCY. SUCH AN
ACTIVITY MAY BE MANAGED, STAFFED AND FUNDED BY ONE
AGENCY, BUT ACTUALLY OPERATE DIRECTLY FOR THE ENTIRE
INTELLIGENCE COMMUNITY.
THE LARGEST OF THESE NATIONAL INTELLIGENCE ASSETS
IS THE NATIONAL SECURITY AGENCY, WHICH IS RESPONSIBLE
FOR CRYPTOLOGIC INTELLIGENCE -- INTERCEPTING AND DE-
CODING ELECTRICALLY TRANSMITTED MESSAGES. ITS PRODUCT
IS DISSEMINATED WITH ADMIRABLE SPEED THROUGHOUT THE
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INTELLIGENCE COMMUNITY, AND HAS PLAYED A VITAL ROLE IN
MANY OF OUR MOST CRUCIAL INTELLIGENCE JUDGMENTS OVER
THE YEARS.
OTHER IMPORTANT NATIONAL INTELLIGENCE ASSETS ARE
THE NATIONAL PHOTOGRAPHIC INTERPRETATION CENTER, AND
THE FOREIGN BROADCAST INFORMATION SERVICE. THESE ARE
PART OF CIA.
THIS IS A QUICK LOOK AT THE PRINCIPAL ELEMENTS OF
THE INTELLIGENCE COMMUNITY. AGAINST THIS BACKGROUND
LET US NOW LOOK AT THE ROLE OF THE DCI.
THE NATIONAL SECURITY ACT OF 1947 CREATED THE CIA
AND ALSO THE OFFICE OF THE DIRECTOR OF CENTRAL INTEL-
LIGENCE. WHILE THE DIRECTOR WAS THE CHIEF OF THE CIA,
HE WAS ALSO CHARGED WITH COORDINATING THE ENTIRE FOR-
EIGN INTELLIGENCE EFFORT OF THE US GOVERNMENT. THIS
LATTER TASK WAS PERFORMED IN VARIOUS WAYS AND WITH
VARIOUS DEGREES OF EFFECTIVENESS BY SUCCESSIVE DIREC-
TORS THROUGH THE YEARS.
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HOWEVER, A STEADILY EXPANDING INTELLIGENCE COM-
MUNITY DURING THE 1960s, ACCOMPANIED BY EVER-INCREASING
INTELLIGENCE BUDGETS, STIMULATED THE NATIONAL LEADER-
SHIP IN 1971 TO CALL FOR MORE EFFECTIVE COORDINATION
OF THE ENTIRE COMMUNITY BY THE DCI.
ON NOVEMBER 5, 1971, IN A DEVELOPMENT OF MAJOR
SIGNIFICANCE FOR NATIONAL INTELLIGENCE, THE PRESIDENT
DIRECTED THE DCI TO TAKE 8+&NfFICAN MANAGEMENT STEPS
FOR IMPROVING THE EFFECTIVENESS OF THE INTELLIGENCE
COMMUNITY. I WOULD LIKE TO REVIEW THESE STEPS WITH
YOU, AND ELABORATE ON HOW SOME OF THE MACHINERY OF
THE COMMUNITY OPERATES.
THE PRESIDENT'S OBJECTIVES IN DIRECTING THESE
MANAGEMENT STEPS WERE TO ENSURE:
-- CONTINUING REVIEW OF THE RESPONSIVENESS OF
THE US INTELLIGENCE EFFORT TO HIS NEEDS.
-- STRENGTHENED LEADERSHIP FOR THE COMMUNITY
AS A WHOLE.
-- MORE EFFICIENT USE OF RESOURCES IN THE COL-
LECTION OF INTELLIGENCE INFORMATION.
-- AN EXAMINATION OF INTELLIGENCE PROGRAMS WITH
A VIEW TO ELIMINATING THE LEAST PRODUCTIVE
ONES.
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-- IMPROVEMENT IN THE QUALITY, SCOPE, AND TIME-
LINESS OF INTELLIGENCE INFORMATION.
JUST WHAT MANAGEMENT IMPROVEMENTS WERE DIRECTED
BY THE PRESIDENT? THE FOUR FOLLOWING STEPS REPRESENT
THE MAJOR CHANGES:
-- AN ENHANCED LEADERSHIP AND PROGRAM ADVISORY
ROLE FOR THE DIRECTOR OF CENTRAL INTELLIGENCE.
-- ESTABLISHMENT OF A NATIONAL SECURITY COUNCIL
INTELLIGENCE COMMITTEE.
-- ESTABLISHMENT OF AN INTELLIGENCE RESOURCES
ADVISORY COMMITTEE.
-- RECONSTITUTION OF THE UNITED STATES INTELLIGENCE
BOARD.TTHIS DIRECTIVE WAS REAFFIRMED BY
PRESIDENT FORD IN A LETTER TO MR. COLBY ON
OCTOBER 9, 1974.
LET US DISCUSS THESE CHANGES, BRIEFLY, ONE BY ONE.
As WE HAVE SEEN, THE DIRECTOR OF CENTRAL INTELLI-
GENCE HAS ALWAYS HAD A RESPONSIBILITY FOR DEVELOPING
REQUIREMENTS FOR NATIONAL INTELLIGENCE AND FOR COOR-
DINATING ITS PRODUCTION. UNDER THE RESTRUCTURING DIRECTED
_BY ___TI E?_PRES I DENT, THE DIRECTOR OF CENTRAL INTELLIGENCE
WAS ASKE.a_.LO FORMULATE A CONSOLIDATED INTELLIGENCE PRO-
GRAM BUDGET,AND TO RECONCILE INTELLIGENCE REQUIREMENTS
AND PRIORITIES WITH UDlZETARY ONSTRAINTS WHILE THE
PRESIDENTIAL DIRECTIVE DID NOT GIVE THE DCI ANY n1-
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CREASED COMMAND AUTHORITY OVER IIE. OTHER COMPONENTS QE
J INTELLIGENCE COMMUNITY, HE WAS GIVEN THE SIGNIFICANT
NEW RESPONSIBILITY OF BEING INFORMED ON AND EXPRESSING
VIEWS WITH RESPECT TO THE ALLOCATION OF ALL INTELLI-
GENCE RESOURCES IN THE COMMUNITY, PARTICULARLY THOSE OF
A NATIONAL CHARACTER. IN THIS REGARD THE DIRECTOR MAY
BE CALLED ON BY THE PRESIDENT, THE KEY CONGRESSIONAL
COMMITTEES AND BY THE DIRECTOR OF THE OFFICE OF MANAGE-
MENT AND BUDGET TO COMMENT ON AND DEFEND THE INTELLI-
GENCE PROGRAMS AND BUDGETS OF THE DEPARTMENT OF DEFENSE
AND DEPARTMENT OF STATE. WHILE THE AUTHORITY TO IN-
FLUENCE BUDGETS CARRIES CONSIDERABLE WEIGHT, THE OB-
JECTIVES OF THE PRESIDENT'S DIRECTIVE WILL CONTINUE
TO BE ACCOMPLISHED LARGELY THROUGH COOPERATION, HARD WORK,
AND GOOD SENSE. I THINK WE HAVE MADE A PROMISING START.
OTHER CHANGES DIRECTED BY THE PRESIDENT CONSIST OF
VARIOUS COORDINATING MECHANISMS THAT SHOULD MAKE FOR
MORE EFFECTIVE CONTROL OF THE INTELLIGENCE COMMUNITY.
LET US LOOK AT THESE MECHANISMS, AND SEE WHAT THEY ARE
DESIGNED TO ACCOMPLISH. SZide #2 ReZ. of DCI
to Pres. & 2nteZ.
NSCIC
Community
THE NATIONAL SECURITY COUNCIL INTELLIGENCE COMMITTEE
FILLS A GAP THAT HAD BECOME QUITE WORRISOME OVER THE
YEARS. THERE WAS NO ARRANGEMENT FOR SYSTEMATIC FEED-
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BACK OF CRITICISM AND COMMENT FROM HIGH POLICY USERS
OF FINISHED INTELLIGENCE. THE NEW COMMITTEE IS
CHAIRED BY DR. KISSINGER, AND ITS MEMBERS ARE THE
UNDER SECRETARY OF STATE, THE DEPUTY SECRETARY OF
DEFENSE, THE ATTORNEY GENERAL, THE CHAIRMAN OF THE JCS,
AND THE DCI -- IN OTHER WORDS, THE POLICY LEVEL FOR
WHICH NATIONAL INTELLIGENCE IS DESIGNED.
WITH THIS COMMITTEE, THE PRESIDENT HAS CREATED
A FORMAL GROUP OF SENIOR POLICY OFFICIALS TO DEVELOP
GUIDANCE FOR THE INTELLIGENCE PRODUCT NEEDED TO SUP-
PORT THE FORMULATION OF U.S. FOREIGN AND DEFENSE
POLICY. THIS COMMITTEE WILL ALSO PROVIDE FOR A
CONTINUING EVALUATION OF THE INTELLIGENCE PRODUCT
FROM THE STANDPOINT OF PRIME INTELLIGENCE USERS.
THIS WILL ENABLE THE INTELLIGE JCE COMMUNITY-TO-~RE-
SPOND IN A ORE ORDERLY,-TIMELY, AN _E-FFECTIVE
MANNER'16'THEAT-IONAL INTL~L6EGF`1VE
ANOTHER NEW ELEMENT CREATED BY THE 1971 DIRECTIVE
WAS THE INTELLIGENCE RESOURCES ADVISORY COMMITTEE
(IRAC). IIT IS CHAIRED BY THE DCI AND INCLUDES REP-
RESENTATIVES OF STATE, DEFENSE, OMB AND CIA. THIS
COMMITTEE IS ADVISORY TO THE DCI IN HIS RESOURCES
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MANAGEMENT ROLE. IT ASSISTS IN THE DEVELOPMENT AND
REVIEW OF THE ANNUAL NATIONAL FOREIGN INTELLIGENCE
PROGRAM, WHICH IS A COMPOSITE OF ALL THE SEPARATE
NATIONAL AND DEPARTMENTAL PROGRAMS CONTRIBUTING TO
THE NATIONAL INTELLIGENCE EFFORT. BASED ON THE
IRAC REVIEW OF THESE PROGRAMS, THE DCI.SUBMITS
EACH YEAR TO THE PRESIDENT HIS RECOMMENDATIONS ON
THE LEVEL OF EFFORT AND THE MIXTURE OF ACTIVITIES
WHICH, IN HIS JUDGMENT, NEED TO BE FUNDED FOR THE
ATTAINMENT OF THE NATIONAL INTELLIGENCE OBJECTIVES.
THESE RECOMMENDATIONS, ONCE APPROVED BY THE
PRESIDENT, CONSTITUTE THE BASIS FOR THE INTELLIGENCE
PORTION OF THE PRESIDENT'S BUDGET AS IT IS SENT TO
CONGRESS.
As You CAN APPRECIATE, THE ASSISTANT SECRETARY
OF DEFENSE FOR INTELLIGENCE, DR. HALL, PLAYS A VERY
MAJOR ROLE IN THE WORK OF THE IRAC. OF ALL THE INTEL-
LIGENCE RESOURCES BEING REVIEWED, SOME 80 PERCENT
ARE WITHIN THE DEFENSE BUDGET, AND THESE ARE SPECI-
FICALLY DR. HALL'S RESPONSIBILITY.
IT IS MR. COLBY`S POLICY TO INVITE THE DIRECTOR
OF NSA AND THE DIRECTOR OF DIA To PARTICIPATE IN IRAC
PROCEEDINGS IN THEIR CAPACITY AS NATIONAL INTELLIGENCE
PROGRAM MANAGERS.
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I R&D
IN THE FALL OF 1973, THE DCI ESTABLISHED A
SUBCOMMITTEE OF IRAC To PROVIDE A FORUM FOR THE MUTUAL
EXCHANGE OF R&D INFORMATION. THE INTELLIGENCE RE-
SEARCH AND DEVELOPMENT COUNCIL IS CHAIRED BY DR.
MALCOLM CURRIE, THE DIRECTOR OF DEFENSE RESEARCH AND
ENGINEERING, AND INCLUDES AS MEMBERS ALL PROGRAM
MANAGERS FOR INTELLIGENCE OR INTELLIGENCE-RELATED
R&D ACTIVITIES IN THE GOVERNMENT. THE SPACE SHUTTLE --
MASS DATA STORAGE -- REMOTE SENSOR TECHNOLOGY --
ARE SOME OF THE AREAS WHICH HAVE BEEN SELECTED FOR
FURTHER ATTENTION BY THE COUNCIL AS PART OF ITS PROGRAM
TO IDENTIFY GAPS WHICH COULD BENEFIT FROM MORE R&D
EFFORT. THIS COUNCIL HAS CLEARLY BECOME ONE OF THE
MOST SIGNIFICANT AND PRODUCTIVE BODIES IN THE IN-
TELLIGENCE COMMUNITY STRUCTURE.
US
WHILE THE IRAC SERVES AS THE COORDINATING BODY TO
ADVISE THE DCI ON RESOURCE MANAGEMENT, THE FULL RANGE
OF SUBSTANTIVE INTELLIGENCE COORDINATION IS ACCOMPLISHED
THROUGH THE U.S. INTELLIGENCE BOARD (USIB) STRUCTURE.
THIS BOARD HAS EXISTED ON ONE FORM OR ANOTHER FOR A
NUMBER OF YEARS.
THIS BOARD WAS ESTABLISHED UNDER DIRECTIVES OF
THE NATIONAL SECURITY COUNCIL THE DIRECTOR OF
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CENTRAL INTELLIGENCE, BY NATIONAL SECURITY COUNCIL
DIRECTIVE, IS THE CHAIRMAN OF USIB. THIS, BY THE
WAY, IS ONE PLACE WHERE THE DIRECTOR'S TWO JOBS --
HIS "TWO HATS" -- ARE VERY CAREFULLY DIFFERENTIATED.
WHEN HE CHAIRS THE U.S. INTELLIGENCE BOARD, HE IS
THERE AS THE PRESIDENT'S PRINCIPAL INTELLIGENCE
OFFICER, NOT AS THE HEAD OF CIA. THE USIB PASSES
ON THE AGREED, COORDINATED JUDGMENTS OF THE ENTIRE
INTELLIGENCE COMMUNITY -- WHAT WE CALL "NATIONAL
INTELLIGENCE" -- AND IT MIGHT HAMPER THIS FUNCTION
IF THE DIRECTOR WERE SIMULTANEOUSLY TO ACT AS CHAIR-
MAN AND TO ADVANCE THE VIEWS OF THE CENTRAL INTEL-
LIGENCE AGENCY. FOR THIS REASON, CIA HAS SEPARATE
REPRESENTATION ON THE BOARD IN THE PERSON OF THE
DEPUTY DIRECTOR OF CENTRAL INTELLIGENCE.
THE OTHER PRINCIPALS ARE:
THE STATE DEPARTMENT DIRECTOR OF INTELLIGENCE
AND RESEARCH;
THE DIRECTOR OF THE DEFENSE INTELLIGENCE
AGENCY;
THE DIRECTOR OF THE NATIONAL SECURITY AGENCY;
THE DEPUTY ASSISTANT ADMINISTRATOR OF THE
ENERGY RESEARCH AND DEVELOPMENT ADMINISTRATION;
THE ASSISTANT TO THE DIRECTOR OF THE FBI; AND
A REPRESENTATIVE OF THE TREASURY DEPARTMENT.
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SINCE THE ESTABLISHMENT OF DIA, THE INTELLIGENCE
CHIEFS OF THE ARMY, NAVY, AND AIR FORCE HAVE CONTINUED
TO ATTEND AND PARTICIPATE IN USIB, BUT AS OBSERVERS
RATHER THAN AS OFFICIAL MEMBERS.
THE FACT IS, HOWEVER, THAT THEY ARE ACTUALLY
FULL PARTICIPANTS. MR. COLBY SOLICITS THEIR VIEWS
ON ALL MATTERS. ALSO, THEY HAVE FULL MEMBERSHIP ON
ALL USIB COMMITTEES, MR. COLBY HAS ALSO INVITED DR.
HALL TO PARTICIPATE IN USIB MEETINGS, AND HE IS
INDEED ACTIVE IN ALL BOARD DISCUSSIONS PARTICULARLY
THOSE WHICH ARE RESOURCE-RELATED.
THE ROLE OF THE USIB IS TO ASSIST AND ADVISE THE
DCI IN THE ESTABLISHMENT OF INTELLIGENCE OBJECTIVES,
THE IDENTIFICATION AND PRIORITY ORDERING OF REQUIRE-
MENTS, THE PRODUCTION OF NATIONAL INTELLIGENCE
ESTIMATES AND OTHER STUDIES, THE DISSEMINATION AND
PRESENTATION OF INTELLIGENCE, AND THE SECURITY POLICY
ASPECTS OF PROTECTING INTELLIGENCE SOURCES AND METHODS.
``
USIB C
OMMITTEES
BECAUSE OF THE SCOPE OF ITS CONCERNS AN HE``-'
CONTINUOUS NATURE OF ITS WORK, T &`USIB IS SUPPORTED
BY 13 FULL-TIME COMMITTEES-{EACH STAFFED BY REPRESENTA-
TIVES OF THE SAME AGEiJCIES OR DEPARTMENTS HAVING
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MEMBERSHIP ON THE BOARD. THESE COMMITTEES GENERALLY,`
FALL INTO THREE FUNCTIONAL CATEGORIES OF COLLECTION,
SUBSTANTIVE PRODUCTION, AND SUPPORT PROCESSES.,y-THE
COMMITTEE CHAIRMEN, MANY OF THEM FULL-TIME-TIN THEIR
CHAIRMENSHIP, ARE APPOINTED FROM ANY MENDER AGENCY
OF THE BOARD AND ARE ALL RESPONSIBLE- TO THE DCI IN
/
HIS CAPACITY AS CHAIRMAN OF US 18,.'
ALTHOUGH THE USIB AND THE1.;IRAC REPRESENT THE
PRINCIPAL ADVISORY BODIESfOR DCI COORDINATION OF
SUBSTANTIVE AND RESOURCE MANAGEMENT MATTERS IN THE
COMMUNITY, THERE A,:SO WAS THE NEED FOR FULL-TIME
STAFF SUPPORT IN'THE GENERAL AREAS OF MANAGEMENT AND
EVALUATION, AND IN THE SUBSTANTIVE FIELD. To MEET
THESE NEED'S AND TO REPLACE SOME RELATIVELY OUT-MODED
ACTIVITIES, THE DCI CREATED THE NATIONAL INTELLIGENCE
OFF,I'CERS AND THE INTELLIGENCE COMMUNITY STAFF.
" NIOs
ESTABLISHED BY MR. COLBY IN OCTOBER OF 1973 UNDER
THE DIRECTION OF MR. GEORGE CARVER, DEPUTY TO THE
DCI FOR NATIONAL INTELLIGENCE OFFICERS, THE NIOs ARE
THE DCI's PRINCIPAL STAFF OF OFFICERS AND PERSONAL
REPRESENTATIVES FOR SPECIFIC GEOGRAPHIC AREAS AND
FUNCTIONAL SUBJECTS AND ARE RESPONSIBLE TO HIM FOR
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THE ENTIRE INTELLIGENCE PROCESS, WITH SPECIAL EMPHASIS
ON THE PRODUCTION OF ESTIMATES AND OTHER NATIONAL
PRODUCTS. THEIR JOB IS TO ENLIST ALL ELEMENTS OF
THE COMMUNITY IN THE DEVELOPMENT OF THE BEST POSSIBLE
ASSESSMENTS OF THE INTELLIGENCE QUESTIONS FACING THE
POLICYMAKERS. (THE DCI HAS INSTRUCTED THAT COMMUNITY
REPORTS AND ESTIMATES BE INDEPENDENT OF POLICY PRESSURE
AND OBJECTIVE IN TONE AND CONTENT, AND INCORPORATE
MINORITY OR ADVERSE VIEWS WHEN THESE EXIST.)
INTELLIGENCE COMMUNITY STAFF
THE PRESENT INTELLIGENCE COMMUNITY STAFF HAD ITS
BEGINNING IN A SMALL NATIONAL INTELLIGENCE PROGRAMS
EVALUATION STAFF ESTABLISHED IN 1963 TO LOOK AT
COMMUNITY PROBLEMS ON AN AD HOC BASIS.
FOLLOWING THE PRESIDENTIAL DIRECTIVE OF NOVEMBER
1971, THIS NUCLEUS WAS EXPANDED BY MR. HELMS INTO THE
INTELLIGENCE COMMUNITY STAFF WITH A FAR BROADER MISSION.
HOWEVER, IN SPITE OF ITS NAME, IT, LIKE ITS PREDECESSOR,
WAS STILL, FOR THE MOST PART, MANNED BY CIA OFFICERS.
WHEN DR. SCHLESINGER BECAME DCI IN EARLY 1973, HE
REORGANIZED THE STAFF TO MAKE IT REPRESENTATIVE
OF THE ENTIRE COMMUNITY. THIS STAFF BEGAN TO HIT
ITS STRIDE WITH THE ASSIGNMENT OF LTG ALLEN, FOLLOWED
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BY LTG GRAHAM. As YOU ARE AWARE, BOTH OF THESE OFFICERS
HAVE MOVED ON TO HEAD MAJOR AGENCIES OF THE COMMUNITY.
THE IC STAFF IS ORGANIZED TO SUPPORT THE DCI IN
THE FOUR PRIMARY AREAS OF HIS COMMUNITY RESPONSIBILITY --
RESOURCES MANAGEMENT, COLLECTION AND PROCESSING,
PRODUCT IMPROVEMENT, AND COORDINATION AND PLANNING.
THE PRESENT IC STAFF IS A BLEND OF CIA PROFESSIONAL
PERSONNEL, ACTIVE-DUTY INTELLIGENCE OFFICERS FR(M THE
MILITARY SERVICES, CIVILIAN REPRESENTATIVES FROM NSA,
DIA, AND THE STATE DEPARTMENT, PLUS A FEW INDIVIDUALS
DRAWN FROM PRIVATE INDUSTRY. ALTHOUGH HOUSED IN THE
CIA HEADQUARTERS BUILDING, THE IC STAFF SUPPORT TO THE
DCI IS CLEARLY IN A COMMUNITY SENSE, AND IT DEALS WITH
ALL AGENCIES AND DEPARTMENTS ON AN EQUAL BASIS, THE
CENTRAL INTELLIGENCE AGENCY BEING ONE AMONG SEVERAL.
LET'S TURN BRIEFLY TO MR. COLBY'S SECOND HAT
AS DIRECTOR OF CIA.
THE DCI IS THE ADMINISTRATIVE HEAD OF CIA.
IT IS THE ONLY AGENCY OF THE INTELLIGENCE COMMUNITY
OVER WHICH HE EXERCISES COMMAND RESPONSIBILITY. WHILE
HE DELEGATES MUCH OF THE DAY-TO-DAY RUNNING OF THE
AGENCY TO HIS DEPUTIES, HE IS MANAGER OF CIA, ESTAB-
LISHING POLICY AND MAKING COMMAND DECISIONS. HE IS
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ACCOUNTABLE FOR ALL THE ACTIVITIES ENGAGED IN BY
THE AGENCY IN THE FURTHERANCE OF ITS MISSION.
THE MISSION AND FUNCTIONS OF CIA ARE PROVIDED
FOR IN THE NATIONAL SECURITY ACT OF 1947. SPECIFICALLY,
CIA's PRIMARY FUNCTIONS FALL INTO THREE BROAD CATEGORIES:
-- COLLECTION OF INTELLIGENCE;
-- COVERT ACTION OPERATIONS; AND
-- PRODUCTION OF FINISHED INTELLIGENCE.
CIA COLLECTS INTELLIGENCE INFORMATION IN THE
FIELD IN THE FOLLOWING WAYS:
(1) OVERT COLLECTION -- MONITORING OF FOREIGN RADIO
AND TELEVISION BROADCASTS AND THE EXPLOITATION OF
FOREIGN LANGUAGE PUBLICATIONS FOR INTELLIGENCE
PURPOSES.
(2) CLANDESTINE COLLECTION -- CIA HAS THE PRI-
MARY RESPONSIBILITY FOR U.S. CLANDESTINE ACTIVI-
TIES ABROAD: ESPIONAGE, CLANDESTINE COUNTER-
INTELLIGENCE, AND LIAISON WITH FOREIGN INTELLIGENCE
SERVICES.
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(3) TECHNICAL COLLECTION AND PROCESSING -- CIA
HAS MAJOR RESPONSIBILITIES IN THE FIELDS OF
RECONNAISSANCE AND IMAGERY ANALYSIS.
ANOTHER MAJOR MISSION OF CIA IS THE PRODUCTION OF
FINISHED NATIONAL INTELLIGENCE AND ITS TIMELY DISSEM-
INATION TO THE PRESIDENT, THE NATIONAL SECURITY COUNCIL
AND OTHER TOP POLICYMAKERS. CIA HAS PRODUCTION
RESPONSIBILITIES FOR:
(1) CURRENT INTELLIGENCE -- INCLUDING A SPECIAL
PUBLICATION FOR THE PRESIDENT ALONE.
(2) RESEARCH: ON A SELECTIVE BASIS, POLITICAL,
ECONOMIC, SCIENTIFIC AND TECHNICAL, BIOGRAPHIC,
GEOGRAPHIC, AND STRATEGIC.
(3) ESTIMATES: NATIONAL INTELLIGENCE ESTIMATES
ARE THE RESPONSIBILITY OF THE DCI AND ARE BASED ON
CONTRIBUTIONS FROM ALL AGENCIES, INCLUDING CIA.
(4) CONTRIBUTIONS TO NATIONAL SECURITY COUNCIL
PAPERS.
ANOTHER MISSION OF CIA IS COVERT ACTION. THIS
TERM EMBRACES OPERATIONS AND ACTIVITIES UNDERTAKEN IN
SUPPORT OF U.S. POLICYOOBJECTIVES, BUT WHERE SPONSOR-
SHIP OF THE U.S. GOVERNMENT IS HIDDEN.
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COVERT ACTION -- WHETHER OF THE POLITICAL OR
THE PARAMILITARY TYPE -- FALLS IN THE TWILIGHT ZONE OF
GOVERNMENT OPERATIONS THAT CONGRESS HAD IN MIND WHEN IT
DIRECTED CIA TO PERFORM "SUCH OTHER SERVICES" AS THE
NATIONAL SECURITY COUNCIL MIGHT DIRECT. OUR CRITICS
WOULD HAVE YOU BELIEVE THAT EVER SINCE CONGRESS GAVE
THIS AUTHORITY IN 1947, CIA HAS DONE AS IT HAS PLEASED,
WITHOUT REGARD TO OFFICIAL POLICIES OR OBJECTIVES OF THE
UNITED STATES GOVERNMENT, AND SOMETIMES IN DIAMETRIC
OPPOSITION TO THOSE POLICIES.
THIS IS NOT THE CASE. THE FACT IS THAT IN THOSE
INFREQUENT CASES WHEN THE CIA CARRIES OUT A COVERT
ACTION PROGRAM OVERSEAS, IT IS WITH THE PRIOR APPROVAL
OF THE HIGHEST LEVELS OF THE GOVERNMENT. ALTHOUGH
NOT ADDRESSED BY THE PRESIDENTIAL DIRECTIVE OF 1971,
BUT CONTINUING TO OPERATE AT THE NSC LEVEL, IS THE
SO-CALLED "40 COMMITTEE."
IT IS CHAIRED BY THE
ASSISTANT TO THE PRESIDENT FOR NATIONAL SECURITY AFFAIRS
AND INCLUDES AS MEMBERS THE DCI AND SENIOR REPRESENTATIVES
FROM STATE, DEFENSE AND THE JCS. THIS COMMITTEE PRO-
VIDES THE ESTABLISHED MECHANISM FOR PROVIDING POLICY
APPROVAL OVER PROPOSED COVERT ACTION PROGRAMS TO BE
CARRIED OUT BY CIA. THE "40 COMMITTEE" HAS ALSO BECOME
THE UNIT WHICH PASSES ON PERIPHERAL RECONNAISSANCE PRO-
GRAMS AND OTHER SENSITIVE INTELLIGENCE OPERATIONS.
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THESE, THEN, ARE SOME OF THE PRIMARY FUNCTIONS
OF THE CENTRAL INTELLIGENCE AGENCY.
Slide #3 Org. of
CIA ORGANIZATION CIA
AS FOR THE ORGANIZATION OF THE CENTRAL INTELLIGENCE
AGENCY, CIA IS DIVIDED INTO FOUR PRINCIPAL GROUPINGS --
REFERRED TO AS DIRECTORATES -- AND SEVERAL STAFF OR
SPECIAL FUNCTIONS, THE HEADS OF WHICH REPORT DIRECTLY
TO THE DIRECTOR. AN EXAMPLE OF THE LATTER IS THE OFFICE
OF LEGISLATIVE COUNSEL.
NOW FOR THE DIRECTORATES, THE DDI, OR INTELLIGENCE
DIRECTORATE, IS THE PRINCIPAL PRODUCER OF FINISHED
SUBSTANTIVE INTELLIGENCE, WHICH I REFERRED TO EARLIER.
THIS DIRECTORATE INCLUDES FUNCTIONAL OFFICER RESPONSIBLE
FOR CURRENT INTELLIGENCE, ECONOMIC RESEARCH, POLITICAL
RESEARCH, AND STRATEGIC (MILITARY) RESEARCH, WHICH
PROVIDE THE MUSCLE FOR THE PRODUCTION PROCESS. THE
DDI IS ALSO RESPONSIBLE FOR OVERT COLLECTION THROUGH
EXPLOITATION OF FOREIGN PRESS, RADIO AND PUBLICATIONS.
THE DIRECTORATE OF SCIENCE AND TECHNOLOGY, AS
THE NAME SUGGESTS, CONCENTRATES ON THE SCIENTIFIC AND
TECHNICAL ASPECTS OF THE AGENCY'S INTELLIGENCE ACTIVITES,
INCLUDING HIGHLY SOPHISTICATED TECHNICAL COLLECTION
OPERATIONS, TOGETHER WITH THE RESEARCH AND DEVELOPMENT
SUPPORTING SUCH ACTIVITIES, AS WELL AS THE PRODUCTION
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BIROBIDZHAN ARMY BARRACKS AL-1
This is a Soviet motorized rifle division
located near the Sino-Soviet border in the Far
East Military District. In the photograph, we can
identify all the major maneuver elements of a
motorized rifle division--including three motorized
rifle regiments and one tank regiment. In addition,
a number of combat support units, such as a signal
battalion and an engineer battalion, are located
here.
This Division is basically a cadre division
which contains virtually all of its major combat
equipment but is manned with only a small complement
of troops.
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RAMENSKOYE FLIGHT TEST CENTER
This photograph of the flight test center near
Moscow shows two Backfire aircraft, the newest
Soviet bomber, a TU-144 Charger, and a TU-128
Fiddler. The Backfire will be used by both Long
Range (strategic) Aviation and Soviet Naval Aviation.
Deployment to Naval Aviation has already begun. The
aircraft will be armed with either air-to-surface
missiles or free-fall bombs. The maximum speed of
the Backfire is estimated to be 1,150 knots and it
is believed to have a combat radius of about 3,000
nautical miles.
The TU-144 is the Soviet SST. The aircraft is
now in series production. One model crashed at the
Paris air show in June 1973.
The TU-128 is a long-range, all-weather inter-
ceptor. It has been operational since 1966.
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Soviet Carrier
This is a picture of the first Soviet Kiev class
aircraft carrier, currently fitting out at Nikolayev.
The Soviets are building two of these ships at this
Black Sea shipyard.
Although the Kiev has been labeled an aircraft
carrier in the West, its capabilities and mode of
employment will not be the same as US attack aircraft
carriers. A typical US carrier has 70 or more aircraft
including high performance long-range fighters and
attack aircraft. The most likely missions for the
Kiev and its aircraft will be reconnaissance and air
defense. The Kiev class does not have launching
catapults or arresting gear. Instead it will use a
mixed complement of V/STOL (vertical and short takeoff
and landing) aircraft and helicopters. The V/STOL
plane for the Kiev is now in series production
following some 10 years of development.
The Kiev has been under construction for five
years now and we expect it will be operational early
next year. The ship will carry a variety of ASW
sensors and weapons and will be armed with air defense
missiles and guns.
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OF SUBSTANTIVE INTELLIGENCE ON ADVANCED WEAPONS AND
OTHER S&T CAPABILITIES OF FOREIGN NATIONS. IT ALSO
ADMINISTERS THE NATIONAL PHOTOGRAPHIC INTERPRETATION
CENTER IN CLOSE COLLABORATION WITH DIA,
THE THIRD DIRECTORATE IS THE DIRECTORATE OF
ADMINISTRATION WHICH EMBRACES THE VERY IMPORTANT AND
HIGHLY SPECIALIZED SUPPORT SERVICES, SUCH AS SECURITY,
COMMUNICATIONS, TRAINING, PERSONNEL, FINANCE, LOGISTICS,
PRINTING AND HOUSEKEEPING FUNCTIONS. THIS DIRECTORATE
25
ALSO HOUSES THE AGENCY'S COMPUTER CENTER.
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-- AT THE POLICY L VELL ARE THE PRESIDENT
AND THE NSC, TO WHOM THE DCI REPORTS.
-- AT THE MANAGEMENT LEVEL ARE THE USIB AND
IRAC, THE TWO ADVISOFY`BODIES TO THE DCI
ON SUBSTANCE AND RESOURCE MANAGEMENT.
-- AT THE EXCEL. (IMPLEMENTATION)
ARE THE NIOS/ ND IC STAFF, WHO ASSIST THE
DCI IN HIS/COMMUNITY ROLE,
-- AT THE IM LEMENTATION LEVEL (OPERATIONAL)
INTELLIGENCE , COMMUN I t Y .
NATIONAL INTELLIGENCE COMMUNITY STRUCTURE Community
To SUM UP THIS PART OF THE PRESENTATION HERE IS
A QUICK LOOK AGAIN T THE STRUCTURE OF THE NATIONAL
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/AGENCIES AND DEPART ' NTAL STAFFS
ARE THE
~
WHO COLLECT, PROCESS, AND PROI9UCE FOREIGN
I NT('LLI GENCE . ( 1 1 E . , MEMBER AGGNC I ES OF
of
nteZ.
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PROBLEMS, ISSUES, TRENDS, FUTURE
PROBLEMS
UNFRIENDLY PRESS -- FOLLOWING SUCCESSES IN EXPOSING
THE WATERGATE AFFAIR, AND AIDED BY REVELATIONS BY FORMER
CIA EMPLOYEES, THE PRESS HAS TURNED ITS ATTENTION TO THE
INTELLIGENCE COMMUNITY GENERALLY AND TO THE CIA IN
PARTICULAR. THE REVELATIONS FOR THE BASIS FOR PRESS
ALLEGATIONS OF ILLEGAL ACTIVITIES AND EXCESSES IN
INTELLIGENCE OPERATIONS. WHILE THE CHARGES BEING MADE
REFER IN THE MAIN TO ACTIVITIES WHICH WERE, IN FACT,
BOTH CORRECT AND NECESSARY, AN INORDINATE AMOUNT OF
TIME AND EFFORT IS BEING DEVOTED TO PREPARING MATERIAL
AND TESTIFYING BEFORE A VARIETY OF COMMISSIONS AND
CONGRESSIONAL INVESTIGATING BODIES. THE HOSTILITY OF
THE PRESS AND THE NATURAL DESIRE TO EXPLAIN OR REFUTE
THE CHARGES MADE WILL CERTAINLY LEAD TO A BROADENING
OF THE DISCUSSION AND FURTHER REVELATIONS OF DETAILS
OF HERETOFORE SECRET INTELLIGENCE'ACTIVITIES. I SEE
NO EARLY END TO THIS PRESS HOSTILITY, AND IT WILL BE
INCUMBENT ON THE INTELLIGENCE COMMUNITY AS A PART OF
OUR GOVERNMENT STRUCTURE, TO RESPOND TO THE OFFICIAL
INVESTIGATIONS AND QUERIES WHICH ARE GENERATED. ONE
OF OUR GOALS WILL BE TO PROTECT THE MOST VITAL CLASSIFIED
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ACTIVITIES WHICH ARE ESSENTIAL FOR CONTINUED SUCCESS OF
OUR NATIONAL INTELLIGENCE UNDERTAKINGS.
A CONCERNED CONGRESS -- THE MAKE-UP AND ATTITUDE
OF THE 94TH CONGRESS, AIDED AND ABETTED BY THE HOSTILE
PRESS, PRESENTS US WITH WHAT IS ESSENTIALLY A CONGRESS
ALSO CONCERNED ABOUT THE INTELLIGENCE COMMUNITY. CON-
GRESSIONAL CONCERN SEEMS TO TAKE THE FORM OF SUSPICION
AND A POSSIBLE LACK OF CONFIDENCE RATHER THAN OPEN
HOSTILITY AS IN THE PRESS, ALTHOUGH THERE ARE MINOR
ELEMENTS OF OPEN HOSTILITY EVEN IN CONGRESS,' CERTAINLY
CONGRESS MUST REACT TO THESE CONCERNS, AS INDEED THEY
ARE REACTING ACROSS A BROAD FRONT. IN THE LONG RUN
I'M SURE THE COMMUNITY WILL BE HELD ACCOUNTABLE TO
CONGRESS IN A MORE DETAILED WAY AND PROBABLY THROUGH
SOME NEW MECHANISMS SUCH AS A JOINT INTELLIGENCE OVER-
SIGHT COMMITTEE. THERE MAY BE ADVANTAGES TO THIS IN
THAT A CONGRESSIONAL COMMITTEE DEDICATED TO REVIEWING
INTELLIGENCE ACTIVITIES COULD BE A SOURCE OF UNDER-
STANDING, SUPPORT AND DEFENSE AGAINST OTHER HOSTILITIES.
PROTECTION OF SOURCES AND METHODS -- ONE OF THE
KEYS TO CONTINUED SUCCESS OF THE INTELLIGENCE EFFORT
IS THE PROTECTION FROM PUBLIC DISCLOSURE OF THE TECHNIQUES,
METHODS AND SOURCES BY WHICH WE ACHIEVE SUCCESS. IN-
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FORMATION WE OBTAIN IS LIKELY TO BE LESS SENSITIVE THAN
THE METHOD OR SOURCE FROM WHICH IT CAME. THE INFORMATION
MAY BE TRANSITORY, BUT THE SOURCE MUST BE PROTECTED TO
SERVE AGAIN. IN SOME CASES, INFORMATION ITSELF MAY
REVEAL THE SOURCE OR METHOD BY WHICH IT WAS PROCURED.
THUS, WE CLASSIFY INFORMATION TO PROTECT THE TEMPORARY
ADVANTAGE WE GAIN BY HAVING IT, BUT MORE IMPORTANTLY
TO PROTECT THE MEANS BY WHICH WE GOT IT. THIS PRO-
TECTION OF SOURCES AND METHODS IS, BY FEDERAL LAW,
THE RESPONSIBILITY OF THE DCI, AND IS AT THE ROOT OF
MOST OF OUR CLASSIFICATION AND CONTROL SYSTEMS. PRESS
REVELATIONS, THE NEED TO MAKE DETAILED EXPLANATIONS
FOR PUBLIC RECORD, AND SUCH OTHER ACTIONS AS THE NEW
FREEDOM OF INFORMATION ACT (PASSED BY CONGRESS OVER
PRESIDENT FORD'S VETO), ALL SERVE TO COMPLICATE EF-
FECTIVE EXECUTION OF THIS RESPONSIBILITY BY THE DCI.
TIGHTER BUDGETS -- DURING THE 1960s, THE INTEL-
LIGENCE COMMUNITY ENJOYED EXPANSION AND INCREASING
BUDGETS, PRIMARILY BECAUSE OF TECHNOLOGICAL ADVANCES
AND SUPPORT TO THE SOUTHEAST ASIA CONFLICT. HOWEVER,
OVER THE PAST FOUR OR FIVE YEARS, THERE HAVE BEEN CON-
CERTED EFFORTS TO MAKE REDUCTIONS IN INTELLIGENCE
RESOURCES AND TO HOLD THE ANNUAL BUDGET AT A LEVEL
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FIGURE. THESE ACTIONS, PLUS THE IMPACT OF INFLATION,
HAVE CAUSED MAJOR REDUCTIONS IN OPERATIONAL RESOURCES,
ESPECIALLY IN MANPOWER. OVER THE PAST FIVE YEARS WE
HAVE ABSORBED ABOUT A 40 PERCENT REDUCTION IN INTELLIGENCE
MANPOWER, MOSTLY IN THE DEFENSE STRUCTURE. ONLY A
SMALL PART OF THIS IS ATTRIBUTED TO THE DRAWDOWN IN
SOUTHEAST ASIA. MOST OF IT RESULTS FROM INFLATIONARY
EROSION AS WE ATTEMPT TO MAINTAIN OUR TECHNICAL SYSTEMS.
THE PROFICIENCY AND CAPABILITY OF OUR TECHNICAL ADVANCES,
HOWEVER, HAS ENABLED US UP TO THIS POINT TO TAKE THESE
MANPOWER REDUCTIONS WITHOUT UNACCEPTABLE DAMAGE TO
MISSION ACCOMPLISHMENT. THE CHALLENGE IN THE YEARS
AHEAD, OF COURSE, WILL BE TO MAINTAIN AND EVEN INCREASE
OUR INTELLIGENCE CAPABILITIES WHILE CONTINUING TO ABSORB
INFLATIONARY TRENDS WITHOUT SUBSTANTIALLY LARGER BUDGETS.
LET ME MENTION SOME PARTICULAR ISSUES DIRECTLY RE-
LATED TO THE TIGHT BUDGET PROBLEM.
MANPOWER IMPLICATIONS -- INTELLIGENCE IS A MANPOWER-
INTENSIVE EFFORT. BETTER THAN 50 PERCENT OF OUR INTEL-
LIGENCE BUDGET GOES TO PAY THE SALARIES OF OUR PEOPLE.
THE REST GOES FOR TECHNICAL SYSTEMS, EQUIPMENT INVESTMENT,
RESEARCH AND DEVELOPMENT, AND SUPPORT ACTIVITIES./
NEW BUDGET CRUNCH USUALLY RESULTS IN FURTHER-`M91NT.PN ER
R EDUCTION ECAUSE IT'S EA IER TD CUT D WN ON SALARIES
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THAN IT IS TO DISCARD.-A TECHNICAL SYSTEM, A BUILDI.F4
OR A COMMUNICATIONS NETWOR % UNPALATABLE
I'M AFRAID THIS TREND WILA. CONTINUE.-CERTAINLY WE
WON T HAVE ANY NET MAN(OWER INCR~A ES IN THE ORESEEABLE
FUTURE. ONE SOLUTION LIES Ill/1 ESEARCH AND/DEVELOPM~N'r
EFFORTS TO MAKE OUR MANPO /I RESOURCES MORE PR9UCTIVE
THROUGH USE OF LA$OR-S,VING DEVICES, MOiERN) ED METHODS
AND AUTOMATED A "I TANCE TO HUMAN FUNC1tIONS.
DEMANDS VS. RESOURCES -- WE ARE CONSTANTLY FACED
WITH INTELLIGENCE REQUIREMENTS WHICH EXCEED OUR ABILITY,
WITHIN EXISTING RESOURCES, TO SATISFY. A LEVEL BUDGET
COMPLICATED BY INFLATION PRECLUDES ADDITIONAL RESOURCES.
INSTEAD, WE MUST PROVIDE TRADE-OFFS. WHEN WE TAKE ON
A NEW TASK, SOMETHING ELSE MUST YIELD. THESE ARE HARD
DECISIONS AND THEY ARE ALMOST ALWAYS UNPOPULAR.
COLLECTION VS. EXPLOITATION -- ADVANCES IN OUR
TECHNICAL SYSTEMS MAKE IT POSSIBLE FOR US TO COLLECT
MORE INFORMATION THAN WE CAN EXPLOIT. BY "EXPLOITATION"
I MEAN THE ABILITY TO PROCESS RAW DATA INTO MEANINGFUL
INFORMATION, ANALYZE IT, AND USE IT EFFECTIVELY IN AN
INTELLIGENCE REPORT, STUDY, OR ESTIMATE. NEARLY TWO-
THIRDS OF OUR INTELLIGENCE RESOURCES ARE DEVOTED TO
COLLECTION, AND LESS THAN 20 PERCENT ARE DEVOTED TO
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EXPLOITATION. THUS, THE IMBALANCE BETWEEN COLLECTION
AND EXPLOITATION IS AN EVER-PRESENT CONCERN.
THESE BUDGET-RELATED ISSUES -- MANPOWER SS ES,
INCREASING REQUIREMENTS, AND COLLECTI014 EFFECTIVENESS --
71
ALL UNDERSCORE THE INCREASED IMPOR ANCE OF INTELLIGENCE
RESOURCES MANAGEMENT AND EVA U ION. DR. HALL'S STAFF
AND THE DCI's INTELLIGENCE' COMMUNITY STAFF ARE DEVOTING
NEARLY FULL TIME WORKING TOGETHER TO FIND THE BEST
SOLUTIONS TO THESE AND SIMILAR ISSUES.
LONG RANGE PLANNING -- IN THE MANAGEMENT AND OPERA-
TION OF THE INTELLIGENCE COMMUNITY, IT IS ALL TO EASY
TO BECOME SO ENGROSSED IN CURRENT AND SHORT-TERM PROBLEMS
THAT WE TEND TO NEGLECT THE LONGER-RANGE FUTURE. THE
RATHER FUNDAMENTAL CHANGES NOW TAKING PLACE IN THE
WORLD SCENE AND THE MANNER IN WHICH THE INTELLIGENCE
COMMUNITY WILL BE EXPECTED TO REACT TO THESE CHANGES
HAVE REEMPHASIZED TO US THE NEED FOR A BETTER PLANNING
SYSTEM. THE DCI, THROUGH HIS INTELLIGENCE COMMUNITY
STAFF HAS TAKEN THE LEAD IN THIS EFFORT THROUGH IS-
SUANCE OF "INTELLIGENCE PERSPECTIVES 1975-1980."
THIS DOCUMENT LAYS OUT THE MID-TERM ACTIONS TO BE TAKEN
WITHIN THE COMMUNITY, BOTH SUBSTANTIVE AND MANAGERIAL.
GENERAL ALLEN'S AGENCY HAS PITODUCED__A NATO OfL MS I G I NT
PLAN, _ WHICH -I S CURRENTLY UND-ERGOT NG ?-FINAL REVIEW,
2$_
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WE ARE BEG I NN.ING_ DEVELOPMENT O_F- A' NATIONAL IMAGERY PLAN
IN,.THE NEAR FUTURE WE HOPE TO START-ON A..NATIONAL'HUMAN
OUJRCES --PLAN,- - ALL OF THESE PLANS SHOULD ULTIMATELY LEAD
TO DEVELOPMENT 'OF A NATIONAL INTELLIGENCE STRATEGY.
NATIONAL/TACTICAL INTERFACE -- ONE OF THE SPECIFIC
CHARGES GIVEN TO THE DCI BY THE PRESIDENT WAS TO REVIEW
THE EFFECTIVE UTILIZATION OF ALL INTELLIGENCE RESOURCES,
INCLUDING SO-CALLED "TACTICAL" RESOURCES. "TACTICAL"
RESOURCES ARE THOSE INTELLIGENCE ACTIVITIES SERVING
IN DIRECT SUPPORT OF OUR DEPLOYED MILITARY FORCES. I
PREFER TO CALL THEM MILITARY FORCE SUPPORT ACTIVITIES.
TO A GREAT EXTENT, THESE RESOURCES ARE NOT INCLUDED IN
OR REVIEWED AS A PART OF THE NATIONAL INTELLIGENCE PRO-
GRAMS. THUS, THERE ARISES THE ISSUE OF HOW WE CAN MAKE
COMPARISONS IN USE AND EFFECTIVENESS OF NATIONAL RESOURCES
AND THE MILITARY FORCE SUPPORT RESOURCES. AS YOU CAN
READILY APPRECIATE, THERE IS A STRONG RISK OF DUPLICATION
BETWEEN THESE TWO CATEGORIES OF RESOURCES, AND THE IDEN-
TITY OF INTERFACES BETWEEN THEM IS A MAJOR MANAGEMENT
PROBLEM. SIMPLY PUT, IT'S A MATTER OF DETERMINING HOW
NATIONAL RESOURCES CAN BE APPLIED TO SATISFY OPERATIONAL
NEEDS OF MILITARY COMMANDERS AND, ALTERNATIVELY, HOW
THE INTELLIGENCE RESOURCES, ORGANIZED AS PART OF THE
MILITARY FORCE STRUCTURE, MIGHT CONTRIBUTE USEFULLY
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TO NATIONAL INTELLIGENCE REQUIREMENTS. ONCE WE DO THAT
AND IMPLEMENT MUTUAL SUPPORT PROCESSES, WE CAN ACHIEVE
SUBSTANTIAL ECONOMY OF RESOURCES. THAT IS OUR OBJECTIVE.
THE DCI, THROUGH HIS INTELLIGENCE COMMUNITY STAFF, HAS
UNDERTAKEN A COMPREHENSIVE STUDY OF THIS PROBLEM WITH
THE JOINT CHIEFS OF STAFF
WARNING -- A PRINCIPAL OBJECTIVE OF THE INTELLIGENCE
COMMUNITY -- INDEED, ONE OF THE MAIN REASONS FOR ITS
ESTABLISHMENT -- IS TO BE ABLE TO WARN OF ENEMY ATTACK,
MOST NOTABLY SOVIET STRATEGIC ATTACK. FOR MANY YEARS,
THIS HAS BEEN THE FUNCTION OF THE USIB WATCH COMMITTEE.
A R *0k) IN 7~11.c f3eoc ASS 0 F ESIA&/ S H / - A 4l
M,G Ot. A~1 _dC11~` f`t' _A -S EC1AL 5s r T? -ree .W / A' P, S W1 C
WAR.)l/'6- ti t-4 % C_1- w i LL \sE AA1
A, N P f o T ff - ~ D Y 4 _ STA P I
HEADED BY A SENIOR CIA OFFICER AND CO-LOCATED WITH THE
NATIONAL MILITARY INTELLIGENCE CENTER IN THE PENTAGON.
THIS STAFF WILL FOCUS EXCLUSIVELY
ON THE BIG "W" QUESTION -- INDICATIONS OF STRATEGIC
7# ass ' CN/AJA.
ATTACKS OTHER WARNING PROBLEMS SUCH AS, FOR EXAMPLE,
A PERUVIAN ATTACK ON CHILE -- WHICH WE REFER TO AS THE
SMALL "W" PROBLEMS -- WILL BE HANDLED IN A NEW KIND OF
ALERT MEMORANDA TO BE ISSUED BY THE DCI TO THE HIGHEST
LEVEL POLICYMAKERS.
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CRISIS MANAGEMENT -- A RELATED PROBLEM CONCERNS
HOW BOTH WASHINGTON POLICYMAKERS AND INTELLIGENCE OFFICIALS
DEAL WITH A CRISIS ONCE IT HAS STARTED. THE INTELLIGENCE
COMMUNITY -- IN ADDITIONAL TO ESTABLISHING ITS OWN
PROCEDURES AND COMMUNICATIONS NETS FOR THE COLLECTION,
PRODUCTION AND PRESENTATION OF CRISIS INTELLIGENCE IS PARTICIPATING IN A JOINT STUDY (UNDER NSC AUSPICES)
OF THE MOST EFFECTIVE WAYS TO HANDLE CRISES, UP TO AND
INCLUDING CRISES WHICH THREATEN TO BECOME NUCLEAR CRISES.
MAJOR CHANGES ARE OCCURRING IN THIS AREA, BASED ON LESSONS
WE HAVE LEARNED RECENTLY. WE HOPE TO DEAL MORE EFFEC-
TIVELY WITH FUTURE CRISIS SITUATIONS.
TRENDS
1. TECHNICAL CAPABILITIES -- THE MOST DRAMATIC
CHANGE IN TODAY'S MEANING OF THE WORD "INTELLIGENCE"
STEMS FROM THE TECHNOLOGICAL GENIUS OF AMERICANS.
WE HAVE APPLIED TO INTELLIGENCE THE TALENTS OF OUR IN-
VENTORS, OF OUR ENGINEERS, AND OF OUR SCIENTISTS. IN
THE SHORT SPACE OF EIGHTEEN YEARS SINCE THE U-2 BEGAN
ITS MISSIONS, WE HAVE REVOLUTIONIZED INTELLIGENCE. Xi
1960 THIS COUNTRY ENGAGED IN A GREAT DEBATE AS TO WHETHER
THERE WAS A MISSILE GAP BETWEEN THE SOVIET UNION AND
OURSELVES. TODAY THE FACTS ARE SO WELL ESTABLISHED THAT
SUCH A DEBATE IS IMPOSSIBLE. THEN WE HAD TO TRY TO
DEDUCE FROM BITS OF CIRCUMSTANTIAL EVIDENCE HOW MANY'
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THIS TECHNICAL CONTRIBUTION TO INTELLIGENCE NOT
ONLY PROVIDES A BETTER BASIS FOR DECISIONS $OUT THE
NATIONAL SECURITY OF THE UNITED STATES, IT ALSO
ENABLES US TO NEGOTIATE AGREEMENTS SUCH AS THE NUCLEAR
TEST BAN TREATY AND THE STRATEGj-,CARMS LIMITATION
TREATY, OVER THE YEARS SUCH-` LIMITATION TREATIES WERE
ALWAYS STOPPED BY ONE E,S~ENTIAL FEATURE: THE UNITED STATES
NEEDED SOME ASSURAN,CE THAT THE OTHER PARTY WOULD ABIDE
BY A TREATY'S RESTRAINTS, THUS WE CAME UP WITH THE
"OPEN SKIES""-PROPOSAL AND TRIED TO NEGOTIATE ON-SITE
INSPECTIO.W PROCEDURES. THE SOVIET LEADERS REJECTED
THESE BECAUSE THEY BELIEVED SUCH MEASURES WOULD PERMIT
FOREIGNERS AN UNDUE DEGREE OF ACCESS TO THEIR SOVEREIGN
TERRITORY,
IT WAS ONLY AFTER AMERICAN INTELLIGENCE DEVELOPED"
THE ABILITY TO MONITOR SUCH AGREEMENTS FROM AFAR, THROUGH
TECHNICAL MEANS, THAT WE ON OUR SL:DEBECAME SUFFICIENTLY
CONFIDENT TO BEGIN THE PROCESS OF MUTUAL ARMS LIMITATION.
IN THE TEXT OF TEE---F IRST SALT AGREEMENT, INTELLIGENCE
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WAS EVEN ADMITTED TO POLITE DIPLOMATIC SOCIETY UNDER
THE NAME OF "NATIONAL TECHNICAL MEANS OF VERIFICATION"
TECHNOLOGY HAS REVOLUTIONIZED THE INTELLIGENCE
BUSINESS IN MANY OTHER WAYS BEYOND THOSE I JUST DESCRIBED.
THEY PROVIDE A PRECISION TO OUR KNOWLEDGE OF THE WORLD
AROUND US, WHICH WAS INCONCEIVABLE ONLY A FEW YEARS AGO.
2. ECONOMIC INTELLIGENCE EMPHASIS -- ANOTHER DEVELOP-
MENT IN RECENT YEARS HAVING AN IMPACT ON INTEL-
LIGENCE REPORTING IS THE NEW EMPHASI8_YDN FOREIGN
ECONOMIC DEVELOPMENTS. THIS TREND CONTINUES TO INCREASE
AS THE U.S. I S EVER MGR-E--_EPEN ON FOREIGN SOURCES
FOR ENERGY AND-OTHER RAW MA
CORPORATIONS I CREAS THEIR OPERATIONS, A5 THE U.S."
CQNT.INUES ATTEMPTS TO MAINTAIN MPETITIVE POSITION
IN THE WORLD MARKETPLACEy INDEED, OUR PREVIOUS INTEL-
LIGENCE POSTURE TO CONTEND WITH MILITARY CONFkICT AND
THE SO-CALLED "COLD WAR" HAS GIVEN WAY TQ-~A LARGE EX-
TENT TO CONTEND WITH WORLD-WIDE ECONOMIC COMPETITION.
THE ADDITION OF THE TREASURY DEPARTMENT AS A FULL
PARTICIPANT IN THE INTELLIGENCE COMMUNITY AND THE
INCREASING VOLUME OF .ECONOMIC INTELLIGENCE REQUIRE-
MENTS BEING ADDRES'~ED IN THE COMMUNITY PARTICULARLY
BY CIA, ARE MANIFESTATIONS OF THIS NEW EMPHASIS. IT
IS CERTAIN TO GROW IN IMPORTANCE AND VOLUME OF EFFORT.
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As OUR INTELLIGENCE CAPABILITIES HOLD LEVEL OR DE-
CLINE, THIS EMPHASIS ON ECONOMICS MUST BE AT THE EXPENSE
OF OTHER INTELLIGENCE ENDEAVORS, MORE LIKELY THAN NOT
IN THE MILITARY INTELLIGENCE EFFORT.
3, CLOSER COMMUNITY -- ALL THE PROBLEMS I HAVE
JUST TOUCHED ON -- PRESS AND CONGRESSIONAL UNFRIENDLINESS,
THE NEED TO PROTECT OUR SENSITIVE SECRETS, AND THE EVER
TIGHTENING BUDGETS -- DICTATE THAT WE DRAW OUR INTEL-
LIGENCE COMMUNITY WAGONS INTO A CIRCLE. TO REMAIN
EFFECTIVE, WE NEED TO ELIMINATE DUPLICATION, ACHIEVE
GREATER CENTRALIZATION OF COMMON SERVICES, AND SEEK
MAXIMUM ECONOMY OF OPERATIONS. MIS THE MANAGEMEi _-
CHALLENGE THAT- QCCUPIE INCREASI AMOUNT OF TIME
FOR THE DCI AND ~ANY OTHERS "-F-W THE INT LL-I-G NC ,
COMMUNITY-1
4. CUSTOMER CONFIDENCE -- PROBABLY THE MOST
SIGNIFICANT RESULT WE ARE ACHIEVING IS THE INCREASED
SATISFICATION BEING PROVIDED TO OUR KEY CUSTOMERS THE PRESIDENT, THE NATIONAL SECURITY COUNCIL, THE
SECRETARIES OF STATE, DEFENSE, AND TREASURY, AND THE
DCI's INTELLIGENCE SUPPORT TO KEY COMMITTEES OF THE
CONGRESS. AS THE PRODUCTS OF THE INTELLIGENCE
COMMUNITY HAVE IMPROVED, AND THE PRESENTATIONS BE-
COME MORE EFFECTIVE, KEY-OFFICIALS HAVE BECOME MORE
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APPRECIATIVE. THEY RELY ON US FOR TIMELY AND DEPENDABLE
INTELLIGENCE, AND THEIR CONFIDENCE IN US IS OBVIOUSLY
GROWING. I AM COMPLETELY SATISFIED THAT OUR SUBSTANTIVE
PERFORMANCE HAS A VERY HIGH DEGREE OF ACCEPTANCE AMONG
THE IMPORTANT CUSTOMERS WE SERVE.
5, COLBY LEADERSHIP -- THE KEY TO CLOSER COMMUNITY
TIES AND THE INCREASING CONFIDENCE OF OUR CUSTOMERS
IS THE LEADERSHIP OF THE DCI -- NOT IN HIS ROLE AS CHIEF
THE THE CIA, BUT IN HIS STATUTORY ROLE AS COORDINATOR
OF THE TOTAL FOREIGN INTELLIGENCE EFFORT OF THE U.S.
GOVERNMENT. THE PRESIDENT HAS EMPHASIZED THIS LEADER-
SHIP CHARGE TO THE DCI AS THE MOST IMPORTANT OF ALL
HIS FUNCTIONS. MR. COLBY GIVES THE GREATEST PART OF
HIS TIME TO DOING JUST THAT, AND HIS EFFORTS ARE
SHOWING INCREASING SUCCESS. r,
THE FUTURE
WE SEE SEVERAL MAJOR ACTION AREAS TWAT WILL OCCUPY
OUR TIME AND ATTENTION DURING THE MONTHS (AND YEARS)
AHEAD.
WE MUST COMPLETE AND IMPROVE OUR COMMUNITY FAMILY
OF INTELLIGENCE PLANS, LEADING TO DEVELOPMENT OF A
NATIONAL INTELLIGENCE STRATEGY.
WE MUST CONTINUE TO IMPROVE MANPOWER UTILIZATION
BY PROVIDING MODERN TECHNIQUES AND METHODOLOGIES.
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THE DAY IS NOT FAR OFF WHEN THE INTELLIGENCE ANALYST WILL
WORK AT A CRT TIED TO AUTOMATED DATA BASES RATHER
THAN RELYING ON SAFES FULL OF PAPER FILES.
WE NEED BETTER MUTUAL SUPPORT BETWEEN NATIONAL
INTELLIGENCE AND MILITARY COMMAND INTELLIGENCE
ACTIVITIES -- THE NATIONALITACTICAL INTERFACE.
WE NEED GREATER FLEXIBILITY IN THE INTELLIGENCE
COMMUNITY TO MEET CRISIS SITUATIONS AND ADJUST
RAPIDLY TO CHANGING REQUIREMENTS.
CONCLUSION
I HAVE LAID OUT FOR YOU A BRIEF PICTURE OF OUR
INTELLIGENCE COMMUNITY AND THE POLICY STRUCTURE WHICH
IT SUPPORTS IN WASHINGTON. I'VE ALSO COVERED A
NUMBER OF THE PROBLEMS AND ISSUES CONFRONTING US, AND
SOME OF THE TRENDS AND FUTURE ACTIONS WE SEE.
QUESTIONS YOU MAY HAVE WILL BE ADDRESSED
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SUPERVISION OF CIA ACTIVITIES
YOU ARE ALL AWARE OF THE CURRENT CONTROVERSY IN
THE PRESS AND IN CONGRESS REGARDING THE NATURE AND
EXTENT OF SUPERVISION OF CIA THAT IS DESIRABLE.
UNQUESTIONABLY SOME CHANGES IN CONGRESSIONAL SUPERVISORY
ARRANGEMENTS WILL BE MADE AS A RESULT OF THE HEARINGS
NOW IN PROGRESS, REFLECTING CHANGED PUBLIC AND
CONGRESSIONAL ATTITUDES. HOWEVER, I WOULD LIKE TO SAY
THAT, CONTRARY TO GENERAL IMPRESSION, CIA HAS BEEN
SUBJECT TO RESPONSIBLE AND AUTHORITATIVE SUPERVISION.
ON A CONTINUING BASIS BY INSTRUMENTS OF BOTH THE
EXECUTIVE AND LEGISLATIVE BRANCHES OF THE GOVERNMENT.
IN THE SENATE AND HOUSE THIS SUPERVISION HAS BEEN
EXERCISED BY SPECIAL SUBCOMMITTEES OF THE APPROPRIATIONS
AND ARMED SERVICES COMMITTEES. IN THE EXECUTIVE BRANCH,
CIA IS UNDER CONTINUING SCRUTINY BY THE PRESIDENT'S
FOREIGN INTELLIGENCE ADVISORY BOARD, THE OFFICE OF
MANAGEMENT AND BUDGET, AND THE VARIOUS COMMITTEES OF
THE NATIONAL SECURITY COUNCIL SYSTEM. THESE COMMITTEES
PROVIDE AN EFFECTIVE MECHANISM FOR THE INTEGRATION OF
THE AGENCY'S ACTIVITIES WITH OTHER OVERSEAS OPERATIONS
OF OUR GOVERNMENT.
OVERSEAS, THE PRINCIPLES OF SUPERVISION AND
ACCOUNTABILITY ARE CONTINUED BY THE COUNTRY TEAMS,
WHERE ALL AGENCIES ATTACHED TO AN EMBASSY, INCLUDING
CIA, OPERATE UNDER THE GENERAL SUPERVISION OF THE AMBASSADOR.
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DURING THE LAST .8; IT WOULD BE IN ONE WORD--
REASSURANCE. TECHNOLOGICAL COMPETENCE, DEDICATION
AND CONTINUITY.
"WE ARE CAPTIVES IN A FREE LAND. A LONG TIME
AGO WE WENT LOOKING FOR FREEDOM AND FREEDOM FOUND
US AND CAPTURED US. WE HAVE BEEN SENTENCED TO LIVE
BY JUST LAWS, LEVELED BY EQUALITY, CHARGED BY FAITH
AS OUR BROTHERS' KEEPERS, HEMMED IN BY OUR NEIGH-
BORS' PERSONAL LIBERTIES, AND DRAFTED FOR THE DURA-
TION, BY THE RIGHTS OF AMERICANS YET UNBORN."
SPECIALIZED SKILL AND DEDICATION TO A DEGREE NOT
REQUIRED BEFORE.
NOT COMPETITIVE OR DUPLICATING.
EACH DO OUR SHARE.
ATTACHE HAS ACCESS TO PEOPLE AND INSTALLATIONS.
--WHEELER TO SILOS.
WE CAN AND MUST WORK TOGETHER. WE SHALL HAVE
FEWER FIREMEN. WE MUST KNOW WHERE FIRE HAZARDS ARE.
IF I WERE TO SUM UP MY EXPERIENCE IN THE AGENCY
t:F_A QS
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